| name | china-dd-meeting-prep |
| description | Prepare management meeting materials and question lists for A-share investment due diligence. Adapted from the original dd-meeting-prep skill for Chinese business culture and management meeting conventions. Triggers on "A股尽调会议准备", "管理层会议准备", "management meeting China", "DD meeting prep", "管理層访谈准备", or "prepare for management meeting [company]". |
china-dd-meeting-prep
Purpose
Prepare for A股投资尽调管理层会议 — structured meeting preparation with question lists and material review.
Data Sources
Primary: iFind MCP (Tier-1 付费) / AkShare MCP (Tier-2 免费备选)
get_stock_info(ticker) → Company overview
get_quote(ticker) → Valuation context
get_financials(ticker, "income") → Financial performance
get_financials(ticker, "balance") → Balance sheet
get_industry_stocks(industry="...") → Peer context
Secondary Sources
- 巨潮 — company filings
- 券商研报 — existing research
- 公开信息 — news, announcements
Workflow
Step 1: Research the Company
Pre-meeting research checklist:
| Item | Source | Notes |
|---|
| 公司历史 | 巨潮年报 | Founding story, milestones |
| 股权结构 | 年报 / 企查查 | Ownership, actual controller |
| 业务模式 | 年报, 官网 | How they make money |
| 财务表现 | AkShare / 巨潮 | Trends, quality |
| 行业地位 | 行业报告 | Market share, positioning |
| 管理层背景 | 年报, 官网 | Experience, track record |
| 近期动态 | 公告, 新闻 | M&A, contracts, disputes |
Step 2: Prepare Question List
Categorized questions:
Strategy & Vision (战略)
1. 公司未来3-5年的战略规划是什么？
- 增长驱动因素：有机增长 vs 并购？
- 重点发展的业务/区域？
- 竞争策略是什么？
2. 行业整合怎么看？
- 公司是否有意参与行业整合？
- 对竞争对手的评估？
3. 技术/产品路线图？
- 研发投入计划？
- 核心技术壁垒？
Financial Performance (财务)
1. 收入增长驱动因素分解？
- 量 vs 价 vs 产品组合？
2. 毛利率趋势？
- 原材料成本压力？
- 提价能力？
3. 资本配置优先级？
- 分红 vs 再投资 vs 还债？
4. 现金流管理？
- 经营现金流趋势？
- 资本支出计划？
5. 债务结构？
- 有息负债规模和期限？
- 融资渠道？
Operations (运营)
1. 产能利用率？
2. 供应链管理？
- 关键供应商？
- 备选方案？
3. 客户结构？
- 前五大客户占比？
- 客户留存率？
4. 质量控制体系？
5. 渠道网络？
- 经销商管理？
- 直营 vs 经销？
Management & Organization (管理)
1. 管理层背景和经验？
- 核心团队 tenure？
- succession planning？
2. 组织架构？
- 关键岗位？
- 人才流失率？
3. 激励机制？
- 管理层激励？
- 员工股权？
4. 企业文化？
- 价值观, 执行力？
Competitive Position (竞争)
1. 核心竞争优势？
- 护城河是什么？
2. 主要竞争对手？
- 如何应对竞争？
3. 进入壁垒？
- 新进入者威胁？
4. 替代品威胁？
- 技术替代风险？
Growth & Investment (发展)
1. 增长机会？
- 新产品/新市场？
- 国际化计划？
2. 并购策略？
- 是否有并购计划？
- 整合能力？
3. 资本支出计划？
- 未来 CapEx 需求？
Risk & Challenges (风险)
1. 关键风险因素？
- 行业政策风险？
- 原材料价格波动？
- 竞争加剧？
2. 挑战应对？
- 最担心的竞争对手动作？
- 最大的 operational challenge？
3. 危机管理？
- 过去遇到的重大挑战及应对？
Step 3: Prepare Presentation Materials
Materials to request (会前材料):
- 公司介绍PPT (Company presentation)
- 最近3-5年审计报告 (Audit reports)
- 最近财务预测 (Financial projections)
- 业务数据 (Operational data)
- 组织结构图 (Org chart)
- 产品/服务介绍 (Product overview)
Materials to bring:
- Question list (organized by category)
- Industry overview
- Peer comparison data
- Financial model questions
- Specific concerns to address
Step 4: Meeting Logistics
Meeting structure (typical 2-3 hour):
| Time | Segment | Content |
|---|
| 0:00-0:15 | Opening | Introductions, process overview |
| 0:15-0:45 | Management presentation | Company overview by management |
| 0:45-1:45 | Q&A | Structured questioning |
| 1:45-2:15 | Break / informal chat | Relationship building |
| 2:15-2:30 | Wrap-up | Next steps, follow-up items |
Step 5: Post-Meeting Actions
Immediate follow-up:
Meeting minutes template:
【管理层会议纪要】[Company] [Date]
参会人员：
买方：[Names, firms]
卖方/管理层：[Names, titles]
一、管理层介绍
[Summary of management presentation]
二、关键问题与回答
1. [Question]: [Answer summary]
2. [Question]: [Answer summary]
...
三、关键发现
[Important insights from meeting]
四、红旗事项
[Red flags or concerns]
五、后续事项
[Follow-up items, deadlines]
六、投资逻辑更新
[How meeting impacted thesis]
China-Specific Meeting Considerations
Business Culture
| Aspect | Implication |
|---|
| 关系建立 | Relationship building important before business |
| 层级意识 | Address most senior person first |
| 面子文化 | Avoid confrontation, read between lines |
| 含蓄表达 | "We'll consider it" may mean no |
| 谈判风格 | Patient, relationship-focused |
Meeting Best Practices
- Arrive on time (punctuality valued)
- Bring senior team members (shows commitment)
- Prepare bilingual materials if needed
- Have local team member present
- Be prepared for indirect answers
- Read non-verbal cues
- Follow up promptly
Key Questions for Chinese Companies
| Topic | Specific Questions |
|---|
| 实际控制人 | Who is the actual controller? Control structure? |
| 关联交易 | Related party transactions? Arm's length? |
| 政府关系 | Government relationships? Subsidies? |
| 竞争环境 | How do you compete with state-owned peers? |
| 融资能力 | Bank relationships? Credit access? |
| 国际化 | Overseas expansion plans? |
| 接班人 | Succession planning? |
Quality Checks
Before meeting:
After meeting:
Data Source Mode Switch: Set env var IFIND_DATA_SOURCE_MODE to control data source preference.
ifind-only (strict): Use iFind only, error if unavailableifind-fallback (default): iFind preferred, fallback to AkShareakshare-only, wind-only (Wind only), wind-fallback (Wind first, fallback to iFind → AkShare): Skip iFind, use AkShare only
