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dd-meeting-prep

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Chinese

Diligence Meeting Prep

尽职调查会议准备

Workflow

工作流程

Step 1: Meeting Context

步骤1：会议背景

Ask the user for:
  • Meeting type: Management presentation, expert call, customer reference, advisor check-in, site visit
  • Attendees: Who from the target company or third party
  • Topic focus: Full business overview, or specific workstream (financial, commercial, operational, tech)
  • What you already know: Prior meetings, CIM, data room findings
  • Key concerns: Specific issues to probe
向用户询问以下信息：
  • 会议类型：管理层演示、专家访谈、客户参考调研、顾问沟通、现场考察
  • 参会人员：目标公司或第三方的哪些人员
  • 主题重点：全面业务概述，或特定领域（财务、商务、运营、技术）
  • 已知信息：过往会议、CIM、数据室发现的内容
  • 核心关注点：需深入调查的特定问题

Step 2: Generate Question List

步骤2：生成问题清单

Organize questions by priority and topic. Structure depends on meeting type:
按优先级和主题整理问题，结构根据会议类型调整：

Management Presentation

管理层演示

Business Overview (warm-up)
  • Walk us through the founding story and key milestones
  • How do you describe the business to someone unfamiliar with the space?
  • What are you most proud of? What would you do differently?
Revenue & Growth
  • Walk us through revenue by customer/segment/geography
  • What's driving growth? Price vs. volume vs. new customers
  • What does the sales cycle look like? How has win rate trended?
  • Where do you see the biggest growth opportunities in the next 3-5 years?
Competitive Positioning
  • Who do you lose deals to and why?
  • What's your moat? How defensible is it?
  • How do customers evaluate you vs. alternatives?
Operations & Team
  • Walk us through the org chart — who are the key people?
  • What roles are you hiring for? What's been hardest to fill?
  • What keeps you up at night operationally?
Financial Deep-Dive
  • Walk us through the margin bridge — what's changed and why?
  • Any one-time or non-recurring items we should understand?
  • How do you think about capex — maintenance vs. growth?
  • Working capital seasonality?
Forward Look
  • Walk us through the budget/plan for next year
  • What assumptions are you most/least confident in?
  • What would need to go right/wrong to significantly beat/miss plan?
业务概述（热身环节）
  • 请介绍公司的创立历程和关键里程碑
  • 您会如何向不熟悉该领域的人介绍公司业务？
  • 您最引以为傲的是什么？如果重来会有哪些不同做法？
收入与增长
  • 请按客户/细分领域/地域介绍收入情况
  • 增长的驱动因素是什么？价格、销量还是新客户？
  • 销售周期是怎样的？赢单率趋势如何？
  • 未来3-5年您认为最大的增长机会在哪里？
竞争定位
  • 您会在哪些交易中输给竞争对手？原因是什么？
  • 您公司的护城河是什么？防御性如何？
  • 客户如何评估您公司与竞品的差异？
运营与团队
  • 请介绍公司组织架构——核心成员有哪些？
  • 您正在招聘哪些岗位？最难填补的是哪些？
  • 运营方面最让您担忧的是什么？
财务深度剖析
  • 请介绍利润率变化的原因——哪些因素发生了改变？
  • 是否存在需要了解的一次性或非经常性项目？
  • 您如何看待资本支出——维护性支出 vs 增长性支出？
  • 营运资金是否存在季节性波动？
未来展望
  • 请介绍明年的预算/计划
  • 您对哪些假设最有信心/最没信心？
  • 需要出现哪些有利/不利情况才会大幅超额/未达计划？

Expert Network Call

专家网络访谈

  • How do you view [company]'s positioning in the market?
  • What are the secular trends driving this space?
  • Who are the strongest competitors and why?
  • What risks should an investor be aware of?
  • If you were buying this business, what would you diligence most carefully?
  • 您如何看待[公司]在市场中的定位？
  • 推动该领域发展的长期趋势有哪些？
  • 最强的竞争对手是谁？原因是什么？
  • 投资者需要注意哪些风险？
  • 如果您要收购这家企业，最会重点调查哪些方面？

Customer Reference Call

客户参考调研

  • How did you find [company] and why did you choose them?
  • What alternatives did you evaluate?
  • What do they do well? Where could they improve?
  • How likely are you to renew/expand? What would change that?
  • If they raised prices 10-20%, how would you react?
  • 您是如何找到[公司]的？为什么选择他们？
  • 您评估过哪些替代方案？
  • 他们哪些方面做得好？哪些地方可以改进？
  • 您续约/扩大合作的可能性有多大？什么会改变这一决定？
  • 如果他们提价10-20%，您会如何反应？

Step 3: Benchmarks & Context

步骤3：基准与背景信息

For each key topic, provide relevant benchmarks:
  • Industry growth rates and margin profiles
  • Comparable company metrics (if comps analysis exists in session)
  • Data points from the CIM or data room that warrant follow-up
  • Discrepancies between different data sources to clarify
针对每个关键主题，提供相关基准：
  • 行业增长率和利润率概况
  • 可比公司指标（若会话中存在竞品分析）
  • CIM或数据室中需跟进的数据点
  • 不同数据源之间的差异，需澄清

Step 4: Red Flags to Probe

步骤4：需深入调查的风险信号

Based on what's known, flag specific areas to dig into:
  • Inconsistencies in the CIM or financials
  • Customer concentration or churn signals
  • Management team gaps or recent departures
  • Unusual accounting treatments
  • Missing data room items
基于已知信息，标记需深挖的特定领域：
  • CIM或财务数据中的不一致之处
  • 客户集中度或流失信号
  • 管理团队缺口或近期人员离职情况
  • 特殊会计处理方式
  • 数据室缺失的资料

Step 5: Output

步骤5：输出结果

One-page meeting prep doc:
  1. Meeting logistics: Who, when, where, duration
  2. Objectives: Top 3 things you need to learn from this meeting
  3. Question list: Prioritized, grouped by topic (star the must-asks)
  4. Benchmarks: Key numbers to reference
  5. Red flags: Specific items to probe
  6. Follow-up items: What to request after the meeting
一页纸的会议准备文档：
  1. 会议后勤信息：参会人员、时间、地点、时长
  2. 会议目标：本次会议需了解的3个核心要点
  3. 问题清单：按主题分组并排序（标记必问问题）
  4. 基准数据：需参考的关键数据
  5. 风险信号：需深入调查的特定事项
  6. 后续事项：会议后需索取的资料

Important Notes

重要提示

  • Lead with open-ended questions — let management talk, then follow up on specifics
  • Don't lead the witness — ask neutral questions, not "isn't it true that..."
  • Take notes on body language and confidence levels, not just answers
  • Always end with: "What haven't we asked about that we should?"
  • Keep the question list to 15-20 max — you won't get through more in a 60-90 min session
  • 以开放式问题开场——让管理层充分发言，再针对细节跟进
  • 不要诱导证人——提出中立问题，避免使用“是不是……”这类句式
  • 记录肢体语言和信心程度，而不只是答案
  • 会议结尾务必提问：“我们还有哪些应该问却没问的问题？”
  • 问题清单控制在15-20个以内——60-90分钟的会议无法覆盖更多问题