buyer-list
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ChineseBuyer List
买方名单
Workflow
工作流程
Step 1: Understand the Target
步骤1：了解目标公司
- Company description, sector, and business model
- Revenue, EBITDA, and growth profile
- Key assets and capabilities (IP, customer relationships, geographic footprint, team)
- Expected valuation range
- Seller preferences (strategic vs. financial, management continuity, timeline)
- 公司描述、所属行业及商业模式
- 营收、EBITDA及增长态势
- 核心资产与能力（IP、客户关系、地域覆盖范围、团队）
- 预期估值区间
- 卖方偏好（战略买家vs财务买家、管理层延续性、时间线）
Step 2: Strategic Buyers
步骤2：战略买家
Identify strategic acquirers across categories:
Direct Competitors
- Companies in the same space that would gain market share
- Rationale: Revenue synergies, eliminate competitor, scale
Adjacent Players
- Companies in adjacent markets that could expand into the target's space
- Rationale: Product extension, cross-sell, new market entry
Vertical Integrators
- Customers or suppliers that could integrate vertically
- Rationale: Supply chain control, margin capture, strategic lock-in
Platform Builders
- Large companies building a platform in the space through M&A
- Rationale: Tuck-in acquisition, fill capability gap
For each strategic buyer, assess:
| Buyer | Sector | Revenue | Strategic Fit | Financial Capacity | M&A Track Record | Likelihood | Priority |
|---|---|---|---|---|---|---|---|
| High/Med/Low | Active/Moderate/None | A/B/C |
识别各类战略收购方：
直接竞争对手
- 同领域可获取市场份额的公司
- 核心理由：营收协同效应、消除竞争对手、扩大规模
相邻领域玩家
- 可拓展至目标公司所在领域的相邻市场企业
- 核心理由：产品延伸、交叉销售、新市场切入
垂直整合方
- 可进行垂直整合的客户或供应商
- 核心理由：供应链管控、利润获取、战略锁定
平台构建者
- 通过并购在该领域搭建平台的大型企业
- 核心理由：补全型收购、填补能力缺口
针对每个战略买家，评估以下维度：
| 买家 | 行业 | 营收 | 战略匹配度 | 财务能力 | 并购记录 | 可能性 | 优先级 |
|---|---|---|---|---|---|---|---|
| High/Med/Low | Active/Moderate/None | A/B/C |
Step 3: Financial Sponsors
步骤3：财务投资方
Identify PE/financial buyers:
Platform Investors
- Sponsors looking for a new platform in this sector
- Criteria: Fund size, sector focus, deal size range
Add-on Buyers
- Sponsors with existing portfolio companies that could acquire the target as a bolt-on
- Identify the specific portfolio company and synergy rationale
Growth Equity
- For earlier-stage or high-growth targets
- Minority vs. majority preference
For each sponsor:
| Sponsor | Fund Size | Sector Focus | Portfolio Overlap | Recent Activity | Priority |
|---|---|---|---|---|---|
| A/B/C |
识别私募股权/财务买家：
平台型投资方
- 寻求在该领域布局新平台的投资方
- 筛选标准：基金规模、行业聚焦、交易规模范围
追加收购型投资方
- 旗下已有投资组合公司可将目标公司作为补充收购标的的投资方
- 明确具体投资组合公司及协同理由
成长型股权基金
- 适用于早期或高增长阶段的目标公司
- 偏好少数股权vs多数股权
针对每个投资方，评估以下维度：
| 投资方 | 基金规模 | 行业聚焦 | 投资组合重叠度 | 近期动态 | 优先级 |
|---|---|---|---|---|---|
| A/B/C |
Step 4: Prioritization
步骤4：优先级划分
Tier the buyer list:
- Tier 1 (5-10): Highest strategic fit, proven acquirers, clear rationale — contact first
- Tier 2 (10-15): Good fit but less obvious — contact in second wave
- Tier 3 (10-20): Possible but lower probability — contact if process needs broadening
将买方名单分级：
- 一级买家（5-10家）：战略匹配度最高、有并购经验、理由明确——优先联系
- 二级买家（10-15家）：匹配度良好但理由不够突出——第二波联系
- 三级买家（10-20家）：有可能性但概率较低——若流程需扩大范围再联系
Step 5: Contact Mapping
步骤5：联系人梳理
For each Tier 1 buyer:
- Key decision maker (CEO, Corp Dev head, Partner)
- Relationship status (existing relationship, cold outreach, need introduction)
- Known preferences or constraints (size, geography, structure)
- Best approach channel
针对每个一级买家：
- 关键决策者（CEO、企业发展部负责人、合伙人）
- 关系状态（已有合作、陌生触达、需要引荐）
- 已知偏好或限制条件（规模、地域、交易结构）
- 最佳沟通渠道
Step 6: Output
步骤6：输出成果
- Excel workbook with:
- Strategic buyers tab (sorted by tier)
- Financial sponsors tab (sorted by tier)
- Contact mapping for Tier 1
- Summary statistics (total buyers by tier, by type)
- One-page buyer universe summary for the engagement letter or pitch
- Excel工作簿，包含：
- 战略买家工作表（按优先级排序）
- 财务投资方工作表（按优先级排序）
- 一级买家联系人梳理表
- 汇总统计数据（各层级、各类型买家总数）
- 适用于委托函或推介材料的一页式买方范围摘要
Important Notes
重要提示
- Quality over quantity — a focused list of 30-40 well-researched buyers beats a list of 200 names
- Research recent M&A activity — buyers who just did a deal in the space are either hungry for more or tapped out
- Check for antitrust concerns with direct competitors — flag any that might face regulatory issues
- Financial sponsors: check fund vintage and deployment pace — a fund nearing end of investment period may be more motivated
- Always ask the seller if there are buyers they want included or excluded
- Update the list as the process progresses — move buyers between tiers based on feedback
- 质量优先于数量——一份经过深入调研的30-40家精准买家名单远胜于200家泛泛的名单
- 调研近期并购活动——刚完成该领域交易的买家要么仍有收购需求，要么已无余力
- 排查直接竞争对手的反垄断顾虑——标记可能面临监管问题的买家
- 财务投资方：核查基金成立年限及投资进度——临近投资期结束的基金可能更有动力
- 务必询问卖方是否有希望纳入或排除的买家
- 随着流程推进更新名单——根据反馈调整买家层级