fundraising

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Fundraising

融资

Scope

服务范围

Covers

Deciding whether to raise venture funding (vs bootstrapping / delaying / alternatives) and articulating the trade-offs
Designing a round (amount, timeline, milestone, target investor profile) without pretending to give legal/tax advice
Building an investor-ready narrative and a pitch deck outline optimized for first impressions
Running the fundraising process as a pipeline (target list, outreach, follow-ups, rejection handling, momentum)
Preparing for diligence (data-room checklist + FAQs/objections) and reducing “unknown unknowns”

When to use

“Should I raise venture capital or bootstrap?”
“Help me build a pitch deck narrative and a strong first slide.”
“I need an investor outreach plan and a pipeline tracker.”
“I’m starting a pre-seed/seed raise; help me run the process end-to-end.”

When NOT to use

You need legal, tax, or securities advice (term sheets, SAFE/notes, incorporation, compliance) — involve qualified professionals.
You’re raising grants/donations or structured debt (use a fundraising/grants/debt-specific workflow instead).
You only want visual slide design polish with no strategy/process work.
You’re in an immediate liquidity crisis where the only viable path is emergency financing within days (this skill can help structure messaging, but you should prioritize urgent financial triage with experts).

涵盖内容

判断是否进行风险投资（vs bootstrapping / 延迟融资 / 其他选项），并阐明其中的利弊
设计融资轮次（金额、时间线、里程碑、目标投资者画像），不提供法律/税务建议
打造适合第一印象的、面向投资者的融资叙事和演示大纲
将融资流程作为渠道管理（目标列表、开发、跟进、拒绝处理、节奏把控）
为尽职调查做准备（数据室清单+常见问题/异议解答），减少“未知的未知”

适用场景

“我应该选择风险投资还是自筹资金？”
“帮我打造融资叙事和有吸引力的首屏内容。”
“我需要一份投资者开发计划和渠道跟踪表。”
“我即将启动种子前/种子轮融资；帮我从头到尾规划流程。”

不适用场景

需要法律、税务或证券建议（条款清单、SAFE/票据、注册、合规）——请咨询专业人士。
正在筹集拨款/捐赠或结构化债务（请使用针对拨款/债务的专属融资流程）。
仅需优化演示文稿的视觉设计，不需要策略/流程层面的支持。
处于紧急流动性危机，唯一可行路径是数日内获得紧急融资（本方法可帮助优化沟通话术，但你应优先寻求专家进行紧急财务分流）。

Inputs

输入要求

Minimum required

Company snapshot: what you build, who it’s for, and why now
Stage + traction (or pre-traction proof), plus 1–3 key metrics (even proxies)
Team snapshot (founders, key strengths, gaps you’re hiring for)
Runway + constraints (cash, time, geography, intro network, fundraising window)
Fundraising intent: why raise, target amount (or range), and what milestone it buys

Missing-info strategy

Ask 3–5 questions at a time from references/INTAKE.md.
If specifics are missing, proceed with labeled assumptions and ranges (never invent exact numbers).
Do not request sensitive credentials or confidential customer/employee data; use anonymized examples.

最低必填信息

公司概况：业务内容、目标用户、市场时机
阶段+ traction（或预traction证明），以及1-3个关键指标（即使是代理指标）
团队概况（创始人、核心优势、待填补的缺口）
现金流 runway+约束条件（现金、时间、地域、人脉、融资窗口期）
融资意图：融资原因、目标金额（或范围）、以及该资金将达成的里程碑

缺失信息处理策略

从[references/INTAKE.md]中每次提出3-5个问题。
如果缺少具体信息，基于标注的假设和范围推进工作（绝不编造精确数字）。
不要求提供敏感凭证或机密客户/员工数据；使用匿名示例。

Outputs (deliverables)

输出成果（交付物）

Produce a Fundraising Pack (Markdown in chat; or as files if requested) in this order:

Raise Decision Memo (VC vs bootstrap/delay; trade-offs; “if we raise” vs “if we don’t” plan)
Round Design Brief (amount, timing, milestone, use of funds, target investor profile)
Pitch Narrative + Deck Outline (including a high-signal first slide + talk track)
Investor ICP + Target List + Pipeline Tracker (with weekly activity targets)
Outreach + Follow-up Scripts (warm intro ask, cold email, post-meeting follow-up)
Diligence Prep (data-room checklist + FAQ/objection responses)
Operating Cadence (weekly dashboard, “100 no’s” resilience plan, next-14-days action plan)
Risks / Open questions / Next steps (always)

Templates: references/TEMPLATES.md
Expanded guidance: references/WORKFLOW.md

按以下顺序生成融资包（聊天中以Markdown格式呈现；或按需生成文件）：

融资决策备忘录（风险投资vs自筹/延迟；利弊分析；“融资”vs“不融资”方案）
轮次设计简报（金额、时间、里程碑、资金用途、目标投资者画像）
融资叙事+演示大纲（包括高信息量首屏+演讲脚本）
投资者理想客户画像（ICP）+目标列表+渠道跟踪表（含每周活动目标）
开发+跟进脚本（暖场引荐请求、开发信、会后跟进）
尽职调查准备材料（数据室清单+常见问题/异议解答）
执行节奏（每周仪表盘、“100次拒绝”韧性计划、未来14天行动计划）
风险/待解决问题/下一步行动（必备内容）

模板：[references/TEMPLATES.md]
扩展指南：[references/WORKFLOW.md]

Workflow (8 steps)

工作流程（8步）

1) Intake + constraints snapshot

1) 信息收集+约束条件快照

Inputs: user context; references/INTAKE.md.
Actions: Capture stage, runway, constraints, timing, and goal. Separate “must be true” vs “nice to have”. Identify what would make fundraising a mistake.
Outputs: Context snapshot + assumptions/unknowns list.
Checks: Timeline has dates; runway is stated (or explicitly unknown); constraints are explicit.

输入：用户背景信息；[references/INTAKE.md]。
行动：记录阶段、现金流 runway、约束条件、时间节点和目标。区分“必须满足”vs“锦上添花”的需求。识别可能导致融资失败的因素。
输出：背景信息快照+假设/未知事项列表。
检查项：时间线包含具体日期；现金流runway已明确（或标注为未知）；约束条件清晰明确。

2) Decide whether to raise (and why)

2) 决定是否融资（及原因）

Inputs: goals, constraints, risk tolerance, business model.
Actions: Write a Raise Decision Memo: why raise, why not, and the “venture treadmill” trade-off (growth expectations, dilution, speed). Propose alternatives (delay, revenue-first, angels, strategic, debt) where appropriate.
Outputs: Raise Decision Memo with a clear recommendation + decision criteria.
Checks: Recommendation is falsifiable (“we raise if X by date Y”); non-VC path is not hand-waved.

输入：目标、约束条件、风险承受能力、商业模式。
行动：撰写融资决策备忘录：融资的理由、不融资的理由，以及“风险投资 treadmill”的利弊（增长预期、股权稀释、速度）。酌情提出替代方案（延迟融资、先做营收、天使投资、战略投资、债务融资）。
输出：融资决策备忘录，包含明确建议+决策标准。
检查项：建议可证伪（“若在日期Y前达成X，则进行融资”）；非风险投资路径未被轻描淡写。

3) Design the round (make the plan fundable)

3) 设计融资轮次（让方案具备可融资性）

Inputs: runway, burn (or plan), milestone, hiring needs, market timing.
Actions: Define raise amount range, timing, and the milestone it buys. Specify investor profile (stage, check size, thesis, geography) and a simple “use of funds” narrative.
Outputs: Round Design Brief.
Checks: Amount ↔ milestone is coherent; plan fits constraints; assumptions are explicit.

输入：现金流runway、烧钱率（或计划）、里程碑、招聘需求、市场时机。
行动：定义融资金额范围、时间节点，以及该资金将达成的里程碑。明确投资者画像（阶段、投资规模、投资主题、地域），并梳理简洁的“资金用途”叙事。
输出：轮次设计简报。
检查项：金额与里程碑匹配；方案符合约束条件；假设明确标注。

4) Build the pitch narrative + first impression assets

4) 打造融资叙事+第一印象资产

Inputs: product, ICP, wedge, traction/proof, insights from Steps 1–3.
Actions: Draft a crisp one-liner, the “strongest point” for slide 1, and a deck outline that answers: problem, solution, why now, why you, why win, why invest.
Outputs: Pitch Narrative + Deck Outline (+ talk track).
Checks: First slide passes the 10-second test (what it is, for whom, why it matters); narrative has evidence, not vibes.

输入：产品、理想客户画像（ICP）、切入点、traction/证明、步骤1-3的洞察。
行动：撰写简洁的一句话定位、首屏的“核心亮点”，以及涵盖以下内容的演示大纲：问题、解决方案、市场时机、团队优势、竞争优势、投资理由。
输出：融资叙事+演示大纲（+演讲脚本）。
检查项：首屏通过10秒测试（清晰说明业务内容、目标用户、核心价值）；叙事有证据支撑，而非主观感受。

5) Build the investor pipeline (target list + math)

5) 搭建投资者渠道（目标列表+量化规划）

Inputs: target investor profile; network; constraints.
Actions: Create an ICP and a prioritized target list. Set pipeline math (how many intros/meetings/week) and define a tracking table.
Outputs: Investor ICP + Target List + Pipeline Tracker.
Checks: Targets match round design; outreach plan is schedulable; next 7 days have concrete outreach tasks.

输入：目标投资者画像；人脉；约束条件。
行动：创建理想客户画像（ICP）和优先级目标列表。设定渠道量化指标（每周需获得的引荐/会议数量），并定义跟踪表格。
输出：投资者理想客户画像（ICP）+目标列表+渠道跟踪表。
检查项：目标与轮次设计匹配；开发计划可落地执行；未来7天有具体的开发任务。

6) Execute outreach + meetings (run the “100 no’s” process)

6) 执行开发+会议（推进“100次拒绝”流程）

Inputs: scripts; target list; calendar.
Actions: Draft outreach messages, run outreach cadence, and standardize meeting flow + follow-ups. Track “nos” as data (rejection reasons) and iterate the pitch.
Outputs: Outreach + Follow-up Scripts + meeting agenda + iteration log.
Checks: Every meeting has a next step; follow-ups go out within 24 hours; learnings are captured weekly.

输入：脚本；目标列表；日程。
行动：撰写开发消息、执行开发节奏、标准化会议流程+跟进。将“拒绝”作为数据记录（拒绝原因），并迭代融资叙事。
输出：开发+跟进脚本+会议议程+迭代日志。
检查项：每次会议都有下一步行动；跟进消息在24小时内发出；每周记录学习心得。

7) Prep diligence (reduce friction)

7) 准备尽职调查（减少摩擦）

Inputs: likely diligence asks; current docs.
Actions: Create a lightweight data-room checklist and an FAQ/objection response sheet. Identify the 3–5 biggest diligence gaps and a plan to close them.
Outputs: Diligence Prep checklist + FAQ.
Checks: No claims without supporting artifacts; sensitive info is handled carefully.

输入：可能的尽职调查问题；现有文档。
行动：创建轻量化数据室清单和常见问题/异议解答表。识别3-5个最大的尽职调查缺口，并制定填补计划。
输出：尽职调查准备材料清单+常见问题解答。
检查项：所有主张都有支撑材料；敏感信息处理谨慎。

8) Quality gate + finalize the pack

8) 质量审核+最终确定融资包

Inputs: full draft pack.
Actions: Run references/CHECKLISTS.md and score with references/RUBRIC.md. Tighten weak sections. Add Risks / Open questions / Next steps and a next-14-days action plan.
Outputs: Final Fundraising Pack.
Checks: Pack is decision-ready, narrative-coherent, and process-executable.

输入：完整的融资包草稿。
行动：使用[references/CHECKLISTS.md]和[references/RUBRIC.md]进行审核和评分。优化薄弱环节。添加风险/待解决问题/下一步行动和未来14天行动计划。
输出：最终版融资包。
检查项：融资包可用于决策、叙事连贯、流程可执行。

Quality gate (required)

质量审核（必备步骤）

Use references/CHECKLISTS.md and references/RUBRIC.md.
Always include: Risks, Open questions, Next steps.

使用[references/CHECKLISTS.md]和[references/RUBRIC.md]。
必须包含：风险、待解决问题、下一步行动。

Examples

示例

Example 1 (pre-seed): “We’re 2 founders building a B2B workflow tool. We have 5 design partners and 2 pilots. We have 6 months runway and want to raise $1.5–2.0M. Use

fundraising

to produce the full Fundraising Pack including a deck outline and investor pipeline tracker.”
Expected: decision memo + round design + deck outline (strong first slide) + target list + outreach scripts.

Example 2 (seed with traction): “We’re at $60k MRR and growing 10% MoM. We’re debating whether to raise now or wait 6 months. Use

fundraising

to help us decide and create an outreach plan if we choose to raise.”
Expected: raise-vs-wait decision memo with criteria + round design options + pipeline plan.

Boundary example: “Draft a SAFE agreement and tell me what valuation I should take.”
Response: out of scope for legal/pricing advice; offer to produce the negotiation inputs (round design assumptions, comps proxy approach, questions for counsel) and a fundraising process plan.

示例1（种子前轮）： “我们是两位创始人，正在打造一款B2B工作流工具。我们有5个设计合作伙伴和2个试点客户。我们有6个月的现金流runway，计划筹集150-200万美元。使用

fundraising

制作完整的融资包，包括演示大纲和投资者渠道跟踪表。”
预期输出：决策备忘录+轮次设计+演示大纲（优质首屏）+目标列表+开发脚本。

示例2（有traction的种子轮）： “我们的月度经常性收入（MRR）为6万美元，月增长率10%。我们在考虑现在融资还是再等6个月。使用

fundraising

帮我们做决策，如果选择融资则制定开发计划。”
预期输出：融资vs等待的决策备忘录（含决策标准）+轮次设计选项+渠道计划。

边界示例： “起草一份SAFE协议，并告诉我应该接受什么估值。”
回应：法律/定价咨询超出服务范围；可提供谈判输入（轮次设计假设、可比公司代理方法、咨询律师的问题）和融资流程规划。