pitch-deck
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ChinesePitch Deck
融资路演材料（Pitch Deck）
When to Use
何时使用
- The founder is preparing a pitch deck for a fundraising round (pre-seed through Series A).
- The founder has an existing deck and wants structural or narrative feedback.
- The founder asks what slides to include or how to tell their story to investors.
- 创始人正在为某一轮融资（从 pre-seed 到 Series A）准备路演材料。
- 创始人已有路演材料，希望获得结构或叙事方面的反馈。
- 创始人询问应包含哪些幻灯片，或如何向投资者讲述自己的故事。
Context Required
所需上下文
From : company one-liner, stage, product description, target customer, business model, traction metrics, team bios, fundraising history, and competitive landscape. If any of these are missing, prompt the founder before drafting slides.
startup-contextFrom the user: target round size, target investor type (VC vs. angel), whether this is for a live pitch (fewer words, more visuals) or a send-ahead deck (more self-explanatory text).
来自 ：公司一句话简介、融资阶段、产品描述、目标客户、商业模式、traction 指标、团队成员简介、融资历史和竞争格局。如果其中任何信息缺失，应在起草幻灯片前向创始人询问。
startup-context来自用户：目标融资金额、目标投资者类型（VC 或 angel）、是用于 live pitch（文字更少、视觉内容更多）还是 send-ahead deck（文字更具自解释性）。
Workflow
工作流
- Read startup context — Pull from to populate slide content. Flag any gaps.
.agents/startup-context.md - Determine deck type — Ask if this is a live-pitch deck (visual-heavy, 30-40 words per slide max) or a send-ahead deck (can include more explanatory text, 60-80 words per slide).
- Draft the narrative arc — Before writing any slides, outline the story: what is the world like today (problem), what changes with your product (solution), why now, why this team, and what you need to get there.
- Write slide-by-slide content — Produce content for each of the 10-12 slides below. Each slide gets a title, key message, supporting points, and a suggested visual or data element.
- Review for investor lens — Check every slide against the question an investor would ask at that point. Flag weak spots.
- Produce final output — Deliver the deck outline as structured markdown. If the user wants a , chain to the Anthropic pptx skill after content is finalized.
.pptx
- 读取创业公司背景信息 — 从 提取内容以填充幻灯片，并指出信息缺口。
.agents/startup-context.md - 确定路演材料类型 — 询问用户需要 live-pitch deck（以视觉内容为主，每页最多 30–40 个词）还是 send-ahead deck（可包含更多解释性文字，每页 60–80 个词）。
- 起草叙事弧线 — 在编写任何幻灯片之前，先勾勒故事脉络：当今世界面临什么问题（问题）、产品带来什么改变（解决方案）、为什么是现在、为什么是这个团队，以及需要什么才能实现目标。
- 逐页编写内容 — 为下方 10–12 张幻灯片分别编写内容。每张幻灯片都应包含标题、核心信息、支撑要点，以及建议使用的视觉或数据元素。
- 从投资者视角进行审查 — 根据投资者在每个阶段会提出的问题检查每张幻灯片，并指出薄弱之处。
- 生成最终输出 — 以结构化 Markdown 形式交付路演材料大纲。如果用户需要 ，则在内容定稿后接入 Anthropic pptx skill。
.pptx
Output Format
输出格式
Structured markdown with one H3 per slide. Each slide section contains:
- Title: The slide headline (concise, assertion-style, e.g., "Healthcare billing wastes $200B annually")
- Key message: The one thing the audience should remember from this slide
- Content: Bullet points or narrative text
- Visual suggestion: What chart, image, screenshot, or diagram belongs here
- Investor question this answers: The implicit question in the VC's mind
以结构化 Markdown 输出，每张幻灯片使用一个 H3。每个幻灯片章节包括：
- 标题：幻灯片的标题（采用简洁的断言式表达，例如“医疗账单每年浪费 2000 亿美元”）
- 核心信息：观众看完这页后应记住的唯一要点
- 内容：要点列表或叙述性文本
- 视觉建议：适合该页的图表、图片、截图或示意图
- 本页回答的投资者问题：VC 心中隐含的问题
Frameworks & Best Practices
框架与最佳实践
The 10-12 Slide Framework
10–12 页框架
| # | Slide | Purpose | Common Mistakes |
|---|---|---|---|
| 1 | Title / Hook | Company name, one-liner, and a memorable hook stat or image | Burying the one-liner; using a generic tagline |
| 2 | Problem | Make the pain visceral and specific to your ICP | Being too abstract; citing a problem everyone already knows |
| 3 | Solution | Show what you built and how it eliminates the pain | Feature-dumping; not connecting back to the problem |
| 4 | Demo / Product | Screenshot, GIF, or live product walkthrough | Showing the admin panel instead of the user-facing magic |
| 5 | Market Size | TAM/SAM/SOM with a credible bottoms-up calculation | Using only top-down "the market is $X trillion" numbers |
| 6 | Business Model | How you make money, unit economics, pricing | Not showing actual or projected unit economics |
| 7 | Traction | The chart that goes up and to the right | Vanity metrics; hiding the Y-axis; mixing timeframes |
| 8 | Competition | Why you win — positioning matrix or comparison table | Claiming "no competitors"; using a 2x2 where you magically own the top-right |
| 9 | Team | Founders + key hires, relevant backgrounds | Listing every employee; not explaining founder-market fit |
| 10 | Go-to-Market | How you acquire customers today and at scale | Saying "we'll go viral" without a concrete channel strategy |
| 11 | Financials / Ask | How much you're raising, use of funds, key projections | Not specifying what milestones the money unlocks |
| 12 | Closing / Vision | The big dream — where this goes in 5-10 years | Being too conservative; forgetting contact info |
| # | 幻灯片 | 目的 | 常见错误 |
|---|---|---|---|
| 1 | 标题／开场吸引点 | 公司名称、一句话简介，以及令人难忘的 hook 数据或图像 | 埋没一句话简介；使用泛泛的标语 |
| 2 | 问题 | 让痛点对 ICP 而言变得具体且鲜明 | 过于抽象；引用一个大家都知道的问题 |
| 3 | 解决方案 | 展示你构建了什么，以及它如何消除痛点 | 堆砌功能；未与问题形成关联 |
| 4 | 演示／产品 | 截图、GIF 或现场产品演示 | 展示管理后台，而非面向用户的价值亮点 |
| 5 | 市场规模 | TAM/SAM/SOM，以及可信的自下而上计算 | 只使用自上而下的“市场规模为 X 万亿美元”数据 |
| 6 | 商业模式 | 收入来源、unit economics、定价方式 | 未展示实际或预测的 unit economics |
| 7 | Traction | 呈现一路上升的趋势图 | Vanity metrics；隐藏 Y 轴；混用不同时间范围 |
| 8 | 竞争 | 说明你为何能胜出——使用定位矩阵或对比表 | 声称“没有竞争对手”；使用 2x2 矩阵，却无法合理地占据右上角 |
| 9 | 团队 | 创始人与关键招聘对象，以及相关背景 | 罗列所有员工；未说明 founder-market fit |
| 10 | Go-to-Market | 说明当前如何获客，以及如何规模化获客 | 在没有具体渠道策略的情况下声称“ we'll go viral” |
| 11 | 财务／融资诉求 | 融资金额、资金用途和关键预测 | 未说明这笔资金能够解锁哪些里程碑 |
| 12 | 结尾／愿景 | 描绘未来 5–10 年的宏大愿景 | 过于保守；遗漏联系方式 |
Narrative Arc Rules
叙事弧线规则
- Slide 1-3: Establish tension. The audience should feel the problem before you show the answer.
- Slide 4-7: Build credibility. Prove you have a real product with real traction in a real market.
- Slide 8-10: Prove defensibility. Show you can win against alternatives and scale.
- Slide 11-12: Make the ask and paint the vision. End with ambition, not logistics.
- 第 1–3 页：建立张力。在展示答案之前，应让观众充分感受到问题。
- 第 4–7 页：建立可信度。证明你拥有真实的产品、真实的 traction 和真实的市场。
- 第 8–10 页：证明可防御性。展示你为何能战胜替代方案并实现规模化。
- 第 11–12 页：提出融资诉求并描绘愿景。以抱负收尾，而不是以执行细节收尾。
Stage-Specific Guidance
分阶段指导
- Pre-seed / Seed: Emphasize problem depth, founder-market fit, and early signals (waitlist, LOIs, design partners). Financial projections can be lighter.
- Series A: Emphasize repeatable go-to-market, unit economics, and a clear path from current traction to 3-5x growth. Investors expect real revenue data.
- Pre-seed／种子轮：强调问题深度、founder-market fit 和早期信号（waitlist、LOI、design partners）。财务预测可以从简。
- Series A：强调可复制的 go-to-market、unit economics，以及从当前 traction 增长至 3–5 倍的清晰路径。投资者期望看到真实的营收数据。
Principles
原则
- Every slide title should be an assertion, not a label. "We grew 30% MoM for 6 months" beats "Traction".
- Remove any slide that does not advance the narrative. If you cannot articulate why a slide exists, cut it.
- The deck should be understandable by a partner who reads it at 11pm on their iPad without you presenting.
- Use no more than 3 fonts and 2 brand colors. Clutter kills credibility.
- Data beats adjectives. Replace "fast-growing" with "3x YoY".
- 每张幻灯片的标题都应是断言，而不是标签。“我们连续 6 个月 MoM 增长 30%”优于“Traction”。
- 删除任何无法推动叙事发展的幻灯片。如果无法明确说明某页存在的理由，就应将其删去。
- 即使合伙人在晚上 11 点独自用 iPad 阅读、没有你现场讲解，也应该能够理解整份材料。
- 最多使用 3 种字体和 2 种品牌色。杂乱会损害可信度。
- 数据优于形容词。用“3x YoY”替代“高速增长”。
Related Skills
相关 Skills
- — use before building the deck to tailor the narrative to specific investor interests
investor-research - — prepare the backup materials investors will request after seeing the deck
data-room - — write the outreach email that accompanies the deck
fundraising-email
- — 在构建路演材料之前使用，以根据特定投资者的关注点调整叙事
investor-research - — 准备投资者看完路演材料后可能索要的补充材料
data-room - — 撰写随路演材料一并发送的外联邮件
fundraising-email
Examples
示例
Example prompt: "Help me build a seed deck. We're raising $3M for an AI-powered contract review tool for mid-market legal teams. We have $40K MRR and 12 paying customers."
Good output snippet (Problem slide):
Slide 2: Problem
Title: Mid-market legal teams review 500+ contracts/month with 1990s tools Key message: Contract review is the #1 time sink for legal teams at companies with 200-2,000 employees, costing $180K+/year in paralegal hours per company. Content:
- 73% of mid-market companies still use manual redlining in Word
- Average contract review takes 45 minutes; 30 minutes is repetitive clause checking
- Errors in reviewed contracts cost companies 2-5% of deal value annually Visual suggestion: Side-by-side showing a paralegal buried in Word docs vs. your product highlighting risks in seconds Investor question this answers: Is this a real, painful, expensive problem?
Example prompt: "Review my existing deck — I keep getting passed on after the first meeting."
Good output approach: Read the deck, identify which of the 12 slides are missing or weak, check if the narrative arc has tension, and test every slide against the investor-question framework. Deliver specific rewrites, not vague advice.
示例提示词：“帮我制作一份种子轮路演材料。我们正在为一款面向中端市场法律团队的 AI 驱动合同审查工具融资 300 万美元。目前我们有 4 万美元 MRR 和 12 家付费客户。”
优秀输出片段（问题页）：
第 2 页：问题
标题：中型法律团队每月审查 500 多份合同，却仍在使用 1990 年代的工具 核心信息：对于员工规模为 200–2,000 人的公司，合同审查是法律团队的头号时间消耗项，每年每家公司至少耗费 18 万美元的法务助理工时。 内容：
- 73% 的中型市场公司仍在 Word 中手动进行修订标记
- 审查一份合同平均需要 45 分钟，其中 30 分钟用于重复检查条款
- 合同审查错误每年会使公司损失交易金额的 2%–5% 视觉建议：并排展示一名埋首于 Word 文档中的法务助理，以及你的产品在数秒内高亮风险的效果 本页回答的投资者问题：这是一个真实、痛点明确且代价高昂的问题吗？
示例提示词：“审查我现有的融资路演材料——每次第一次会面后我都会被淘汰。”
优秀输出方式：阅读路演材料，找出 12 张幻灯片中缺失或薄弱的部分，检查叙事弧线是否具有张力，并依据投资者问题框架测试每张幻灯片。交付具体的改写方案，而不是笼统的建议。