安全扫描（ClawHub）

• VirusTotal ：良性
• OpenClaw ：良性

OpenClaw 评估

This is a purely instructional M&A playbook (checklists and a 100-day integration plan) with no code, installs, or credential requests — its behavior matches its description.

安装（复制给龙虾 AI）

将下方整段复制到龙虾中文库对话中，由龙虾按 SKILL.md 完成安装。

请把本段交给龙虾中文库（龙虾 AI）执行：为本机安装 OpenClaw 技能「Ma Playbook」。简介：M&A strategy for acquiring companies or being acquired. Due diligence, valuatio…。
请 fetch 以下地址读取 SKILL.md 并按文档完成安装：https://raw.githubusercontent.com/openclaw/skills/refs/heads/main/skills/alirezarezvani/ma-playbook/SKILL.md
（来源：yingzhi8.cn 技能库）

SKILL.md

打开原始 SKILL.md（GitHub raw）

---
name: "ma-playbook"
description: "M&A strategy for acquiring companies or being acquired. Due diligence, valuation, integration, and deal structure. Use when evaluating acquisitions, preparing for acquisition, M&A due diligence, integration planning, or deal negotiation."
license: MIT
metadata:
  version: 1.0.0
  author: Alireza Rezvani
  category: c-level
  domain: ma-strategy
  updated: 2026-03-05
---

# M&A Playbook

Frameworks for both sides of M&A: acquiring companies and being acquired.

## Keywords
M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout

## Quick Start

**Acquiring:** Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration.

**Being Acquired:** Start with readiness assessment → data room prep → advisor selection → negotiation → transition.

## When You're Acquiring

### Strategic Rationale (answer before anything else)
- **Buy vs Build:** Can you build this faster/cheaper? If yes, don't acquire.
- **Acqui-hire vs Product vs Market:** What are you really buying? Talent? Technology? Customers?
- **Integration complexity:** How hard is it to merge this into your company?

### Due Diligence Checklist
| Domain | Key Questions | Red Flags |
|--------|--------------|-----------|
| Financial | Revenue quality, customer concentration, burn rate | >30% revenue from 1 customer |
| Technical | Code quality, tech debt, architecture fit | Monolith with no tests |
| Legal | IP ownership, pending litigation, contracts | Key IP owned by individuals |
| People | Key person risk, culture fit, retention risk | Founders have no lockup/earnout |
| Market | Market position, competitive threats | Declining market share |
| Customers | Churn rate, NPS, contract terms | High churn, short contracts |

### Valuation Approaches
- **Revenue multiple:** Industry-dependent (2-15x ARR for SaaS)
- **Comparable transactions:** What similar companies sold for
- **DCF:** For profitable companies only (most startups: use multiples)
- **Acqui-hire:** $1-3M per engineer in hot markets

### Integration Frameworks
See `references/integration-playbook.md` for the 100-day integration plan.

## When You're Being Acquired

### Readiness Signals
- Inbound interest from strategic buyers
- Market consolidation happening around you
- Fundraising becomes harder than operating
- Founder ready for a transition

### Preparation (6-12 months before)
1. Clean up financials (audited if possible)
2. Document all IP and contracts
3. Reduce customer concentration
4. Lock up key employees
5. Build the data room
6. Engage an M&A advisor

### Negotiation Points
| Term | What to Watch | Your Leverage |
|------|--------------|---------------|
| Valuation | Earnout traps (unreachable targets) | Multiple competing offers |
| Earnout | Milestone definitions, measurement period | Cash-heavy vs earnout-heavy split |
| Lockup | Duration, conditions | Your replaceability |
| Rep & warranties | Scope of liability | Escrow vs indemnification cap |
| Employee retention | Who gets offers, at what terms | Key person dependencies |

## Red Flags (Both Sides)

- No clear strategic rationale beyond "it's a good deal"
- Culture clash visible during due diligence and ignored
- Key people not locked in before close
- Integration plan doesn't exist or is "we'll figure it out"
- Valuation based on projections, not actuals

## Integration with C-Suite Roles

| Role | Contribution to M&A |
|------|-------------------|
| CEO | Strategic rationale, negotiation lead |
| CFO | Valuation, deal structure, financing |
| CTO | Technical due diligence, integration architecture |
| CHRO | People due diligence, retention planning |
| COO | Integration execution, process merge |
| CPO | Product roadmap impact, customer overlap |

## Resources
- `references/integration-playbook.md` — 100-day post-acquisition integration plan
- `references/due-diligence-checklist.md` — comprehensive DD checklist by domain