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Entering the Field
De-identified professional stories enter the decision scene: how choices are made under incomplete information, mismatched authority, time pressure and uncertain outcomes—and re-evaluated years later.
→Books · BOOK-0002China M&A Guide
Written by Howard Hou and Liu Dan and published by Law Press China, this practical guide connects investment, financing, transaction execution and post-deal management from a buyer and operator perspective.
→Topics · TOPIC-001Financial and Accounting Judgment in M&A
Connects financial diligence, statement traceability, valuation, accounting treatment and transaction decisions instead of treating standards as isolated answers.
→Topics · TOPIC-002Listed-company Restructuring
Goes beyond process and structure to ask why distress occurred, how stakeholders bargain and whether operating capability is actually rebuilt.
→Topics · TOPIC-003Post-merger Integration and Value Realisation
Reframes integration through strategy, governance, data, organisational coordination and issue closure. Historical experience and new AI practice remain under active test.
→Methods · MTH-0001Problem Definition and Strategic Judgment
Define the objective, constraints, time horizon and actual decision issue before choosing tools.
→Methods · MTH-0002Full M&A Capability Chain
The domain method for investment and M&A, connecting strategy, target, diligence, valuation, structure, governance, integration and exit.
→Methods · MTH-0003Risk Pricing and Contractualisation
A professional module embedded in diligence, valuation and structuring, translating risk into value, funding, terms, accountability and stop conditions.
→Methods · MTH-0004Outcome Review
A cross-scenario review of judgment, execution, cycle, external shocks and luck that updates the system.
→Methods · MTH-0005Capital-structure Scenarios
A professional module for funding, M&A and restructuring that compares capital paths across operating, market, tenor and funding conditions.
→Methods · MTH-0006Full Value Bridge
A valuation tool within the M&A domain method, separating operating value, equity value, consideration, net proceeds and accounting effects.
→Map · PUB-SITEMAP-0001Howard Open OS Site Map
Understand the whole public system through reading paths, content types, knowledge relationships and continuing evolution.
→Cases · CASE-0001Orient Landscape industrial-transformation review
Can a transaction opportunity define a transformation strategy?
→Cases · CASE-0002Control-acquisition risk in OriginWater and Orient Landscape
What does a buyer really assume after obtaining control?
→Cases · CASE-0003Shenzhen Expressway acquisition of Lande Environmental
Why can a superficially reasonable investment logic still fail?
→Cases · CASE-0004Weile convertible bond and capital structure
Should a convertible be treated as debt, equity or a dynamic instrument?
→Cases · CASE-0005ST Poten debt restructuring
Why does financial stress become balance-sheet collapse?
→Cases · CASE-0006Zhefu acquisition of Shenlian Group
Does a good outcome prove the original decision was sound?
→Cases · CASE-0007Shangao Environment: interim reversal and final outcome
Does interim improvement mean capital operations have succeeded?
→Cases · CASE-0008Environmental IPO breaks and low market capitalisation
Does low market capitalisation directly imply undervaluation?
→Cases · CASE-0009Post-merger integration and synergy
When should post-merger integration begin?
→Judgments · JDG-0001A transaction opportunity cannot define strategy unless new facts have changed the long-term direction.
Related principles: P02, P05
→Judgments · JDG-0002Cross-sector M&A requires buyer capacity for continuing investment, governance and integration—not only a target and price.
Related principles: P02, P06
→Judgments · JDG-0003Control is both a right and an obligation to provide resources, governance and operating accountability.
Related principles: P04, P06
→Judgments · JDG-0004Transaction structure can allocate risk; it cannot repair a flawed business or asset judgment.
Related principles: P03, P04
→Judgments · JDG-0005Underlying industry, asset and execution mechanisms may conflict with the surface investment narrative.
Related principles: P02, P05
→Judgments · JDG-0006When new facts cross a preset threshold, key assumptions and continued investment must be reopened.
Related principles: P05
→Judgments · JDG-0007The nature of a capital instrument changes with fundamentals, market price, time and terms.
Related principles: P03, P04
→Judgments · JDG-0008Long before financial statements collapse, investment, funding tenor and management capacity are often misaligned.
Related principles: P04, P06
→Judgments · JDG-0009A good outcome does not automatically prove a high-quality decision; judgment, execution, cycle and luck must be separated.
Related principles: P05, P07
→Judgments · JDG-0010Interim improvement cannot replace the test of final outcomes and continuing capability.
Related principles: P05, P08
→Judgments · JDG-0011Low market capitalisation does not automatically mean undervaluation; price belongs inside value, liquidity, market and realisation conditions.
Related principles: P01, P03
→Judgments · JDG-0012Pre-deal is already post-deal: strategy, diligence, structure, governance, synergy and exit must form one system.
Related principles: P05, P06
→Principles · CORE-12Core 12 Principles
The current spine for capital operations, practice methods and AI-native work.
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