feat: 导出 SproutClaw .sproutclaw 配置

包含 extensions、skills、prompts、settings、auth、models、mcp 等配置。
排除 node_modules、npm 缓存、sessions 等运行时数据。

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_01_cover.md

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+Good morning / afternoon. Thank you for making time for this presentation.
+
+Today, I'm presenting a strategic framework for the Kimsoong Customer Loyalty Programme — a programme designed to transform our customer relationships across European operations.
+
+[Pause]
+
+The challenge is clear, and the opportunity is significant. Let's walk through it together.
+
+Key points: ① Strategic loyalty programme proposal ② Targeting European HQ senior management ③ Data-driven, phased approach
+Duration: 1 minute

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_02_critical_challenge.md

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+[Transition] Let me begin with why this matters — the numbers speak for themselves.
+
+Only 15% of our customers come back for a second purchase. [Pause] That's against an industry benchmark of roughly 40%. [Data] We're losing 85 out of every 100 customers after their first transaction.
+
+78% rate our after-sales care as Fair or Poor. And 52% — more than half — leave us for a competitor's model. [Benchmark] The cost of acquiring a new customer is 5 to 7 times the cost of retaining an existing one. With only 15% repeat purchases, we're leaving significant lifetime value on the table.
+
+[Scan Room] Every lost customer represents 3 to 4 potential vehicle purchases over the next decade.
+
+Key points: ① 15% repeat rate vs 40% industry benchmark ② 78% after-sales dissatisfaction ③ 52% lost to competitors — addressable churn
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_03_company_profile.md

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+[Transition] But here's the encouraging part — our brand foundation is strong.
+
+Kimsoong has built genuine brand equity. Our reputation for reliability at competitive prices, our standard "extras" package, and our eco-conscious image are real differentiators. We've grown market share at the lower end for ten consecutive years.
+
+[Data] We have franchises across most European countries, covering sales, service, tyres, and used cars. And our R&D pipeline includes the eco-car with alternative power source — perfectly aligned with the environmental consciousness of our customer base.
+
+[Pause] The gap is not in product appeal. It's in post-purchase experience. Brand equity is high — we need to match it with service excellence.
+
+Key points: ① Strong brand assets (reliability, value, eco-image) ② Pan-European franchise network ③ Gap is service, not product
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_04_customer_profile.md

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+[Transition] Who exactly are our customers? The data reveals a high-potential demographic.
+
+[Data] 75% of Kimsoong buyers are under 40 — 48% are under 30. These are young professionals with potentially 3 to 4 vehicle purchase cycles ahead of them. The gender split is near-even at 52% male, 48% female.
+
+82% sit in the middle income bracket — price-sensitive but financially stable. 90% are working professionals — employed or self-employed. [Benchmark] This is exactly the demographic that responds to value-driven loyalty incentives.
+
+And here's a strategic alignment point: Environment ranks fourth in customer interests. [Pause] Our eco-brand positioning is not just marketing — it resonates with who our customers actually are.
+
+Key points: ① 75% under 40 — long customer lifetime potential ② 82% middle income — ideal for value-driven incentives ③ Environment interest aligns with eco-brand strategy
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_05_priorities_gap.md

@@ -0,0 +1,10 @@
+[Transition] Now, let's map what customers want against what they're actually getting.
+
+This matrix plots customer priority ranking against satisfaction level. [Data] Economy and price — our top two customer priorities — show strong satisfaction. Reliability, ranked third, also performs well. Kimsoong's value proposition is working where it matters most.
+
+[Pause] But look at after-sales service. It ranks fourth in customer priorities — meaning customers genuinely care about it. Yet only 33% rate it as Good or above. 61% rate it merely Fair, and 6% rate it Poor. [Benchmark] That's a 67% dissatisfaction rate on a high-priority service element.
+
+One data quality note: our questionnaire return rate is only 40%. [Scan Room] The real picture could be even worse than what we're seeing.
+
+Key points: ① After-sales: high priority, critically low satisfaction ② 67% dissatisfied (Fair + Poor combined) ③ 40% questionnaire return rate — data quality gap
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_06_root_cause.md

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+[Transition] Let's decompose why customers don't come back.
+
+[Data] 52% bought a competitor's model — that's our largest single driver. 26% were disappointed with our service. Together, that's 78% of all customer loss. [Pause] And both of these are within our control.
+
+The remaining 22% — relocated, no longer driving, or unknown — are largely uncontrollable. But 78% is addressable. [Benchmark] That means for every 100 customers we lose, we have the potential to retain 78 of them through better service and competitive positioning.
+
+[Pause] The loyalty programme must target both levers: enhance the competitive value proposition to prevent switching, and fundamentally improve the after-sales experience to eliminate service-driven churn.
+
+Key points: ① 78% of churn is addressable ② Two levers: competitive positioning + service excellence ③ Only 13% of losses are truly uncontrollable
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_07_strategic_pillars.md

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+[Transition] Based on this diagnosis, we propose a four-pillar strategic framework.
+
+At the centre is the Customer Loyalty Programme itself. It radiates into four interconnected objectives. [Pause]
+
+First: Build long-term relationships to increase profits — moving from transactional to relational. Second: Increase customer loyalty — our target is to move repeat buyer rate from 15% to 30% or above. Third: Accurate buyer profiling — data-driven decisions require better data. Fourth: Staff engagement — because service excellence requires frontline buy-in.
+
+The cost model is pragmatic: 50/50 shared between head office and European franchises. This minimises per-unit investment risk while ensuring aligned incentives.
+
+[Scan Room]
+
+Key points: ① Four pillars: Relationships, Loyalty, Profiling, Engagement ② Target: 15% → 30%+ repeat rate ③ 50/50 cost-sharing model
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_08_initiatives.md

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+[Transition] Let me walk you through the five specific initiatives we're recommending, in priority order.
+
+Number one — and this is our flagship recommendation — 3-Year Free After-Sales Service. [Pause] This directly addresses the number one pain point. Impact is high, cost is medium-to-high, but it targets the 26% service churn directly.
+
+Number two: 20% Loyalty Discount for existing customers buying new models. A powerful financial incentive to counter the competitor pull.
+
+Number three: Enhanced Trade-in Programme. Generous trade-in offers lock customers into our ecosystem.
+
+Number four: Customer Magazine. Low cost, builds emotional connection and brand community.
+
+[Pause] And number five — this one has the highest ROI of all — the Questionnaire Incentive. A premium branded pen for completing lifestyle questionnaires. Very low cost, but it could move our response rate from 40% to 70%. [Data] Better data means better decisions.
+
+[Scan Room] The strategic sequence matters: lead with service, follow with incentives.
+
+Key points: ① Flagship: 3-Year Free After-Sales Service ② Highest ROI: Branded pen questionnaire incentive ③ Sequence: service first, then financial incentives
+Duration: 3 minutes
+Flex: [If time is tight, focus on initiatives 1 and 5, skip detail on 3 and 4]

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_09_roadmap.md

@@ -0,0 +1,14 @@
+[Transition] Now, how do we execute this? We propose a phased 12-month rollout.
+
+Phase 1, Q1: Quick Wins. Launch the customer magazine and deploy the questionnaire incentive. Both are low-cost, immediately actionable, and start building our data foundation.
+
+Phase 2, Q2: Service Uplift. Roll out the 3-Year Free After-Sales Service across all franchise locations. This is the core transformation — it requires staff training and operational alignment.
+
+Phase 3, Q3: Financial Incentives. Activate the 20% loyalty discount and the enhanced trade-in programme. By this point, the service foundation is in place.
+
+Phase 4, Q4: Evaluate and Optimize. Measure KPIs, refine the programme, and prepare for Year 2.
+
+[Data] Our 12-month targets: repeat buyer rate from 15% to 30%, satisfaction from 33% to 60% Good or above, questionnaire return from 40% to 70%. [Pause] All achievable with disciplined execution.
+
+Key points: ① Quick wins in Q1 build data foundation ② Core service fix in Q2 ③ Three KPI targets: 30% repeat, 60% satisfaction, 70% questionnaire return
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/slide_10_conclusion.md

@@ -0,0 +1,14 @@
+[Transition] Let me close with the strategic imperative.
+
+Customer retention is the highest-ROI growth lever for Kimsoong Europe. [Pause]
+
+Three things must happen: Fix after-sales service first — it's the number one reason customers leave. Build data capability — our 40% questionnaire return rate is a strategic blind spot. And phase financial incentives after the service foundation is in place.
+
+[Pause] Transforming 15% repeat buyers into 30% or more is achievable within 12 months. The framework is ready. The data supports it. The cost model is shared.
+
+[Scan Room] We are asking for approval to launch Phase 1 quick wins in Q1. The investment is minimal, the data returns are immediate, and it sets the foundation for everything that follows.
+
+Thank you.
+
+Key points: ① Customer retention = highest-ROI growth lever ② Three imperatives: service → data → incentives ③ Requesting Q1 launch approval
+Duration: 2 minutes

agent/skills-disabled/ppt-master/examples/ppt169_kimsoong_loyalty_programme/notes/total.md

@@ -0,0 +1,164 @@
+# slide_01_cover
+
+Good morning / afternoon. Thank you for making time for this presentation.
+
+Today, I'm presenting a strategic framework for the Kimsoong Customer Loyalty Programme — a programme designed to transform our customer relationships across European operations.
+
+[Pause]
+
+The challenge is clear, and the opportunity is significant. Let's walk through it together.
+
+Key points: ① Strategic loyalty programme proposal ② Targeting European HQ senior management ③ Data-driven, phased approach
+Duration: 1 minute
+
+---
+
+# slide_02_critical_challenge
+
+[Transition] Let me begin with why this matters — the numbers speak for themselves.
+
+Only 15% of our customers come back for a second purchase. [Pause] That's against an industry benchmark of roughly 40%. [Data] We're losing 85 out of every 100 customers after their first transaction.
+
+78% rate our after-sales care as Fair or Poor. And 52% — more than half — leave us for a competitor's model. [Benchmark] The cost of acquiring a new customer is 5 to 7 times the cost of retaining an existing one. With only 15% repeat purchases, we're leaving significant lifetime value on the table.
+
+[Scan Room] Every lost customer represents 3 to 4 potential vehicle purchases over the next decade.
+
+Key points: ① 15% repeat rate vs 40% industry benchmark ② 78% after-sales dissatisfaction ③ 52% lost to competitors — addressable churn
+Duration: 2 minutes
+
+---
+
+# slide_03_company_profile
+
+[Transition] But here's the encouraging part — our brand foundation is strong.
+
+Kimsoong has built genuine brand equity. Our reputation for reliability at competitive prices, our standard "extras" package, and our eco-conscious image are real differentiators. We've grown market share at the lower end for ten consecutive years.
+
+[Data] We have franchises across most European countries, covering sales, service, tyres, and used cars. And our R&D pipeline includes the eco-car with alternative power source — perfectly aligned with the environmental consciousness of our customer base.
+
+[Pause] The gap is not in product appeal. It's in post-purchase experience. Brand equity is high — we need to match it with service excellence.
+
+Key points: ① Strong brand assets (reliability, value, eco-image) ② Pan-European franchise network ③ Gap is service, not product
+Duration: 2 minutes
+
+---
+
+# slide_04_customer_profile
+
+[Transition] Who exactly are our customers? The data reveals a high-potential demographic.
+
+[Data] 75% of Kimsoong buyers are under 40 — 48% are under 30. These are young professionals with potentially 3 to 4 vehicle purchase cycles ahead of them. The gender split is near-even at 52% male, 48% female.
+
+82% sit in the middle income bracket — price-sensitive but financially stable. 90% are working professionals — employed or self-employed. [Benchmark] This is exactly the demographic that responds to value-driven loyalty incentives.
+
+And here's a strategic alignment point: Environment ranks fourth in customer interests. [Pause] Our eco-brand positioning is not just marketing — it resonates with who our customers actually are.
+
+Key points: ① 75% under 40 — long customer lifetime potential ② 82% middle income — ideal for value-driven incentives ③ Environment interest aligns with eco-brand strategy
+Duration: 2 minutes
+
+---
+
+# slide_05_priorities_gap
+
+[Transition] Now, let's map what customers want against what they're actually getting.
+
+This matrix plots customer priority ranking against satisfaction level. [Data] Economy and price — our top two customer priorities — show strong satisfaction. Reliability, ranked third, also performs well. Kimsoong's value proposition is working where it matters most.
+
+[Pause] But look at after-sales service. It ranks fourth in customer priorities — meaning customers genuinely care about it. Yet only 33% rate it as Good or above. 61% rate it merely Fair, and 6% rate it Poor. [Benchmark] That's a 67% dissatisfaction rate on a high-priority service element.
+
+One data quality note: our questionnaire return rate is only 40%. [Scan Room] The real picture could be even worse than what we're seeing.
+
+Key points: ① After-sales: high priority, critically low satisfaction ② 67% dissatisfied (Fair + Poor combined) ③ 40% questionnaire return rate — data quality gap
+Duration: 2 minutes
+
+---
+
+# slide_06_root_cause
+
+[Transition] Let's decompose why customers don't come back.
+
+[Data] 52% bought a competitor's model — that's our largest single driver. 26% were disappointed with our service. Together, that's 78% of all customer loss. [Pause] And both of these are within our control.
+
+The remaining 22% — relocated, no longer driving, or unknown — are largely uncontrollable. But 78% is addressable. [Benchmark] That means for every 100 customers we lose, we have the potential to retain 78 of them through better service and competitive positioning.
+
+[Pause] The loyalty programme must target both levers: enhance the competitive value proposition to prevent switching, and fundamentally improve the after-sales experience to eliminate service-driven churn.
+
+Key points: ① 78% of churn is addressable ② Two levers: competitive positioning + service excellence ③ Only 13% of losses are truly uncontrollable
+Duration: 2 minutes
+
+---
+
+# slide_07_strategic_pillars
+
+[Transition] Based on this diagnosis, we propose a four-pillar strategic framework.
+
+At the centre is the Customer Loyalty Programme itself. It radiates into four interconnected objectives. [Pause]
+
+First: Build long-term relationships to increase profits — moving from transactional to relational. Second: Increase customer loyalty — our target is to move repeat buyer rate from 15% to 30% or above. Third: Accurate buyer profiling — data-driven decisions require better data. Fourth: Staff engagement — because service excellence requires frontline buy-in.
+
+The cost model is pragmatic: 50/50 shared between head office and European franchises. This minimises per-unit investment risk while ensuring aligned incentives.
+
+[Scan Room]
+
+Key points: ① Four pillars: Relationships, Loyalty, Profiling, Engagement ② Target: 15% → 30%+ repeat rate ③ 50/50 cost-sharing model
+Duration: 2 minutes
+
+---
+
+# slide_08_initiatives
+
+[Transition] Let me walk you through the five specific initiatives we're recommending, in priority order.
+
+Number one — and this is our flagship recommendation — 3-Year Free After-Sales Service. [Pause] This directly addresses the number one pain point. Impact is high, cost is medium-to-high, but it targets the 26% service churn directly.
+
+Number two: 20% Loyalty Discount for existing customers buying new models. A powerful financial incentive to counter the competitor pull.
+
+Number three: Enhanced Trade-in Programme. Generous trade-in offers lock customers into our ecosystem.
+
+Number four: Customer Magazine. Low cost, builds emotional connection and brand community.
+
+[Pause] And number five — this one has the highest ROI of all — the Questionnaire Incentive. A premium branded pen for completing lifestyle questionnaires. Very low cost, but it could move our response rate from 40% to 70%. [Data] Better data means better decisions.
+
+[Scan Room] The strategic sequence matters: lead with service, follow with incentives.
+
+Key points: ① Flagship: 3-Year Free After-Sales Service ② Highest ROI: Branded pen questionnaire incentive ③ Sequence: service first, then financial incentives
+Duration: 3 minutes
+Flex: [If time is tight, focus on initiatives 1 and 5, skip detail on 3 and 4]
+
+---
+
+# slide_09_roadmap
+
+[Transition] Now, how do we execute this? We propose a phased 12-month rollout.
+
+Phase 1, Q1: Quick Wins. Launch the customer magazine and deploy the questionnaire incentive. Both are low-cost, immediately actionable, and start building our data foundation.
+
+Phase 2, Q2: Service Uplift. Roll out the 3-Year Free After-Sales Service across all franchise locations. This is the core transformation — it requires staff training and operational alignment.
+
+Phase 3, Q3: Financial Incentives. Activate the 20% loyalty discount and the enhanced trade-in programme. By this point, the service foundation is in place.
+
+Phase 4, Q4: Evaluate and Optimize. Measure KPIs, refine the programme, and prepare for Year 2.
+
+[Data] Our 12-month targets: repeat buyer rate from 15% to 30%, satisfaction from 33% to 60% Good or above, questionnaire return from 40% to 70%. [Pause] All achievable with disciplined execution.
+
+Key points: ① Quick wins in Q1 build data foundation ② Core service fix in Q2 ③ Three KPI targets: 30% repeat, 60% satisfaction, 70% questionnaire return
+Duration: 2 minutes
+
+---
+
+# slide_10_conclusion
+
+[Transition] Let me close with the strategic imperative.
+
+Customer retention is the highest-ROI growth lever for Kimsoong Europe. [Pause]
+
+Three things must happen: Fix after-sales service first — it's the number one reason customers leave. Build data capability — our 40% questionnaire return rate is a strategic blind spot. And phase financial incentives after the service foundation is in place.
+
+[Pause] Transforming 15% repeat buyers into 30% or more is achievable within 12 months. The framework is ready. The data supports it. The cost model is shared.
+
+[Scan Room] We are asking for approval to launch Phase 1 quick wins in Q1. The investment is minimal, the data returns are immediate, and it sets the foundation for everything that follows.
+
+Thank you.
+
+Key points: ① Customer retention = highest-ROI growth lever ② Three imperatives: service → data → incentives ③ Requesting Q1 launch approval
+Duration: 2 minutes