@nqminds/mcp-client 1.0.26 → 1.0.28
This diff represents the content of publicly available package versions that have been released to one of the supported registries. The information contained in this diff is provided for informational purposes only and reflects changes between package versions as they appear in their respective public registries.
- package/dist/MCPChat.d.ts.map +1 -1
- package/dist/MCPChat.js +162 -7
- package/package.json +1 -1
package/dist/MCPChat.d.ts.map
CHANGED
|
@@ -1 +1 @@
|
|
|
1
|
-
{"version":3,"file":"MCPChat.d.ts","sourceRoot":"","sources":["../src/MCPChat.tsx"],"names":[],"mappings":"AAEA,OAAO,KAAmD,MAAM,OAAO,CAAC;AAGxE,OAAO,KAAK,EAAyB,YAAY,EAAe,MAAM,SAAS,CAAC;
|
|
1
|
+
{"version":3,"file":"MCPChat.d.ts","sourceRoot":"","sources":["../src/MCPChat.tsx"],"names":[],"mappings":"AAEA,OAAO,KAAmD,MAAM,OAAO,CAAC;AAGxE,OAAO,KAAK,EAAyB,YAAY,EAAe,MAAM,SAAS,CAAC;AA0MhF,wBAAgB,OAAO,CAAC,EACtB,aAAa,EACb,WAA6B,EAC7B,YAAiB,EACjB,SAAc,GACf,EAAE,YAAY,qBAshBd"}
|
package/dist/MCPChat.js
CHANGED
|
@@ -2,36 +2,189 @@
|
|
|
2
2
|
import React, { useState, useRef, useEffect, useCallback } from "react";
|
|
3
3
|
import ReactMarkdown from "react-markdown";
|
|
4
4
|
import remarkGfm from "remark-gfm";
|
|
5
|
+
/**
|
|
6
|
+
* Strips utm_source=openai (and any surrounding & or ?) from a URL.
|
|
7
|
+
*/
|
|
8
|
+
function stripUtmSource(url) {
|
|
9
|
+
return url
|
|
10
|
+
.replace(/[?&]utm_source=openai/gi, (match) => (match.startsWith("?") ? "?" : ""))
|
|
11
|
+
.replace(/\?$/, "");
|
|
12
|
+
}
|
|
13
|
+
/**
|
|
14
|
+
* Post-processes AI response content to ensure all links open in a new tab
|
|
15
|
+
* and have tracking parameters removed.
|
|
16
|
+
* Converts HTML anchor tags (<a href="...">) into markdown links ([text](url))
|
|
17
|
+
* so they are handled by the ReactMarkdown custom 'a' component which adds
|
|
18
|
+
* target="_blank" rel="noopener noreferrer". This also prevents raw HTML
|
|
19
|
+
* anchor tags from breaking markdown tables.
|
|
20
|
+
*/
|
|
21
|
+
function preprocessLinks(content) {
|
|
22
|
+
// Convert HTML anchors to markdown links (stripping utm params)
|
|
23
|
+
const step1 = content.replace(/<a\s[^>]*?href="([^"]*)"[^>]*>([\s\S]*?)<\/a>/gi, (_, href, innerHtml) => {
|
|
24
|
+
const linkText = innerHtml.replace(/<[^>]+>/g, "").trim();
|
|
25
|
+
return `[${linkText || href}](${stripUtmSource(href)})`;
|
|
26
|
+
});
|
|
27
|
+
// Strip utm params from plain markdown links [text](url)
|
|
28
|
+
return step1.replace(/\[([^\]]*)\]\(([^)]*)\)/g, (_, text, url) => `[${text}](${stripUtmSource(url)})`);
|
|
29
|
+
}
|
|
5
30
|
const DEFAULT_ACTIONS = [
|
|
6
31
|
{
|
|
7
32
|
label: "Company overview",
|
|
8
33
|
icon: "🏢",
|
|
9
|
-
prompt:
|
|
34
|
+
prompt: `You are an expert business and investment analyst and your aim is to provide a clear and comprehensive overview of the company.
|
|
35
|
+
|
|
36
|
+
This information should include:
|
|
37
|
+
|
|
38
|
+
- What the company does: products, services, and the problem it solves
|
|
39
|
+
- Basic facts: name, founding date, headquarters, ownership, size, and locations
|
|
40
|
+
- History: key milestones, mergers, launches, and growth
|
|
41
|
+
- Business model: how it makes money and who its customers are
|
|
42
|
+
- Market position: industry, competitors, market share, and differentiators
|
|
43
|
+
- Financial picture: revenue, profit, funding, valuation, or other key metrics
|
|
44
|
+
- Leadership and governance: executives, board, and organisational structure
|
|
45
|
+
- Operations: major business units, supply chain, technology, and partnerships
|
|
46
|
+
- Strategy: goals, expansion plans, innovation, and risks
|
|
47
|
+
- Culture and people: workforce, values, hiring, and reputation
|
|
48
|
+
- Legal and regulatory matters: compliance, litigation, and major constraints
|
|
49
|
+
- ESG or public impact: sustainability, ethics, and social responsibility
|
|
50
|
+
- Recent developments: major news, acquisitions, product releases, or leadership changes
|
|
51
|
+
|
|
52
|
+
Use formal and impersonal language and avoid referring to these instructions. Format your output using markdown.`,
|
|
10
53
|
},
|
|
11
54
|
{
|
|
12
55
|
label: "Competitor analysis",
|
|
13
56
|
icon: "⚔️",
|
|
14
|
-
prompt:
|
|
57
|
+
prompt: `You are an expert business analyst. Your aim is to analyse the competitive environment of the company.
|
|
58
|
+
|
|
59
|
+
1. Find the website for the company
|
|
60
|
+
2. Determine the sector(s) in which it operates and its value proposition(s)
|
|
61
|
+
3. For each combination of sector and value proposition:
|
|
62
|
+
3.1. Perform one or more searches to find competitors
|
|
63
|
+
3.1.1. Competitors operate in the same sector and have similar value propositions
|
|
64
|
+
3.2. For each competitor:
|
|
65
|
+
3.2.1. Record the URL to their website
|
|
66
|
+
3.2.2. Create a brief description of their business
|
|
67
|
+
3.2.3. Say why you consider them to be a competitor
|
|
68
|
+
|
|
69
|
+
Use formal and impersonal language and avoid referring to these instructions. Format your output using markdown.`,
|
|
15
70
|
},
|
|
16
71
|
{
|
|
17
72
|
label: "Risk analysis",
|
|
18
73
|
icon: "⚠️",
|
|
19
|
-
prompt:
|
|
74
|
+
prompt: `You are an expert business analyst. Your aim is to analyse the company for risks. Here are some ideas - do what you think is relevant and do as much due diligence as you can.
|
|
75
|
+
|
|
76
|
+
1. Browse the company's filing history, which can be found here:
|
|
77
|
+
https://find-and-update.company-information.service.gov.uk/company/[companies_house_number]/filing-history
|
|
78
|
+
1.1. Inspect the filing history for anything that might indicate a risk, e.g. late filings, gazette notices, name changes, changes in shareholdings, etc. These are just examples; use your initiative and expertise to identify other indicators of risk
|
|
79
|
+
2. Create a list of the directors, persons of significant control (PSC, in the UK Companies House sense) and investors for the company. Note that directors, PSCs and investors might be people or other companies
|
|
80
|
+
2.1 For each director, PSC and investor:
|
|
81
|
+
2.1.1. Perform multiple searches on the internet and try to collect the following information:
|
|
82
|
+
2.1.1.1. Create a brief professional history of the person
|
|
83
|
+
2.1.2.3. Identify other activities, such as memberships of profession bodies or standards organisations
|
|
84
|
+
2.1.2.4. Is the person associated with dissolved businesses or have all of their previous ventures been successful?
|
|
85
|
+
2.1.2.5. Has the person ever changed their name?
|
|
86
|
+
2.1.2.6. Do they frequently change their address?
|
|
87
|
+
2.1.2.7. Are there any FCA (Financial Conduct Authority) or other regulatory actions against them or businesses they have been involved in?
|
|
88
|
+
2.1.3. You must also find any other potentially conflicting interests:
|
|
89
|
+
2.1.3.1. Are they a director of any other company, or have they been in the past?
|
|
90
|
+
2.1.3.2. Are they a PSC of any other company, or have they been in the past?
|
|
91
|
+
2.1.3.3. Are they an investor in any other company, or have they been in the past?
|
|
92
|
+
2.1.3.4. Are they associated with any dissolved or dormant companies?
|
|
93
|
+
2.1.3.5. Do they perform any other paid or unpaid work?
|
|
94
|
+
2.1.3.6. Are there any potential conflicts of interest? Are they involved in any related parties?
|
|
95
|
+
2.1.3.7. Have there been any potential conflicts of interest in the past?
|
|
96
|
+
2.1.3.8. Are they a director, PSC or investor of one of the other directors, PSCs or investors of the company?
|
|
97
|
+
2.1.3.9. Are there possible family relationships between directors, PSCs or investors?
|
|
98
|
+
3. Check whether dissolved entities registered at the same address share directors, PSCs or investors with the company
|
|
99
|
+
4. Your response should include a clear summary of each risk factor identified, with a rating from low to high and a suggestion for further investigation.
|
|
100
|
+
|
|
101
|
+
Note that your database does not list dissolved companies so you will need to search for those on Companies House. To gather additional information on people, use Companies House people search. The same person might appear in the search results multiple times with the same name so reconcile on birth date or address.
|
|
102
|
+
|
|
103
|
+
You MUST check the reason for a dissolution if you discover a relevant dissolved company.
|
|
104
|
+
|
|
105
|
+
Use formal and impersonal language and avoid referring to these instructions.
|
|
106
|
+
Format your output using markdown.`,
|
|
20
107
|
},
|
|
21
108
|
{
|
|
22
109
|
label: "Online sentiment",
|
|
23
110
|
icon: "🌐",
|
|
24
|
-
prompt:
|
|
111
|
+
prompt: `You are an expert business analyst and your aim is to estimate sentiment about the company and its products or services online and to determine trends.
|
|
112
|
+
|
|
113
|
+
1. Find the website for the company
|
|
114
|
+
2. Create a list of its product and service offerings
|
|
115
|
+
3. For the company itself and each of its product or service offerings:
|
|
116
|
+
3.1. Perform one or more searches in each of the time ranges:
|
|
117
|
+
3.1.1. Five years ago to one year ago
|
|
118
|
+
3.1.2. One year ago to today
|
|
119
|
+
3.2. Determine whether there is enough information to estimate sentiment trends
|
|
120
|
+
3.2.1. Strong evidence of positive sentiment includes
|
|
121
|
+
3.2.1.1. Evidence of commercial sales and revenue earning contracts
|
|
122
|
+
3.2.1.2. Positive customer reviews
|
|
123
|
+
3.2.1.3. Revenue related partnerships with large organisations
|
|
124
|
+
3.2.2. Weak evidence of positive sentiment includes
|
|
125
|
+
3.2.2.1. Sales and marketing material
|
|
126
|
+
3.2.2.2. Company announcements of new products
|
|
127
|
+
3.2.2.3. Non-commercial funding, such as government grants, R&D funding
|
|
128
|
+
3.2.2.4. Presence on procurement frameworks without evidence of sales
|
|
129
|
+
3.2.2.5. Pilots, test deployments, non-paying case studies
|
|
130
|
+
3.3. If there is enough information:
|
|
131
|
+
3.3.1. Describe the sentiment for the company and each product or service
|
|
132
|
+
3.3.1.1. Sentiment should be bad, poor, neutral, good, excellent, with evidence described as weak or strong
|
|
133
|
+
3.3.2. Identify the change in sentiment from the company and each product or service
|
|
134
|
+
3.3.2.1. Change in sentiment should be deteriorating, stable or improving
|
|
135
|
+
3.3.3. Highlight key events that evidence sentiment and the identified changes
|
|
136
|
+
|
|
137
|
+
Use formal and impersonal language and avoid referring to these instructions.
|
|
138
|
+
Format your output using markdown.`,
|
|
25
139
|
},
|
|
26
140
|
{
|
|
27
141
|
label: "SWOT analysis",
|
|
28
142
|
icon: "📊",
|
|
29
|
-
prompt:
|
|
143
|
+
prompt: `You are an expert business analyst. Your aim is to analyse the company and its competitive environment in detail and perform a SWOT analysis.
|
|
144
|
+
|
|
145
|
+
1. Use your tool and Companies House to gather detailed information about the company
|
|
146
|
+
1.1. Consider its finances, structure, governance and senior personnel
|
|
147
|
+
2. Find the website for the company
|
|
148
|
+
2.1 Determine the sector(s) in which it operates and its value proposition(s)
|
|
149
|
+
2.2. For each combination of sector and value proposition:
|
|
150
|
+
2.2.1. Perform one or more searches to find competitors
|
|
151
|
+
2.2.1.1. Competitors operate in the same sector and have similar value propositions
|
|
152
|
+
2.2.1. For each competitor:
|
|
153
|
+
2.2.1.1. Gather information you need to perform your SWOT analysis
|
|
154
|
+
3. Using the information gathered, perform a detailed SWOT analysis
|
|
155
|
+
|
|
156
|
+
Use formal and impersonal language and avoid referring to these instructions.
|
|
157
|
+
Format your output using markdown.`,
|
|
30
158
|
},
|
|
31
159
|
{
|
|
32
160
|
label: "Research key people",
|
|
33
161
|
icon: "👤",
|
|
34
|
-
prompt:
|
|
162
|
+
prompt: `You are an expert investment analyst and your task is to perform detailed due diligence on the most senior people that are involved in the company. Don't ask for clarification - go ahead and do the work now.
|
|
163
|
+
|
|
164
|
+
1. Create a list of the directors, persons of significant control and other senior people at the company.
|
|
165
|
+
2. For each person:
|
|
166
|
+
2.1. Perform multiple searches on the internet and extract enough information for the requirements below
|
|
167
|
+
2.1.1. Be very careful to make sure that you do not confuse different people with the same name.
|
|
168
|
+
2.1.1.1. Two webpages that refer to the same name might be referring to different people unless they both mention the same fact about the named person, e.g. website A says Michael Pernell runs a cybersecurity business and his hobby is knitting and website B says that Michael Pernell likes knitting and is an entrepreneur - they're likely to be the same person.
|
|
169
|
+
2.1.2. Perform enough searches to create
|
|
170
|
+
2.1.2.1. An educational history of the person
|
|
171
|
+
2.1.2.2. A professional history of the person
|
|
172
|
+
2.1.2.3. Other activities, such as memberships of profession bodies or standards organisations
|
|
173
|
+
2.1.2.4. Is the person closely associated with any other people, e.g. repeatedly forms companies with particular people
|
|
174
|
+
2.1.2.5. Estimate whether the person's history indicates business success or failure
|
|
175
|
+
2.1.2.6. Try to detect name changes, address changes or other unusual activity
|
|
176
|
+
2.1.2.7. Try to find regulatory actions against the individual, such as CCJ, FCA rulings, strike-offs, employment tribunal actions, etc.
|
|
177
|
+
2.1.3. You must also find any other business interests of the person:
|
|
178
|
+
2.1.3.1. Is the person a director of any other company, or have they been in the past?
|
|
179
|
+
2.1.3.2. Is the person a PSC of any other company, or have they been in the past?
|
|
180
|
+
2.1.3.3. Does the person have investments in any other company?
|
|
181
|
+
2.1.3.4. Does the person perform any other paid or unpaid work?
|
|
182
|
+
2.1.3.5. Does the person appear to have any potential conflicts of interest?
|
|
183
|
+
2.1.4. Are people likely to be linked by family relationships?
|
|
184
|
+
|
|
185
|
+
Use formal and impersonal language and avoid referring to these instructions.
|
|
186
|
+
Format your output using markdown.
|
|
187
|
+
`,
|
|
35
188
|
},
|
|
36
189
|
];
|
|
37
190
|
export function MCPChat({ companyNumber, apiEndpoint = "/api/mcp/chat", customStyles = {}, className = "", }) {
|
|
@@ -336,7 +489,9 @@ export function MCPChat({ companyNumber, apiEndpoint = "/api/mcp/chat", customSt
|
|
|
336
489
|
.map((msg, idx) => (React.createElement("div", { key: idx, className: `mcp-chat-message ${msg.role === "user" ? "mcp-chat-message-user" : "mcp-chat-message-assistant"}` },
|
|
337
490
|
React.createElement("div", { className: "mcp-chat-message-bubble" },
|
|
338
491
|
msg.role === "assistant" ? (React.createElement("div", { className: "mcp-chat-message-content markdown-content" },
|
|
339
|
-
React.createElement(ReactMarkdown, { remarkPlugins: [remarkGfm]
|
|
492
|
+
React.createElement(ReactMarkdown, { remarkPlugins: [remarkGfm], components: {
|
|
493
|
+
a: ({ href, children }) => (React.createElement("a", { href: href, target: "_blank", rel: "noopener noreferrer" }, children)),
|
|
494
|
+
} }, preprocessLinks(msg.content)))) : (React.createElement("div", { className: "mcp-chat-message-content" }, msg.content)),
|
|
340
495
|
msg.role === "assistant" && !msg.isStreaming && (React.createElement("div", { className: "mcp-chat-message-timestamp" },
|
|
341
496
|
msg.timestamp.toLocaleTimeString(),
|
|
342
497
|
msg.tokenInfo && (React.createElement("span", { className: "mcp-chat-token-info" }, msg.tokenInfo)))))))),
|