股权激励方案落地执行
十年股权整理解决方案落地实施

股权激励的核心，是要让被激励者从打工者变为企业主人翁，将自身利益与股东利益紧密结合，积极主动地参与企业决策、承担风险，并分享企业成长带来的丰厚利润；积极主动地关心企业的长期健康发展与价值增长，从而促进企业一步步走向辉煌。

The core of equity incentives is to transform the incentivized individuals from workers to business owners, closely integrating their own interests with shareholder interests, actively participating in corporate decision-making, taking risks, and sharing the lucrative profits brought by corporate growth; Proactively caring about the long-term healthy development and value growth of the enterprise, thereby promoting the enterprise to step by step towards glory.

股权激励是一门 “聚财” 的艺术：股权激励形似散财，实则聚财。“散” 是为了更好地 “聚”。散得好，皆大欢喜，财散人聚；散得不好，硝烟四起，财散人散。相比上市公司，非上市公司的股权激励更为复杂和棘手，也更加考验企业家的格局境界和管理智慧。企业家自身境界与格局的提升对股权激励的有效实施起着至关重要的作用，起同样作用的还有在企业建立能够实现 “上下同欲” 的价值观体系。企业实际上是在搭建一个平台，以实现企业自身的梦想，也帮助员工实现梦想。 股权激励，让企业的核心高管、员工共享因企业发展而带来的好处。有意思的是，很多老板最初做股权激励的出发点都是出于私心，但后来他们慢慢地从‘小我’变成‘大我’，进而变成‘无我’。有了这种胸怀，别人就会拥护他们，不知不觉中他们就站到了财富和权力的巅峰。

Equity incentives are an art of "accumulating wealth": equity incentives resemble scattered wealth, but in reality, they accumulate wealth. 'Scattering' is for better 'gathering'. Well dispersed, everyone is happy, wealth disperses, people gather; If it doesn't disperse well, the smoke of gunpowder will rise everywhere, and wealth and people will scatter. Compared to listed companies, equity incentives for non listed companies are more complex and challenging, and also test the mindset and management wisdom of entrepreneurs. The improvement of the entrepreneur's own realm and pattern plays a crucial role in the effective implementation of equity incentives, as does the establishment of a value system in the enterprise that can achieve "shared aspirations". Enterprises are actually building a platform to realize their own dreams and help employees achieve their dreams. Equity incentives allow core executives and employees of a company to share the benefits brought about by the company's development. It is interesting that many bosses initially started with equity incentives out of selfishness, but later they gradually transformed from 'small self' to 'big self', and then to 'no self'. With this kind of mindset, others will support them, and without realizing it, they will stand at the peak of wealth and power.

要想成功推行股权激励，产生财散人聚的积极作用，规避财散人散的悲剧发生，在鼓励竞争的同时就要兼顾公平，做到有理有据、各得其所。同样，股权激励要想实现公平，需要考虑多方面的因素，尤其是要调动员工的积极性，我们认为需要做到以下三点：第一，要保证有效的岗位评估，评估只与岗位有关，与人无关；第二，要基于对未来的创造，而不是基于对过去的贡献；第三，要结合职位系数和工龄系数，这是由中国企业现状决定的。

To successfully implement equity incentives, generate positive effects of scattered wealth and scattered people, and avoid tragic situations of scattered wealth and scattered people, it is necessary to balance fairness while encouraging competition, and ensure that there is reason, evidence, and everyone gets what they deserve. Similarly, in order to achieve fairness in equity incentives, multiple factors need to be considered, especially in order to motivate employees. We believe that the following three points need to be achieved: firstly, effective job evaluation should be ensured, which is only related to the position and not to the individual; Secondly, it should be based on the creation of the future, rather than on contributions to the past; Thirdly, it is necessary to combine the position coefficient and length of service coefficient, which are determined by the current situation of Chinese enterprises.

初创企业的股权架构怎么设置，如何规划才能切好这块蛋糕？在初创期，企业负责人主要解决企业的生存问题，员工也最关心的是工资、奖金能否正常发放，这时候在企业中主要以工资、奖金为主，股权仅仅是很小的辅助作用。在此阶段，股权激励成功的关键：1、核心大股东具有极强的人格魅力以及感染力，能够通过动员增强员工的信心。比如马云，1999 年，阿里在创业之初，就吸引员工一起入股，共同创业，并描绘企业的愿景，当时很多人认为马云是疯子，是忽悠，现在看来，马云带领创业团队，已经实现当初的梦想。2、有的企业抓住历史机遇，能够开创一个新的领域，具备行业独角兽的潜质，并成功吸引投资人的投资。如滴滴、摩拜、饿了么这类企业，在这类企业中，因为有投资人的加入，员工相信企业的未来，此时企业虽还没有实现盈利，在给员工进行股权激励时，往往以期权激励为主，将员工未来的利益与企业的利益实现绑定。所谓的期权，就是许诺给员工一定比例的股权，同时为员工设定一定的考核条件，比如完成一定的业绩，工作满一定的时间，则该股权属于该员工，期权设定的关键点在于企业有良好的发展，否则期权对于员工没有实际意义。初创企业最理想的股权结构是怎样的？

How to set up the equity structure of a startup and plan it to cut this cake well? In the start-up stage, the company's leaders mainly solve the survival problems of the enterprise, and employees are most concerned about whether salaries and bonuses can be paid normally. At this time, salaries and bonuses are the main focus in the enterprise, and equity only plays a small auxiliary role. At this stage, the key to the success of equity incentives is that the core major shareholders have strong personality charm and infectiousness, which can enhance employees' confidence through mobilization. For example, Jack Ma, in 1999, at the beginning of Alibaba's entrepreneurship, attracted employees to invest together, start a business together, and describe the vision of the enterprise. At that time, many people thought Jack Ma was crazy and misleading. Now it seems that Jack Ma has led the entrepreneurial team to achieve the original dream. 2. Some companies seize historical opportunities to create a new field, have the potential to become industry unicorns, and successfully attract investment from investors. In companies like Didi, Mobike, and Ele.me, with the participation of investors, employees believe in the future of the enterprise. Although the enterprise has not yet achieved profitability, when providing equity incentives to employees, option incentives are often the main way to bind the future interests of employees with the interests of the enterprise. The so-called option is to promise employees a certain proportion of equity and set certain assessment conditions for employees, such as completing certain performance and working for a certain period of time, then the equity belongs to the employee. The key point of option setting is that the enterprise has good development, otherwise the option has no practical significance for employees. What is the most ideal equity structure for a startup company?

在企业经历了原始积累的生存努力之后，企业终于活了下来，慢慢找到属于自身的业务模式、盈利模式，人员快速增长。企业进入到了成长期。此时企业可能有较好的盈利，员工看到企业有未来，有了参与企业分红的需要。成长期的股权激励方案有以下三种选择：1、干股激励 所谓的干股激励，就是员工不用出资还能分享企业的红利，用干股激励的企业也在不断的创新。干股激励的好处在于不增加员工的负担，还能让员工分享到企业发展的好处，实现员工和企业的共赢。2、期股激励 因为此时企业有了一定的规模和影响力，员工对企业的信心增加，可以采取在不增加员工太多经济压力的情况下，采取期股分红的形式。3、掏钱买股 这是老板非常乐意看到的，也是老板认为最理想的做法，具体做法是：让员工一次性掏钱买股，员工越愿意掏钱入股，说明员工对企业的信心越足，正好印证钱在哪，心在哪，在我们辅导的企业中这样的成功案例非常多。在员工入股之后，要强化管理体系的建设，注意企业的管理要实现流程化、规范化，企业的发展要实现品牌化，保证企业实现持续发展和盈利，企业在市场竞争中处于优势地位，老板不再在一线亲自作战。

After experiencing the survival efforts of primitive accumulation, the enterprise finally survived and gradually found its own business model and profit model, with rapid personnel growth. The enterprise has entered a growth phase. At this point, the company may have good profits, and employees see a future for the company and have a need to participate in the company's dividends. There are three options for equity incentive plans during the growth period: 1. Dry stock incentive. The so-called dry stock incentive means that employees can share the dividends of the company without contributing, and companies that use dry stock incentives are constantly innovating. The advantage of stock incentive is that it does not increase the burden on employees and allows them to share the benefits of the company's development, achieving a win-win situation for both employees and the company. 2. Due to the scale and influence of the enterprise at this time, and the increased confidence of employees in the company, stock incentive can be implemented in the form of stock dividends without adding too much economic pressure to employees. 3. Buying stocks with money is something that the boss is very willing to see, and it is also the most ideal approach that the boss believes in. The specific approach is to let employees buy stocks with money at once. The more willing employees are to invest, the more confident they are in the company, which proves where the money is and where the heart is. There are many successful cases like this in the companies we guide. After employees invest, it is necessary to strengthen the construction of the management system, pay attention to the process oriented and standardized management of the enterprise, and achieve branding for the development of the enterprise to ensure sustainable development and profitability. The enterprise is in an advantageous position in market competition, and the boss is no longer personally fighting on the front line.

企业不同的阶段要采取不同的股权激励策略，并抓住股权激励中的关键点，才可以起到事半功倍的效果。股权激励方案要知其然，更要知其所以然，才更容易制定出适合自己的股权激励方案。

Enterprises need to adopt different equity incentive strategies at different stages and grasp the key points of equity incentives in order to achieve twice the result with half the effort. To develop a suitable equity incentive plan, it is important to understand both the nature and the reasons behind it.

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