1.起初不要給資源承諾者大量股權(quán)

1. At first, do not give resource pledgers a large amount of equity

創(chuàng)業(yè)時(shí)，企業(yè)迫切需要可以帶來營業(yè)收入的直接資源。創(chuàng)業(yè)者可能不是很慎重地就拿公司的股權(quán)去交換對方的資源承諾，但是承諾的資源不一定能夠兌現(xiàn)。創(chuàng)業(yè)公司的價(jià)值需要整個(gè)創(chuàng)業(yè)團(tuán)隊(duì)長期投入時(shí)間和精力去實(shí)現(xiàn)，因此對于那些非全職參與創(chuàng)業(yè)的承諾資源者，不要一開始就釋放給他過多的股權(quán)，建議優(yōu)先考慮項(xiàng)目提成，談利益合作，一事一結(jié)，而不是通過股權(quán)長期深度綁定。

When starting a business, companies urgently need direct resources that can generate revenue. Entrepreneurs may not be very cautious in exchanging their company's equity for the other party's resource commitments, but the promised resources may not be able to be fulfilled. The value of a startup company requires the entire startup team to invest time and energy in the long term to achieve it. Therefore, for those who are committed to part-time participation in entrepreneurship, it is recommended not to release too much equity to them from the beginning. It is recommended to prioritize project commissions, discuss interest cooperation, and settle each matter, rather than through long-term deep equity binding.

2.創(chuàng)業(yè)初期，不要簡單按照各自出資比例分配股權(quán)企業(yè)的利潤主要是靠人才創(chuàng)造的，初始的啟動(dòng)資金在創(chuàng)業(yè)開始非常重要，但是企業(yè)發(fā)展到一定階段，資金就不是問題了，而人才卻非常重要。讓有能力的合伙人給無能力的合伙人打工，是不能長久的。

2. In the early stages of entrepreneurship, do not simply distribute the profits of equity enterprises according to their respective investment ratios. The main source of profits is created by talent. The initial start-up capital is very important at the beginning of entrepreneurship, but when the enterprise reaches a certain stage of development, capital is not a problem, and talent is very important. Allowing capable partners to work for incompetent partners is not sustainable.

3.不宜給兼職人員過多的股權(quán)

3. It is not advisable to give too much equity to part-time employees

創(chuàng)業(yè)有風(fēng)險(xiǎn)，當(dāng)創(chuàng)始人講到他們的團(tuán)隊(duì)時(shí)，10個(gè)人的團(tuán)隊(duì)，目前4個(gè)人全職創(chuàng)業(yè)，還有6個(gè)人還在大公司打工，只是兼職創(chuàng)業(yè)，等時(shí)機(jī)成熟了再參與全職。建議公司不要一開始就給予這些兼職人員較高的股份，因?yàn)榧词惯@類人水平再高、技術(shù)再好，他們還沒有破釜沉舟地決定，給自己留有后路，能否終加入創(chuàng)業(yè)公司還有很大的不確定性。可能一開始，兼職合伙人還斷斷續(xù)續(xù)參與公司的經(jīng)營，過一段時(shí)間可能參與會(huì)越來越少，半年后，熱情消退，就可能基本停止參與了，公司得不償失。

Entrepreneurship carries risks. When the founders talk about their team, there are currently 4 full-time entrepreneurs in a team of 10 people, and 6 others who are still working in large companies and are only part-time entrepreneurs. When the time is ripe, they can participate in full-time entrepreneurship. It is recommended that the company not give these part-time employees a higher stake from the beginning, because even if these individuals have higher levels of proficiency and better skills, they have not yet made a decision and left themselves with a way out. There is still great uncertainty whether they can eventually join the startup company. At the beginning, part-time partners may still participate in the company's operations intermittently, but after a period of time, their participation may become less and less. After six months, their enthusiasm may fade, and they may basically stop participating, causing the company to lose more than it gains.

4.不要過早用普通股權(quán)激勵(lì)早期的普通員工

4. Do not use ordinary equity to motivate early ordinary employees too early

因?yàn)樵缙谄胀▎T工流動(dòng)性大，他們更關(guān)注漲工資而不是山東股權(quán)激勵(lì)。對于既有創(chuàng)業(yè)能力又有創(chuàng)業(yè)心態(tài)，經(jīng)過初步磨合的合伙人，可以考慮給一些限售普通股并設(shè)計(jì)股權(quán)成熟期。但是如果對早期普通員工發(fā)放普通股權(quán)，是很不明智的。一，股權(quán)激勵(lì)成本很高;二，激勵(lì)效果很有限。因?yàn)樵诠緞?chuàng)業(yè)早期，公司股權(quán)沒有市場公允價(jià)格可以參考，你就算給單個(gè)員工發(fā)5%的普通股權(quán)，對員工也很可能起不到激勵(lì)效果，甚至起到負(fù)面效果。員工很可能認(rèn)為，公司是不想給他們發(fā)工資，通過股權(quán)來“忽悠”他們。

Due to the high mobility of ordinary employees in the early stages, they were more focused on salary increases rather than Shandong equity incentives. For partners who have both entrepreneurial ability and entrepreneurial mindset, and have undergone initial adjustment, they can consider giving some restricted common shares and designing a maturity period for equity. But it would be unwise to distribute ordinary equity to early ordinary employees. 1、 The cost of equity incentives is high; 2、 The incentive effect is very limited. Because in the early stages of a company's entrepreneurship, there was no market fair price for the company's equity to refer to. Even if you give a single employee 5% ordinary equity, it is likely that it will not have an incentive effect on the employees, or even have a negative effect. Employees are likely to believe that the company does not want to pay them wages and uses equity to "deceive" them.

但是，如果公司的股權(quán)有了一定的市場公允價(jià)格，或者風(fēng)險(xiǎn)投資投了錢并給了較高的估值后，再進(jìn)行股權(quán)激勵(lì)，很可能5%的股權(quán)就可以解決所有普通員工的股權(quán)激勵(lì)問題，而且激勵(lì)效果會(huì)很好。

However, if the company's equity has a certain fair market price, or if venture capital has invested money and given a high valuation, and then equity incentives are carried out, it is likely that a 5% equity can solve the equity incentive problem for all ordinary employees, and the incentive effect will be very good.

因?yàn)閱T工自己手里的股權(quán)已經(jīng)經(jīng)過投資人估值或按照市場公允價(jià)格，直接估算出來大概值多少錢了。

Because the equity held by employees themselves has been valued by investors or estimated at fair market prices to determine the approximate value.

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