發(fā)展期的 “動態(tài)調(diào)整”：讓股權(quán)跟著 “貢獻走”

Dynamic adjustment during the development period: let equity follow the "contribution" trend

企業(yè)做大后，股權(quán)不能 “一成不變”。比如濟南的一家皮具公司，創(chuàng)業(yè)時技術(shù)骨干占 10%，后來公司拓展電商渠道，他每天加班搭建供應(yīng)鏈，貢獻變大，就該適當(dāng)增加股權(quán)；而只出錢不參與的股東，可通過 “分紅權(quán)” 和 “表決權(quán)” 分離調(diào)整 —— 比如約定 “你占 15% 股份，但表決權(quán)只算 10%”，讓干事的人有更多話語權(quán)，就像山東人 “論功行賞”，挑大梁的人該多扛 “分量”。

After a company grows, its equity cannot remain unchanged. For example, in a leather goods company in Jinan, the technical backbone accounted for 10% when starting the business. Later, the company expanded its e-commerce channels, and he worked overtime every day to build the supply chain, which increased his contribution. Therefore, he should increase his equity appropriately; Shareholders who only contribute money and do not participate can be adjusted through the separation of "dividend rights" and "voting rights" - for example, by agreeing that "you hold 15% of the shares, but the voting rights are only counted as 10%", allowing the officials to have more say, just like Shandong people who "reward based on merit", and those who shoulder the burden should bear more "shares".

分清 “分錢” 和 “掌權(quán)”

Distinguish between "dividing money" and "holding power"

有些股東只想拿分紅，比如濟南的一位投資人，投了錢但不管事，可給他們 “優(yōu)先分紅權(quán)”（比如利潤的 30% 先分給他），但表決權(quán)適當(dāng)降低，確保管理團隊高效決策。就像濟南人分收成，出錢多的可以多拿收益，但地里的活兒還是得聽種地人的。

Some shareholders only want to receive dividends, such as an investor in Jinan who has invested money but is not in charge. They can be given "priority dividend rights" (such as 30% of profits being distributed to him first), but their voting rights are appropriately reduced to ensure efficient decision-making by the management team. Just like how people in Jinan divide the harvest, those who pay more can earn more income, but the work in the fields still has to be done by the farmers.

用 “協(xié)議” 把規(guī)矩定死

Using 'agreements' to fix rules

濟南人重誠信，但再好的關(guān)系也怕 “空口無憑”。股權(quán)分配要簽書面協(xié)議，寫清楚 “退出機制”：比如有人中途離開，股權(quán)怎么回購（按原價還是按公司估值），“競業(yè)禁止”（不能去隔壁開同類店），還有 “股東義務(wù)”（比如每年至少拉來 100 萬訂單）。就像章丘鐵匠打刀具，先畫好圖紙，每個部件的尺寸、硬度都標(biāo)清楚，后期才不會出岔子。

Jinan people value integrity, but no matter how good the relationship is, they are afraid of 'empty words without evidence'. A written agreement must be signed for equity distribution, clearly stating the "exit mechanism": for example, if someone leaves midway, how to repurchase the equity (at the original price or based on the company's valuation), "non compete" (cannot open a similar store next door), and "shareholder obligations" (such as attracting at least 1 million orders per year). Just like how a blacksmith in Zhangqiu makes knives, he first draws a blueprint and clearly marks the dimensions and hardness of each component, so that there will be no mistakes in the later stage.

避開 “濟南式坑點”：實在人不做糊涂事

Avoiding 'Jinan style pitfalls': real people don't do stupid things

別讓 “面子” 蓋過 “里子”

Don't let 'face' overshadow 'inside'

濟南的家族企業(yè)里，親戚合伙常因 “面子” 模糊股權(quán)，比如舅舅占 20%、表弟占 15%，卻沒說清各自職責(zé)，結(jié)果舅舅天天來插手，表弟卻躲清閑，最后鬧得不愉快。正確做法是 “先小人后君子”：哪怕是發(fā)小合伙，也要把 “誰管生產(chǎn)、誰跑業(yè)務(wù)” 寫進協(xié)議，就像濟南人逛大觀園，先講好價再拿貨，明明白白。

In family businesses in Jinan, relatives often blur their equity due to "face saving" reasons, such as their uncle holding 20% and cousin holding 15%, but fail to clarify their respective responsibilities. As a result, their uncle intervenes every day, while their cousin avoids leisure time, leading to an unhappy ending. The correct approach is to "start with petty people and then become gentlemen": even if it is a small partnership, it is necessary to include "who is in charge of production and who runs the business" in the agreement, just like how Jinan people go to the Grand View Garden, negotiate the price first and then take the goods, clearly and openly.

別把 “股權(quán)” 當(dāng)成 “終身飯票”

Don't treat 'equity' as a 'lifetime meal ticket'

濟南的一家軟件公司，創(chuàng)業(yè)時給行政小妹 5% 股權(quán)，后來公司轉(zhuǎn)型做 AI，她跟不上節(jié)奏卻占著股份。這時候可通過 “股權(quán)回購” 調(diào)整：約定 “連續(xù)兩年考核不達標(biāo)，公司按原價 + 利息收回”，既肯定她的早期貢獻，又讓股權(quán)流向更關(guān)鍵的人，就像濟南人換崗，老員工退居二線，讓有能力的人頂上，規(guī)矩合理，大家都服氣。

A software company in Jinan gave 5% equity to an administrative girl when starting a business. Later, the company transformed into AI, but she couldn't keep up with the pace but held the shares. At this point, adjustments can be made through "equity repurchase": it is agreed that "if the performance evaluation fails to meet the standards for two consecutive years, the company will recover it at the original price plus interest", which not only affirms her early contributions, but also allows the equity to flow to more critical people, just like when Jinan employees change jobs and old employees retire to the second line, allowing capable people to take over. The rules are reasonable and everyone is convinced.

本文由濟南股權(quán)設(shè)計友情奉獻.更多有關(guān)的知識請點擊:http://www.qingyanghualv.com我們將會對您提出的疑問進行詳細的解答，歡迎您登錄網(wǎng)站留言.

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