一、原則利益優(yōu)先

1、 Principle Interests first

國(guó)人其實(shí)很多情況下在合作上面是羞于談錢的，但是讓每個(gè)在創(chuàng)業(yè)初期的人都是在為錢去奔波忙碌。所以在進(jìn)行濟(jì)南合伙設(shè)計(jì)的時(shí)候，一定要把利益放在前面這是一個(gè)原則。

In fact, Chinese people are shy of talking about money in cooperation in many cases, but everyone in the early stage of entrepreneurship is busy for money. Therefore, when carrying out the Jinan partnership design, it is a principle to put interests first.

二、在團(tuán)隊(duì)里面必須有一個(gè)真正的老大

2、 There must be a real boss in the team

雖在股權(quán)設(shè)計(jì)里面，我們會(huì)談到一個(gè)老大的股份就是一大于二加三加四老大的股份要大于其他股東股份之合。這樣的好處是掙錢讓他掙得多賠錢當(dāng)然也是賠得多的。在創(chuàng)業(yè)初期的股份不是意味著權(quán)力更多的其實(shí)意味著是一種責(zé)任，所以有一個(gè)令人信服的老大和法律意義上的老大是至關(guān)重要的。

Although in the equity design, we talked about that the shares of a boss are one more than two plus three plus four, and the shares of the boss are larger than the combined shares of other shareholders. The advantage is that he will lose more money if he earns more money. In the early stage of entrepreneurship, the share does not mean more power, but actually means a responsibility, so it is essential to have a convincing boss and a legal boss.

三、原則那就是必須控制權(quán)

3、 The principle is to control

有了法律上的老大和名義上的老大必須要有控制權(quán)?？刂茩?quán)的取得可能分為兩個(gè)方面，一個(gè)是法律層面的控制權(quán)，還有一個(gè)是他經(jīng)營(yíng)層面的控制權(quán)，而經(jīng)營(yíng)層面的控制權(quán)更多地取決他的思路理念。他的團(tuán)隊(duì)能不能帶來(lái)前瞻性的影響力，讓眾人跟他往前前行，越來(lái)越多的創(chuàng)業(yè)公司出現(xiàn)非權(quán)力領(lǐng)導(dǎo)力，權(quán)力領(lǐng)導(dǎo)力的時(shí)代一定慢慢過(guò)去，更多的見(jiàn)于政府機(jī)關(guān)國(guó)有企業(yè)，現(xiàn)在的企業(yè)組織里面更多強(qiáng)調(diào)的事，非權(quán)力領(lǐng)導(dǎo)力，主要考驗(yàn)的是個(gè)人的魅力，尤其是他對(duì)未來(lái)商業(yè)趨勢(shì)的進(jìn)行一個(gè)預(yù)判。

Having the legal and nominal boss must have control. The acquisition of control right may be divided into two aspects, one is the control right at the legal level, and the other is the control right at the management level, which depends more on his ideas. Can his team bring forward-looking influence and let people move forward with him? More and more start-ups have non-power leadership. The era of power leadership must slowly pass. It is more common in government agencies and state-owned enterprises. Now the enterprise organizations emphasize more things. Non-power leadership mainly tests the charm of individuals, especially his prediction of future business trends.

四、在股權(quán)設(shè)計(jì)里面必須要引進(jìn)動(dòng)態(tài)的股權(quán)規(guī)則

4、 Dynamic equity rules must be introduced in equity design

企業(yè)的發(fā)展不是一成不變的，企業(yè)是有小到大，在發(fā)展的過(guò)程當(dāng)中需要不同的人做不同的貢獻(xiàn)。每個(gè)人的能力又有差異。所以隨著企業(yè)的發(fā)展，可能創(chuàng)始人或者是初創(chuàng)期的股東，他們的能力，慢慢不一定會(huì)適應(yīng)企業(yè)的發(fā)展。所以，動(dòng)態(tài)股權(quán)設(shè)計(jì)的提出是以成果為導(dǎo)向，讓貢獻(xiàn)者得到自己應(yīng)該得到的股份。所以動(dòng)態(tài)股權(quán)設(shè)計(jì)規(guī)則也是我們?cè)谠O(shè)計(jì)的時(shí)候非常強(qiáng)調(diào)的。

The development of enterprises is not static. Enterprises vary from small to large. In the process of development, different people need to make different contributions. Everyone's ability is different. Therefore, with the development of the enterprise, it may be that the founder or the shareholders in the start-up period will not necessarily adapt to the development of the enterprise. Therefore, the proposal of dynamic equity design is results-oriented, allowing contributors to get the shares they deserve. So the dynamic equity design rules are also very important when we design them.

五、要有退出的機(jī)制

5、 There should be an exit mechanism

在創(chuàng)業(yè)的過(guò)程當(dāng)中，我們很想白頭到老，但是在發(fā)展的過(guò)程當(dāng)中，因?yàn)橹骺陀^的原因總是有一部分合伙人無(wú)奈的會(huì)退出合伙，當(dāng)創(chuàng)業(yè)的股東離開創(chuàng)業(yè)團(tuán)隊(duì)的時(shí)候，股份能不能被順利收回？因?yàn)槿魏我粋€(gè)企業(yè)出生就像一個(gè)孩子，孩子的成長(zhǎng)不僅需要錢，更需要人巨大精力的投入，要像照顧孩子一樣照顧自己的企業(yè)和寬帶精力投入是非常重要的。當(dāng)客戶離開團(tuán)隊(duì)的時(shí)候，將它的股份結(jié)構(gòu)合理的回購(gòu)也是在合伙設(shè)計(jì)里面的一個(gè)重要的原則。

In the process of entrepreneurship, we would like to grow old, but in the process of development, because of subjective and objective reasons, there are always some partners who have no choice but to withdraw from the partnership. When the shareholders of entrepreneurship leave the entrepreneurial team, can the shares be recovered smoothly? Because any enterprise is born like a child, the growth of a child needs not only money, but also people's huge energy input. It is very important to take care of their own enterprise and broadband energy input like taking care of children. When a customer leaves the team, it is also an important principle in partnership design to repurchase its share structure reasonably.

六、要建立一個(gè)平等的文化

6、 To build a culture of equality

現(xiàn)在的創(chuàng)業(yè)越來(lái)越講究每個(gè)人自我價(jià)值的實(shí)現(xiàn)，而自我價(jià)值的實(shí)現(xiàn)需要營(yíng)造一個(gè)輕松開放的氛圍。這二個(gè)原則是必須要很大的股東，這個(gè)必須要有一個(gè)大股東，這個(gè)是不矛盾的。我們講的平等是人格一生平淡，并非是在這個(gè)選票上的平等。所以當(dāng)越來(lái)越多的團(tuán)隊(duì)走向開放。首先，更多的是實(shí)現(xiàn)自我價(jià)值的時(shí)候，團(tuán)隊(duì)的創(chuàng)造力會(huì)得到很大地發(fā)揮。有股權(quán)設(shè)計(jì)需求就來(lái)我們網(wǎng)站http://zhenzhush.com咨詢吧！

Nowadays, entrepreneurship pays more and more attention to the realization of everyone's self-value, and the realization of self-value needs to create a relaxed and open atmosphere. The two principles are that there must be a large number of shareholders, and there must be a large number of shareholders, which is not contradictory. We are talking about equality, which is not equality on this ballot, but the life of a person is flat. So when more and more teams are open. First of all, when we realize our self-worth, the creativity of the team will be brought into full play. Come to our website if you need equity design http://zhenzhush.com Ask!