1、合伙人股權(quán)分配，非常大的難點(diǎn)在哪？
1. What are the most difficult points in partner equity distribution?
每個(gè)人都宣稱要公平合理，但每個(gè)人都有一套“公平合理”的標(biāo)準(zhǔn)。如何平衡資金貢獻(xiàn)與人力貢獻(xiàn)？如何平衡股東歷史貢獻(xiàn)與未來(lái)貢獻(xiàn)？如何平衡老股東與新股東貢獻(xiàn)？這些也是難點(diǎn)。
Everyone claims to be fair and reasonable, but everyone has a set of "fair and reasonable" standards. How to balance financial and human contributions? How to balance shareholders' historical and future contributions? How to balance the contributions of old shareholders and new shareholders? These are also difficult points.
2、你如何看“千萬(wàn)別和好朋友合伙開(kāi)公司”？
2. What do you think of "Never start a company with a good friend"?
朋友關(guān)系與股東關(guān)系，有很大的不同。朋友關(guān)系，一，身份平等，二，不太涉及重大利益關(guān)系。但股東關(guān)系，一，會(huì)有老大老二不同身份，二，股東之間必然涉及股權(quán)與薪酬等重大利益關(guān)系。
Friendly relationships are very different from shareholder relationships. Friendly relationships, first, equality of status, and second, less involving significant interest relationships. However, the relationship between shareholders includes: first, there will be different identities of the boss and the second, and second, there will inevitably be significant interest relationships between shareholders, such as equity and compensation.
好朋友合伙創(chuàng)業(yè)，結(jié)果就是朋友關(guān)系與股東關(guān)系一鍋亂燉，合伙人之間肯定會(huì)經(jīng)歷關(guān)系磨合與調(diào)試期。如果好朋友不能合伙創(chuàng)業(yè)，陌生朋友是不是就可以很好地合伙創(chuàng)業(yè)？如果沒(méi)有底層信任基礎(chǔ)，哪個(gè)合伙人愿意跟你私奔、裸奔？
Good friends start a business in partnership, and the result is a chaotic relationship between friends and shareholders. Partners will definitely experience a relationship run-in and debugging period. If good friends cannot start a business together, can unfamiliar friends start a business together well? If there is no underlying trust foundation, which partner is willing to elope or run naked with you?
有人的地方就有江湖。好朋友合伙創(chuàng)業(yè)，不代表不會(huì)出現(xiàn)糾紛，但好朋友之間的信任基礎(chǔ)有助于解決糾紛。
Where there are people, there is the Jianghu. "A partnership between good friends does not mean that disputes will not arise, but a foundation of trust between good friends can help resolve disputes.".
3. Early backbone team, unable to keep up with the company's development, how to handle Jinan equity partnership?
股權(quán)發(fā)放，不是一拍腦袋完事。對(duì)于人力貢獻(xiàn)占股，我們建議設(shè)定進(jìn)入機(jī)制、調(diào)整機(jī)制與退出機(jī)制。如果早期骨干團(tuán)隊(duì)跟不上公司發(fā)展，按照約定調(diào)整或退出股權(quán)。
Equity issuance is not a one-shot process. For human contribution stocks, we suggest setting up an entry mechanism, an adjustment mechanism, and an exit mechanism. If the early backbone team cannot keep up with the company's development, adjust or withdraw from equity as agreed.
4、如何既把利益分了，又不破壞信任關(guān)系？
4. How to divide the interests without damaging the trust relationship?
法律文件是這個(gè)世界上沒(méi)有用戶思維的產(chǎn)品之一。我有個(gè)拍腦袋、但基本靠譜的判斷，80%創(chuàng)始人對(duì)Ta們簽署的80%法律文件，都沒(méi)太看懂。這容易導(dǎo)致合伙人對(duì)股權(quán)文件的不解、甚至誤解與誤判。又是個(gè)人情社會(huì)。合伙人之間如果博弈太多，也會(huì)破壞信任關(guān)系。合伙人之間的信任關(guān)系，一旦破裂，很難修復(fù)。
Legal documents are one of the products in the world without user thinking. "I have a pat on the head, but it's basically reliable to judge that 80% of the founders don't quite understand 80% of the legal documents signed by the Tas.". This can easily lead to confusion, even misunderstanding, and miscalculation of equity documents by partners. China is also a society of personal affection. Too many games between partners can also undermine the trust relationship. The trust relationship between partners, once broken, is difficult to repair.
合伙人之間的博弈，經(jīng)常聚焦在退出機(jī)制上。我們的建議是，合伙人之間先在軟的合伙創(chuàng)業(yè)理念上達(dá)成共識(shí)，再讓人士處理那些硬邦邦冷冰冰的法律文件條款。
The game between partners often focuses on the exit mechanism. Our suggestion is that partners first reach a consensus on the concept of soft partnership and entrepreneurship, and then let professionals handle the hard and cold legal documents.
5、股權(quán)激勵(lì)內(nèi)容，團(tuán)隊(duì)是不是知道得越少越好？
5. Does the team know as little as possible about the content of equity incentives?
在互聯(lián)網(wǎng)環(huán)境下，信息會(huì)越來(lái)越公開(kāi)透明。很多的股權(quán)糾紛和股權(quán)戰(zhàn)爭(zhēng)，并不是法律文件本身有問(wèn)題，而是基于信息不透明而導(dǎo)致的誤解、基于預(yù)期和現(xiàn)實(shí)之間巨大落差的挫敗感。
In the internet environment, information will become more and more open and transparent. Many equity disputes and equity wars are not caused by legal documents themselves, but by misunderstandings caused by information opacity and frustration based on the huge gap between expectations and reality.
如果離職合伙人與公司發(fā)生股權(quán)糾紛，即便公司法律文件很嚴(yán)謹(jǐn)，即便打官司公司勝訴，但合規(guī)不合理的條款后導(dǎo)致公司贏了官司但丟了人心失了天下又有何用。保護(hù)團(tuán)隊(duì)利益，也是在保護(hù)公司利益。
If there is an equity dispute between a departing partner and the company, even if the company's legal documents are very professional and rigorous, and even if the company wins a lawsuit, there is no use in complying with unreasonable terms that lead to the company winning the lawsuit but losing people's hearts and losing the world. Protecting the interests of the team is also protecting the interests of the company.
因此，需要讓團(tuán)隊(duì)清晰理解并接受股權(quán)的進(jìn)入機(jī)制與退出機(jī)制，做好團(tuán)隊(duì)預(yù)期管理，這有利于減少誤解誤判與沖突糾紛。更多相關(guān)股權(quán)問(wèn)題就來(lái)我們網(wǎng)站
http://zhenzhush.com留言咨詢吧！
Therefore, it is necessary to make the team clearly understand and accept the entry and exit mechanisms of equity, and do a good job of team expectation management, which is conducive to reducing misunderstanding, miscalculation, and conflict disputes. For more equity related issues, please visit our website http://zhenzhush.com Leave a message for consultation!
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