為什么很多中小企業(yè)的生存幾率不超過30%，六七成的原因在于股權(quán)分配。當公司想要轉(zhuǎn)型，商業(yè)模式、戰(zhàn)略方向和利益機制都會相應的調(diào)整，價值貢獻在不同的股東主體之間轉(zhuǎn)移，股東之間不能調(diào)整股權(quán)結(jié)構(gòu)，裂痕就會產(chǎn)生并且一步步擴大。無數(shù)的初創(chuàng)企業(yè)在面臨轉(zhuǎn)型發(fā)展的關(guān)鍵期時，因為股權(quán)分配的不合理導致公司動力不足乃至熄火，終公司淪為幻影。

The reason why the survival probability of many small and medium-sized enterprises does not exceed 30% is due to equity distribution. When a company wants to transform, its business model, strategic direction, and interest mechanism will be adjusted accordingly, and value contributions will shift between different shareholder entities. Shareholders cannot adjust their equity structure, and cracks will arise and gradually expand. Countless startups face a critical period of transformation and development, but due to unreasonable equity distribution, their motivation is insufficient and even extinguished, ultimately leading to the company becoming a phantom.

股權(quán)影響著公司的發(fā)展和規(guī)模，控制著公司未來的發(fā)展方向，也是開始就必須要解決的問題，其重要性不言而喻。幾個人合伙開公司，股權(quán)怎么分才合理，就是核心的問題。

Equity affects the development and scale of a company, controls its future development direction, and is also a problem that must be solved from the beginning. Its importance is self-evident. How to allocate equity reasonably when several people start a company in partnership is the core issue.

什么時候應該分配股權(quán)？

When should equity be distributed?

濟南股權(quán)合伙公司早期，很多創(chuàng)始人都認為公司還處于一個發(fā)展的雛形，談股權(quán)分配為時過早，想等到公司做大做強以后再來考慮自己怎么去獲取股權(quán)、各自又占多少股權(quán)。其實這很不合理。隨著公司的發(fā)展越來越好，公司的規(guī)模越來越大，可以獲得豐厚的回報了，這個時候股權(quán)分配不再是一張空頭支票。

In the early days of partnership startups, many founders believed that the company was still in its embryonic stage of development, and it was too early to discuss equity distribution. They wanted to wait until the company became bigger and stronger before considering how to acquire equity and how much equity they each held. Actually, this is very unreasonable. With the development of the company getting better and the size of the company getting larger, it is possible to obtain rich returns. At this time, equity distribution is no longer a blank check.

當價值能夠變現(xiàn)，合伙人之間就會越來越關(guān)心自己能夠?qū)嶋H獲得的利益，而此時再去討論股權(quán)分配問題難免會產(chǎn)生嫌隙，人人都想多拿，有人拿得多就會有人拿得少，少得到的人不滿意自己的股份，合伙人之間產(chǎn)生信任危機，繼而影響到公司的管理層、決策層，勢必會影響公司的發(fā)展，嚴重一點，公司可能會面臨破產(chǎn)。

When value can be realized, partners will become increasingly concerned about the benefits they can actually obtain, and discussing equity distribution issues at this time will inevitably create a gap. Everyone wants to take more, some take more, others take less, and those who get less are not satisfied with their shares. A crisis of trust will arise between partners, which will affect the management and decision-making levels of the company, and will inevitably affect the development of the company. More seriously, The company may face bankruptcy.

分給誰？哪些人適合獲得公司的股權(quán)？

To whom? Who is suitable to acquire equity in the company?

創(chuàng)始人是一家公司發(fā)展的導航標，決定著公司的前進方向，所以股權(quán)分配應該保證創(chuàng)始人對公司的控制權(quán)；公司的合伙人凝聚了公司的整個團隊，可以在一定程度上保障合伙人的話語權(quán)和經(jīng)營權(quán)。

The founder is the navigation mark for the development of a company, which determines the direction of the company's progress. Therefore, equity distribution should ensure the founder's control over the company; The partners of the company unite the entire team of the company, which can to some extent guarantee the partners' right to speak and operate.

要保障投資人的優(yōu)先權(quán)以期望獲得更大的投資；還可以適當?shù)念A留一些股份分給公司中的核心員工，增加員工的主觀能動性，激發(fā)公司的活力。合理的股權(quán)分配架構(gòu)應該是由公司創(chuàng)始人、合伙人、投資人和核心員工四類人掌握。還有什么事情就來我們網(wǎng)站http://zhenzhush.com進行咨詢吧！

To ensure the priority of investors in order to expect greater investment; Some shares can also be appropriately reserved for distribution to core employees in the company, increasing their subjective initiative and stimulating the company's vitality. A reasonable equity distribution structure should be controlled by four categories of people: company founders, partners, investors, and core employees. If there's anything else, come to our website http://zhenzhush.com Let's consult!