股权激励方案落地执行
十年股权整理解决方案落地实施

　　不是分股份，而是用未来的所有权，买现在的心。

　　Not dividing shares, but buying present hearts with future ownership.

　　你是不是也听过这些故事？

　　Have you also heard these stories?

　　创业3年，技术骨干被对手高薪挖走，核心代码差点带走；

　　After 3 years of entrepreneurship, the technical backbone was poached by competitors with high salaries, and the core code was almost taken away;

　　销售总监拿了提成就躺平，公司增长陷入停滞；

　　The sales director has achieved great success, but the company's growth has stagnated;

　　股权分出去了，人却走了，回购时对方狮子大开口……

　　The equity was distributed, but the person left. When repurchasing, the other party spoke loudly

　　很多中小企业以为“给点股份就能留人”，结果钱花了、权稀释了，人心却没留住。

　　Many small and medium-sized enterprises think that 'giving some shares can keep people', but as a result, they spend money and dilute their power, but fail to keep people's hearts.

　　其实，股权激励不是福利，而是一套精密的“人才绑定系统”，尤其对资源有限的中小企业，更要用对方法、控住风险、守住控制权。

　　In fact, equity incentives are not welfare, but a sophisticated "talent binding system", especially for small and medium-sized enterprises with limited resources, it is necessary to use the right methods, control risks, and maintain control.

　　今天，我们就用最接地气的方式，手把手教你：中小型企业怎么做股权激励？

　　Today, we will teach you step by step in the most down-to-earth way: how to do equity incentives for small and medium-sized enterprises?

　　一、先别急着分股！问清这3个问题

　　1、 Don't rush to split stocks yet! Ask these three questions clearly

　　1. 为什么要做？

　　Why do we need to do it?

　　是为了留住CTO？激励销售冠军？还是为未来融资铺路？

　　Is it to retain the CTO? Motivate sales champions? Or pave the way for future financing?

　　目标不清 = 白送股权。

　　Unclear goals=free equity.

　　2. 给谁？给多少？

　　2. For whom? How much do you give?

　　建议聚焦 Top 3–5人（创始人+核心高管/技术）；

　　Suggest focusing on the top 3-5 individuals (founders+core executives/technology);

　　总池子控制在 10%–15%，单人不超过5%；

　　The total pool should be controlled at 10% -15%, with no more than 5% per person;

　　切忌“人人有份”

　　Avoid 'everyone has a share'

　　——激励变福利，毫无价值。

　　——Incentives turning into benefits are worthless.

　　3. 公司值多少钱？

　　How much is the company worth?

　　股权价值 = 公司估值 × 持股比例；

　　Equity value=company valuation x shareholding ratio;

　　越早授予，估值越低，员工未来收益越大，你稀释越少。

　　The earlier the award, the lower the valuation, the greater the future earnings of employees, and the less dilution you have.

　　举例：武汉一家年利润200万的软件公司，合理估值约1000万。给CTO 5%股权，相当于50万“未来收益权”，远超年薪。

　　For example, a software company in Wuhan with an annual profit of 2 million yuan has a reasonable valuation of approximately 10 million yuan. Give CTO 5% equity, equivalent to 500000 "future earnings rights", far exceeding annual salary.

　　二、选对工具：中小企业最适合的3种方式

　　2、 Choosing the right tool: 3 most suitable ways for small and medium-sized enterprises

　　有限合伙平台持股（推荐）|适合核心团队≥3人|创始人当GP，100%控权 员工作LP，只分红不决策 工商变更少，税负可优化

　　Limited Partnership Platform Shareholding (Recommended) | Suitable for core teams of ≥ 3 people | Founder as GP, 100% controller working as LP, only distributing dividends without making decisions, minimal business changes, tax burden can be optimized

　　虚拟股权（分红权）|适合基层骨干、短期激励| 无需工商登记 只享分红，无表决权 灵活退出

　　Virtual equity (dividend rights) | Suitable for grassroots backbone, short-term incentives | No need for business registration, only enjoy dividends, flexible exit without voting rights

　　直接工商登记持股|极少数联合创始人| 权属清晰，但离职难回购 易导致控制权分散

　　Direct business registration for shareholding | Very few co founders | Clear ownership, but difficulty in repurchasing after resignation can easily lead to dispersed control

　　90%中小企业首选：有限合伙平台

　　90% of small and medium-sized enterprises prefer limited partnership platforms

　　架构如下：

　　The architecture is as follows:

　　创始人

　　founder

　　↓ 担任 GP（1%出资，100%决策权）

　　↓ Serving as GP (1% contribution, 100% decision-making power)

　　【XX企业管理咨询合伙企业（有限合伙）】

　　XX Enterprise Management Consulting Partnership Enterprise (Limited Partnership)

　　↓ 持股10%

　　↓ Holding 10% of the shares

　　【主体运营公司】（地址：*省*市*区***大厦**座*）

　　[Main Operating Company] (Address: * * Building * *, * * District, * Province * City * * *)

　　三、四步落地，低成本搞定

　　3、 Four step landing, low-cost solution

　　第1步：定方案

　　Step 1: Develop a plan

　　明确对象、总量（如10%）、授予价格（建议1元/注册资本）、成熟机制；

　　Clearly define the target audience, total amount (e.g. 10%), grant price (recommended 1 yuan/registered capital), and mature mechanism;

　　必须经股东会决议通过。

　　It must be approved by a resolution of the shareholders' meeting.

　　第2步：签协议

　　Step 2: Sign the agreement

　　《股权激励授予书》

　　Equity Incentive Grant Agreement

　　《有限合伙协议》（明确GP/LP权利）

　　Limited Partnership Agreement (specifying GP/LP rights)

　　《退出与回购协议》

　　Exit and Repurchase Agreement

　　关键条款示例：

　　Example of Key Terms:

　　“服务满4年，股权100%成熟；未满2年离职，公司有权0元回购。”

　　After serving for 4 years, the equity is 100% mature; if leaving within 2 years, the company has the right to repurchase for 0 yuan

　　第3步：搭架构

　　Step 3: Build the Architecture

　　注册有限合伙企业（名称如“武汉众合企管合伙企业”）；

　　Registering a limited partnership enterprise (such as "Wuhan Zhonghe Enterprise Management Partnership Enterprise");

　　将其登记为主体公司股东；

　　Register it as a shareholder of the main company;

　　创始人任GP，员工签《入伙协议》。

　　Founder Ren GP, employees sign the 'Joining Agreement'.

　　第4步：管起来

　　Step 4: Manage it

　　每年评估业绩是否达标；

　　Evaluate performance annually to ensure compliance with standards;

　　分红或转让时依法代扣个税（2025年起监管趋严）。

　　Withholding individual income tax in accordance with the law when distributing dividends or transferring (regulation will become stricter from 2025).

　　四、避坑指南：5大常见错误

　　4、 Avoiding pitfalls guide: 5 common mistakes

　　错误：口头承诺|后果：离职后索要股权，法院不支持|正确做法：所有约定书面化

　　Error: Verbal commitment | Consequences: Claim for equity after resignation, court does not support | Correct approach: All agreements are made in writing

　　错误：无成熟机制|后果：拿完股权就走，公司血亏|正确做法：设4年Vesting

　　Error: No mature mechanism | Consequence: Leaving after taking the equity, the company will suffer losses | Correct approach: Set a 4-year Vesting period

　　错误：直接给工商股|后果：前员工成“永久股东”|正确做法：用合伙平台隔离

　　Error: Directly give industrial and commercial shares | Consequence: Former employee becomes' permanent shareholder '| Correct approach: Isolate using partnership platform

　　错误：忽略税务|后果：员工被追缴高额个税|正确做法：提前测算税负路径

　　Error: Ignoring Taxation | Consequences: Employees are pursued for high individual income tax | Correct approach: Pre calculate tax burden path

　　错误：估值虚高|后果：员工觉得“没赚头”|正确做法：早期按净资产合理定价

　　Error: Overvaluation | Consequence: Employees feel 'unprofitable' | Correct approach: Pricing based on net assets in the early stages is reasonable

　　五、成本有多高？时间要多久？

　　5、 How high is the cost? How long does it take?

　　时间：2–4周（注册+变更）；

　　Time: 2-4 weeks (registration+change);

　　成本：

　　cost

　　工商注册：0元；

　　Business registration: 0 yuan;

　　代办服务：800–2000元；

　　Agency service: 800-2000 yuan;

　　法律文书：500元内可搞定。

　　Legal documents: can be processed within 500 yuan.

　　对比：若不做激励，核心员工被挖走，招聘+培训成本可能超10万元。

　　Comparison: Without incentives, core employees may be poached, and the recruitment and training costs could exceed 100000 yuan.

　　结语：股权激励，是“药”，不是“糖”

　　Conclusion: Equity incentives are a "medicine", not a "sugar"

　　用得好，凝聚人心、加速成长；

　　Used well, it unites people's hearts and accelerates growth;

　　用不好，内耗分裂、控制权旁落。

　　Not used properly, internal conflicts, division, and loss of control.

　　记住三句话：

　　Remember three sentences:

　　给对的人，而不是给所有的人；

　　Give to the right people, not to everyone;

　　绑住业绩，而不是只绑住时间；

　　Bind performance, not just time;

　　守住控制权，才能分享更大的蛋糕。

　　Only by holding onto control can we share a bigger cake.

　　本文由  山东股权激励 友情奉献.更多有关的知识请点击  http://www.lushangyun.com/   真诚的态度.为您提供为全面的服务.更多有关的知识我们将会陆续向大家奉献.敬请期待.

　　This article is about Shandong Equity Incentive Friendship Dedication For more related knowledge, please click http://www.lushangyun.com/ Sincere attitude To provide you with comprehensive services We will gradually contribute more relevant knowledge to everyone Stay tuned