2. Do employees think that if the company doesn't make money now, can it still do equity incentives?

3. Only a few senior and core personnel want to be motivated. How to allocate equity?

According to the lovely teacher, the equity mechanism based on the enterprise development process can be divided into four levels: the equity distribution mechanism according to laws and regulations, the equity reward based on employees' historical contributions, the equity incentive oriented by future values, and finally the equity governance involving the decision-making power of the board of directors and the decentralized ownership of shareholders. This series of equity evolution and dynamic adjustment mechanism runs through the whole process of enterprise growth and development.

Classic case:

"Nirvana Rebirth" of Traditional Manufacturing Enterprises

project diagnosis

Changzhou * * Electronics Company was established in 1997, which is a traditional manufacturing enterprise integrating plastic processing, electronic product assembly and mold development. Regrettably, this enterprise has been losing money for three consecutive years.

2, industrial industry (diagnostic positioning 1. ) Industry features are:

① The customer is a non-terminal customer;

(2) Business development depends on single or multiple customers;

(3) Non-standard products, aiming at a customer's demand, are equivalent to completing a project;

(4) a high degree of dependence on sales customers is equivalent to a high degree of dependence on bosses and capable people.

3. Characteristics of injection molding industry (diagnosis and positioning II. ) as follows:

(1) The technical content is not high, and there is little difference between products;

② The embodiment of core competitiveness comes more from quality and service;

(3) The customer's control over price and cost is more and more strict, and the gross profit margin is greatly reduced;

(4) For large customers, enterprises have no bargaining power.

4. Analysis of enterprise representation:

The organizational structure is changed three times a year, and it doesn't matter if the team is used to it;

② Some core senior management teams contradict the assessment;

③ Sudden problems in production become the norm, and the system implementation is not in place;

④ The team doesn't trust financial data, losing money year after year, with low morale and lack of confidence.

5, determine the stage of the enterprise:

① Entrepreneurial stage: random division of labor, simple bureaucracy, owner supervision and flexible control;

② Aggregation stage: specialized division of labor, hierarchical power, collectivization and decentralization, and informal control;

③ Standardization stage: functional departmentalization, centralized decision-making and institutionalized rules;

④ Perfect stage: diversified units, bureaucratization and standardized operation.

6, the analysis of enterprise core issues:

(1) System rigidity: The cooperation with Japanese enterprises in the early days of the company's establishment made the company move towards institutionalization and standardization rapidly. However, with the growth of business volume, institutionalization and standardization have not been continuously improved and upgraded. On the contrary, with the rapid expansion of enterprise scale, it has bound enterprises and become an unenforceable rigid system.

② Short-term interest orientation: The simple contract system improves the team's attention to short-term interests, but reduces the attention to long-term construction. It is related to the long-term construction of the company. No one pays attention to the factors related to the long-term development of the company, and there are problems in team training, institutionalized promotion and promotion.

③ The talent structure of the core team is backward: the overall academic structure of the core team is weak, and the ability growth has a ceiling; The core team has been following the boss for nearly 20 years, and there is a risk of entering a career slack period.

Expert operation

1, industry summary of the enterprise:

① Business development needs to rely on "big customers" and "big customers"-customers with sustainable development potential;

(2) the dependence on a single big customer is kept within a reasonable range, and the source of profit does not lie in big customers;

(3) Establish a marketing system, realize the specialized division of sales, and reduce the dependence of industrial products sales on a single capable person.

2. For the existing structure of the current equity layout, the target structure of the equity layout is to make a reasonable equity ratio for the founders, founder families and other shareholders by establishing employee-owned companies and incorporating them into newly established business companies.

3. Finally, the pyramid model is selected for the equity incentive scheme-option incentive at the headquarters level, double incentive of factory high-level bonus and option, and bonus at the middle and lower levels of the factory.

4. Implement the incentive plan for the production department (the first stage): the annual output value is 65.438+0.7 billion, the loss in the previous year is 65.438+0.5 million, and the profit rate is 4.8%.

5. Implement the incentive plan for each sector (the second stage): encourage the listed companies with employee-owned companies as the main companies, encourage the main business sectors with options (virtual stocks), and also encourage the business sectors of other subsidiaries with options (virtual stocks) to build business partners.

6. Acquisition of external R&D team (Phase III): Acquisition of R&D team with only partial equity; The founder of the original R&D team kept part of the shares and the other part was used as an option reward to achieve the expected effect and obtain the incentive option; Reserve 20% shares for the core R&D personnel of the R&D team.

Treatment effect

1. Update of core team: capable, willing to change and willing to take risks.

2. The first stage: the proportion of dividends drawn by the incentive object in that year is between 5% and 25%, and the total dividend enjoyed by * * * is 65,438+0,452,000. In the quarter of the implementation of the implementation plan, stop loss and realize a profit of 300,000 yuan. The whole production team is completely new.

3. The second stage: help the boss to find an excellent general manager smoothly, institutionalize the construction, and free the boss from the business operation.

4. The third stage: the enterprise gradually changed from a simple production and processing enterprise to an independent product, achieving a substantial increase in output value and profits.

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Wechat official account Cute Orchid receives the e-book "Operation Path of Equity Incentive Landing"