請(qǐng)神容易送神難,，創(chuàng)業(yè)者應(yīng)該慎重按照合伙人的標(biāo)準(zhǔn)發(fā)放股權(quán)。

Inviting God is easy, but sending God is difficult. Entrepreneurs should carefully distribute equity according to the standards of partners.

（1）資源承諾者

(1) Resource Promisers

很多創(chuàng)業(yè)者在創(chuàng)業(yè)早期,，可能需要借助很多資源為公司的發(fā)展起步,，這個(gè)時(shí)候容易給早期的資源承諾者許諾過(guò)多股權(quán)，把資源承諾者變成公司合伙人,。

Many entrepreneurs in the early stages of entrepreneurship may need to rely on a lot of resources to start the company's development. At this time, it is easy to promise too much equity to early resource pledgers, turning them into company partners.

創(chuàng)業(yè)公司的價(jià)值需要整個(gè)創(chuàng)業(yè)團(tuán)隊(duì)長(zhǎng)期投入時(shí)間和精力去實(shí)現(xiàn),，因此對(duì)于只是承諾投入資源，但不全職參與創(chuàng)業(yè)的人,，建議優(yōu)先考慮項(xiàng)目提成,，談利益合作，而不是股權(quán)綁定,。

The value of a startup company requires the entire startup team to invest time and energy in the long term. Therefore, for those who only promise to invest resources but do not participate in entrepreneurship full-time, it is recommended to prioritize project commissions and discuss interest cooperation, rather than equity binding.

（2）兼職人員

(2) Part time personnel

對(duì)于技術(shù)NB,、但不全職參與創(chuàng)業(yè)的兼職人員，按照公司外部顧問(wèn)標(biāo)準(zhǔn)發(fā)放少量股權(quán),。如果一個(gè)人不全職投入公司的工作就不能算是創(chuàng)始人,。任何邊干著他們其它的全職工作邊幫公司干活的人只能拿工資或者工資“欠條”，但是不要給股份,。如果這個(gè)“創(chuàng)始人”一直干著某份全職工作直到公司拿到風(fēng)投,，然后辭工全職過(guò)來(lái)公司干活,，他（們）和第一批員工相比好不了多少，畢竟他們并沒(méi)有冒其他創(chuàng)始人一樣的風(fēng)險(xiǎn),。

For part-time employees with technical expertise but not full-time participation in entrepreneurship, a small amount of equity will be issued according to the standards of external consultants of the company. If a person does not work full-time in a company, they cannot be considered a founder. Anyone who helps the company while doing their other full-time jobs can only receive wages or IOUs, but not shares. If the founder keeps working full-time until the company gets a venture capital, and then resigns to work full-time, they are not much better than the first batch of employees, after all, they have not taken the same risks as other founders.

（3）天使投資人

(3) Angel investors

創(chuàng)業(yè)投資的邏輯是：（1）投資人投大錢(qián),，占小股，用真金白銀買股權(quán),；（2）創(chuàng)業(yè)合伙人投小錢(qián),，占大股，通過(guò)長(zhǎng)期全職服務(wù)公司賺取股權(quán),。簡(jiǎn)言之,，投資人只出錢(qián)，不出力,。創(chuàng)始人既出錢(qián)（少量錢(qián)）,，又出力。因此,，天使投資人股票購(gòu)股價(jià)格應(yīng)當(dāng)比合伙人高,，不應(yīng)當(dāng)按照合伙人標(biāo)準(zhǔn)低價(jià)獲取股權(quán)。

The logic of venture capital is: (1) Investors invest large amounts of money, occupy small stocks, and buy equity with real gold and silver; (2) Entrepreneurial partners invest small amounts of money and hold large shares, earning equity through long-term full-time service to the company. In short, investors only contribute money and do not contribute. The founder provides both a small amount of money and effort. Therefore, angel investors should purchase stocks at a higher price than partners and should not acquire equity at a lower price according to partner standards.

這種狀況容易出現(xiàn)在組建團(tuán)隊(duì)開(kāi)始創(chuàng)業(yè)時(shí),，創(chuàng)始團(tuán)隊(duì)和投資人根據(jù)出資比例分配股權(quán),，投資人不全職參與創(chuàng)業(yè)或只投入部分資源，但卻占據(jù)團(tuán)隊(duì)過(guò)多股權(quán),。

This situation can easily occur when a team is formed to start a business, and the founding team and investors allocate equity based on the proportion of investment. Investors do not participate in the entrepreneurship full-time or only invest some resources, but occupy too much equity in the team.

（4）早期普通員工

(4) Early ordinary employees

給早期普通員工發(fā)放股權(quán),，一方面，公司股權(quán)激勵(lì)成本很高,。另一方面,，激勵(lì)效果很有限。在公司早期,，給單個(gè)員工發(fā)5%的股權(quán),，對(duì)員工很可能都起不到激勵(lì)效果，甚至認(rèn)為公司是在忽悠,、畫(huà)大餅,，起到負(fù)面激勵(lì)。

Granting equity to early ordinary employees, on the one hand, results in a high cost of equity incentives for the company. On the other hand, the incentive effect is very limited. In the early days of the company, giving 5% equity to individual employees may not have a motivational effect on them, and even the company may be seen as deceiving and creating negative incentives.