一个人单打独斗的时代已经过去了，现在是合伙创业的时代。所以，一个企业的股权架构设计合不 合理，关系着企业的发展前途和命运。 1 合伙创业时，应该如何根据股东的资金、资源、技术等背景确定股权比例？ 2 如何设计动态股权架构，让股权架构可随公司的发展与股东贡献的变化而调整？ 3 为什么很多创始人把企业做大后，反而丧失了企业的控制权？怎样才能把控制权掌握在自己手 里？ 4 为什么有些人在公司破产后仍然需要还债？有些人却不用？究竟应该如何为股东搭建防火墙， 防范连带责任及其他风险？ 当前，市场上关于股权架构设计的内容层出不穷，但由于不契合企业自身情况，基本都不能直接适 用。为了帮助大家系统掌握股权架构设计和合伙制落地实操的重点内容，我们最新上架了—— 《股 权设计与合伙制落地实战8天体验营》 ！ 2场线上直播，与股权设计专 家面对面交流，弄懂股权设计 的实操难点与盲点。 观看直播有机会获赠售价3980 元的线下培训名额: "合伙制与股权激励实战落地 方案班(北京)" 6天视频课程,从零开始学习 股权设计必备知识,并通过输 山当罚位习 hnぶ人 | 田幼 山子刁毛厄，川沫「八堪胜。 F - 完成训练营课程学习与课后笔 ...

Core Viewpoint - The article emphasizes the importance of a well-designed equity structure in partnership entrepreneurship, highlighting that the era of solo entrepreneurship has passed and that the equity design directly impacts a company's future and fate [1]. Group 1: Equity Structure Design - When starting a partnership, equity ratios should be determined based on the shareholders' financial, resource, and technical backgrounds [1]. - A dynamic equity structure should be designed to allow adjustments based on the company's development and the contributions of shareholders [1]. - Many founders lose control of their companies as they grow; strategies to maintain control are essential [1]. Group 2: Risk Management and Responsibilities - The article discusses why some individuals are required to repay debts after a company's bankruptcy while others are not, emphasizing the need for a firewall to protect shareholders from joint liability and other risks [1]. Group 3: Training Program - The article introduces a training program titled "Equity Design and Partnership Implementation Practical 8-Day Experience Camp," aimed at helping participants master the key aspects of equity structure design and partnership implementation [1]. - The program includes two live online sessions with equity design experts, video courses, and opportunities for face-to-face interaction to address practical challenges and blind spots in equity design [6][10]. - The schedule outlines various topics, including equity agreements for startups, effective partnership design, and dynamic adjustments to equity structures to avoid shareholder conflicts [9].

Core Viewpoint - The article emphasizes the importance of a well-designed equity structure in partnership entrepreneurship, highlighting that the era of solo entrepreneurship has passed and that the equity design directly impacts a company's future and fate [1]. Group 1: Equity Structure Design - When starting a partnership, it is crucial to determine equity ratios based on shareholders' funding, resources, and technical backgrounds [1]. - A dynamic equity structure should be designed to allow adjustments based on the company's development and changes in shareholder contributions [1]. - Many founders lose control of their companies as they grow; understanding how to maintain control is essential [1]. Group 2: Risk Management and Responsibilities - The article discusses why some individuals are required to repay debts after a company's bankruptcy while others are not, emphasizing the need for a firewall to protect shareholders from joint liability and other risks [1]. Group 3: Training Program - The article promotes a new training program titled "Equity Design and Partnership Implementation Practical 8-Day Experience Camp," aimed at helping participants master the key aspects of equity structure design and partnership implementation [1]. - The program includes two live online sessions with equity design experts, video courses, and opportunities for face-to-face communication to address practical challenges and blind spots in equity design [6][10]. - The schedule outlines various topics to be covered, including equity agreements for startups, effective partnership design, and dynamic adjustments to equity structures to avoid shareholder conflicts [9].

Core Viewpoint - The company, 米村, is undergoing significant internal challenges and restructuring following the dismissal of 27 store managers due to a violation of company policies, specifically related to manipulating customer reviews. This incident has highlighted deeper issues within the company's rapid expansion and management practices [2][4][6]. Company Overview - 米村 has experienced rapid growth, opening 837 new stores in 2024, averaging 2.3 openings per day, and expanding its workforce to over 29,210 employees. This expansion has led to 米村 becoming the largest player in the rice bowl category [3][5]. - The company relocated its headquarters from Shenyang to Shanghai in 2024, marking a significant operational shift [3]. Management and Operational Challenges - The pressure on store managers has intensified due to strict performance evaluations and a competitive internal culture, leading some to resort to unethical practices [4][8]. - The company has implemented a rigorous "ABC store rating" system, which has created a high-stress environment for managers, contributing to internal conflicts and operational inefficiencies [8][9]. Strategic Changes - Following the dismissal of the store managers, the company has decided to eliminate performance evaluations entirely, a move that has generated mixed reactions among staff [10][19]. - 米村 plans to adjust its expansion strategy, aiming for a minimum of 180 new stores in 2025, down from previous aggressive targets, while also focusing on improving existing operations [13][16]. Financial Performance and Goals - By the end of 2024, 米村 achieved record highs in both total store count and sales, despite the internal turmoil [5]. - The company has set ambitious targets for 2025, including increasing average daily customer visits per store and enhancing overall sales performance [16]. Market Position and Competition - The competitive landscape for 米村 is becoming increasingly challenging, with numerous brands intensifying their focus on supply chain efficiency and customer experience, putting pressure on 米村's market position [6][30]. - 米村's rapid expansion has led to a relatively short average operating history for its stores, with many being less than two years old, indicating potential vulnerabilities in long-term sustainability [25][26]. Future Outlook - 米村's leadership is focused on balancing growth with a more humane management approach, emphasizing the importance of employee well-being and operational efficiency [18][19]. - The company is also exploring new avenues for talent development and retention, recognizing the need for a sustainable growth model amid increasing market pressures [12][17].

在企业成长的道路上，我们目睹太多棘手挑战：核心人才流失成为竞争对手、规模扩张却利润缩水、老 板独自承压风险、外部引才机制缺失、转型缺乏资本思维、人才稳定机制陈旧…… 这些股权合伙难 题，正悄悄侵蚀着企业的生命力 。 我们也洞察到 传统解决机制的深层误区 ：为留人而设 "金手铐"，却牺牲了企业运营效率；依赖大比例 分红搞短期激励，难破 "激励短效" 困局；激励与战略脱节、强迫出资引发抵触、凭感觉设定股权比 例…… 种种错位操作，往往让问题愈发复杂。 4月26日 讲授+应用+实践 上午【讲】 下午【讲】 晚上【练】 4月27日 讲授+萃取+实践 上午【实战】 下午【实战】 好在，我们有了破局之道——梧桐课堂联合和君咨询，于 2025年4月26-27日 在 北京 ，举办 《合伙制 与股权激励实战落地方案班》 线下培训。 合伙制与股权激励实战落地方案 晚上【练】 如何报名？ 1.课程时间与费用详情 时间： 2025年4月26日-27日（周六-周日） 股权顶层设计与股东关系管理 多层持股架构搭建与有限合伙持股平台的科学运用与财税风险防控 控制力与激励力度的如何平衡 单层次/多层次股权激励实操方案设计 创新十三定落地方法 ...