文：韦亚军 超额完成了当初的目标。 筹备近1年，这支基金超额完成并落地了！ 近日，"苏州太盟一号股权投资基金合伙企业（有限合伙）"完成工商变更，增资至31亿元，LP包括苏高新金控等多家苏州国资平台。 联想到最近有市场传闻称，和高瓴资本一样，太盟投资集团（PAG）也是星巴克中国的潜在买家之一。如果最终，太盟能够独家或联合其他顶级PE机构 顺利收购星巴克中国，该案例将会为太盟和邱中伟团队的商业生涯添上浓墨重彩的一笔。 而且，这支新设立的31亿并购基金，是不是正好可以发挥力量？星巴克中国属于消费领域，正好在这支基金的可投范围内。 而在更早之前的去年2月6日，苏州市委书记刘小涛，市委副书记、市长吴庆文会见了太盟中国董事长邱中伟、总裁黄德炜一行，并共同见证太盟中国总部 签约落户苏州。 公开资料显示，太盟投资集团成立于2002年，是亚洲最具规模、以亚洲为重点投资区域的多资产品种投资集团之一，资产管理规模逾550亿美元。 目前，邱中伟为太盟中国董事长。邱中伟毕业于哈佛大学，拥有MBA学位。在加入太盟之前，他曾在美林证券等知名金融机构工作多年，积累了丰富的 金融业务经验和广泛的人脉资源。 在邱中伟的带领下，太盟投资集团在中国 ...

Core Viewpoint - The article discusses the manipulation of incentive plans during mergers and acquisitions, highlighting how these plans can serve as tools for controlling employees rather than genuinely motivating them [1][13]. Group 1: Incentive Plans as Control Mechanisms - Incentive plans are increasingly used by acquiring companies as a "safety net" and a means to transfer risks in the context of mergers and acquisitions [1][3]. - The announcement of new equity incentive plans often appears to prioritize employee interests but actually serves to bind employees to the new shareholders, limiting their options [3][4]. - Employees who sign these plans effectively lose their ability to exit without forfeiting their options, creating a "sunk cost" situation where they feel compelled to stay [4][6]. Group 2: Psychological and Structural Implications - The design of these incentive plans often includes deferred exercise and performance triggers, which further entrench employees in the merger process [5][7]. - The complexity of the incentive structures creates barriers to understanding, making it difficult for employees to navigate their true value and risks [7][8]. - In some cases, employee stock ownership plans are restructured to enhance governance stability while increasing the acquisition costs for buyers, thus serving as a bargaining chip [8][9]. Group 3: Positive Examples of Incentive Plans - There are instances where well-structured incentive plans can genuinely motivate employees and facilitate cultural integration post-acquisition [10][11]. - Successful cases involve flexible and low-threshold options that cover a significant portion of employees, promoting collaboration and cultural integration rather than merely focusing on profit metrics [10][12]. - Such positive incentive structures transform employees into stakeholders in cultural reconstruction, enhancing organizational dynamics [12].

调整姿势。 作者 I 周佳丽 报道 I 投资界PEdaily 投资界获悉，马来西亚私募股权二级投资机构Be e Alt e r n a ti ve s Limit e d（BAL）宣布， 其 控 股 公 司 Be e Alt e r n a ti v e s Ma n a g eme nt （ BAM ） 将 收 购 集 富 亚 洲 （ JAFCO Asi a ） 1 0 0%股权——一家成立于1990年的老牌VC。 中国创投圈对集富亚洲并不陌生。2002年开始进入中国市场，集富亚洲先后在北京、上 海设立办公室，潘瑞婷女士任中国区主管。二十余间，这家老牌VC在中国出手了一批明 星公司，当中最经典的莫过于SHEIN，早在A轮便投了进去。 两年前，投资界与潘瑞婷有过一次交流，彼时她聊到团队的年终总结："穿越周期，回归 现实"。如今一级市场浮浮沉沉，大批GP和LP等待退出，此时GP之间的兼并收购案例， 或许能给大家带来一缕突围启示。 刚刚，老牌VC宣布卖了 先从买家说起。 总部位于马来西亚，Be e Alt e r na ti ve s成立于2 02 1年3月，是一家专注于从事私募股权二 级市场投资的年轻机构。虽然 ...