Core Viewpoint - The article discusses the complexities of equity structure in modern enterprises, emphasizing the need for a balanced approach to equity distribution that motivates teams while ensuring stable development and preventing founders from losing control. Group 1: Equity Structure - Equity is not just a numerical ratio but a complex combination of rights, including voting rights, dividend rights, and operational decision-making rights [1] - The principle of "same share, same rights" is crucial for the equity lifeline [1] - Different equity structures, such as dual-class shares, require consideration of overseas listings [1] Group 2: Board Decision-Making - The decision-making mechanism of the board differs from that of the shareholders' meeting, following a "one person, one vote" system [2] - A temporary board meeting can be proposed by one-third of the directors or supervisors, and the chairman must convene it within ten days [2] - Founders must consider how to prevent control dilution as financing progresses, which involves complex, personalized designs [2] Group 3: Control Rights - Absolute control is defined as 67%, allowing for amendments to company bylaws and capital increases [3] - Relative control is at 51%, enabling decision-making on significant matters [3] - Various thresholds for veto rights and other powers are outlined, such as 34% for veto rights and 20% for defining competitive rights [3] Group 4: Employee Equity Incentives - Employee equity incentives focus on fairness across different positions and ongoing motivation after obtaining equity [5] - Methods include excess profit incentive, virtual stock dividends, progressive registration stock incentives, and option stock incentives [5] - The "PSP" model offers a three-year cycle with increasing dividend percentages, addressing short-term incentive issues [5] Group 5: Investor Rights - Investors prioritize capital rights, with shareholding ratios varying by funding stage, such as 5%-10% in seed stages and 10%-20% in angel rounds [6] - Voting rights often include veto rights and protective clauses due to concerns over capital safety and trust in the founding team [6] - Various preferential rights are outlined, including priority dividend rights and anti-dilution rights [6] Group 6: Course Offerings - The article promotes a course on equity design and partnership systems, covering the entire equity lifecycle from initial setup to exit strategies [8][9] - The course includes over 60 lessons and practical case studies to address common risks and operational challenges [9]

Core Viewpoint - The article discusses the complexities of equity structure in modern enterprises, emphasizing the need for a balance between team motivation, stable development, and founder control. Group 1: Equity Structure Design - The premise of equity design is "same share, same right" [1] - Different voting mechanisms exist between the board of directors and the shareholders' meeting, with a "one person, one vote" system for the board [2] - Control rights are crucial for founders, who must consider how to prevent dilution of control during financing [3] Group 2: Employee Equity Incentives - Employee equity incentives focus on fairness across different positions and ongoing motivation after receiving equity [4] - Absolute control is defined as 67%, relative control at 51%, and veto power at 34% [4] - Various thresholds for shareholder rights are outlined, such as 20% for defining competitive rights and 10% for calling a temporary shareholders' meeting [4] Group 3: Investor Rights and Priorities - Investors typically seek priority rights, including shareholding ratios of 5%-10% in seed stages and 10%-20% in angel rounds [7] - Voting rights often include veto rights and protective clauses in shareholder meetings, reflecting investor concerns over capital safety and trust in the founding team [8] - Priority rights encompass preferential dividend rights, anti-dilution rights, and other special rights to ensure quick capital entry and exit [9] Group 4: Practical Applications and Case Studies - The article mentions a course on equity design that covers the entire lifecycle of equity, from initial setup to exit strategies, using real case studies [10] - It highlights the importance of understanding high-frequency risks and practical decision-making in equity governance [12] - Various case studies illustrate successful implementations of partnership systems and equity incentives in companies like Huawei and others [13][14]

Core Viewpoint - The article discusses the complexities of equity structure in modern enterprises, emphasizing the need for a balance between team motivation, stable development, and founder control retention. Group 1: Equity Structure Design - The premise of equity design is "same share, same right" [1] - Different voting mechanisms exist between the board of directors and the shareholders' meeting, with a "one person, one vote" system for the board [2] - Control points include the ability to call temporary board meetings and the importance of personalized design to prevent loss of control during financing [3] Group 2: Employee Equity Incentives - Employee equity incentives focus on fairness across different positions and ongoing motivation after obtaining equity [4] - Control thresholds are defined: 67% absolute control, 51% relative control, and 34% veto power [4] - Various incentive methods include excess profit incentive, virtual stock, progressive registration stock, option stock, and PSP model [6] Group 3: Investor Rights and Priorities - Investors prioritize capital rights, with shareholding ratios varying by funding stage: 5%-10% in seed stage and 10%-20% in angel round [7] - Voting rights often include veto rights and protective clauses due to concerns over capital safety and trust in the founding team [8] - Priority rights for investors include preferential dividend rights, anti-dilution rights, and other special rights to ensure quick entry and exit of funds [9] Group 4: Course and Practical Insights - The article promotes a course on equity design covering the entire lifecycle from initial setup to exit strategies, emphasizing practical case studies [10][11] - Key topics include survival strategies for SMEs, partnership systems, and dynamic adjustments to equity structures to avoid shareholder conflicts [12][14]