股權激勵一直以來都是一把雙刃劍，公司的股權激勵要不要做，或者操作不當及施行時機不當都會對企業造成不可挽回的損失。因此，不能盲目的選擇進行
濟南股權激勵，需要綜合多方面因素考慮才能做出后的判斷。
Equity incentive has always been a double-edged sword. Whether the equity incentive of the company should be done or not, or if the operation is improper and the implementation time is improper, it will cause irreparable losses to the enterprise. Therefore, we cannot blindly choose Jinan equity incentive, and we need to consider many factors before making a final judgment.
股權激勵要不要做？
Should equity incentives be implemented?
行業屬性
Industry attribute
智力服務、高科技、互聯網等行業更需要股權激勵，資金密集、資源壟斷行業等行業對股權激勵需求較小
Intellectual services, high-tech, Internet and other industries need more equity incentives, while capital-intensive, resource-monopoly industries and other industries have less demand for equity incentives
企業發展前景
Enterprise development prospects
行業及企業發展前景不好不建議實施股權激勵，CEO的愿景是做生意還是做事業也很關鍵
The development prospects of the industry and enterprises are not good. It is recommended to implement equity incentives. Whether the CEO's vision is to do business or business is also crucial
市場競爭
market competition
充分的市場競爭會凸顯人才的重要性，國企、壟斷性企業實施股權激勵的必要性不高
Full market competition will highlight the importance of talents, and the necessity of equity incentives for state-owned enterprises and monopoly enterprises is not high
人員流動性
Personnel mobility
區域不同及公司不同代際人員意識的不同，人員流動性差別較大，股權激勵要有所差別
Different regions and different companies have different intergenerational personnel awareness, and personnel mobility varies greatly. Equity incentives should vary
時機
opportunity
一家企業不同發展階段，需要不同的激勵方式，什么時機做股權激勵有待考慮
An enterprise needs different incentive methods at different stages of development, and the timing of equity incentive needs to be considered
股權激勵什么時候做？
When will equity incentives be implemented?
創業初期：公司初步建立，人才是關鍵，主要針對合伙人級別的股權激勵，往往采取實股股權進行激勵。
In the early stage of entrepreneurship: talent is the key to the initial establishment of the company. It is mainly aimed at equity incentives at the level of partners, and often adopts real equity incentives.
成長期：公司已經邁過初創生存階段，處于增長階段，是實施股權激勵好的階段，核心高管給予實股股權，核心技術人員與中層人員可以考慮期權或虛擬股權方式。
Growth period: The company has entered the stage of survival and is in the stage of rapid growth. It is a good stage to implement equity incentives. The core executives give real equity, and the core technicians and middle managers can consider options or virtual equity.
成熟期：公司已經具有較大規模與行業地位，公司會考慮進入資本市場，上市前需要有一輪股權激勵，主要考慮實股股權激勵。
Maturity period: the company has a large scale and industry status. The company will consider entering the capital market. Before listing, a round of equity incentive is required, mainly considering the real equity incentive.
衰退期：到了高成長之后的衰退期，股權已經沒有吸引力了，應該以現金激勵為主。
Recession period: in the recession period after high growth, equity has become unattractive, and cash incentives should be given priority.
以上企業發展四個階段非股權激勵的方式同樣能達到很好的激勵效果，比如獎勵基金的設定。
Non-equity incentives in the four stages of enterprise development can also achieve good incentives, such as the setting of incentive funds.
In a word, if the enterprise's equity incentive plan is not well considered or well planned, it is recommended not to do it easily or make too many commitments with key employees. Once the equity incentive plan is unreasonable or too many commitments with employees cannot be fulfilled, it will have a great impact on the stability of key employees. Consult us for more relevant equity incentive matters http://www.yunjingwu.com.cn Come on!
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