Let me give you a lesson with the negative case of Ren. When Ren Gang started his business, all the money in his pocket added up to only 3,000 yuan, but at that time, the Industrial and Commercial Bureau stipulated that the registered capital of private technology companies must be above 1000 yuan, so he had to find five more shareholders, each of whom contributed 3,500 yuan, raising a total of 2 1000 yuan. Then, when he went to the industrial and commercial bureau to register, he saw a banner hanging on the wall of the industrial and commercial bureau, which read, "Have China in your heart and make a difference". He had a brainwave and named the company "Huawei".
Of these five shareholders, Ren only knows one, and the other four are introduced by friends. One of them is an accountant of a gas company, one is a travel agency manager, one is the boss of Zhuhai Communication Company, and the other is a young man in his twenties. Because Mei Zhongxing of this communication company has a little business foundation of switches, he naturally became the chairman of the board, and the other four shareholders only paid money and did not work. As a result, only one person in the whole company is working.
When starting a business for the first time, Ren was also the first time that a big girl got on the sedan chair and knew nothing about equity distribution. He is simple and honest, so he distributes the equity according to the proportion of capital contribution, and six people share the equity equally, but this division has laid a mine for future equity disputes. Born in scientific research. He thinks it is very important to increase R&D products, but Mei Zhongxing, the chairman, thinks the risk is too great and strongly opposes it, so he has some money. This Mei Zhongxing keeps his money in the bank to collect interest and doesn't want to invest in R&D. The other five shareholders often have conflicts with Ren because they don't understand the business and the company's management policies. So, in a rage, Ren Hua bought back all the shares with heavy money, and Huawei's equity problem was really cleaned up.
Ren's example gives us great enlightenment. In partnership enterprises, the distribution of equity is very important. Reasonable equity distribution can be a booster for the company's rapid development. If it is unreasonable, it may become a potential time bomb, which may blow you up at any time. Many entrepreneurs will say: our company is still very small, and it is meaningless to talk about equity distribution, so we made a simple allocation according to the proportion of capital contribution. However, this simple distribution is prone to many situations, such as "more contributions and less equity", "more contributions and poor management ability" and "too average power to be managed". Therefore, if you don't plan the initial equity distribution, then the internal contradictions in the later period will drag down your company.
Let's take a look at Huawei. As of 202 1, 65438+2,31,Ren only holds 0.84% of the shares, but he controls the whole Huawei empire. Because Huawei employees hold shares, but they have no voting rights, only the right to pay dividends, so they can't shake their position. This is a way of equity distribution that can not only motivate employees, but also make leaders out of control.
Partners want to get together for a long time, and the company wants to be bigger and stronger. It is necessary to plan the way of equity distribution and sign the agreement of shareholders' entry and exit. This is called gathering and leaving.