I had the honor of meeting President Yang Ping of Huiyong Business School.

Is a celebrity, you can conduct Baidu human flesh search.

Yang Ping, male, born in 1976, Dunhuang, Gansu, Han nationality. Chairman of Huiyong Group, Executive Director and General Manager of Beijing Lerong Insurance Agency Co., Ltd., Dean of Huiyong Equity College, CEO of Overseas Immigration Lawyers Group, Chairman of Beijing Huiyong Business Technology Co., Ltd., and investment immigration lawyer.

Lawyer Yang Ping, as the founder and dean of Huiyong Equity College, the chairman of Huiyong Commercial Technology Co., Ltd., the founder and CEO of overseas immigration lawyers' group, the executive managing director of Lerong Insurance lawyers' group and the executive director and general manager of Beijing Crowdfunding Investment Management Co., Ltd., began to think and study as early as the beginning of his business, and finally found the important role of "equity value enhancement" in the development of the whole company. In the past three years, Mr. Yang Ping has successfully raised more than 60 million yuan by practicing this concept, leading enterprises to split, iterate and grow rapidly in a traditional industry.

Listening to his live sharing yesterday, the biggest gain is to avoid 20 traps in the equity design of small and medium-sized enterprises.

First, you can't be a soulless partner.

Partnership, many companies don't realize that there is a very serious problem, that is, there is no soul, no one to take the lead in partnership. This is summarized by lawyer Yang Ping. When starting a company in partnership, we must avoid "soulless partnership".

Because most people don't know what a soul is when choosing a partnership. We often think that the first person who takes the lead must be a soul, but often he may just be a soy sauce maker. He likes to come up with an idea. Besides, we often meet such people. They said we would work together, and then you said yes, you are the boss, but I can't. Then who wants to do it? A few people said, otherwise, just draw lots, but such a company certainly can't do much. So how to choose the soul of a company? There is a key point here: each of your partners should make an evaluation. Who is the soul, and who do we trust? If you can't find a soul in a team, remember, remember not to start a business, such a team will die. What are the taboos in choosing soul figures? Lawyer Yang Ping concluded, don't think that several partners of the company can make decisions through joint meetings, because all joint meetings must also have soul figures. For example, in the United Nations, if the United States is United with us, who will most people listen to? They must have a boss in mind who wants to convince them, so remember, it is best not to work together without a soul.

"Partnership, avoid soulless partnership"-Yang Ping.

Second, never give shares for free.

Don't give away your shares for free at the beginning of your business. Many entrepreneurs will make this mistake at the beginning of their business, thinking that giving away their most valued shares will definitely be considered as a "big gift" by the other party. However, there is an old saying that "you get something for nothing, you don't know how to cherish it". Entrepreneurs can put themselves in others' shoes. If you are given hundreds or thousands of shares of Maotai, you will definitely think it is a gift, because everyone can see the value of the shares of this company. However, if you are a non-listed company or even a start-up company, if you are a new employee and the boss says to give you some shares in the company, the employees will definitely think that you just want to pay less money in this way. Why is this happening? Because employees can't see the value of the company's shares.

Although most of the time you don't want to give away your shares for free, there is one situation that is necessary. If you don't let this employee work, you will make a "mascot" for his shares, and this "mascot" will play a very important role if it exists. At this time, you should give him shares, because if he becomes a mascot, it may bring you more resources.

"The founder of a company should not easily sell the company's shares"-Yang Ping

Third, avoid being static.

Many entrepreneurs have a misunderstanding that 0/00% of the shares of the company/kloc-were distributed at the beginning of the company's establishment, and everyone's share remains unchanged. Lawyer Yang Ping summed up the third point that entrepreneurs should avoid when designing equity, that is, they must avoid the same share of equity.

It is necessary to formulate a dynamic adjustment mechanism at the beginning of equity design, stipulating under what circumstances, whose shares should be increased and whose shares should be reduced.

For example, a company reserves 40% of its shares first and the remaining 60% as a benchmark. For example, this 60% is only based on capital contribution, and we use this 40% to measure individual contributions. This 40% is in the future, and we can design a half-year or one-year assessment cycle. Every partner should remember every contribution he has made to this company in order to get his biggest share. Then we use a coefficient to measure how much people with income can get.

Fourth: perfect afterwards.

Never be wise after the event.

You want to be perfect afterwards, but you can't stand that others don't want you to be perfect; The agreement signed earlier is beneficial to me. Why should we improve it? The initiative is already in my hands, why should I improve it? So there must be an architect in the early stage. What architects do is to help you clear your mind: what do you want, which interests you can never give in, which interests you can give up, and even some things you deliberately give up, with the purpose you want, how to talk to different people, how to improve first, and how to indulge your passion. This is the strategy.

Fifth: the amount of investment is large.

Investing heavily is a trap.

A case that Yang Ping personally experienced profoundly proved this trap: an entrepreneur of a company in Xi 'an, when a boss contributed 2.37 million yuan, the boss held 70% of the shares and the entrepreneur held 30% of the shares. However, the boss knows nothing about this industry. Later, he felt that the company did not make money and was not prepared to inject more funds, so that entrepreneurs could find it themselves. Entrepreneurs themselves only hold 30% of the shares. Where does he have the motivation to find funds?

Later, lawyer Yang Ping suggested that he talk to his boss like this: entrepreneurs can find their own funds, but after finding the funds, can they exchange their shares back? Entrepreneurs account for 70% and bosses account for 30%. As the boss of a traditional enterprise, I strongly disagree. What is the final result? It is these entrepreneurs who directly join another company with their teams.

Entrepreneurs still suffer from the problem of equity distribution after joining the company, and find lawyer Yang Ping again. After a brief talk, Lawyer Yang Ping gave an opinion: You think as an entrepreneur, you want to be a boss. When you can't come up with funds, you want your boss to continue to save money. But have you ever thought that you are not an entrepreneur at all, or you can't handle it? You haven't decided how much it will cost.

Since you want to hold your thighs, you must do a good job of holding your thighs. Don't think about being the boss, let him be the boss, because the investor he is looking for is richer. You play the role of your professional manager in a down-to-earth manner. When you talk about equity, you believe that the boss must have a model. Assuming he has a pattern, you will leave a bottom line for yourself in your heart. For example, if it is below 30%, I will quit. Then you ask him, he wants to ask how much you want, and you say I can't talk. Go ahead. If he wants to say 20%, you can say I can't, because the brothers below don't get enough points. What if he's over 35%? If you say that the boss is so angry with you, let's stop talking. We'll do it with you, but can you still get paid?

Many entrepreneurs don't know whether they really have the entrepreneurial spirit and the quality of a leader when they start a business. If not, don't let him be the boss alone. Finding a big tree there can still realize the value of platform entrepreneurship.

Sixth: the amount of investment is large.

Seventh: full shareholding.

Eighth: premature share split.

Ninth: small stocks are dominant.

Tenth: Face share split.

Eleventh: no zoning.

Twelfth: absolute holding.

Thirteenth: progress without retreat.

Fourteenth: Money without dreams.

Fifteenth: fifty-fifty.

Sixteenth: three people share equally.

Seventeenth: clear control and effective decentralization.

Eighteenth: holding shares anonymously.

Nineteenth: Husband and wife * * * have.

Twentieth: the creator does not ask for it.

Classic sentence: With talent, everything can be yours. Without talent, nothing is yours.

Admitting your incompetence is the beginning of being a boss.

Talent+resource docking person+investor, 70%-80% ability personality, 20%-30% resource: cash discount.

The circle is run by itself. You can contact me if you want to integrate resources. If you want to know more, you can trust me privately.

The integration and docking of rural e-commerce resources, security, cohesion, foresight, dynamics and * * * sharing are the major principles.

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