发展期的 “动态调整”：让股权跟着 “贡献走”

Dynamic adjustment during the development period: let equity follow the "contribution" trend

企业做大后，股权不能 “一成不变”。比如济南的一家皮具公司，创业时技术骨干占 10%，后来公司拓展电商渠道，他每天加班搭建供应链，贡献变大，就该适当增加股权；而只出钱不参与的股东，可通过 “分红权” 和 “表决权” 分离调整 —— 比如约定 “你占 15% 股份，但表决权只算 10%”，让干事的人有更多话语权，就像山东人 “论功行赏”，挑大梁的人该多扛 “分量”。

After a company grows, its equity cannot remain unchanged. For example, in a leather goods company in Jinan, the technical backbone accounted for 10% when starting the business. Later, the company expanded its e-commerce channels, and he worked overtime every day to build the supply chain, which increased his contribution. Therefore, he should increase his equity appropriately; Shareholders who only contribute money and do not participate can be adjusted through the separation of "dividend rights" and "voting rights" - for example, by agreeing that "you hold 15% of the shares, but the voting rights are only counted as 10%", allowing the officials to have more say, just like Shandong people who "reward based on merit", and those who shoulder the burden should bear more "shares".

分清 “分钱” 和 “掌权”

Distinguish between "dividing money" and "holding power"

有些股东只想拿分红，比如济南的一位投资人，投了钱但不管事，可给他们 “优先分红权”（比如利润的 30% 先分给他），但表决权适当降低，确保管理团队高效决策。就像济南人分收成，出钱多的可以多拿收益，但地里的活儿还是得听种地人的。

Some shareholders only want to receive dividends, such as an investor in Jinan who has invested money but is not in charge. They can be given "priority dividend rights" (such as 30% of profits being distributed to him first), but their voting rights are appropriately reduced to ensure efficient decision-making by the management team. Just like how people in Jinan divide the harvest, those who pay more can earn more income, but the work in the fields still has to be done by the farmers.

用 “协议” 把规矩定死

Using 'agreements' to fix rules

济南人重诚信，但再好的关系也怕 “空口无凭”。股权分配要签书面协议，写清楚 “退出机制”：比如有人中途离开，股权怎么回购（按原价还是按公司估值），“竞业禁止”（不能去隔壁开同类店），还有 “股东义务”（比如每年至少拉来 100 万订单）。就像章丘铁匠打刀具，先画好图纸，每个部件的尺寸、硬度都标清楚，后期才不会出岔子。

Jinan people value integrity, but no matter how good the relationship is, they are afraid of 'empty words without evidence'. A written agreement must be signed for equity distribution, clearly stating the "exit mechanism": for example, if someone leaves midway, how to repurchase the equity (at the original price or based on the company's valuation), "non compete" (cannot open a similar store next door), and "shareholder obligations" (such as attracting at least 1 million orders per year). Just like how a blacksmith in Zhangqiu makes knives, he first draws a blueprint and clearly marks the dimensions and hardness of each component, so that there will be no mistakes in the later stage.

避开 “济南式坑点”：实在人不做糊涂事

Avoiding 'Jinan style pitfalls': real people don't do stupid things

别让 “面子” 盖过 “里子”

Don't let 'face' overshadow 'inside'

济南的家族企业里，亲戚合伙常因 “面子” 模糊股权，比如舅舅占 20%、表弟占 15%，却没说清各自职责，结果舅舅天天来插手，表弟却躲清闲，最后闹得不愉快。正确做法是 “先小人后君子”：哪怕是发小合伙，也要把 “谁管生产、谁跑业务” 写进协议，就像济南人逛大观园，先讲好价再拿货，明明白白。

In family businesses in Jinan, relatives often blur their equity due to "face saving" reasons, such as their uncle holding 20% and cousin holding 15%, but fail to clarify their respective responsibilities. As a result, their uncle intervenes every day, while their cousin avoids leisure time, leading to an unhappy ending. The correct approach is to "start with petty people and then become gentlemen": even if it is a small partnership, it is necessary to include "who is in charge of production and who runs the business" in the agreement, just like how Jinan people go to the Grand View Garden, negotiate the price first and then take the goods, clearly and openly.

别把 “股权” 当成 “终身饭票”

Don't treat 'equity' as a 'lifetime meal ticket'

济南的一家软件公司，创业时给行政小妹 5% 股权，后来公司转型做 AI，她跟不上节奏却占着股份。这时候可通过 “股权回购” 调整：约定 “连续两年考核不达标，公司按原价 + 利息收回”，既肯定她的早期贡献，又让股权流向更关键的人，就像济南人换岗，老员工退居二线，让有能力的人顶上，规矩合理，大家都服气。

A software company in Jinan gave 5% equity to an administrative girl when starting a business. Later, the company transformed into AI, but she couldn't keep up with the pace but held the shares. At this point, adjustments can be made through "equity repurchase": it is agreed that "if the performance evaluation fails to meet the standards for two consecutive years, the company will recover it at the original price plus interest", which not only affirms her early contributions, but also allows the equity to flow to more critical people, just like when Jinan employees change jobs and old employees retire to the second line, allowing capable people to take over. The rules are reasonable and everyone is convinced.

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