利润共享、风险共担的股权分配机制无疑是将创业团队凝聚在一起的粘合剂和公司发展的基石，但如何合理布局创业团队的股权往往决定了一个初创公司能够走多远，能够走得多好。以下是我们在股权设计结构时需要引起足够重视的几个“温柔陷阱”。

The equity distribution mechanism of profit sharing and risk sharing is undoubtedly the adhesive that unites entrepreneurial teams and the cornerstone of the company's development. However, how to reasonably distribute the equity of entrepreneurial teams often determines how far and how well a startup can go. The following are several "gentle traps" that we need to pay enough attention to when designing the equity structure.

1.平衡型股权结构

1. Balanced equity structure

为创业初期，为了体现分配的公平性，很多公司会平与分配股权，比如大，单50650%而这样做导致的结果就是公司大股东之间的股权比例相同或非常结构接近，没有其他小股东或者其他小股东的股权比例很低，且出现意见分歧，管理很可能形成股东会僵局，无法实现有效决策。另外，在实际经营中，每个股耗在东对公司的贡献是不同的，如果股权一样，则会导致公司控制权与利益索取权失衡，为未来的利益分配埋下隐患。

In the early stage of entrepreneurship, in order to reflect the fairness of distribution, many companies will distribute equity equally, such as 50.650% of large shareholders. As a result, the proportion of equity among the major shareholders of the company is the same or the structure is very close. There are no other small shareholders or the proportion of equity of other small shareholders is very low, and there are differences of opinion. The management is likely to form a deadlock in the shareholders' meeting and cannot achieve effective decisions. In addition, in the actual operation, the contribution of each share consumed in the east to the company is different. If the equity is the same, it will lead to the imbalance between the company's control right and the right to claim interests, and lay hidden dangers for the future distribution of interests.

2.一股独大型股权结构

2. Equity structure with one single share

收购为了获得控制权，很多创始人将公司股份集中在自己手中，拥有公司股份的50%以上，对公司事务拥有很大的话语权，包括修改公司章程，决定公备、分立、合并、上市、主营业务变更等重大事项。

In order to gain control, many founders concentrated their company's shares in their own hands, holding more than 50% of the company's shares, and had a great say in the company's affairs, including amending the company's articles of association, deciding on major matters such as public ownership, separation, merger, listing, and change of main business.

股东有明这种股权结构虽然有利于决策，但类似“一言堂”和家长式的管理模式，使公司董事会、监事会和股东会形同虚设，企业的经营管理都由一个2人说了算，缺乏制衡机制，很容易将企业行为与大股东个人行为混同，从而导致决策失误，资金运用不透明，增加企业的经营风险。

Although shareholder Youming's equity structure is conducive to rapid decision-making, it is similar to the "one word hall" and paternalistic management mode, which makes the board of directors, the board of supervisors and the board of shareholders of the company in name only. The operation and management of the company are decided by two people, and the lack of a check and balance mechanism makes it easy to confuse the corporate behavior with the personal behavior of the major shareholders, resulting in decision-making errors, opaque use of funds and increased operational risks of the enterprise.

3.团队博弈型股权结构

3. Team game type equity structure

为了凝聚人心，将公司股权分散在大量小股东手中，且持股比例相差不大，单个股东所持股份的比例大都在10%左右，没有核心大股东。这种股权结构看似相互制衡，但实际上因为有着大量小股东的存在，很容易引发公司管理层道德危机，使公司各项决策变得异常复杂，公司大量的精力和能量消耗在股东之间的博弈活动中。

In order to rally people's hearts, the company's equity is dispersed in the hands of a large number of small shareholders, and the shareholding ratio is not different. The proportion of shares held by a single shareholder is mostly around 10%, and there is no core large shareholder. This equity structure seems to check and balance each other, but in fact, due to the existence of a large number of small shareholders, it is easy to trigger the moral crisis of the company's management, making the company's decisions extremely complex. A large amount of energy and energy of the company are consumed in the game activities among shareholders.

好的股权结构是公司良性长期发展的基础，在理想情况下，一个德才兼备、行业经验丰富、善于整合资源带领团队的CEO,应该成为公司的核心大股东，同时还拥有持股比例在10%~50%的其他大股东，相互间制衡，但没有哪个股东具有很大的控制权，也不存在大量的小股权干扰股东会决策。

A good equity structure is the foundation for the benign long-term development of the company. Under ideal circumstances, a CEO with both political integrity and ability, rich industry experience, and good at integrating resources and leading the team should become the core major shareholder of the company. At the same time, he also has other major shareholders with a shareholding ratio of 10% ~ 50%, which checks and balances each other. However, no shareholder has great control, and there is no large number of small shareholders interfering with the decisions of the shareholders' meeting.

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