这个问题，创业团队在早期首先想到的是，我们来分一下，你多少我多少，你30%我70%，或者是我60%你40%。其实这是不对的，在设计股权架构时，我们得先把别人的切掉，也就是预留一部分股权，最后的才是自己的。

The first thing that the entrepreneurial team thought of in the early stages of this question was to divide it into two parts: 30% for you and 70% for me, or 60% for me and 40% for you. Actually, this is not right. When designing the equity structure, we need to first cut off others' equity, that is, reserve a portion of equity, and the final one is our own.

1、预留股权激励

1. Reserved equity incentive

现在大家都去创业，招人就非常难。如果你在招人的时候没有跟人家讲，我给你多少的股权或者股权激励，一般他是不会轻易来的。

Nowadays, everyone is starting their own business, making it very difficult to recruit people. If you don't tell them how much equity or equity incentives I will give you when recruiting, they usually won't come easily.

2、为吸收新的合伙人预留

2. Reserved for attracting new partners

上面讲到，不能为了刻意追求合伙人的结构硬拉一个人来做CTO，如果项目已经开始，但还差一个CTO，或者CFO，这种情况下一定要预留股权出来，用来吸收新的合伙人。

As mentioned above, it is not advisable to force someone to become a CTO in order to deliberately pursue a partner structure. If the project has already begun but there is still a need for a CTO or CFO, in this case, equity must be reserved to attract new partners.

有种做法是放在带头大哥的名下，但我不建议这样做。因为未来融资时股权是要稀释的。

One approach is to put it under the name of the leader, but I do not recommend doing so. Because equity will be diluted during future financing.

所以一般来说，预留的部分可以放在股权激励池里，新的人进来之后再分配给他。

So generally speaking, the reserved portion can be placed in the equity incentive pool and distributed to new individuals after they enter.

3、融资预估

3. Financing estimation

创业项目最终IPO的时候，CEO如果能有10%的股权就不错了。所以在融资的时候一定要适当的预估，这样大家就不会想着，我辛辛苦苦做的企业，到最后，股权怎么就这么少?

It would be great if the CEO could have a 10% stake in the final IPO of the entrepreneurial project. So when financing, it is important to make appropriate estimates, so that everyone will not think, 'Why is the equity of the enterprise that I have worked hard for so little in the end?'?

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