济南企业必看！华为股权合伙密码曝光，中小老板也能抄作业

　　Jinan enterprises must see! Huawei equity partnership password exposed, even small and medium-sized bosses can copy homework

　　很多济南企业老板都有个困惑：想留住核心员工、激活团队动力，却要么没钱涨工资，要么怕给了股权失控。其实早在2012年，华为就用一场股权官司，揭开了其做大做强的核心秘密——虚拟股股权合伙模式。华为靠这套模式，让任正非仅持不到1%股份，却凝聚了全球员工，而这套逻辑，济南中小微企业完全可以借鉴。今天就用大白话，结合华为案例和济南本地数据，讲透股权合伙，尤其适合济南制造业、互联网、服务业等实体企业，看完就知道怎么绑定员工、实现共赢。

　　Many business owners in Jinan have a dilemma: they want to retain core employees and activate team motivation, but either they don't have the money to raise salaries or they are afraid of losing control of their equity. In fact, as early as 2012, Huawei revealed its core secret of growing and strengthening through an equity lawsuit - the virtual stock equity partnership model. Huawei has relied on this model to enable Ren Zhengfei to hold less than 1% of the shares, but has gathered global employees. This logic can be fully borrowed by small and medium-sized enterprises in Jinan. Today, we will talk about equity partnership in big vernacular, combining Huawei's case and Jinan's local data. It is especially suitable for Jinan's manufacturing, Internet, service and other entities. After reading it, we will know how to bind employees and achieve win-win results.

　　先理清核心：华为的股权合伙，本质是虚拟股模式，和济南很多企业理解的“实股”完全不同。它不涉及企业资产分割，核心是“分红权+增值权”，所有激励对象都是华为工会会员，剩余99%以上股份由工会代持，员工离职后，企业可强制回购虚拟股，这也是华为当年打赢股权官司的关键。对济南企业来说，这种模式的优势的是：不用稀释创始人控制权，还能让员工像“老板”一样干事，据统计，采用虚拟股模式的企业，核心员工流失率平均降低60%，济南已有38%的中小制造企业开始尝试。

　　First, clarify the core: Huawei's equity partnership is essentially a virtual stock model, which is completely different from the "real stock" understood by many companies in Jinan. It does not involve the division of corporate assets, and the core is the "dividend right+value-added right". All incentive targets are Huawei union members, and the remaining 99% or more of the shares are held by the union. After employees leave, the company can forcibly repurchase virtual shares, which was also the key to Huawei winning the equity lawsuit that year. For Jinan enterprises, the advantage of this model is that it does not dilute the founder's control and allows employees to work like "bosses". According to statistics, companies that adopt the virtual stock model have an average reduction of 60% in core employee turnover rate, and 38% of small and medium-sized manufacturing enterprises in Jinan have started to try it.

　　华为的虚拟股合伙，核心分五个阶段，济南企业可直接参考落地，每一步都藏着激励逻辑。假设2021年为考核期，华为给一名月薪8000的员工开出条件：入职后月薪名义上1万，考核合格后授予30万股虚拟股，分3年兑现，每年10万股——看似涨薪，实则是绑定员工的开始，这和济南部分企业“考核达标享激励”的逻辑完全一致。

　　Huawei's virtual stock partnership has five core stages, which Jinan enterprises can directly refer to and implement, with incentive logic hidden in each step. Assuming 2021 is the assessment period, Huawei offers a condition to an employee with a monthly salary of 8000 yuan: a nominal monthly salary of 10000 yuan after joining, and 300000 virtual shares will be granted after passing the assessment, which will be redeemed in three years, with 100000 shares per year - seemingly a salary increase, but actually the beginning of binding employees. This is completely consistent with the logic of some companies in Jinan that "reward employees for meeting assessment standards".

　　虚拟股不是“白给”，而是需要员工出资购买，这也是股权合伙的核心闭环。假设2022年华为虚拟股股价1元/股，员工需出资10万元买当年的10万股，没钱没关系，公司可借款，还款从工资里抵扣，抵扣后员工月薪仍为8000，看似工资没涨，但员工的“资产”多了10万股，这就是激励的核心——让员工为自己的“资产”奋斗。

　　Virtual stocks are not given for free, but require employees to invest in purchasing them, which is also the core closed-loop of equity partnerships. Assuming that the stock price of Huawei Virtual Stock is 1 yuan per share in 2022, employees need to invest 100000 yuan to buy 100000 shares for that year. If there is no money, it doesn't matter. The company can borrow money, and the repayment will be deducted from the salary. After deduction, the employee's monthly salary will still be 8000 yuan. It seems that the salary has not increased, but the employee's "assets" have increased by 100000 shares. This is the core of motivation - to make employees strive for their "assets".

　　兑现后，员工就能享受两大权益：分红权和增值权。2022年员工持10万股，若当年分红5万元，就能抵扣部分借款；2023年股价涨到1.5元/股，当年10万股需出资15万元，分红的5万元可直接抵扣，剩余10万元继续从工资抵扣，此时员工月薪仅剩6000，但资产已增值到15万元，依然愿意奋斗。济南某制造业企业借鉴这套逻辑后，员工主动加班率提升45%，产能同比增长32%，和华为的激励效果高度契合。

　　After redemption, employees can enjoy two major benefits: dividend rights and value-added rights. In 2022, if employees hold 100000 shares and receive a dividend of 50000 yuan that year, they can offset part of the loan; In 2023, the stock price will rise to 1.5 yuan per share. 100000 shares require a capital contribution of 150000 yuan that year, and 50000 yuan of dividends can be directly deducted. The remaining 100000 yuan will continue to be deducted from wages. At this time, the employee's monthly salary is only 6000 yuan, but their assets have increased to 150000 yuan and they are still willing to work hard. After learning from this logic, a manufacturing enterprise in Jinan saw a 45% increase in employee overtime rate and a 32% year-on-year increase in production capacity, which is highly consistent with Huawei's incentive effect.

　　到了2025年，30万股全部兑现，若股价涨到3元/股，华为按3元/股回购，员工30万股可变现90万元，而员工累计仅支付45万元股本金，净赚45万元，这就是增值权的魅力。对济南企业来说，不用追求华为的规模，哪怕每年给核心员工授予1-5万股虚拟股，也能实现激励效果——济南某互联网公司实施虚拟股后，核心员工流失率从15%降至5%，2025年营收同比增长32%。

　　By 2025, all 300000 shares will be redeemed. If the stock price rises to 3 yuan per share, Huawei will repurchase them at a rate of 3 yuan per share, and the 300000 shares of employees can be redeemed for 900000 yuan. However, the employees will only pay a cumulative capital of 450000 yuan, earning a net profit of 450000 yuan. This is the charm of value-added rights. For Jinan enterprises, they do not need to pursue Huawei's scale. Even if they grant 10000 to 50000 virtual shares to their core employees every year, they can also achieve the incentive effect. After an Internet company in Jinan implemented virtual shares, the core employee turnover rate dropped from 15% to 5%, and the revenue increased by 32% year on year in 2025.

　　很多济南老板会问：华为不上市，为啥这套模式能跑通？因为它的股权合伙形成了完美闭环：考核筛选优秀员工→借款让员工出资持股→分红+增值让员工获利→离职回购保障企业控制权，既不让员工承担企业经营风险，又能让员工共享发展红利，这正是济南中小微企业最需要的股权合伙逻辑。

　　Many Jinan bosses will ask: Why can this model work if Huawei is not listed? Because its equity partnership forms a perfect closed loop: assessing and screening outstanding employees → borrowing to allow employees to contribute and hold shares → distributing dividends and increasing value to allow employees to profit → leaving and repurchasing to protect enterprise control, it not only prevents employees from bearing business risks but also allows them to share development dividends. This is exactly the equity partnership logic that small and micro enterprises in Jinan need the most.

　　总结一下，济南企业做股权合伙，不用照搬华为的规模，核心是抓住“虚拟股+闭环激励”两个关键点：不稀释控制权，只给分红权和增值权；分阶段兑现，绑定员工长期服务；借款出资+工资抵扣，降低员工参与门槛。据济南企业服务平台数据，采用这套虚拟股合伙模式的济南企业，团队凝聚力平均提升58%，营收增速比未实施企业高27%。

　　To sum up, when Jinan enterprises engage in equity partnerships, they do not need to copy Huawei's scale. The core is to grasp the two key points of "virtual shares+closed-loop incentives": not diluting control rights, only giving dividend rights and appreciation rights; Redemption in stages, binding employees for long-term service; Borrowing capital and salary deduction to lower the threshold for employee participation. According to data from the Jinan Enterprise Service Platform, Jinan enterprises that adopt this virtual stock partnership model have seen an average increase of 58% in team cohesion and a 27% increase in revenue growth compared to unimplemented enterprises.

　　对济南企业而言，股权合伙不是“高大上”的概念，而是留住核心员工、激活团队的实用工具。华为的案例已经证明，好的股权合伙模式，能让员工从“为老板干”变成“为自己干”。如今，越来越多的济南企业开始布局股权合伙，不管是制造业、互联网还是服务业，只要找准逻辑、灵活落地，就能像华为一样，靠团队力量实现企业和员工的双赢，这也是济南企业做强做优的核心密码之一。

　　For enterprises in Jinan, equity partnership is not a concept of "high-end", but a practical tool for retaining core employees and activating teams. Huawei's case has proven that a good equity partnership model can transform employees from "working for the boss" to "working for themselves". Today, more and more Jinan enterprises begin to arrange equity partnerships. Whether it is manufacturing, the Internet or the service industry, as long as we find the right logic and flexibly implement it, we can achieve a win-win situation for both enterprises and employees, just like Huawei. This is also one of the core passwords for Jinan enterprises to become stronger and better.

　　本文由  济南股权合伙 友情奉献.更多有关的知识请点击  http://www.daoshangbao.com 真诚的态度.为您提供为全面的服务.更多有关的知识我们将会陆续向大家奉献.敬请期待.

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