In 2009, China ushered in the era of "talent market value". The top ten executives (not corporate founders) on GEM showed us the arrival of this era. 100 million yuan, and the number one executive has reached 1.3 billion yuan. After the company becomes a listed company, the human capital of the company's executives is transformed into market value, and it becomes possible for the market value of executives to reach 100 million yuan.
For enterprises, it was impossible to pay hundreds of millions of yuan for executives at that time, but the market value of executives reached several hundred million yuan but it really existed. After seeing such a situation in which executives' prices have risen, the executives of other companies have begun to demand corporate equity. After several years of development, if today's enterprises rely on wages to attract core talents, it is basically impossible to achieve them, and they must be given certain equity.
The GEM, which creates huge wealth, has had a huge social impact, and today's New Third Board is a typical representative of it. Competition on the market and the movement to make wealth have become the main theme of the times. For enterprise managers, the rise of the era of talent market value means that enterprises have to pay a higher price to recruit core talents.
In the era of talent market value, whether major companies are actively innovating or passively accepting, equity incentives have become an inevitable trend of development. The construction of corporate equity incentive systems has also risen to the strategic height of corporate development. Competition and talent competition will face higher risks.
The founding shareholders of the company and the management of the equity incentive system will face the following three issues:
(1) Whether equity incentives can promote the development and operation of an enterprise.
(2) Where are the core points surrounding the equity incentive system? For the entire equity incentive system
The construction of the system requires a macroscopic understanding.
(3) Where should the construction of the equity incentive system begin and how to draw up a complete set of
Equity incentive solutions.
1. Origin of equity incentives
The equity incentive system first appeared in the United States in the 1950s and 1960s, and many family businesses faced corporate handover issues. For example, the American Ford Motor Company, after the death of founder Henry Ford, his 28-year-old grandson took over this huge corporate empire. However, at the beginning, Little Ford still lacked management experience and had not mastered some of the company's operating strategies. If the situation continues to develop, the Ford Empire is likely to decline.