股權激勵是在一種企業管理者在管理方式上運營的一種藝術，可以說股權激勵是一種薪酬和激勵管理模式。從宏觀角度來看是企業薪酬體系的一部分。對于員工的直接經濟性報酬包括基本薪酬、短期激勵（績效工資）、中期激勵（年底分紅、獎金）和長期激勵（即股權激勵）。

Equity incentive is a kind of art in the management mode of enterprise managers. It can be said that equity incentive is a kind of salary and incentive management mode. From a macro point of view, it is a part of the enterprise salary system. The direct economic compensation for employees includes basic salary, short-term incentive (performance pay), medium-term incentive (year-end dividend, bonus) and long-term incentive (equity incentive).

從股權激勵的效應來看，運用馬斯洛需求層次理論分析，對于核心的高層員工來說，他們是希望能與企業一同成長，適用長期的激勵需求。所以，不能簡單的從局部或者用單一的評斷標準去說股權激勵到底有沒有用。

From the perspective of the effect of equity incentive, using Maslow's hierarchy of needs theory, for the core high-level employees, they want to grow together with the enterprise, suitable for long-term incentive needs. Therefore, we can not simply from the local or with a single standard to say whether equity incentive is useful or not.

說有用，是因為它是一種商業模式上的頂層設計，是一種管理藝術，是企業管理方式上的創新，避免雇傭模式帶來的低效，不是簡單的員工股權的分配，股權激勵更多是一種力量，讓個體的價值在公司的這個平臺里不斷繁殖，去除公司的管理模式的中心化，建立一種高能而且聯動的合伙人利益機制。

It is useful because it is a top-level design of business model, an art of management, and an innovation of enterprise management mode. It can avoid the inefficiency brought by the employment mode. It is not a simple distribution of employee equity. Equity incentive is more a kind of power, which allows the value of individuals to continue to multiply in the company's platform, removes the centralization of the company's management mode, and establishes a system It is a high-energy and linkage mechanism of partner interests.

·以下是我對于公司實施股權激勵效用的解釋。

·The following is my explanation of the effectiveness of equity incentive.

首先，股權激勵能夠形成公司的穩定的核心團隊。股權激勵計劃的對象一般是公司中高層管理人員、核心技術和業務人員，他們是企業的高層管理者和核心員工，是公司利益的創造者，股權激勵起到了凝聚核心骨干，穩定核心團隊的作用。

First of all, equity incentive can form a stable core team of the company. The objects of equity incentive plan are generally the middle and senior managers, core technical and business personnel of the company. They are the top managers and core employees of the enterprise, and they are the creators of the company's interests. Equity incentive plays the role of condensing the core backbone and stabilizing the core team.

其次，形成業績激勵，鎖定未來企業發展業績。股權激勵的被激勵對象一般都是要完成一定的業績指標，或者是公司利潤達到一定的增長，或者是要到達公司的營業務等指標，激勵對象如要行權業績達到一定的要求，從而基本鎖定了未來三年業績增長，為市場提供了良好的業績預期。

Secondly, form performance incentive to lock in the future development performance of enterprises. The object of equity incentive is generally to achieve certain performance indicators, or the company's profit to achieve a certain growth, or to reach the company's business and other indicators. If the object of incentive wants to exercise the right to achieve certain performance requirements, it basically locks in the performance growth in the next three years and provides a good performance expectation for the market.

再次，完善公司治理，增強價值創造能力。股權激勵是一種管理機制，通過股權激勵計劃，可增強企業管理團隊和業務骨干對實現公司持續、健康發展的責任感、使命感，實現股東、公司和激勵對象利益的一致，有用弱化經營者的短期化行為。

Thirdly, improve corporate governance and enhance the ability of value creation. Equity incentive is a kind of management mechanism. Through equity incentive plan, it can enhance the sense of responsibility and mission of enterprise management team and business backbone to realize the sustainable and healthy development of the company, realize the consistency of interests among shareholders, the company and incentive objects, and weaken the short-term behavior of managers.

因此，管理者和骨干在任期內會更關注公司未來的價值創造能力，有用增強其長遠競爭力。

Therefore, managers and backbones will pay more attention to the company's future value creation ability and enhance its long-term competitiveness.