對非上市公司來講，股權激勵有利于緩解公司面臨的薪酬壓力。由于絕大大多數非上市公司都屬于中小型企業，他們普遍面臨資金短缺的問題。因此，通過股權激勵的方式，公司能夠適當地降低經營成本，減少現金流出。與此同時，也可以提高公司經營業績，留住績效高、能力強的核心人才。

For non listed companies, equity incentive is helpful to alleviate the pressure of salary. Because most of the non listed companies are small and medium-sized enterprises, they generally face the problem of capital shortage. Therefore, through equity incentive, the company can appropriately reduce operating costs and cash outflow. At the same time, it can also improve the company's business performance and retain the core talents with high performance and strong ability.

對原有股東來講，實行股權激勵有利于降低職業經理人的“道德風險”，從而實現所有權與經營權的分離。非上市公司往往存在一股獨大的現象，公司的所有權與經營權高度統一，導致公司的“三會”制度等在很多情況下形同虛設。隨著企業的發展、壯大，公司的經營權將逐漸向職業經理人轉移。由于股東和經理人追求的目標是不一致的，股東和經理人之間存在“道德風險”，需要通過激勵和約束機制來引導和限制經理人行為。

For the original shareholders, the implementation of equity incentive is conducive to reducing the "moral hazard" of professional managers, so as to achieve the separation of ownership and management rights. Non listed companies often have the phenomenon of one share dominating. The ownership and management rights of the company are highly unified, which leads to the "three meetings" system of the company in many cases. With the development and growth of the enterprise, the management right of the company will gradually transfer to professional managers. Because the goal pursued by shareholders and managers is inconsistent, there is "moral hazard" between shareholders and managers, so it is necessary to guide and restrict managers' behavior through incentive and restraint mechanisms.

對公司員工來講，實行股權激勵有利于激發員工的積極性，實現自身價值。中小企業面臨的問題之一就是人才的流動問題。由于待遇差距，很多中小企業很難吸引和留住高素質管理和科研人才。實踐證明，實施股權激勵計劃后，由于員工的長期價值能夠通過股權激勵得到體現，員工的工作積極性會大幅提高，同時，由于股權激勵的約束作用，員工對公司的忠誠度也會有所增強。

For the company's employees, the implementation of equity incentive is conducive to stimulate the enthusiasm of employees and realize their own value. One of the problems faced by small and medium-sized enterprises is the flow of talents. Due to the pay gap, many small and medium-sized enterprises are difficult to attract and retain high-quality management and scientific research talents. Practice has proved that after the implementation of equity incentive plan, because the long-term value of employees can be reflected through equity incentive, the enthusiasm of employees will be greatly improved. At the same time, due to the constraint effect of equity incentive, the loyalty of employees to the company will also be enhanced.