合伙開公司，本意是利益共享、共同賺錢。然而，如果在合伙之前沒有做好規則上的明晰，就很容易散伙。合伙人要享有權利，也需要擔負責任。只有權力下放，沒有責任下沉的合伙公司是干不久的。因此，
濟南合伙設計要做好權責法則。
The original intention of starting a company in partnership is to share benefits and make money together. However, if there is no clear rules before the partnership, it is easy to break up. Partners need both rights and responsibilities. A partnership that has only delegated authority and no responsibility to sink is a newcomer. Therefore, Jinan partnership design should do a good job in the principle of rights and responsibilities.
也許有人說，合伙人好選擇自己的好朋友，這樣彼此更加了解、更有保障。錯!彼此了解不假，但是并不代表彼此有保障。即使是好朋友，合伙后也可能變“冤家”。
Some people may say that partners should choose their own good friends so that they can understand each other better and be more secure. wrong! Understanding each other is true, but it does not mean that each other is guaranteed. Even good friends can become "enemies" after partnership.
合伙人之間的關系是親密卻又是不牢靠的。一日發生利益沖突，“鬧分手”是經常發生的事情。好朋友合伙往往涉及不到權責的細則問題，因此，很容易出現合伙破裂。從專業方面來看，主要原因有以下三點:
The relationship between partners is intimate but unreliable. "Breaking up" is a common occurrence when conflicts of interest arise on a daily basis. Good friend partnerships often do not involve detailed issues of rights and responsibilities, so it is easy for partnerships to break down. From a professional perspective, the main reasons are as follows:
(1)分薄收益:賺錢了幾個人分，每個人都覺得自己理應多拿。
(1) Divide profits: If you earn a few points, everyone feels that they should take more.
(2)“同床異夢”:合伙人各有自己的小算盤，各方都派自己的人做會計或者出納，安排自己的人采購等等，出現矛盾和分裂的幾率會更大。
(2) "Different bedfellows": Partners have their own agendas, and each party assigns its own people to be accountants or cashiers, arranges for their own people to purchase, and so on. The probability of conflicts and divisions is greater.
(3)意見不一:大家在很多地方沒有共識，誰也說服不了誰，各干各的。
(3) Disagreements: There is no consensus in many places, and no one can persuade anyone. Each person does his own thing.
因此，如果你不想朋友變仇人，就必須做好合伙“前規則”。
Therefore, if you do not want your friends to become enemies, you must do a good job in the "pre rules" of partnership.
明確各方的權、利、職、責合伙做生意，一定要有規則。俗話說，一個和尚挑水喝，兩個和尚拾水喝，三個和商沒水明。在多個合伙人一起經營的公司中，一定明確各方的權、利、職責。
Clearly define the rights, interests, duties, and responsibilities of all parties involved in partnership business, and there must be rules in place. As the saying goes, one monk carries water to drink, two monks pick up water to drink, and three monks and merchants have no clear understanding of water. In a company operated by multiple partners, the rights, interests, and responsibilities of all parties must be clearly defined.
一權:誰有。
One power: Who has authority.
二利:占股與分紅。
Second benefit: share ownership and dividend distribution.
三職:責任擔當和職責所在。
Three positions: responsibility and responsibility.
四責:干得不好作何處罰。
Four responsibilities: What punishment should be given for failing to do well.
大家好先分好工，約定出資額和分紅:明確分工，權責分明。好的方式是在分工時，還要明確一下各合伙人的職責，特別是涉及水
Hello everyone, first divide the work, agree on the amount of contribution and dividends: clarify the division of labor, and clarify the rights and responsibilities. A good way to do this is to clarify the responsibilities of each partner, especially when it comes to water
高層運作以及利益問題環節時。這時候，合伙人之間不應該只是問問“推廣方面是你負責還是我負責”等問題。合伙人之間更應該深入探討，在進行分工時，也要將責任說清楚。比如在推廣銷售方面要講清楚合伙人負責這個工作時，也需要面臨的責任，如銷售結構、賠償、客戶利益等。
High-level operations and interest issues. At this time, partners should not just ask questions such as "Are you responsible or I responsible for the promotion?". More in-depth discussions should be conducted among partners, and responsibilities should also be clarified when conducting division of labor. For example, in terms of sales promotion, it is necessary to clarify the responsibilities that partners also need to face when they are responsible for this work, such as sales structure, compensation, customer benefits, etc.
同時，在合伙制運營中，企業還可以使用一些常見的組織工具，比如一個完善組織架構圖。只需要在紙上以某種方式寫下來，哪里是你的責任范圍，哪里是我的，然后講清楚這些責任之后，在每個范圍之內，才能獲得大化的效益。
At the same time, in partnership operations, enterprises can also use some common organizational tools, such as a complete organizational chart. "You only need to write down on paper in a certain way, where is your scope of responsibility, and where is mine. After clarifying these responsibilities, within each scope, you can achieve maximum benefits.".
The styles of the initial and growth stages of entrepreneurship are different. As the enterprise gradually develops and more partners are added, responsibilities must be further subdivided, which is the key to the rapid development of a partnership. For more relevant content, please visit our website http://www.lfttpm.com consulting service
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