We are operating a company in which customers, team members and suppliers as well as traditional investors are incentivised to become shareholders. They are provided with means to translate their effort, insight or margin into equity.
To increase ease and decrease risk, every attempt is made to find ancillary activities which stakeholders already carry out and turn their incentive from cash to equity. For example, bonuses, supplier discounts, introductions, advisory time and product testing.
These are costs which would have otherwise been borne in cash. Now they will not only be covered by the investment in the company, the deepening relationship will engender increased efficiency, stability and sustainability over the forthcoming years. Not to mention the social benefits of wider societal involvement.
If this is demonstrated to be the case, capital is then drawn to these businesses as it becomes an attractive corporate model. However, the theory is one thing, practice is another: