股权激励方案落地执行
十年股权整理解决方案落地实施

　　截至2025年11月13日，根据《关于做好政府采购代理机构资格认定行政许可取消后相关政策衔接工作的通知》，已在中国政府采购网完成网上登记的政府采购代理机构已达 59579 家。

　　As of November 13, 2025, according to the "Notice on the Coordination of Relevant Policies after the Cancellation of Administrative Licenses for the Qualification Recognition of Government Procurement Agencies", the number of government procurement agencies that have completed online registration on the China Government Procurement Network has reached 59579.

　　如何在近6万家招标代理公司的激烈竞争中生存并胜出？这是每个招标代理公司都不得不面对的第一个问题。我们一定要先设计好招标代理公司三个层级的激励机制，得人心者才能得天下。

　　How to survive and win in the fierce competition of nearly 60000 bidding agencies? This is the first problem that every bidding agency has to face. We must first design a three-tier incentive mechanism for the bidding agency, so that those who win the hearts of the people can win the world.

　　设计好第一个层级的激励机制

　　Design a well-designed incentive mechanism for the first level

　　招标代理公司的核心竞争力是“人”，即专业的招标代理团队。因此，建立一套科学、有效的激励机制，对于吸引人才、留住人才、激发员工潜能、提升公司业绩和服务质量至关重要。一套完整的激励机制应该是物质激励与精神激励、短期激励与长期激励相结合的组合拳。

　　The core competitiveness of a bidding agency is "people", that is, a professional bidding agency team. Therefore, establishing a scientific and effective incentive mechanism is crucial for attracting and retaining talent, stimulating employee potential, improving company performance, and enhancing service quality. A complete incentive mechanism should be a combination of material and spiritual incentives, short-term and long-term incentives.

　　一、核心原则

　　1、 Core principles

　　在设计激励机制前，应明确几个核心原则：一是公平公正，制度透明，标准统一，以业绩和能力为导向，避免“大锅饭”和主观偏见。二是业绩导向，激励与个人、团队的业绩成果紧密挂钩。三是可持续发展，既要鼓励开拓新业务，也要维护好现有客户，保证长期稳定。四是员工成长，激励制度应能促进员工学习专业知识（如法律法规、行业知识）和提升综合能力。

　　Before designing incentive mechanisms, several core principles should be clarified: first, fairness and justice, transparent systems, unified standards, performance and ability oriented, avoiding "one size fits all" and subjective bias. The second is performance oriented, where incentives are closely linked to individual and team performance outcomes. The third is sustainable development, which not only encourages the development of new businesses, but also maintains existing customers to ensure long-term stability. The fourth is employee growth, and incentive systems should be able to promote employees' learning of professional knowledge (such as laws and regulations, industry knowledge) and enhance their comprehensive abilities.

　　二、物质激励体系（硬激励）

　　2、 Material incentive system (hard incentives)

　　这是最直接、最基础的激励方式。

　　This is the most direct and fundamental way of motivation.

　　1. 薪酬结构设计。建议采用“底薪 + 绩效奖金 + 提成 + 年终奖”的复合模式。底薪：保障员工基本生活，根据岗位、职级、经验和能力设定。对于新员工或初级员工，有竞争力的底薪是重要的吸引力。绩效奖金：与KPI（关键绩效指标）挂钩，按月或按季度发放。量化KPI：完成项目数量、项目总金额、招标文件编制质量（出错率）、服务时效性、客户满意度评分等。行为KPI：团队协作、专业知识学习与分享、流程遵守情况等。业务提成：这是激励业务开拓和项目执行的核心。新项目开拓提成：对自主开拓的新客户、新项目给予较高比例的提成，鼓励“开源”。项目执行提成：根据负责完成的项目金额或代理服务费的一定比例提取。可以设置阶梯提成率，金额越大，提成比例越高。团队与个人分配：对于需要团队合作的项目，要明确项目经理与项目成员的提成分配比例，鼓励协作而非单打独斗。年终奖/分红：与公司整体效益挂钩，让员工分享公司发展的成果，增强归属感。长期服务奖，对服务满一定年限的员工额外奖励，鼓励员工长期留在公司。

　　1. Salary structure design. Suggest adopting a composite model of "base salary+performance bonus+commission+year-end bonus". Basic salary: to ensure the basic livelihood of employees, set according to their position, job level, experience, and abilities. For new or junior employees, a competitive base salary is an important attraction. Performance bonus: Linked to KPI (Key Performance Indicators), paid monthly or quarterly. Quantitative KPIs: number of completed projects, total project amount, quality of bidding document preparation (error rate), service timeliness, customer satisfaction score, etc. Behavioral KPIs: team collaboration, professional knowledge learning and sharing, process compliance, etc. Business commission: This is the core of motivating business development and project execution. New project development commission: A higher proportion of commission will be given to new customers and projects independently developed, encouraging "open source". Project execution commission: extracted based on a certain percentage of the project amount or agency service fee responsible for completion. You can set a tiered commission rate, where the larger the amount, the higher the commission ratio. Team and individual allocation: For projects that require teamwork, it is important to clarify the commission distribution ratio between the project manager and project members, and encourage collaboration rather than going it alone. Year end bonus/dividend: linked to the overall performance of the company, allowing employees to share the fruits of the company's development and enhance their sense of belonging. Long term service award, an additional reward for employees who have served for a certain period of time, encourages employees to stay in the company for a long time.

　　2. 福利保障与弹性激励。标准福利：足额缴纳五险一金、带薪年假、节假日福利等，这是基础保障。弹性福利：提供补充医疗保险、年度体检、交通通讯补贴、餐饮补贴、职业资格考证补贴/奖金（如招标师、造价工程师等）。专项奖励：“金牌项目经理”奖，奖励给客户满意度最高、零投诉、项目完成最出色的员工；“业务开拓”奖，奖励给年度带来最多新业务或重大项目的员工；“质量之星”奖，奖励给招标文件编制严谨、流程规范、从未出错的员工。

　　2. Welfare security and flexible incentives. Standard benefits: Full payment of five insurances and one housing fund, paid annual leave, holiday benefits, etc., are basic guarantees. Flexible benefits: Provide supplementary medical insurance, annual physical examination, transportation and communication subsidies, catering subsidies, and professional qualification certification subsidies/bonuses (such as bidding engineers, cost engineers, etc.). Special reward: "Gold Medal Project Manager" award, awarded to employees with the highest customer satisfaction, zero complaints, and outstanding project completion; The "Business Development" award is given to employees who bring in the most new business or major projects of the year; The "Quality Star" award is given to employees who have prepared bidding documents rigorously, followed standardized processes, and never made mistakes.

　　三、精神与发展激励体系（软激励）

　　3、 Spiritual and developmental incentive system (soft incentives)

　　对于知识型员工，精神和发展层面的激励同样重要，甚至更能激发内在动力。

　　For knowledge workers, both spiritual and developmental incentives are equally important, and even more effective in stimulating internal motivation.

　　1. 职业发展与晋升通道。建立双通道晋升机制：管理通道，助理 → 项目经理 → 部门副经理 → 部门经理 → 公司高管。适合综合管理能力强的员工。专业通道，助理 → 初级招标师 → 中级招标师 → 高级招标师 → 专家/总监。适合潜心钻研业务、技术能力强的员工。清晰的晋升标准，明确每个职级的技能要求、业绩标准和工作年限，让员工看到清晰的成长路径。

　　1. Career development and promotion channels. Establish a dual channel promotion mechanism: management channel, assistant → project manager → department deputy manager → department manager → company executive. Suitable for employees with strong comprehensive management abilities. Professional channel, Assistant → Junior Tenderer → Intermediate Tenderer → Senior Tenderer → Expert/Director. Suitable for employees who are dedicated to studying their business and have strong technical abilities. Clear promotion criteria, specifying the skill requirements, performance standards, and work experience for each job level, allowing employees to see a clear growth path.

　　2. 认可与荣誉。公开表彰，在月度/季度/年度会议上，对优秀员工和团队进行公开表扬和颁奖。荣誉墙，在公司设置光荣榜、优秀员工照片墙等。公司内部通讯/公众号宣传，刊登优秀员工的先进事迹和经验分享。

　　2. Recognition and honor. Publicly commend and award outstanding employees and teams at monthly/quarterly/annual meetings. Honor wall, setting up honor roll and excellent employee photo wall in the company. The company's internal communication/official account publicity, publishing the advanced deeds and experience sharing of excellent employees.

　　3. 培训与学习机会。内部培训，定期组织法律法规、行业动态、软件操作、商务礼仪等培训。外部培训/论坛，资助优秀员工参加行业高端论坛、研讨会或外部专业培训机构课程。“师徒制”，让经验丰富的老员工作为导师，指导新员工快速成长，并对优秀导师给予奖励。

　　3. Training and learning opportunities. Internal training, regularly organizing training on laws and regulations, industry trends, software operation, business etiquette, etc. External training/forums, funding excellent employees to participate in high-end industry forums, seminars, or courses offered by external professional training institutions. The 'mentorship system' allows experienced senior employees to work as mentors, guiding new employees to grow rapidly, and rewarding outstanding mentors.

　　4. 授权与参与感。适度授权，让资深项目经理在预算内拥有一定的资源调配权和决策权。参与管理，鼓励员工为公司管理、流程优化、业务创新提出建议，设立“合理化建议奖”，让员工感受到自己是公司的一部分。

　　4. Authorization and sense of participation. Moderate authorization allows senior project managers to have certain resource allocation and decision-making power within the budget. Participate in management and encourage employees to provide suggestions for company management, process optimization, and business innovation. Establish a "Rationalization Suggestion Award" to make employees feel like they are a part of the company.

　　四、长期激励与文化建设

　　4、 Long term motivation and cultural construction

　　股权/期权激励（适用于有条件的公司），对于核心骨干员工，可以考虑授予公司股权或期权，将个人利益与公司长远发展深度绑定。这是最有力的长期激励手段。企业文化塑造，营造“专业、公正、协作、创新”的文化氛围。关心员工生活，组织团建活动、家庭日等，增强团队凝聚力。树立公司品牌自豪感，让员工为自己是公司的一员而感到骄傲。

　　Equity/option incentives (applicable to companies with conditions), for core employees, can consider granting company equity or options to deeply link personal interests with the company's long-term development. This is the most powerful long-term incentive tool. Shaping corporate culture and creating a cultural atmosphere of "professionalism, fairness, collaboration, and innovation". Care about the lives of employees, organize team building activities, family days, etc., and enhance team cohesion. Establish a sense of pride in the company brand and make employees feel proud to be a part of the company.

　　一个优秀的激励机制，应该是“组合套餐”而非“单一药方”。对于新员工和初级员工，应侧重有保障的底薪、清晰的培训体系和职业发展路径。对于核心业务骨干，应侧重具有吸引力的业务提成、晋升机会和荣誉认可。对于公司高层管理者，应侧重与公司整体效益挂钩的年终奖和长期激励（如股权）。

　　An excellent incentive mechanism should be a "combination package" rather than a "single prescription". For new and junior employees, emphasis should be placed on a guaranteed base salary, clear training system, and career development path. For core business backbones, emphasis should be placed on attractive business commissions, promotion opportunities, and recognition of honors. For senior management of the company, emphasis should be placed on year-end bonuses and long-term incentives (such as equity) that are linked to the overall performance of the company.

　　制度的生命力在于执行和迭代。公司需要：定期复盘，每年对激励机制进行评估，看是否真正调动了员工积极性，是否促进了公司战略目标的实现。保持沟通，与员工保持沟通，了解他们对激励制度的看法和需求，进行动态调整。通过这样一套多层次、立体化的激励机制，招标代理公司能够有效地激发团队活力，提升专业服务水平，从而在激烈的市场竞争中脱颖而出。

　　The vitality of a system lies in its execution and iteration. The company needs to conduct regular reviews and evaluate the incentive mechanism annually to see if it has truly motivated employees and promoted the achievement of the company's strategic goals. Maintain communication with employees, understand their views and needs on incentive systems, and make dynamic adjustments. Through such a multi-level and three-dimensional incentive mechanism, bidding agencies can effectively stimulate team vitality, improve professional service levels, and stand out in fierce market competition.

　　设计好第二个层级的激励机制

　　Design a second level incentive mechanism

　　对于知识密集型和人才驱动型的招标代理公司而言，股权激励是吸引、保留和激励核心人才，实现公司长期稳定发展的“核武器”。但用好了能助推公司上台阶，用不好则会引发一系列问题。

　　For knowledge intensive and talent driven bidding agencies, equity incentives are the "nuclear weapon" to attract, retain, and motivate core talents, and achieve long-term stable development of the company. But using it well can help the company climb up the ladder, while not using it well can lead to a series of problems.

　　一、明确股权激励的本质与核心目标

　　1、 Clarify the essence and core objectives of equity incentives

　　首先要清楚，股权激励不是“分钱”，而是“聚心”和“聚力”。它的核心目标是：一是绑定核心人才，防止核心骨干、金牌项目经理被挖走或自立门户。二是激发主人翁意识，让员工从“打工者”心态转变为“经营者”心态，共同关心公司成本、利润和长期发展。三是吸引高端人才，在招聘行业顶尖专家或业务能手时，股权是极具吸引力的筹码。四是实现新老交替与传承，为创始团队或老员工提供一种光荣的退出机制，并顺利将接力棒交给下一代核心团队。

　　Firstly, it should be clear that equity incentives are not about "splitting money", but about "gathering hearts" and "gathering strength". Its core goal is to bind core talents and prevent core backbone and gold medal project managers from being poached or establishing their own businesses. The second is to stimulate the sense of ownership and transform employees from a "worker" mentality to a "manager" mentality, jointly caring about the company's costs, profits, and long-term development. The third is to attract high-end talents. When recruiting top experts or business experts in the industry, equity is a highly attractive bargaining chip. The fourth is to achieve the alternation and inheritance of old and new, providing a glorious exit mechanism for founding teams or old employees, and smoothly handing over the baton to the next generation of core teams.

　　二、确定哪些人适合成为激励对象？

　　2、 Determine who is suitable to be motivated?

　　这是最关键也是最敏感的一步。必须遵循“二八原则”，激励对公司未来价值创造最关键的20%的人。核心管理层：总经理、副总经理、技术负责人，他们是公司发展的方向盘。核心业务骨干：金牌项目经理、业绩持续领先的招标代理专家，他们是公司收入的发动机。关键技术支持：负责流程优化、知识管理、信息系统的核心技术人员。战略性人才：拥有大量客户资源或能开拓新业务领域（如造价、咨询、PPP项目等）的领军人物。

　　This is the most crucial and sensitive step. We must follow the '80/20 principle' and motivate the 20% of people who are most critical to creating future value for the company. Core management team: General Manager, Deputy General Manager, Technical Director, they are the steering wheel of the company's development. Core business backbone: Gold medal project managers and leading bidding agency experts, who are the engine of the company's revenue. Key technical support: Core technical personnel responsible for process optimization, knowledge management, and information systems. Strategic talent: Leaders with a large number of customer resources or the ability to explore new business areas such as cost, consulting, PPP projects, etc.

　　原则：避免“撒胡椒面”，要让被激励者感到这是一份稀缺的、珍贵的荣誉和责任。

　　Principle: Avoid "sprinkling pepper" and make the motivated person feel that it is a scarce, precious honor and responsibility.

　　三、选择合适的股权激励模式

　　3、 Choose the appropriate equity incentive model

　　对于轻资产的招标代理公司，不建议直接进行工商登记的实股转让初期就大量使用。推荐采用渐进式、多层次的模式：

　　For bidding agencies with light assets, it is not recommended to use a large number of shares in the initial stage of actual stock transfer through direct industrial and commercial registration. Recommend adopting a progressive and multi-level approach:

　　1. 虚拟股激励（推荐首选）。这是最适合大多数招标代理公司的起步方式。操作：不涉及真实的股权变更，只是一种账面上的分红权。公司设立一个虚拟的“激励池”，授予激励对象一定数量的“虚拟股”。优点：操作灵活，无需工商变更，不影响公司股权结构；激励对象只享有分红权，没有所有权和表决权，创始人控制权不受影响；可以设置明确的进入和退出机制；如何分红：与公司的净利润挂钩。例如，每年拿出净利润的20%作为分红基金，按每个人持有的虚拟股比例进行分配。这能直接让员工关心公司利润，而不仅仅是营业额。

　　1. Virtual stock incentives (recommended preferred). This is the most suitable starting method for most bidding agencies. Operation: It does not involve real equity changes, only a dividend right on the book. The company establishes a virtual "incentive pool" and grants a certain number of "virtual shares" to incentive recipients. Advantages: Flexible operation, no need for industrial and commercial changes, and no impact on the company's equity structure; The incentive object only enjoys the right to dividends, without ownership or voting rights, and the founder's control is not affected; Clear entry and exit mechanisms can be established; How to distribute dividends: linked to the company's net profit. For example, 20% of the net profit is set aside as a dividend fund each year and distributed according to the proportion of virtual shares held by each person. This can directly make employees care about the company's profits, not just revenue.

　　2. 期权。操作：赋予激励对象在未来某个时间（如2年后），以约定价格（行权价）购买公司一定数量股权的权利。适用场景：适用于处于快速成长期或计划未来进行资本运作（如并购、上市）的公司。激励对象为了将来能“行权”获利，会努力提升公司价值。

　　2. Options. Operation: Granting the incentive object the right to purchase a certain amount of equity in the company at a predetermined price (exercise price) at a certain future time (such as 2 years later). Applicable scenarios: Suitable for companies in rapid growth or planning future capital operations (such as mergers and acquisitions, IPOs). The incentive targets will strive to enhance the company's value in order to exercise their rights and make profits in the future.

　　3. 限制性股权。操作：直接授予员工真实的股权，但附加限制条件（如服务年限、业绩目标），达到条件后股权才真正归属个人。适用场景：适用于激励极其核心的、不可或缺的合伙人级人物，绑定力度最强。

　　3. Restricted equity. Operation: Directly grant employees real equity, but with additional restrictions (such as service years and performance targets). Only after meeting the conditions can the equity truly belong to the individual. Applicable scenarios: Suitable for motivating extremely core and indispensable partner level individuals, with the strongest binding force.

　　建议：对于大多数中小型招标代理公司，可以从 “虚拟股” 开始，作为试点。待模式成熟、团队信心建立后，再向“期权”或“限制性股权”过渡。

　　Suggestion: For most small and medium-sized bidding agencies, we can start with "virtual stocks" as a pilot. After the model matures and team confidence is established, transition to "options" or "restricted equity".

　　四、设计激励方案的关键细节

　　4、 Key details of designing incentive plans

　　一个成功的方案，细节至关重要。总量：确定用于激励的股权占总股本的比例（如10%-20%）。既要足够有吸引力，也要为未来引进新人才留出空间。个量：每个激励对象能分到多少。要根据岗位价值、历史贡献、未来潜力综合评定，最好能量化打分。价格：如果涉及购买（如期权、限制性股权的行权或出资），需要设定一个公平合理的价格。初期可以象征性地定一个低价，或按净资产定价。时间：有效期，激励计划的有效期是多长（如5年）。授予日，什么时候授予。等待期/解锁期，授予后，需要等待多久才能开始行使权利或分红（通常1-2年）。行权期/兑现期，分几批、按什么条件逐步兑现（如每年兑现25%）。业绩条件，这是灵魂所在！ 必须与公司和个人业绩强挂钩。公司层面：年度净利润增长率、营业收入增长率、净资产收益率等。个人层面：个人负责项目的利润率、客户满意度、项目完成质量等。

　　Details are crucial for a successful plan. Total amount: Determine the proportion of equity used for incentives to the total share capital (such as 10% -20%). It should be attractive enough while also leaving room for the introduction of new talents in the future. Quantity: How much can each incentive object receive. It is best to give a comprehensive evaluation based on the value of the position, historical contributions, and future potential, and to give an energetic rating. Price: If it involves purchasing (such as exercising options, restricted equity, or making capital contributions), a fair and reasonable price needs to be set. In the initial stage, a symbolic low price can be set or priced based on net assets. Time: Validity period, what is the validity period of the incentive plan (such as 5 years). Grant date, when will it be granted. Waiting period/unlocking period, how long does it take to start exercising rights or distributing dividends after granting (usually 1-2 years). Exercise period/redemption period, divided into several batches and gradually redeemed according to what conditions (such as redeeming 25% annually). Performance conditions, this is where the soul lies! It must be strongly linked to both company and individual performance. At the company level: annual net profit growth rate, revenue growth rate, return on equity, etc. On a personal level: I am responsible for the project's profit margin, customer satisfaction, project completion quality, etc.

　　规定：只有公司和个人的业绩考核都达标，才能获得全额分红或解锁股权。

　　Regulation: Only when both the company and individuals meet the performance evaluation standards can they receive full dividends or unlock equity.

　　五、实施的沟通与法律保障

　　5、 Communication and legal protection for implementation

　　1. 充分沟通。召开激励计划启动会，由创始人亲自讲解方案的初衷、规则和愿景，点燃大家的激情。务必做到规则透明，避免猜疑。

　　1. Adequate communication. Hold a kickoff meeting for the incentive plan, where the founder personally explains the original intention, rules, and vision of the plan, igniting everyone's passion. Make sure to have transparent rules and avoid suspicion.

　　2. 书面化与合法化。制定正式的《股权激励计划》和《授予协议》。协议中必须明确退出机制，这是方案的“安全阀”。正常退出：员工退休、合同到期不再续签，公司可按约定价格回购股权。非正常退出：主动离职，通常以成本价或较低折扣价回购，视为放弃激励。因过错被解雇（如泄密、贪污、严重失职），可按原价或惩罚性低价强制回购，甚至直接无偿收回。意外情况，伤残、身故，可由继承人继承分红权或由公司回购。

　　2. Formalization and legalization. Develop a formal Equity Incentive Plan and Grant Agreement. The protocol must specify the exit mechanism, which is the "safety valve" of the plan. Normal exit: If an employee retires or their contract expires without renewal, the company may repurchase the equity at the agreed price. Abnormal exit: voluntary resignation, usually repurchased at cost price or lower discount price, considered as giving up incentives. Dismissal due to fault (such as leaking secrets, corruption, serious dereliction of duty) may result in forced repurchase at the original price or punitive low price, or even direct recovery without compensation. In case of unexpected circumstances such as disability or death, the right to dividends can be inherited by the heir or repurchased by the company.

　　六、应避免的误区

　　6、 Misconceptions to avoid

　　“大锅饭”平均主义，失去了激励的本来意义。承诺过早，兑现太晚，挫伤员工信任。只激励老业务，忽视新增长点，导致公司无法转型。重激励，轻考核，变成纯粹的福利，无法激发潜力。不设置退出机制，导致“躺在股份上睡觉”的不干活股东，后患无穷。

　　The egalitarianism of 'big pot rice' has lost its original purpose of motivation. Making promises too early and fulfilling them too late can undermine employee trust. Only incentivizing old businesses and neglecting new growth points has resulted in the company being unable to transform. Emphasizing incentives over assessments, turning them into pure benefits, cannot stimulate potential. Not setting up an exit mechanism can lead to endless troubles for non working shareholders who "sleep on their shares".

　　用好股权激励，本质上是创始人从“老板”到“领袖”的思维转变。它要求创始人：有格局，愿意与团队分享未来的成果。有规则，建立科学、公平、透明的制度。有诚信，说到做到，按时兑现承诺。

　　Effectively utilizing equity incentives is essentially a shift in the mindset of founders from being "bosses" to "leaders". It requires the founder to have a clear vision and be willing to share future achievements with the team. Establish a scientific, fair, and transparent system with rules. Be honest, keep your promises, and fulfill them on time.

　　对于招标代理公司而言，先从虚拟分红股做起，小范围试点，设定清晰的业绩目标，并配以完善的退出机制，是一条稳健且高效的路径。它能让公司在不分散控制权的前提下，最大限度地凝聚核心团队，驱动公司迈向新的发展阶段。

　　For bidding agencies, starting with virtual dividend stocks, piloting on a small scale, setting clear performance targets, and accompanied by a sound exit mechanism is a stable and efficient path. It enables the company to maximize the cohesion of its core team and drive the company towards a new stage of development without decentralizing control.

　　设计好第三个层级的激励机制

　　Design a third level incentive mechanism

　　招标代理公司作为典型的知识密集型和服务驱动型企业，其核心资产是“人”。合伙人机制是比股权激励更深层次的一种组织变革，它旨在打造“利益共同体、事业共同体、命运共同体”，从而彻底激发核心团队的潜能。

　　As a typical knowledge intensive and service-oriented enterprise, the core asset of a bidding agency is "people". The partnership mechanism is a deeper level of organizational change than equity incentives, aimed at creating a "community of shared interests, a community of shared career, and a community of shared destiny," thereby fully unleashing the potential of the core team.

　　一、理解合伙人机制的核心价值

　　1、 Understand the core value of the partnership mechanism

　　与侧重于“分利”的股权激励相比，合伙人机制更侧重于“共创、共担、共享”。共创：合伙人不仅是执行者，更是公司战略、业务、管理的共同建设者。共担：合伙人需要共同承担经营风险、管理责任和市场压力。共享：共享公司发展带来的超额利润和品牌价值。

　　Compared to equity incentives that focus on "profit sharing", the partnership mechanism emphasizes more on "co creation, shared responsibility, and sharing". Co creation: Partners are not only executors, but also co builders of the company's strategy, business, and management. Shared responsibility: Partners need to jointly bear operational risks, management responsibilities, and market pressures. Sharing: Sharing the excess profits and brand value brought by the development of the company.

　　对于招标代理公司，合伙人机制可以解决以下痛点：防止核心人才流失与自立门户，给予他们“老板”的身份和舞台。激发内部创业精神，将公司变成平台，让能人在内部创业。应对市场竞争，快速响应客户需求，通过授权前移，提高决策效率。实现公司可持续发展与传承，建立一种自我驱动、自我更新的组织形态。

　　For bidding agencies, the partnership mechanism can address the following pain points: preventing the loss of core talents and establishing their own businesses, giving them the identity and stage of "bosses". Inspire internal entrepreneurial spirit, turn the company into a platform, and enable capable individuals to start businesses internally. To cope with market competition, quickly respond to customer needs, and improve decision-making efficiency through authorization forward. To achieve sustainable development and inheritance of the company, establish a self driven and self-renewal organizational form.

　　二、设计合伙人机制的四大关键环节

　　2、 Four key steps in designing a partnership mechanism

　　1. 定模式：选择适合的合伙人类型。招标代理公司可以根据发展阶段和规模，选择不同层次的合伙人模式：

　　1. Pattern selection: Choose the appropriate type of partner. Bidding agencies can choose different levels of partner models based on their development stage and scale:

　　业务合伙人/项目合伙人。对象：金牌项目经理、业务骨干。模式：专注于业务执行和项目利润分享。公司提供品牌、资质和平台支持，合伙人负责具体项目的执行和客户关系维护。分享的是单个项目或一批项目的超额利润。优点：入门门槛低，激励直接，能快速激发业务人员的积极性。是大多数公司推行合伙人机制的起点。

　　Business partner/project partner. Target audience: Gold medal project managers and business backbones. Mode: Focus on business execution and project profit sharing. The company provides brand, qualification, and platform support, while partners are responsible for executing specific projects and maintaining customer relationships. What is shared is the excess profit of a single project or a batch of projects. Advantages: Low entry threshold, direct motivation, and can quickly stimulate the enthusiasm of business personnel. This is the starting point for most companies to implement partnership mechanisms.

　　事业部合伙人/区域合伙人。对象：有能力带领团队、开拓一方市场的领军人才。模式：在公司内部成立一个虚拟或实体的业务部门（如军工事业部、市政事业部）或区域分公司。合伙人作为该部门的负责人，拥有较大的经营自主权，分享该事业部/区域的整体利润。优点：能有效激励内部创业，快速拓展新业务领域或新地域市场。

　　Business Unit Partner/Regional Partner. Target: Leading talents who have the ability to lead teams and explore a local market. Mode: Establish a virtual or physical business department (such as military industry department, municipal industry department) or regional branch within the company. As the head of the department, the partner has significant operational autonomy and shares the overall profits of the business unit/region. Advantages: It can effectively motivate internal entrepreneurship and quickly expand into new business areas or regional markets.

　　公司级合伙人（核心合伙人）。对象：公司副总经理、核心技术负责人、核心业务总监等。模式：这是最高级别的合伙人。他们不仅分享公司整体利润，更参与公司的顶层设计、战略决策、管理体系建设和文化塑造。通常会组建“合伙人管理委员会”，共同治理公司。优点：真正绑定公司最核心的“大脑”，实现从“管理”到“治理”的转变。

　　Corporate level partner (core partner). Target audience: Deputy General Manager, Core Technology Manager, Core Business Director, etc. Mode: This is the highest level partner. They not only share the overall profits of the company, but also participate in the top-level design, strategic decision-making, management system construction, and cultural shaping of the company. Usually, a 'Partner Management Committee' is established to jointly govern the company. Advantages: Truly binding the core "brain" of the company, achieving a transition from "management" to "governance".

　　建议：可以采用 “三级火箭” 模式，让员工从业务合伙人 → 事业部合伙人 → 公司级合伙人 逐级晋升，形成清晰的职业发展路径。

　　Suggestion: The "three-level rocket" model can be adopted to promote employees from business partners to business unit partners and then to company level partners, forming a clear career development path.

　　2. 定准入：谁有资格成为合伙人？设立明确、公正的准入标准，这关乎合伙人的荣誉感和价值感。硬性指标：司龄，通常在公司服务3年以上。业绩，连续多年业绩考核优秀，是所在领域的标杆。贡献，曾为公司带来重大客户、完成关键项目或做出突出技术贡献。文化认同，高度认同公司的价值观和发展理念。软性能力：领导力，能够带领和影响团队。开拓精神，具备企业家精神，不满足于现状。共享精神，愿意培养下属，分享知识和经验。遴选程序：应由创始人/CEO提名，现有合伙人委员会评议表决通过，确保新合伙人是被团队认可的。

　　2. Admission: Who is eligible to become a partner? Establishing clear and fair admission standards is related to the sense of honor and value of partners. Hard indicator: seniority, usually serving in the company for more than 3 years. Performance, excellent performance evaluation for consecutive years, is the benchmark in the field. Contribution, having brought significant clients, completed key projects, or made outstanding technical contributions to the company. Cultural identity, high recognition of the company's values and development philosophy. Soft skills: leadership, able to lead and influence a team. Pioneering spirit, possessing entrepreneurial spirit, not satisfied with the status quo. Sharing spirit, willing to cultivate subordinates, share knowledge and experience. Selection process: The new partner should be nominated by the founder/CEO and approved by the existing partner committee through evaluation and voting, ensuring that the new partner is recognized by the team.

　　3. 定权益：合伙人拥有什么权利和责任？权益必须清晰，并与责任对等。经济权益：分红权，分享公司或所属业务单元的利润，这是最核心的经济激励。增值权，随着公司整体价值的提升（如净资产增加），其持有的虚拟份额相应增值。投资权，在增资扩股时，有权优先认购公司真实股权。管理权益：决策参与权，参与业务规划、预算审批、重大投入等决策。经营管理权，在其负责的业务范围内，拥有用人、考核、奖金分配等权力。信息知情权，有权查阅公司全面的财务和经营数据。责任与风险：承担亏损，在项目或事业部出现亏损时，需要按比例承担损失。共同出资，部分机制要求合伙人投入一定额度的资金，以体现“共担”决心。培养人才，负有培养和输送后续合伙人的责任。

　　3. Fixed Equity: What rights and responsibilities do partners have? Rights must be clear and equal to responsibilities. Economic equity: dividend rights, sharing the profits of the company or its affiliated business units, which is the most core economic incentive. Value added rights, as the overall value of the company increases (such as an increase in net assets), the virtual shares held by it correspondingly increase in value. Investment rights, when increasing capital or expanding shares, have the priority to subscribe for the real equity of the company. Management rights: the right to participate in decision-making, including business planning, budget approval, major investments, and other decisions. The power of operation and management, within the scope of its responsible business, has the authority to employ personnel, assess performance, and distribute bonuses. The right to information and the right to access comprehensive financial and operational data of the company. Responsibility and risk: bear losses. When a project or business unit incurs losses, it is necessary to bear the losses proportionally. Joint investment, some mechanisms require partners to invest a certain amount of funds to demonstrate their determination to "share the burden". To cultivate talents, one has the responsibility of nurturing and delivering future partners.

　　4. 定机制：如何动态管理？这是保证机制健康、可持续的关键。进入机制：如上所述，明确标准和程序。运行机制：合伙人会议，最高决策机构，定期召开，商讨公司大事。投票规则，是一人一票，还是按份额/贡献度加权投票。绩效考评，合伙人并非“铁饭碗”，仍需接受严格的年度考核（个人业绩、团队培养、公司贡献等）。退出机制（重中之重！）：荣誉退出，达到退休年龄或主动申请，可转为“荣誉合伙人”，享受一定优待但不再参与决策。被动退出，业绩不达标，连续几年考核不合格，经合伙人委员会决议，取消其资格。严重违规，违反职业道德、法律法规或公司核心制度，一经发现，立即清退，并可能追究责任。财务结算：对于正常退出者，公司可按约定（如净资产、溢价等方式）回购其权益。对于被清退者，回购价格可能带有惩罚性条款。

　　4. Mechanism: How to dynamically manage? This is the key to ensuring the health and sustainability of the mechanism. Entry mechanism: As mentioned above, clarify standards and procedures. Operating mechanism: Partner meetings, the highest decision-making body, held regularly to discuss major company events. Is the voting rule one person, one vote, or weighted voting based on share/contribution. Performance evaluation, partners are not "iron rice bowls" and still need to undergo strict annual assessments (personal performance, team development, company contributions, etc.). Exit mechanism (top priority!): Honorary exit, reaching retirement age or actively applying, can become an "honorary partner" and enjoy certain benefits but no longer participate in decision-making. Passive exit, failure to meet performance standards, consecutive years of failing assessments, and revocation of qualifications by the partnership committee resolution. Serious violations, breaches of professional ethics, laws and regulations, or core company systems, once discovered, will be immediately dismissed and may result in accountability. Financial settlement: For normal dropouts, the company may repurchase their equity according to the agreement (such as net assets, premium, etc.). For those who have been cleared, the repurchase price may have punitive clauses.

　　三、实施合伙人机制的步骤与建议

　　3、 Steps and suggestions for implementing the partnership mechanism

　　1. 思想统一，顶层设计。创始人必须想清楚，是否真的愿意分享权力和利润。与最核心的2-3人闭门研讨，完成初步方案设计。

　　1. Unified thinking and top-level design. The founder must think carefully about whether they are truly willing to share power and profits. Conduct closed door discussions with the core 2-3 individuals to complete the preliminary design proposal.

　　2. 小范围试点，树立标杆。不要一开始就全员推行。选择一个成熟的业务部门或一个优秀的项目经理进行“业务合伙人”试点，用成功案例说话。

　　2. Conduct small-scale pilot projects and establish benchmarks. Don't promote it to everyone from the beginning. Choose a mature business department or an excellent project manager to pilot the "Business Partner" program and use successful cases to speak up.

　　3. 制度固化，书面签约。将成熟的模式形成正式的《合伙人章程》和《合伙人协议》，明确所有权利、责任和规则，并由全体合伙人签署。

　　3. System solidification and written signing. Formulate the mature model into a formal "Partner Charter" and "Partner Agreement", clarifying all rights, responsibilities, and rules, and signed by all partners.

　　4. 文化重塑，共同治理。持续倡导“主人翁”文化，从“要我干”变为“我要干”。创始人要逐步从“管理者”转变为“会议召集人”和“精神领袖”，信任合伙人的集体决策。

　　4. Cultural reshaping and shared governance. Continuously advocating the culture of "ownership", shifting from "asking me to do it" to "I want to do it". The founder should gradually transform from a "manager" to a "meeting convener" and "spiritual leader", trusting the collective decision-making of partners.

　　对招标代理公司而言，成功的合伙人机制意味着：不是分蛋糕，而是共同把蛋糕做大。不是简单的利益分配，而是组织关系的重构。不是一时的激励工具，而是长期的制度安排。

　　For bidding agencies, a successful partnership mechanism means not dividing the cake, but working together to make the cake bigger. It's not just a simple distribution of benefits, but a restructuring of organizational relationships. Not a temporary incentive tool, but a long-term institutional arrangement.

　　通过合伙人机制，招标代理公司能够将优秀的“职业经理人”转变为有归属感的“事业合伙人”，从而在激烈的市场竞争中构建起难以复制的组织核心竞争力。

　　Through the partnership mechanism, bidding agencies can transform excellent "professional managers" into "business partners" with a sense of belonging, thereby building an organizational core competitiveness that is difficult to replicate in the fierce market competition.

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