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NEWS AND INFORMATION濟南頂層架構設計：從項目合伙到公司合伙，如何設計股權方案
發布時間：2025-11-26 來源：http://www.aibangwang.cn/
這是幫一位做工程的老板梳理的股權方案，自己是一家工程機械銷售公司的老板，自己平時也會給零星的客戶做技術服務，沒有成立公司，而是以項目部的形式進行合伙，一個項目部一般要配備3方合伙人。
This is an equity plan I have prepared for an engineering boss. As the owner of a construction machinery sales company, I also provide technical services to sporadic clients. I did not establish a company, but formed a partnership in the form of a project department, which usually requires three partners.
一方是發起人也就是這位老板，主要負責聯系客戶，對接客戶，協調資源，作為業務和資源協調的角色；另一方是技術方，主要負責前期的客戶洽談，施工過程中的技術指導，作為技術顧問的角色；剩余一方是現場施工方，主要負責工程現場的管理，工程機械的保養，作為現場管理的角色。
One party is the initiator, also known as the boss, who is mainly responsible for contacting customers, liaising with customers, coordinating resources, and playing a role in business and resource coordination; The other party is the technical party, mainly responsible for customer negotiations in the early stage, technical guidance during the construction process, and serving as a technical consultant; The remaining party is the on-site construction party, mainly responsible for the management of the construction site and the maintenance of engineering machinery, playing the role of on-site management.
因為前期技術服務這塊沒有成立公司，只是以項目的合伙的方式運作，沒有進行公司的注冊，所以利潤分配也簡單粗暴，三方賺了錢之后，預留50%的利潤，剩余的利潤大家各分配三分之一。但是現在隨著客戶數量和規模的增多，原先的項目合伙已無法適應客戶的需求，有的客戶需要招投標，需要公對公，因此需要從項目合伙轉變為公司層面的合伙，如何來設計股權結構呢？這位老板犯愁了。
Because there was no company established in the early stage of technical services, it only operated as a partnership for the project without registering the company, so the profit distribution was also simple and rough. After the three parties made money, they reserved 50% of the profit, and each party distributed one-third of the remaining profit. But now, with the increase in the number and scale of clients, the original project partnership can no longer meet the needs of clients. Some clients need to bid and require public-private partnerships, so it is necessary to transform from project partnerships to company level partnerships. How to design the equity structure This boss is worried.
2綜合分析我幫這位老板是這樣梳理股權方案的：首先公司成立技術服務公司的總部，然后每一個工程項目單獨去成立項目子公司，主要考慮節稅、項目獨立核算和激勵、項目風險隔離，因為工程機械的技術服務是有一定的風險性的。
Based on the comprehensive analysis, I helped this boss organize the equity plan as follows: first, the company establishes the headquarters of a technical service company, and then each engineering project establishes a separate project subsidiary, mainly considering tax savings, independent project accounting and incentives, and project risk isolation, because the technical services of engineering machinery have certain risks.
3如何設計股權合伙方案？一、技術服務總部公司股權層面水滸傳里講，座有序利無別。利益可以均分，但權力不能均分。所以總部股東層面，發起人老板出資50萬元占股60%，技術方出資50萬元，占股30%，預留10%的股權用于股權激勵和引進其他合伙人。施工方不占有總部股權。表決權層面，發起人享有70%的表決權，技術股東分享有30%的表決權，強調大股東的控制權，因此風險責任主要集中在大股東的層面，也遵循責權利對等的原則。利潤分配方面，50%的凈利潤為可分配利潤，雙方股東五五分配。退出層面，3年之內退出按照原始出資額的50%退出回購，3年之后按照原始出資與公司凈資產高者退出。二、項目子公司層面子公司層面獨立核算，自負盈虧，自主經營。公司占股100%，現場施工管理人員占分紅股20%，公司占分紅權80%，同時現場施工管理人員參照市場價發工資月薪1萬元／月，提成為工程款的1%。如果出現虧損和客戶損失，也按照分紅比例進行承擔。如果退出公司無償收回授予的分紅股。如果表現優秀的現場施工管理人員可以將分紅權轉為實股。持有實股3年后，業績表現優秀的人員，可以享有認購技術公司總部股權的權利。同時項目工程可以不斷裂變和復制，可以進行裂變持股，老現場施工管理人員裂變新項目，管理人員可以占有新項目公司分紅股5%，分配周期為3年，強調管理能力的復制和整體人員的賦能。
How to design an equity partnership plan 1、 According to Water Margin, the equity level of the technical service headquarters company is orderly and profitable. Benefits can be divided equally, but power cannot be divided equally. So at the level of headquarters shareholders, the initiator boss contributes 500000 yuan to hold 60% of the shares, the technical party contributes 500000 yuan to hold 30% of the shares, and reserves 10% of the shares for equity incentives and the introduction of other partners. The construction party does not hold equity in the headquarters. At the voting rights level, the initiator enjoys 70% of the voting rights, and the technology shareholders share 30% of the voting rights, emphasizing the control rights of the major shareholders. Therefore, the risk responsibility is mainly concentrated at the level of the major shareholders, and the principle of equal responsibility and rights is also followed. In terms of profit distribution, 50% of the net profit is distributable profit, which will be split 50-50 between the shareholders of both parties. At the exit level, within 3 years, 50% of the original capital contribution will be used to exit the repurchase, and after 3 years, the higher of the original capital contribution and the company's net assets will be used to exit. 2、 The subsidiary level of the project independently accounts for its own profits and losses, and operates independently at the company level. The company holds 100% of the shares, and on-site construction management personnel hold 20% of the dividend shares. The company holds 80% of the dividend rights. At the same time, on-site construction management personnel are paid a monthly salary of 10000 yuan based on market prices, which is increased to 1% of the project payment. If there are losses and customer losses, they will also be borne according to the dividend ratio. If you withdraw from the company and receive the dividend shares granted free of charge. If the on-site construction management personnel who perform well can convert their dividend rights into actual shares. After holding the actual shares for 3 years, individuals with excellent performance can enjoy the right to subscribe for equity in the headquarters of the technology company. At the same time, project engineering can continuously undergo fission and replication, and fission shareholding can be carried out. Old on-site construction management personnel can fission new projects, and management personnel can hold 5% of the new project company's dividend shares, with a distribution period of 3 years, emphasizing the replication of management capabilities and the empowerment of overall personnel.
4總 結從項目合伙到公司合伙，要遵循“座有序，利無別”的原則，發起人關注控制權的設計，合伙人享有分紅權的設計，實現整體大于部分之和的合伙價值，規避工程項目風險，實現總部管控賦能，項目公司利益捆綁，不斷晉升，協同裂變的發展目的。
Summary: From project partnership to company partnership, we should follow the principle of "orderly seating and equal benefits". The initiator should focus on the design of control rights, and the partners should enjoy the design of dividend rights to achieve a partnership value where the whole is greater than the sum of its parts, avoid project risks, empower headquarters control, bind project company interests, continuously promote, and achieve the development goal of collaborative fission.
本文由 濟南頂層架構設計 友情奉獻.更多有關的知識請點擊 http://www.aibangwang.cn 真誠的態度.為您提供為全面的服務.更多有關的知識我們將會陸續向大家奉獻.敬請期待。
This article is a friendly contribution from the top-level architecture design team in Jinan For more related knowledge, please click http://www.aibangwang.cn Sincere attitude To provide you with comprehensive services We will gradually contribute more relevant knowledge to everyone Coming soon.
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