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[背景材料] 经济学家钟朋荣在新著《中国企业为谁而办》中,提出一个饶有兴味的论题——“小狗经济”和“斑马经济”。 书中描述了这样一个情景:在动物世界里,三只小狗攻击一匹大斑马,第一只小狗咬住斑马的鼻子,第二只小狗咬住斑马的屁股,第三只小狗则咬斑马的腿,咬了很久,斑马终于倒下了。三只小狗吃掉一匹大斑马,其秘诀在于8个字:分工明确,合作紧密。 钟朋荣考察了浙江省温州、台州的几百个乡镇后认为,浙江经济的突出特色就是“小狗经济”。如台州有上千家摩托车零部件生产企业,基本上都是家族式企业或家庭工厂。他们分工非常细致,一个企业或一个家庭甚至只生产一个螺丝钉,千家万户联合起来,整个台州市成了一个特大型摩托车生产集团。这个“集团”的效率非常高,成本比内地许多大型摩托车集团要低30％。 内地的大型企业集团,由总部对各分厂、各车间进行统一管理,要建立庞大的管理体系,管理成本上升到什么程度,资源潜力就浪费到什么程度。这种经济形式被称为“斑马经济”。浙江“小狗经济”的每个家庭、每个小企业都有一个原动力,内地大企业集团只有一个原动力,结果,“小狗经济”的原动力就是“斑马经济”原动力的100倍或1000倍。 钟朋荣指出:“小狗经济”与“斑马经济”的本质区别是,用市场交易关系替代
[Background] The economist Zhong Pengrong put forward a very interesting topic - “Doggy Economy” and “Zebra Economy” in his new book entitled “Who Should Chinese Enterprises Do?” The book portrays a scenario where three puppies attack a large zebra in the animal world, the first puppy bites the zebra’s nose, the second puppy bites the zebra’s ass, the third puppy Then bite the zebra legs, bitten for a long time, the zebra finally fell down. Three dogs eat a large zebra, the secret is that eight words: a clear division of labor, close cooperation. Zhong Pengrong inspected several hundred towns and villages in Wenzhou and Taizhou, Zhejiang Province, and concluded that the prominent feature of Zhejiang’s economy is “the puppy economy.” Such as Taizhou have thousands of motorcycle parts manufacturers, are basically family-owned enterprises or factories. Their division of labor is very detailed, a business or a family or even produce only a screw, tens of thousands of households together, the entire Taizhou became a large motorcycle production group. The “Group” is very efficient and costs 30% less than many large motorcycle groups in the Mainland. The large-scale enterprise groups in the Mainland, from headquarters to all branches, all the workshops for unified management, to establish a huge management system, management costs rose to what extent, the potential of resources to waste to what extent. This form of economy is called “zebra economy.” Every family and every small enterprise in Zhejiang’s “dog economy” has a driving force. There is only one driving force behind the large enterprise group in the Mainland. As a result, the driving force of “dog economy” is 100 times or 1000 times that of the “zebra economy.” Zhong Pengrong pointed out: “Puppy economy” and “zebra economy” the essential difference is that the use of market transactions instead of