Big is back ¨è

104-3-485
Two further developments are shifting the balance of advantage in favour of size. One is a heightened awareness of the risks of subcontracting. Toy companies and pet-food firms alike have found that their brands can be tainted if their suppliers (notably, from China) turn out shoddy goods. Big industrial companies have learned that their production cycles can be disrupted if contractors are not up to the mark. Boeing, once a champion of outsourcing, has been forced to take over faltering suppliers.
A second is the emergence of companies that have discovered how to be entrepreneurial as well as big. These giants are getting better at minimising the costs of size (such as longer, more complex chains of managerial command) while exploiting its advantages (such as presence in several markets and access to a large talent pool). Cisco Systems is pioneering the use of its own video technology to improve communications between its employees . IBM has carried out several company-wide brainstorming exercises, recently involving more than 150,000 people, that have encouraged it to put more emphasis, for example, on green computing. Disney has successfully ingested Pixar's creative magic.

A. ¾îÈÖ
advantage °­Á¡, êó××(À¯¸®). awareness ÀÚ°¢, ÀνÄ.
subcontracting ù»Ô´Ðå(Çϵµ±Þ). taint ´õ·¯¿öÁö´Ù. turn out ÆÇ¸íµÇ´Ù.
shoddy goods À§Á¶»óǰ. disrupt ºØ±«ÇÏ´Ù, È¥¶õ¿¡ ºüÆ®¸®´Ù, ºÐ¿­½ÃŰ´Ù.
up to the mark Ç¥ÁØ¿¡ µµ´ÞÇÏ´Â. outsourcing èâñ¼(¿ÜÁÖ).
take over ¾çµµ¹Þ´Ù, ïÈâ¥(Á¢¼ö)ÇÏ´Ù. faltering ºñƲ°Å¸®´Â. emergence ÃâÇö.
managerial command °æ¿µÁöÈÖ. exploit ÀÌ¿ëÇÏ´Ù, °³Ã´ÇÏ´Ù. access Á¢¼Ó.
employee Á¾¾÷¿ø. brainstorming ȸÀÇ µûÀ§¿¡¼­ °¢ÀÚ°¡ »ý°¢³ª´Â ´ë·Î ÀǰßÀ» ¸»Çϰí ÃÖ¼±Ã¥À» ¸¶·ÃÇÏ´Â ÀÏ. ingest ¼·ÃëÇÏ´Ù.

104-4-486
You might suppose that the return of the mighty, now better equipped to crush the competition, is something to worry about. Not necessarily. Big is not always ugly just as small is not always beautiful. Most entrepreneurs dream of turning their start-ups into giants (or at least of selling them to giants for a fortune). There is a symbiosis between large and small. "Cloud computing" would not provide young firms with access to huge amounts of computer power if big companies had not created giant servers. Biotech start-ups would go bust were they not given work by giants with deep pockets.
The most successful economic ecosystems contain a variety of big and small companies: Silicon Valley boasts long-established names as well as an ever-changing array of start-ups. America's economy has been more dynamic than Europe's in recent decades not just because it is better at giving birth to companies but also because it is better at letting them grow. Only 5% of European Union companies born since 1980 have made it into the list of the 1,000 biggest in the EU by market capitalisation. In America, the figure is 22%.

A. ¾îÈÖ
the mighty °­·ÂÇÑ È¸»çµé. mighty °­·ÂÇÑ. equip Àåºñ¸¦ °®Ãß´Ù.
crush ÝÏáï(ºÐ¼â)ÇÏ´Ù, ¹â¾Æ À¸±ú´Ù. entrepreneur ±â¾÷°¡.
start-up ãæßæ(½Å»ý) ±â¾÷. fortune Ý£(ºÎ), Àç»ê. symbiosis Íìßæ(°ø»ý).
firm ȸ»ç. access Á¢±Ù¹æ¹ý. bust ÆÄ»ê. deep pockets dzºÎÇÑ ÀڱݷÂ.
ecosystem »ýŰè. long-established ±âÁ¸ÀÇ ¿À·¡µÈ. array Óéæê(´ë¿­).
market capitalisation ÁÖ½ÄÀÇ ½ÃÀå°¡°Ý. figure â¦ö·(¼öÄ¡).

B. ±¸¹®
- the return of the mighty, now . . . something to worry about.
[°æÀïÀ» ºÐ¼âÇÒ ¸¸Å­ »õ·Ó°Ô Àåºñ¸¦ ÇÑ Ë­íº(°­ÀÚ)µéÀÇ º¹±Í´Â °ÆÁ¤½º·¯¿î °ÍÀÌ´Ù.]
- Biotech start-ups would go . . . work by giants with deep pockets.
cf. were they not given=if they were not given
[¹ÙÀÌ¿ÀÅ×Å© ½Å»ý±â¾÷µéÀº ´ë±â¾÷µé¿¡ ÀÇÇØ¼­ Àϰ¨ÀÌ ÁÖ¾îÁöÁö ¾Ê´Â´Ù¸é ÆÄ»êÇÒ °ÍÀÌ´Ù.]
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