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[Annotated] Silicon Valley is changing, and its lead over other tech hubs narrowing
af334 2018. 9. 2. 10:45Great success has brought high costs and structural change
The garage in which Hewlett-Packard was started in 1939 is now a private museum - a modest monument to1 the cut-price creativity2 and bare-knuckle entrepreneurship that3 made Silicon Valley famous. Drive south from Palo Alto through 20 minutes of inevitable traffic to Sunnyvale and you will find a landmark of a different kind4. Nothing of technological note has taken place there5. But in February this small two-bedroom house, which boasts just the sort of garage6 a startup would once have felt at home in7, sold for $2m8, 40% more than its asking price9, within two days of listing - a new record for the area. That translates into a price of $25,38610 per square meter11 ($2,358 per square foot12).
When Ajay Royan of Mithril Capital, an investment fund, asks rhetorically13 "How are you supposed to have a startup in garage if the garage costs millions of dollars?", he is barely exaggerating the problem14. The immense success of15 its tech industry means that the San Francisco Bay Area in which Silicon Valley sits has the highest cost of living in16 America. A median-priced home17 costs $940,000, four-and-a-half times the American average. The Department of Housing and Urban Development18 considers a family earning less than19 $120,000 in San Francisco "low income".
As a result, a region that has long drawn people in is beginning to cast them out20. More Americans are leaving the Valley than moving to it. In 2017 several counties in the area saw their largest combined domestic outward migrations in21 around a decade. In a recent survey by the Bay Area Council, a think-tank, 46% of Bay Area residents said they planned to leave in "the next few years", up from 34% in 2016.
This is not just a case of people of more modest means22 being pushed out23 by carpet-bagging24 techies25. At this year's "FOO camp", a freewheeling annual gathering of26 hackers and others, a session called "Should I/you leave the Bay Area?" saw27 a strong turnout28. Participants shared their gripes about29 the high cost of living, bad traffic and a "toxic" culture obsessed with money.
We're seeing a lot of the talent moving or saying they won't come here," says Dan Rosensweig, who runs Chegg, an education-tech company in Santa Clara. "It's hard to imagine doing another startup in Silicon Valley. I don't think I would," says Jeremy Stoppelman, the boss of Yelp, a review site. "I will probably never scale another company in30 the Bay Area," says one of the founders of a public internet company. He says that for his next venture he will keep a small team in the Bay Area but will hire most of the software developers and executives in other cities, where the cost of talent and the risk of them being poached are both lower31.
Silicon Valley is still a place where new ideas can flourish32, fortunes33 can be made and products that change millions of lives will get dreamed up and brought to market. But thanks to its past success it is no longer the ferment it once was34, and it is unlikely it will ever again dominate the technology world in quite the way it has over the past decades. The cost of living and operating a firm will drive more people away. The dominance of the companies that have generated its current wealth will change the paths to success for those who stay. And unfavorable governmental policies35 will further harm the Valley's dynamism36.
On top of all that37, Silicon Valley's own products and services make it ever easier to start out elsewhere38, or everywhere, and be connected to Silicon Valley's culture through messaging, video-conferencing39 and collaborating online. By changing the way companies work, this technology is making it evermore40 feasible to41 have a presence in the Valley while keeping most or almost all of your employees elsewhere. No other tech hub in this more spread-out world will grow as powerful as Silicon Valley has been. But its lead over42 a growing pack of competitors43 will narrow44.
With its strong networks of experts, stellar universities45, culture of risk-taking46, deep-pocketed investors47 and history of helping startups grow into giants48, Silicon Valley - now taken, for the purposes of discussions like this, to include San Francisco proper - has over decades become the tech hub that all others measure themselves against49. The center of semiconductor innovation from the 1960s on - hence the name - in the 1990s it made big bets on the internet, which by the 2000s it dominated. Since then its firms have created the operating systems on which more than 95% of the world's smartphones run.
From 2010 to this year venture capitalists invested $168bn in firms in the Bay Area, a third of the total they invested in America. No other area comes close. In the second quarter of 2018 the Valley was home to three of the world's five most valuable companies: Apple, Alphabet (Google's parent) and Facebook, valued between them at almost $2.5 trillion. Apple and Alphabet, true natives, were born in garages in Los Altos and Menlo Park, respectively50. Facebook moved into somewhat plusher51 digs52 while still an infant53. It hosts 57 unicorns - private startups valued at more than $1bn - including household names like54 Airbnb and Uber.
At a number of points in the past it has looked as though the Valley's ascent was over55. In the early 1980s its semiconductor-memory-makers lost out to Japanese competitors56; in 2000 the dotcom bubble burst. But the Valley has always kept climbing, and there are plenty who believe that, unequalled in its wealth57 and its claim on the world's attention, it can go on doing so. Things may currently be unhelpfully58 overheated59; some think a recession60 might clear out some badly run companies61 and lower costs for the fitter survivors. But the long-term outlook is62 cheery63. "Florence was in its position for more than 200 years," says Mike Volpi of Index Ventures, which invests in startups. "Silicon Valley still has many years to go."
Others, though, think things have really changed. AnnaLee Saxenian, dean of the School of Information at the University of California, Berkeley, says she has spent her whole career "defending the Valley's vitality whenever64 people have said it's over". Now, she thinks there has been an important cultural shift65.
In "Regional Advantage", a seminal study published in66 1994, Ms Saxenian compared Silicon Valley's culture to that of67 the rival tech cluster around Boston, Massachusetts, known as Route 128. The Valley started to outstrip its competitor in68 the late 1980s, she argued, because Route 128 was dominated by large, hierarchical companies that were inward-looking69 and secretive70. They valued corporate loyalty and strongly discouraged employees from leaving for a competitor71 or starting their own venture. In the Valley, in contrast72, information was shared much more freely both within companies and between them. Leaving to start something of your own was not frowned upon73. Indeed it was encouraged; established firms helped support or spin off younger ones74.
"Regional Advantage" has become a classic study of what works and goes wrong for innovation ecosystems, but it may need a new afterword75. Ms Saxenian says that the tech titans have developed an increasingly "autarkic" culture that76 goes against the way that77 the Valley used to work, "shutting off the flow of talent." "The problems of Boston," she says, "are reappearing here78".
There have always been big companies in the Valley. Today's are bigger - but they are also able to use their size differently. A giant interest company can move into new areas a lot faster than a big incumbent semiconductor company could in the days when the Valley's original cultural norms were set79. The big firms can seize on novelty80 almost as quickly as startups do - and with a lot more oomph.
That has made it harder for young startups to prosper81 and grow into big companies themselves82. They are imitated, stamped out83 or acquired while they are still young. Some talk of a "kill zone" around the big companies, where it is impossible for startups to operate. Innovation continues, but without the near-nutty84 breadth of approaches that85 used to be one of the area's strengths.
A new explanation
The giants have other chilling effects86. It used to be that working for an incumbent firm was safe but not lucrative, unless you were a top executive87. Those who made real money had sweated it out88 as early employees at startups that made it big. Now profitable business models, piles of cash and soaring89 share prices90 mean giants can afford to pay employees handsomely91. "The payoff of a higher-risk startup is not so different from what you would get over the same number of years at Google or Facebook earning top dollar92," explains Yelp's Mr Stoppelman.
In 2017 Alphabet, Apple and Facebook issued $16.2bn in stock-based compensation93. Even those in middle-management positions are paid handsomely94; the median compensation is 240,000 at Facebook and around $200,000 at Alphabet.
Where Ms Saxenian sees the ghost of Route 128, Tim O'Reilly, a publisher and Valley-watcher of95 long standing96 sees a flickering echo of Hollywood97, with successful entrepreneurs acting the part of high-maintenance movie stars98. Those with graduate degrees in99 artificial intelligence can fetch $5m-10m a year100. People complain that such pampering101 has eroded102 tech's work ethic103, with employees focusing on free lunches and other perks104. In the Financial Times earlier this year Michael Moritz, chairman of the venture-capital firm Sequoia, suggested that American techies105 could learn from the hard-driving culture of106 Chinese entrepreneurs.
Others draw a comparison with107 Wall Street, seeing greed taking on ever greater importance108. This has been amplified not just by109 the Bay Area's high costs but also by the amount of capital flooding in. For example, SoftBank, a Japanese conglomerate110, has raised a $100bn technology fund, which is more than the entire American venture-capital industry invested last year.
Companies like Airbnb and Uber, which have raised lots of cash, can compete in this monied-up world111. Young startups increasingly cannot. Launching a startup rarely makes actuarial sense112, since the odds of success are113 so slim114. But when office space, homes and top talent were within the reach of young, unproven companies115 there was a constant spate of dreamers116 willing to try it. At today's prices, the spate has slowed117. Claire Haidar of WNDYR, a productivity startup that relocated to America from118 Ireland in 2017, reckons119 it costs at least four times as much to base a startup in120 the Bay Area as it would in most other cities in America.
Many Silicon Valley startups are currently as much as 15% behind their hiring goals for the year, says Mr Volpi. This hurts their prospects of survival121. Things don't necessarily get easier as growth kicks in122. According to CBRE, a real-estate firm, it costs $62.4m a year to run a 500-person startup with 7,000 square meters of office in San Francisco, more than anywhere else in America or Canada. That is 47% and 49% more than it costs to run a startup in Portland and Atlanta, respectively123, and more than double what it costs in Vancouver and Toronto.
It is still possible for a Valley startup to grow large. Slack, which launched its workplace-messaging app in 2013, claims a private-market valuation of $7.1bn124. However, its boss, Stewart Butterfield, is an experienced entrepreneur who had already had a well-known hit125 (Flickr, which was sold to Yahoo in 2005). Fewer first-time entrepreneurs are126 breaking through127.
The corralling of talent in big companies is128 not just bad for startups. It is bad for future technological diversity129. Talented people can still launch wild new projects from inside the giants130 - but probably not as new, or as wild, as they would in a startup culture where the pool of131 other innovators with whom to team up132 would be larger and more diverse. The problem which dogged Route 128133 has come to the Valley in a big way134. "People join the big firms, and especially Apple, and they fall off the face of the earth135. It's a genuine problem for the ecosystem," says John Lilly, a venture capitalist with Greylock.
Route 128 did not just lose out136 because of culture. It also lost out because it was pursuing a technology137, the minicomputer, from which the market was turning away138. With smartphones ubiquitous139 and social networking more than a decade old, people in tech are increasingly worried about what is next. Even if the Silicon Valley giants can spot it, they may not be best placed to capitalize on it140; flexible as the giants are, they cannot do everything. If the new new thing141 takes off elsewhere142, Silicon Valley's advantages will be lessened143.
Take the continued spread of144 cloud computing, an increasingly lucrative business for145 both Amazon and Microsoft. If either could make146 its cloud-computing platform as dominant as Windows was in the PC era, it could cause yet more activity to move closer to Seattle, where both firms reside and which is already a buzzing tech hub147 much cheaper to live and work in than the Valley. Other technologies which could conceivably148 pull power away from149 the Valley might include Blockchains (see Technology Quarterly) or quantum computing. Blockchains are by their nature150 decentralized151; quantum computing could reorient the tech world toward China152.
It is entirely possible that the next disruptor153 will be none of these things. But it is all but certain that154 something will supersede devices with155 the Valley's namesake semiconductor156 at their heart as the key to success in tech, and that that will matter.
Having giants around can provide benefits as well as157 kill zones; in looking after their own interests through158 political lobbying and the like they often look after their neighbours', too. But the biggest political problem for American tech firms, in the Bay Area and elsewhere, is one that has proved beyond even the best-paid lobbyists. A lot of Americans are worried about immigration, and President Donald Trump is determined to act on their behalf159.
More than half of the top American tech companies were founded by immigrants or the children of immigrants. Despite lobbying from the tech giants, the Trump administration has brought in rules that severely restrict the number of160 foreigners who can receive work visas161. Some tech firms have experienced delays of up to 18 months for foreign hires whom162 they might otherwise have been able to bring over163 swiftly164. Students who come to America for degrees increasingly end up going home afterwards165, willingly or not166. "If you ask me ten years from now why Silicon Valley failed, it will be because we screwed up immigration167," predicts Randy Komisar of Kleiner Perkins, a venture-capital firm.
Nor have the tech giants as yet168 managed to improve things by using their muscle with local officials to169 ease some of Silicon Valley's specific problems170. Instead of building more affordable housing171 in a timely manner172, which the Bay Area desperately needs, San Franciscan politicians are in the midst of discussing legislating173 the abolition of174 corporate cafeterias in order to175 force techies to eat lunch out176. Big new infrastructure projects to ease congestion177 and make it easier to get to work from further away are nowhere to be seen. Instead there are private luxury buses to the tech campuses - which became, a few years ago, the center of the first big popular protests against the new elite178.
People in motion179
Faced with high costs and the chilling effect of180 the neighbourhood giants, entrepreneurs who would once have planned to build their businesses entirely in181 the Valley are increasingly pursuing three other courses182: launching their startups somewhere else; moving their headquarters somewhere else once they reach a certain size183; or keeping their headquarters in the Valley but scaling their operations elsewhere184 - "Off Silicon Valleying", as some call it. Mark Pincus, the founder of Zynga, a games developer, predicts companies "will have to think about multiple locations much earlier in their trajectory185."
Take Indinero, which sells accounting software186. Jessica Mah, the startup's 28-year-old boss, was born and raised in New York City. She started her first company in middle school and moved to the University of California, Berkeley, to study computer science. After graduating she went to Y Combinator, the prominent boot camp for187 startups in Mountain View188. In 2009 she started Indinero in San Francisco. What could be more Silicon Valley?
But by 2014 Ms Mah had realized that "there was no way for me to build a profitable business in the Bay Area. I had to expand elsewhere." She asked her employees to relocate, both to189 other American cities and to the Philippines. Today the firm employs 200 people, but only around 30 of them are in the Bay Area. Portland is its official headquarters. Ms Mah's life is a ceaseless round of virtual meetings and real travel, but she reckons that building her startup in more affordable cities190 has enabled her to save millions of dollars.
Such a decision does not just cut costs191. Hiring in other cities reduces the odds of talented employees being poached by192 the tech giants and other startups - especially engineers, who are in high demand193. Indeed a startup in a place with cheaper housing194 and less crowded freeways (even on a comfortable corporate bus with Wi-Fi, a two-hour commute is a pain195) can become the poacher196. San Francisco has many charms197, but it is not particularly salubrious198. People regularly encountering used drug needles, human excrement199 and sidewalks full of homeless people200 when they arrive home late at night at201 their $4,000-a-month one-bedroom flat in San Francisco sometimes think might just prefer it elsewhere.
This dispersion of202 startups embodies a deep irony203. The technology industry, which has disrupted nearly all other sectors, is disrupting itself204. The communications tools and virtual workplaces that Valley firms have pioneered205 let teams work productively across cities and time zones without ever meeting one another in person. The headquarters in Dallas to which Ms Haidar relocated WNDYR, the productivity startup, contains only four of its 22 employees. The far-flung crew206 communicates through Telegram207, an instant-messaging app, talks with clients through Slack, uses Zoom for meetings and collaborates on208 goal-setting with209 software from Lucid and Google.
This does not mean that all places have become equal. Startups thrive on "network effects"210: entrepreneurs, like internet users, tend to cluster where their peers are211. Having a world-class university or two nearby can be very important for such hubs, especially if they actively encourage commercial activity212, as Stanford has. It also helps to have an "anchor tenant" that213 validates the place214 and draws employees there; they can then leave to start their own companies or work elsewhere. This is one reason that Seattle, home to the two of the world's biggest five companies not based in the Valley, is doing so well.
A strange vibration215
Being a place where people want to live helps a lot, too. Putting together such a package does not in itself create a Silicon Valley simulacrum216: history, culture and a lot of established venture capitalists are217 not easily replicated218. But it does well enough. "There are probably a dozen cities that are just as promising [as San Francisco in which] to start a tech company today," says Peter Thiel, a feisty219 venture capitalist who will soon move from San Francisco to Los Angeles, a city which has welcomed many Valley refugees before him. It has its own growing tech scene - one that gained more attention when220 the online-media company Snap chose to set up shop there221.
Portland, Oregon; Austin, Texas; Vancouver (close to the United States, but easier for foreign immigrants to come and work in); London; Berlin: they all fit the bill222, and then some223. After considering 23 factors224, such as employee compensation225, retention226, taxes, available funding, ease of access to other cities227 and the weather, the cities that Ms Haidar saw as runners up to228 first-choice Dallas were Phoenix229, Arizona and Boulder, Colorado. The Kauffman Foundation, a think-tank, now ranks the Miami-Fort Lauderdale area as number one in America for startup activity. As each grows, each offers more opportunities for people who decide to move on from their current job. Internationally, Beijing and Shenzhen are hugely important. Admittedly230, they mainly appeal to Chinese entrepreneurs who231 can speak the language and navigate the local business environment232; but that is a big pool. And some foreigners are giving it a go233, too.
"Silicon Valley will continue to be the strongest innovation ecosystem in the world, but on a relative basis it will become less important," predicts Steve Case234, the former boss of America Online. He now runs Revolution, a venture-capital firm based in Washington, DC, which is looking hard for investments outside the Bay Area235. According to CB Insights, a research firm, in 2013 Silicon Valley-based236 investors put about half their money into startups outside the Bay Area237; in the year to date238, that share has risen to 62%. This has mirrored239 the geography of240 "unicorns"241: in 2013 some 41% were based in Silicon Valley; today only 16% are, with 35% headquartered in China.
Even Silicon Valley's most conventional venture capitalists are preparing for geographical diversification242. One storied firm with243 headquarters on Sand Hill Road in Palo Alto was recently considering signing a new ten-year lease for a larger office space in244 nearby San Francisco245. It decided not to. "A decade from now we're going to be spending less time, not more time, in this area," explains one of the partners.
Coming to Silicon Valley to network246 and fundraise247 will continue to provide advantages; nowhere else will match if for248 apprenticeship249 or pilgrimage250. "There's no place that's replacing Silicon Valley," says Mr Thiel. But it will be less critical to stay and set up shop here. "The Valley is going to become an idea instead of a place," predicts Glenn Kelman, the boss of Redfin, a property company251. "Wall Street went through252 a similar transformation253," he says, its name becoming shorthand for a whole industry254. As tech firms set their sights on255 disrupting old-fashioned industries, like health care and logistics256, they may find that it helps to be based in cities that claim deep expertise in these areas257 - and where garages housing startups are not just the stuff of museums and memory.
- monument ; 1. ~ (to sb/sth) (건물·동상 등의) 기념물 ;; 3. ~ to sth ~을 보여주는 기념비적인 것 [본문으로]
- cut-price ; [명사 앞에만 씀] (특히 英) (美 주로 ˌcut-ˈrate) 1. 할인한, 할인된 가격의 ;; 2. 할인 상품을 파는 [본문으로]
- bare-knuckle(d) ; [형용사] (명사 앞에만 씀) 권투 선수나 권투 시합이 글러브를 안 낀 ;; 마구잡이의, 맹렬한, 전투적인. ; 유의어 without conventional niceties, rough- and-tumble. [본문으로]
- landmark ; 1. 주요 지형지물, 랜드마크(멀리서 보고 위치 파악에 도움이 되는 대형 건물 같은 것) ;; 2. ~ (in sth) 획기적 사건[발견/발명품 등] ; 유의어 milestone ;; 3. (특히 美) (반드시 보존해야 할) 역사적인 건물[장소] ; 유의어 monument [본문으로]
- take place ; (특히 미리 준비되거나 계획된 일이) 개최되다[일어나다] ;; happen [본문으로]
- boast ; 1. ~ (about/of sth) 뽐내다, 자랑하다 ;; 2. [타동사][VN] [진행형으로는 쓰이지 않음] 자랑할 만한 …을 갖고 있다, 자랑하다 [본문으로]
- feel at home ; 마음이 편안하다, 편한 마음을 갖다 [본문으로]
- sell for ; (얼마에) 팔리다[팔다]. [본문으로]
- asking price ; [명사] 팔려는 사람이 원하는 가격, 호가 ; 참조 selling price ;; [NOUN] The asking price of something is the price which the person selling it says that they want for it, although they may accept less. [본문으로]
- translate ; 3. ~ (sth) (into sth) (다른 형태로) 바꾸다[옮기다]; 바뀌다 ;; 언어 번역관련 외에도 가격, 시가에 대한 부분에도 translate into 를 활용함을 확인 [본문으로]
- square meter ; m² [본문으로]
- square foot ; 평방 피트 ((略 sq. ft., ft²)) [본문으로]
- rhetorically ; 수사적으로, 과장된 표현으로, 아름다운 글귀로 [본문으로]
- exaggerate ; [VERB] If you exaggerate, you indicate that something is, for example, worse or more important than it really is. [본문으로]
- immense ; [형용사] 엄청난, 어마어마한 ; 유의어 enormous ;; [ADJ] If you describe something as immense, you mean that it is extremely large or great. [본문으로]
- cost of living ; [the ~] 생계비(living costs) [본문으로]
- median ; [명사 앞에만 씀] (전문 용어) 1. 중간값[중앙치]의 [본문으로]
- The department of Housing and Urban Development ; "주택도시개발부, 개발청" 정도로 이해 [본문으로]
- earning ; 1. [U] (일하여) 벌기; 획득 ;; 2. [pl.] 소득, 수입, 번 것 [본문으로]
- cast sb/sth out ; (문예체) ~을 몰아내다[내쫓다] ; 참조 outcast ;; to drive somebody away; to get rid of somebody/something, especially by using force [본문으로]
- outward ; [명사 앞에만 씀] 2. (특히 다시 돌아올 곳에서부터) 떠나가는 ;; 3. (중심·특정 지점에서) 밖으로 향하는 ; 반의어 inward [본문으로]
- means ; 2. [pl.] (개인이 가진) 돈, 재력, 수입 [본문으로]
- be pushed out ; 밀려 나가다 [본문으로]
- carpetbag ; [자동사] 1. 간편한 차림으로 여행하다. ;; 2. [구어] 한몫 보려고 떠돌아다니다, 엉뚱한 곳에 끼어들어 이득을 챙기다. ;; [타동사] [구어] …에 뒤늦게 끼어들어 이득을 챙기다. [본문으로]
- techie ; (pl. -ies) (비격식) 기술[컴퓨터] 전문가, 컴퓨터에 열광하는 사람 [본문으로]
- gathering ; 1. [C] (특정 목적을 위한) 모임 [본문으로]
- see ; [타동사] 11-a. <시대·장소가> <사건·사태 등을> 발생시키다, <시대·장소에서> <사건·사태 등이> 일어나다 [본문으로]
- turnout ; [C, 주로 단수로, U] 1. 참가자의 수 ;; 2. 투표자의 수, 투표율 [본문으로]
- a gripe about ; …에 대한 불평. [본문으로]
- scale ; 4. [타동사] (전문 용어) 크기를 변경[조정]하다 ;; 흐름상 "사업을 확장하다" 정도의 의미 [본문으로]
- poach ; [타동사] 4. ~ (sb/sth) (from sb/sth) (남의 것을) 가로채다[도용하다], (남의 영역을) 침해[침범]하다 ;; [VERB] If someone poaches fish, animals, or birds, they illegally catch them on someone else's property. [본문으로]
- flourish ; (flourish·es[-iz]; flourished[-t]) 1. (문화·학문·사상 따위가) 번영[번창, 번성]하다; (도시·국가 따위가) 전성기이다, 융성하다. ; 유의어 SUCCEED [본문으로]
- fortune ; 3. [pl.] (운의) 성쇠, 부침, 기복 [본문으로]
- ferment ; 2. 들끓는 소란, 소요(commotion), 흥분 ;; [NOUN] Ferment is excitement and trouble caused by change or uncertainty. [본문으로]
- unfavorable ; 1. <보고·비평 등이> 호의적이 아닌, 비판적인 ;; 2. 형편이 나쁜, 불운한, 불리한, 역(逆)의, 알맞지[적합하지]않은 ((for, to)) [본문으로]
- dynamism ; [U] 활력, 패기 ;; [NOUN] If you say that someone or something has dynamism, you are expressing approval of the fact that they are full of energy or full of new and exciting ideas. [본문으로]
- on top of all that ; 더욱이 [본문으로]
- start out ; 1. (특히 사업·일을) 시작하다 ;; 2. (특정한 의도를 가지고) 시작하다[처음에는 …하려 하다] [본문으로]
- video-conferencing ; [명사] 화상 회의 시스템 [본문으로]
- evermore ; [부사] (문예체) 항상, 언제나 [본문으로]
- feasible ; 1. 실행할 수 있는(practicable); 가능한(possible) ;; 2. 그럴싸한, 있음직한(likely) ;; 3. 알맞은(suitable), 적합한, 어울리는, 편리한 ((for)) ;; [ADJ] If something is feasible, it can be done, made, or achieved. [본문으로]
- a lead over ; …에 대한 우위. [본문으로]
- pack ; 6. [C+sing. / pl. v.] (특히 마음에 안 드는 사람물건) 무리[떼], 패거리 ;; 7. [C+sing. / pl. v.] (경주시합 등에서 선두 뒤에 있는 모든 사람들의) 무리[집단] [본문으로]
- narrow ; [자동사] (narrows[-z]) 좁아지다, 가늘어지다; 적어지다, 작아지다, 줄어들다[into, to]. [본문으로]
- stellar ; [주로 명사 앞에 씀] 1. (전문 용어) 별의 ; 참조 interstellar ;; 2. (비격식) 뛰어난 [본문으로]
- risk-taking ; [U] (어떤 일을 성취하는 데 따르는) 위험을 각오함[위험 부담] [본문으로]
- deep-pocketed ; Having a lot of money and willing to spend it; moneyed, affluent. [본문으로]
- grow into ; 자라서 ~이 되다, …로 성장하다. ;; [VERB] to become big or mature enough for [본문으로]
- measure one's strength[oneself] with[against] ;; …와 겨루다; …와 씨름하다, …에 전념하다 [본문으로]
- respectively ; [부사] 각자, 각각, 제각기 [본문으로]
- plusher ; (비격식) 아주 안락한; 고급의 ; 유의어 luxurious [본문으로]
- digs ; [명사] (구식, 비격식) 셋방 ; 유의어 lodgings [본문으로]
- infant ; 3. [비유] 초보자, 풋내기; 초기 (단계) ;; ORIGIN Latin ;「말을 못하는」의 뜻에서 [본문으로]
- household name ; [명사] 누구나 아는 이름 ;; [NOUN] a person or thing that is very well known [본문으로]
- ascent ; 3. [U] (격식) 상승, 향상, 진보 [본문으로]
- lose out to sb/sth ; (자기 몫을 뺏기고) ~에게 밀려나다, 밀리다 [본문으로]
- unequalled ; [형용사] 타의 추종을 불허하는, 월등한 ;; 유의어 unparalleled [본문으로]
- unhelpfully ; [부사] 도움이 되지 않게. [본문으로]
- overheat ; [타동사] 1. 과열시키다; <경제 등을> 과열시키다 ;; 2. <남을> 지나치게 흥분시키다[선동하다] [본문으로]
- recession ; 1. [C, U] 경기 후퇴, 불경기, 불황 ;; 2. [U] (격식) 물러남, 후퇴 [본문으로]
- clear out ; (~을 없애고) 청소하다 ; 유의어 clear something out [본문으로]
- long-term outlook ; 장기 전망 [본문으로]
- cheery ; (cheer·ier, cheeri·est) (비격식) (사람이나 그의 행동이) 쾌활한 ;; 기분 좋은; 명랑한(merry); 원기 있는(lively) [본문으로]
- vitality ; [U] 생명력, 생활력, 활력, 체력; 활기, 원기, 생기; 지속성, 영속성[력]. ;; [NOUN] If you say that someone or something has vitality, you mean that they have great energy and liveliness. [본문으로]
- cultural shift ; 문화적 변화 [본문으로]
- seminal ; 1. (격식) (앞으로 전개될 일에) 중대한[영향력이 큰] ;; [ADJ] Seminal is used to describe things such as books, works, events, and experiences that have a great influence in a particular field. ;; 미국∙영국 [ˈsemɪnl] [본문으로]
- compare ~ to~ ; ~을 ~에 비교하다 [본문으로]
- outstrip ; (-pp-) [VN] 1. [타동사] (크기·중요성 등에서 …을) 앞지르다 ;; 2. [타동사] (경쟁 상대를) 능가하다[앞서다] ; 유의어 surpass ;; 3. [타동사] (경주에서 남을) 앞지르다 [본문으로]
- inward-looking ; [형용사] 내향적인; 자기와 무관한 일[사람]에 관심이 없는 ; [ADJ] If you describe a people or society as inward-looking, you mean that they are more interested in themselves than in other people or societies. [본문으로]
- secretive ; ~ (about sth) (자신의 생각·감정 등에 대해) 비밀스러운 ;; 숨기는 경향이 있는 <사람·성질 등>, 비밀주의의; 말 없는 [본문으로]
- discourage ; 1. ~ sth | ~ sb from doing sth (무엇을 어렵게 만들거나 반대하여) 막다[말리다] ;; 2. [타동사][VN] ~ sb (from doing sth) 의욕[열의]을 꺾다, 좌절시키다 ;; 유의어 dishearten ;; 반의어 encourage [본문으로]
- in contrast ; 그에 반해서 [본문으로]
- frown on/upon somebody/something ;; ~에 눈살을 찌푸리다[~을 못마땅해 하다] [본문으로]
- spin (sth) off ; (상업, 특히 美) ~을 (새 회사로) 분리하다 ;; to separate part of a company or an organization from the main part in order to form a new one [본문으로]
- afterword ; (저자 이외의 사람이 쓴) 후기(後記), 발문(跋文)(closing statement). [본문으로]
- autarkic ; 자급 자족의, 경제 자립 정책의. (또는 autarkical) [본문으로]
- go against ; ~에 위배되다[맞지 않다] ;; ~에 저항[반대]하다 ;; ~에게 불리하다 [본문으로]
- reappear ; [자동사][V] 다시 나타나다 [본문으로]
- norm ; 2. [pl.] norms 규범, 규준 [본문으로]
- seize on/upon something ;; (특히 이롭게 이용할 수 있겠다 싶어서) ~에 달려들다 [본문으로]
- prosper ; [자동사][V] 번영[번창/번성]하다 ; 유의어 thrive [본문으로]
- grow into sth ; 1. 자라서 ~이 되다 [본문으로]
- stamp (sth) out ; 1. ~을 근절하다 ;; 2. 발로 밟아서 불을 끄다 ;; 1.to destroy or get rid of something bad or unpleasant by force or with a lot of effort ;; 2.to put out a fire by pressing down on it hard with your foot [본문으로]
- nutty ; 2. (비격식) 약간 돈[정상이 아닌] [본문으로]
- breadth ; 4. [U] (식견·도량 등의) 넓음; 관용(generosity) ;; 미국∙영국 [bredθ] [본문으로]
- chilling effect ; (엄격한 규칙이나 규제로 인한) 사기 저하, 의욕 상실 [본문으로]
- top executive ; [명사] 고위 간부 [본문으로]
- sweat it out ; suffer an unpleasant situation; wait for something unpleasant to end [본문으로]
- soaring ; 날아오르는; 원대한; 급상승하는 [본문으로]
- share price ; [명사] 주가 [본문으로]
- handsomely ; [부사] 훌륭하게, 멋지게; 당당하게; 후하게, 관대하게 [본문으로]
- pay, earn, charge, etc. top dollar ;; 많은 돈을 지불하다, 벌다, 부과하다 등 [본문으로]
- stock-based compensation ; Stock-Based Compensation (SBC) is a way of paying employees without paying them cash. Frequently, SBC will allow employees to purchase a given number of shares at a given price. Once the company's shares surpass that "vesting price," the employee is compensated by the difference in the current share price and the stock option strike price. Depending on what the stock option (vesting price) is, this helps companies align their interests with that of their employees. SBC is commonly used by start-ups and IT firms to entice employees without having to layout large sums of cash that the company may not have or want to use to pay employees. [본문으로]
- middle-management ; [명사] (기업 등의) 중간 관리직 층[관리자들] ;; (생산·판매·구매 등) 부문관리자층 [본문으로]
- -watcher ; [명사] (흔히 합성어에서) (…을 정기적으로 살피고 연구하는) 연구가, 관찰자 ; 참조 birdwatcher, clock-watcher ;; [COMB in N-COUNT] -watcher combines with nouns to form other nouns that refer to people who are interested in a group of animals or people, and who study them closely. [본문으로]
- of long standing ; 장기간의, 오래 지속된, 전통있는 [본문으로]
- flickering ; 1. 깜박거리는, 명멸하는 ;; 2. 꺼질 것 같은, 약한, 불안정한 [본문으로]
- high-maintenance ; 세심한 관리가 필요한 ; 반의어 low-maintenance [본문으로]
- graduate degree ; 대학원 학위, 석사학위 [본문으로]
- fetch ; 2. [타동사][VN] (특정 가격에) 팔리다 ;; 유의어 sell for [본문으로]
- pamper ; [타동사][VN] (때로 못마땅함) 소중히 보살피다, 애지중지하다 ; 유의어 cosset ;; [VERB] If you pamper someone, you make them feel comfortable by doing things for them or giving them expensive or luxurious things, sometimes in a way which has a bad effect on their character. [본문으로]
- erode ; 2. (서서히) 약화시키다[무너뜨리다]; 약화되다[무너지다] [본문으로]
- work ethic ; 노동관, (윤리관으로서의) 근면 ((보통 Protestant work ethic으로 쓰임)) [본문으로]
- perk ; [주로 복수로] (격식 perquisite) (급료 이외의) 특전 ;; [NOUN] Perks are special benefits that are given to people who have a particular job or belong to a particular group. [본문으로]
- techie (techy) ; [명사] pl. -ies (비격식) 기술[컴퓨터] 전문가, 컴퓨터에 열광하는 사람 ;; [NOUN] Some people refer to someone who works in a technological industry, especially computing, as a techie. [본문으로]
- hard-driving ; [형용사] <사람이> 정력적인(energetic); 부하를 마구 부리는 [본문으로]
- draw a comparison (with / between) ; 비교하다. [본문으로]
- take on sth ; to begin to have a particular quality, appearance, etc. [본문으로]
- amplify ; 1. 확대[증대]하다(enlarge); <장소 등을> 넓히다, 확장하다(extend) ;; 3. 과장하다(exaggerate) [본문으로]
- conglomerate ; 1. [C] (상업) (거대) 복합 기업, 대기업 ;; 미국식 [-ˈɡlɑːm-] 영국식 [kənˈɡlɒmərət] [본문으로]
- moneyed (또는 monied) 1. 돈이 있는, 부자의, 부유한(wealthy, rich). ;; 2. 금전(상)의. [본문으로]
- actuarial ; 보험 회계사(업무)의; 보험 회계사가 산정한; 보험 통계의 ;; 미국∙영국 [æ̀ktʃuέəriəl] [본문으로]
- odds ; [pl.] 1. 보통 the odds (어떤 일이 있을) 공산[가능성] [본문으로]
- slim ; 2. <가망 등이> 아주 적은; 불충분한, 빈약한 [본문으로]
- unproven ; [형용사] 증명[입증]되지 않은 ;; 참조 proven [본문으로]
- spate ; [주로 단수로] ~ of sth (보통 불쾌한 일의) 빈발 [본문으로]
- slow ; [자동사] 속도가 떨어지다, 늦어지다; 활기가 없어지다 ((up, down)) [본문으로]
- relocate to ; …로 이전하다. [본문으로]
- reckon ; 1. (비격식, 특히 英) (…라고) 생각하다 [본문으로]
- base ; [타동사][VN] [주로 수동태로] ~ sb/sth/yourself in… …에 근거지[본부/본사]를 두다 [본문으로]
- prospect ; 3. [pl.] prospects ~ (for/of sth) (성공할) 전망 [본문으로]
- kick in ; 1. 효과가 나타나기 시작하다 [본문으로]
- respectively ; [부사] 각자, 각각, 제각기 [본문으로]
- valuation ; [C,U] 1. (가치) 평가; (평가된) 가치, 가치액 [of, on]. [본문으로]
- hit ; 3. 대 인기인[인기 작품], 히트 [본문으로]
- first-time ; [형용사] (명사 앞에만 씀) (무엇을) 처음으로 해 보는 [본문으로]
- break through ; 돌파구를 찾다, ~을 타개[극복]하다 [본문으로]
- coral (-ll-, 美 또한 -l-) ; 2. [타동사] (사람들을 한 곳으로) 모으다 [본문으로]
- diversity ; 1. 같지 않음, 다름, 상이(difference), 부동(不同)(unlikeness) ; 상이점. ;; 2. 다양, 형형색색, 잡다함, 다양성(multiformity), 변화(variety). [본문으로]
- launch a project ; 작업에 착수하다, 사업, 프로젝트를 시작하다 [본문으로]
- pool ; 5. [C] ~ (of sth) 이용 가능 인력 [본문으로]
- team up ; [동사] (…와) 조를 짜 일하다, 협력하다(with). ; 유의어 work together, cooperate. [본문으로]
- dog ; (-gg-) [VN] 1. [타동사] (문제나 불운이) (오랫동안) 괴롭히다 [본문으로]
- in a big way ; 대규모로 ;; 보기에 따라서는, 어느 정도는 [본문으로]
- fall off the face of the earth ; when something or someone seems to have totally disappeared for a long time - and its like they have "vanished into thin air" or as some might say "lost in space!" [본문으로]
- lose out ; (~을) 놓치다; 손해를 보다 ;; 1.[VERB] [informal] [intr, adverb] to be defeated or unsuccessful ;; 2.[VERB] lose out on to fail to secure or make use of [본문으로]
- pursue ; 3. <일·연구 등에> 종사하다; 속행하다, 수행하다 [본문으로]
- turn away ; 물리치다; 외면하다, 돌보지 않다; 거부[거절]하다. ;; [VERB] [adverb] to move or cause to move in a different direction so as not to face something [본문으로]
- ubiquitous ; [형용사] (주로 명사 앞에 씀) (격식 또는 유머) 어디에나 있는, 아주 흔한 ;; 미국∙영국 [juːˈbɪkwɪtəs] [본문으로]
- capitalize on[upon] ; ~을 활용하다[기회로 삼다] ;; to use something to gain further advantage for yourself [본문으로]
- 언어유희인지 아니면 그냥 실수인지 애매 [본문으로]
- take off ; 3. 아이디어·상품 등이 급격히 인기를 얻다[유행하다] [본문으로]
- lessen ; [동사] (크기·강도·중요도 등이[을]) 줄다[줄이다] ; 유의어 diminish ;; [VERB] If something lessens or you lessen it, it becomes smaller in size, amount, degree, or importance. [본문으로]
- continued (continuing) ; [형용사] (명사 앞에만 씀) 지속적인 [본문으로]
- increasingly ; [부사] 점점 더, 갈수록 더 [본문으로]
- either ; [한정사, 대명사] (둘 중) 어느 하나[것](의) [본문으로]
- buzzing ; [형용사] 윙윙거리는, 와글와글거리는 [본문으로]
- conceivably ; 생각할 수 있는 한, 상상으로는, 혹시나, 아마도(possibly) [본문으로]
- pull sb/sth away from ; to make somebody/something move away from somebody/something [본문으로]
- by nature ; 선천[천성]적으로, 천성은; 본래 [본문으로]
- decentralize ; <행정권·인구 등을> 분산시키다; …의 집중을 배제하다; 지방으로 분산시키다 ;; [VERB] To decentralize government or a large organization means to move some departments away from the main administrative area, or to give more power to local departments. [본문으로]
- reorient ; 1. [타동사] ~ sb/sth (to/towards/away from sb/sth) ...의 방향[초점]을 바꾸다 [본문으로]
- disruptor ; [명사] 혼란[분열]시키는 사람[것]. [본문으로]
- all but ; 1. 거의 [본문으로]
- supersede ; 1. (새것이) 대신 들어서다[들어앉다](take the place of). ;; 2. (새 것·새 사람으로) 교체하다, 갈아치우다(remove)(with). [본문으로]
- namesake ; [명사] (다른 사람·것과) 이름이 같은 사람[것] [본문으로]
- provide benefits ; 혜택, 이득, 이점, 보조금 등을 제공하다 [본문으로]
- look after ; 3. …을 구하다, 요구하다 [본문으로]
- on one's behalf ; ~을 대신하여 [본문으로]
- restrict ; 1. [타동사] ~ sth (to sth) (크기·양·범위 등을) 제한[한정]하다 ;; 3. [타동사] ~ sth (to sb) (규칙·법으로) 제한[통제]하다 [본문으로]
- work visa ; [명사] 취업 비자 [본문으로]
- hire ; [명사] 2. [C] (특히 美) (회사의) 신입 사원 [본문으로]
- bring over ; 1. (해외에서) 데려오다[from, to]; …을 인도하다 [본문으로]
- swiftly ; [부사] 신속히, 빨리, 즉시, 즉석에서 [본문으로]
- afterwards (특히 英) (美 주로 after·ward) ; [부사] 나중에, 그 뒤에 [본문으로]
- willingly ; [부사] 자진해서, 기꺼이, 쾌히 [본문으로]
- screw up ; 망치다[엉망으로 만들다] [본문으로]
- as yet ; 아직[그때](까지) ;; until now or until a particular time in the past [본문으로]
- local official ; [명사] 지방의 관료, 관리 [본문으로]
- ease ; 1. (고통·무거운 짐 따위를 덜어) 편하게 하다(make comfortable) ; 경감[완화]하다(alleviate, relieve) ; 안심시키다(make easy). ;; 4. (일을) 용이하게 하다, 곤란을 덜다(facilitate). [본문으로]
- affordable housing ; 알맞은 가격의 주택, 가용 주택 [본문으로]
- in a timely manner ; 시기 적절하게 [본문으로]
- legislate ; 〔남〕을 법률에 의하여 (…)시키다[out of, into]; …을 법률로 정하다. [본문으로]
- abolition ; [U] (법률·제도·조직의) 폐지 [본문으로]
- corporate ; [형용사] [명사 앞에만 씀] 3. (그룹 구성원을 다 포함하는) 공동의 [본문으로]
- eat out ; 외식하다 [본문으로]
- congestion ; [U] 1. (인구의) 밀집, 과잉; (교통·장소 등의) 혼잡; (화물 따위의) 폭주; 정체; 과도한 부담, 과로. [본문으로]
- protest against ; …에 대해서 항의하다, 불복하다, 들고일어나다 [본문으로]
- in motion ; 움직이고 (있는), 운전중인 [본문으로]
- chilling effect ; (엄격한 규칙이나 규제로 인한) 사기 저하, 의욕 상실 ;; 냉각 효과 [본문으로]
- establish[build] a business[an enterprise] ;; 사업을 하다, 사업을 일으키다 [본문으로]
- pursue a course ; …의 진로로 나아가다, 방침, 방식에 따르다, [본문으로]
- reach ; 9. (크기길이가 어떤 범위에) 미치다[닿다] [본문으로]
- operation ; 3. [C] (대규모) 기업, 사업체 ;; 4. [C] 사업, 영업 [본문으로]
- trajectory ; [명사] pl. -ies (전문 용어) 탄도, 궤적, 궤도 ;; 흐름상 "단계, 상황, 흐름, 계획" 정도의 의미 [본문으로]
- accounting ; [U] 회계 (업무) [본문으로]
- boot camp ; 1. 신병 훈련소 ;; [NOUN] In the United States, a boot camp is a camp where people who have just joined the army, navy, or marines are trained. [본문으로]
- Mountain View ; 마운틴 뷰 ((California주 서부 주 San Jose의 북서쪽에 있는 시(市))) [본문으로]
- relocate ; [동사] 특히 기업·근로자들이 이전[이동]하다[시키다] ;; 미국식 [ˌriːˈloʊkeɪt] 영국식 [ˌriːləʊˈkeɪt] [본문으로]
- affordable ; [형용사] 줄 수 있는; 입수 가능한, <가격이> 알맞은 [본문으로]
- cut costs ; 비용을 절감하다 [본문으로]
- poach ; 4. ~ (sb/sth) (from sb/sth) (남의 것을) 가로채다[도용하다], (남의 영역을) 침해[침범]하다 [본문으로]
- be in high demand ; 수요가 많다 [본문으로]
- housing ; 1. [U] 주택(특히 주택의 형태·가격·상태와 관련해서 언급할 때 씀) [본문으로]
- pain ; 2. [U, C] (정신적) 고통 [본문으로]
- poacher ; 1. (조류·동물·물고기의) 밀렵꾼 ;; 3. (ˈgoal poacher) (특히 축구에서) (상대팀의 골문 가까이에서) 공을 가로채서 득점할 기회를 노리는 선수 ;; 흐름상 "기회를 놓치지 않는다" 정도의 의미 [본문으로]
- charm ; 2. [C] 매력(적인 요소) [본문으로]
- salubrious ; [형용사] (격식) 장소가 살기 좋은, 건강에 좋은 ;; 미국∙영국 [səˈluːbriəs] [본문으로]
- excrement ; [U] (격식) 대변, 배설물 ; 유의어 faeces [본문으로]
- sidewalk ; [명사] (포장한) 보도 , 인도(pavement, footpath) [본문으로]
- arrive home ; 집에 이르다. ;; arrive를 타동사로 쓴다기 보다는 arrive home 자체를 하나의 동사로 활용하는 것으로 보임 [본문으로]
- dispersion ; [U] (전문 용어) 확산, 분산 ;; [NOUN] Dispersion is the spreading of people or things over a wide area. [본문으로]
- embody ; 2. [타동사] (격식) 포함하다, 담다 [본문으로]
- disrupt ; [타동사][VN] 방해하다, 지장을 주다 ;; [VERB] If someone or something disrupts an event, system, or process, they cause difficulties that prevent it from continuing or operating in a normal way. [본문으로]
- pioneer ; [타동사][VN] 개척하다 [본문으로]
- far-flung ; [주로 명사 앞에 씀] (문예체) 광범위한, 널리 퍼진; 간격이 넓은, 멀리 떨어진 [본문으로]
- communicate through ; …로 통신하다. [본문으로]
- collaborate on ; …에 대해 협동하다 [본문으로]
- goal-setting ; [명사] (경영) 목표설정(직무설계상 직무충실(job enrichment)에 의해 생산 의욕이 높아지도록 종업원에게 자기의 달성목표를 세우게 하는 것) [본문으로]
- thrive on ; (특히 남들은 별로 좋아하지 않을 일을) 즐기다[잘 하다] ;; …을 잘 해내다. [본문으로]
- cluster ; [타동사] 떼 지어 모이게 하다 [본문으로]
- commercial activity ; (경영) 영리활동 [본문으로]
- anchor tenant ; [명사] 앵커 테넌트(쇼핑 센터로 대중을 유인하는 유명점포) ;; In retail, an "anchor store" (sometimes called an "anchor tenant", "draw tenant", or "key tenant") is a considerably larger tenant in a shopping mall, often a department store or retail chain. With their broad appeal, they are intended to attract a significant cross-section of the shopping public to the center. [본문으로]
- validate ; [타동사] (격식) 1. 정당성을 입증하다, 실증하다, 확인하다 [본문으로]
- vibration ; 2. [보통 pl.] (사람·장소 등에서 느껴지는) 감정적 반응, 감촉, 분위기, 직감 ;; 3. (마음 등의) 동요, 설렘, 감동, 떨림 ;; 2. (마음의) 동요, (기분의) 불안정(vacillation, changeableness). 3. 마음이 떨리기, 오싹해지기(thrilling) ; 가슴이 뛰기, 고동, 맥박(throbbing, pulsing). [본문으로]
- simulacrum ; [명사] pl. simu·lacra[-krə] (격식) 복제품; 모조품 ;; 유의어 copy ;; any image or representation of something [본문으로]
- venture capitalist ; [NOUN] A venture capitalist is someone who makes money by investing in high risk projects. [본문으로]
- replicate ; 1. [타동사][VN] (격식) (정확히) 모사[복제]하다 ;; 유의어 duplicate [본문으로]
- feisty ; [형용사] feist·ier, feisti·est (비격식, 호감) 사람들이 혈기 왕성한, 거침없는 ;; [ADJ] If you describe someone as feisty, you mean that they are tough, independent, and spirited, often when you would not expect them to be, for example because they are old or ill. [본문으로]
- gain attention ; 주의를 끌다 [본문으로]
- set up ; [동사] 건립하다, 설립[수립]하다; 준비하다; …인 체하다; 함정에 빠뜨리다. ; 유의어 erect, establish; prepare; claim to be; entrap, frame. [본문으로]
- fit the bill ; 만족시키다, 딱 필요한 것을 공급하다 ;; be suitable for a purpose ;; fill[fit] the bill ;; 목적[기대]에 맞다, 필요한 표준에 달하다[for]; 《영국》 대표적 존재이다, 인기를 독차지하다 [본문으로]
- and then some ; (비격식) …보다 훨씬 더 많은 것, 그 외에도 더 많은 것들 ;; and even more (than has already been mentioned) [본문으로]
- factor ; 1. (어떤 결과를 낳는) 요인, 요소, 원인[in]. ; 유의어 ELEMENT [본문으로]
- employee compensation ; Employee compensation refers to the benefits (cash, vacation, etc.) that an employee receives in exchange for the service they provide to their employer. Employee compensation is generally one of the largest costs or expenses for any organization. [본문으로]
- retention ; 6. (보험) 보유(액)(재보험에 있어서 원보험자가 원보험의 일부를 재보험에 넣지 않고 자기 계정에 남기는 부분). [본문으로]
- ease ; [명사] 3. [U] (생활의) 안락, 경제적으로 편안함. ;; 4. [U] (일을 할 때의) 쉬움, 용이, 평이. [본문으로]
- a runner-up to ; …의 차점자. ;; a person who comes second in a race or competition [본문으로]
- first-choice ; 제1지망, 제1희망 [본문으로]
- admittedly ; [종종 문장을 수식하여] 일반적으로[스스로] 인정하는 바와 같이; 틀림없이, 확실히, 명백하게 [본문으로]
- appeal to sb ; if something appeals to you, you like it or find it interesting and attractive [본문으로]
- navigate ; 3. [구어, 비유적] (교섭 따위) 를 진행하다; (의안 따위) 를 통과시키다. [본문으로]
- give it a go ; 한번 해보다 [본문으로]
- predict ; [VERB] If you predict an event, you say that it will happen. ;; predict 한 주체를 뒤에 써서 누구의 예측인지를 표현한 것을 확인 [본문으로]
- look hard for ; 샅샅이 찾다 [본문으로]
- -based ; ((연결형)) 「근거가 있는; …에 기지[기반]를 둔」의 뜻 ;; [COMB in ADJ] -based combines with nouns referring to places to mean something positioned or existing mainly in the place mentioned, or operating or organized from that place. [본문으로]
- put money into ; ~에 돈을 투자하다 [본문으로]
- year to date ; Year-to-date (YTD) is a period, starting from the beginning of the current year (either the calendar year or fiscal year) and continuing up to the present day.[1] Year-to-date is used in many contexts, mainly for recording results of an activity in the time between a date (exclusive, since this day may not yet be "complete") and the beginning of the year. In the context of finance, YTD is often provided in financial statements detailing the performance of a business entity. Providing current YTD results, as well as YTD results for one or more past years as of the same date, allows owners, managers, investors, and other stakeholders to compare the company's current performance to that of past periods. Employees' income tax may be based on total earnings in the tax year to date. YTD describes the return so far this year. For example: the year to date (ytd) return for the stock is 8%. This means from January 1 of the current year to date, stock has appreciated by 8%. [본문으로]
- mirror ; 1. …을 (거울처럼) 비추다, 반사하다; 《비유적》 …을 반영하다. ;; 2. …와 아주 흡사하다. mirror·lìke 형용사 ;; [VERB] If something mirrors something else, it has similar features to it, and therefore seems like a copy or representation of it. [본문으로]
- geography ; 3. [sing.] (사회적) 지형도 ;; 3. (구성 요소의) 전체적 배치, 윤곽. [본문으로]
- 흐름상 "유행이나 분위기 변화에 덩달아 변하는 대박, 성공의 가능성" 에 대한 비유적인 표현 정도로 보임 [본문으로]
- geographical diversification ; Geographical diversification is the practice of diversifying an investment portfolio across different geographic regions in order to reduce the overall risk and improve returns. This method can be used by both private investors and companies to limit and manage risk. [본문으로]
- storied ; [형용사] [종종 복합어를 이루어] …층의 [본문으로]
- lease ; 임대차 계약 ;; 참고 ; 차용한 가옥 등 내구재의 사용 · 수익에 대하여 차주(借主)가 대주(貸主)에게 임대료를 지불하는 임대 계약. ; rental contract [본문으로]
- nearby ; [형용사] (주로 명사 앞에 씀) 인근의, 가까운 곳의 ;; 미국식 [ˌnɪrˈbaɪ] 영국식 [ˌnɪəˈbaɪ] [본문으로]
- network ; 3. [자동사][V] 인적 네트워크[정보망]를 형성하다 [본문으로]
- fundraise ; 자금을 조달하다. ;; 미국∙영국 [fʌ́ndrèiz] (또는 fúndràise) [본문으로]
- match ; 4. [타동사][VN] 맞먹다, 필적[대등]하다 ;; 유의어 equal [본문으로]
- apprenticeship ; [C, U] 견습 기간; 견습직 ;; [U] 도제(의 신분); 도제살이; (도제살이의) 기간; 도제 제도. ;; [NOUN] Someone who has an apprenticeship works for a fixed period of time for a person who has a particular skill in order to learn the skill. Apprenticeship is the system of learning a skill like this. [본문으로]
- pilgrimage ; 2. (비유적으로 명소 방문·고적 참배 등의 여행을 뜻하는) 순례 ;; 미국∙영국 [ˈpɪlɡrɪmɪdʒ] [본문으로]
- property company ; a company that buys, sells, and rents properties: [본문으로]
- go through ; (절차상 필요한, 특히 힘들거나 불쾌한) ~을 거치다[하다] ;; 3. (일련의 행동·방법·절차를) 거치다 [본문으로]
- transformation ; 1. [C, U] ~ (from sth) (to/into sth) (완전한) 변화[탈바꿈], 변신 [본문으로]
- shorthand ; 2. [U, C] ~ (for sth) 약칭(略稱), 준말 [본문으로]
- set one's sights on ; 목표로 삼다; …을 목표로 선정하다 ;; …에 시선을 고정시키다, …을 열망하다(=aspire to) [본문으로]
- logistics ; 3. (경영) 로지스틱스, 물류 관리 ;; 단수로 받음 [본문으로]
- expertise ; [U] ~ (in sth/in doing sth) 전문 지식[기술] ;; 미국식 [-pɜːrˈt-] 영국식 [ˌekspɜːˈtiːz] [본문으로]
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