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Manufacturers have to do more than build large manufacturing plants to realize economies of scale.It is true that as the capacity of a manufacturing operation rises, costs per unit of output fall as plant size approaches "minimum efficient scale," where the cost per unit of output reaches a minimum, determined roughly by the state of existing technology and size of the potential market. However, minimum efficient scale cannot be fully realized unless a steady "throughput" (the flow of materials through a plant) is attained. The throughput needed to maintain the optimal scale of production requires careful coordination not only of the flow of goods through the production process, but also of the flow of input from suppliers and the flow of output to wholesalers and final consumers. If throughput falls below a critical point, unit costs rise sharply and profits disappear. A manufacturer’s fixed costs and "sunk costs" (original capital investment in the physical plant) do not decrease when production declines due to inadequate supplies of raw materials, problems on the factory floor, or inefficient sales networks. Consequently, potential economies of scale are based on the physical and engineering characteristics of the production facilities—that is, on tangible capital—but realized economies of scale are operational and organizational, and depend on knowledge, skills, experience, and teamwork—that is, on organized human capabilities, or intangible capital.
The importance of investing in intangible capital becomes obvious when one looks at what happens in new capital-intensive manufacturing industries. Such industries are quickly dominated, not by the first firms to acquire technologically sophisticated plants of theoretically optimal size, but rather by the first to exploit the full potential of such plants. Once some firms achieve this, a market becomes extremely hard to enter. Challengers must construct comparable plants and do so after the first movers have already worked out problems with suppliers or with new production processes. Challengers must create distribution networks and marketing systems in markets where first movers have all the contacts and know-how. And challengers must recruit management teams to compete with those that have already mastered these functional and strategic activities.
【OG20-P428-530题】
In the context of the passage as a whole, the second paragraph serves primarily to
我有更好的解析 
暂无雷哥网文字解析
文中第二段主要说明了无形资本的重要性，而无形资本在第一段末句有了铺垫
A正确，第二段提供了一个例子，即资本密集型行业中的生产商，来论证第一段提出的无形资本的重要作用
B错误，第二段未评价不同的策略
C错误，undermines不对，第二段并没有削弱第一段的观点
D错误，第二段没有预测可能会针对第一段提出的反对意见
E错误，没有提到potential dangers
1. 作用题
A. 以资本密集型产业为例，论证第一段结尾的结论。
B. 没有提出各种策略
C. 第二段是对第一段的支持，不是削弱
D. 不存在反对
E. 不存在潜在危险
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2021-05-09 16:54:54
不是说例子是不能说明例子的吗
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2019-08-23 09:26:58
第二段第一句变说明了无形资产的重要性，后面举实例，解释了受影响因素和如何做， 整体来看就是为第一段的内容进行support A举例+support 正确 B评估战略 未涉及战略层面 C介绍+削弱 未涉及削弱 D预测+削弱 未涉及削弱和预测 E证明潜在危害 未涉及潜在危害
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2018-12-25 16:03:58
主体与客体对应
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2018-05-17 05:32:41
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