lag far behind

US //læg fɑr bɪˈhaɪnd//

・

UK

A1 初級

phr. v.片語動詞遠遠落後

Our team is lagging far behind in the polls.

影片字幕

中國到底有多強？(How Powerful Is China?)

04:10

中國到底有多強？(How Powerful Is China?)

They’re now developing some of their own weapons, but on the whole, they still lag far behind.
他們正在自行開發一些自己的武器，但整體來說仍遠遠落後。

以色列稱將為巴勒斯坦工人接種疫苗 (Israel says it will vaccinate Palestinian workers)

02:10

以色列稱將為巴勒斯坦工人接種疫苗 (Israel says it will vaccinate Palestinian workers)

The Palestinians have received relatively few doses to date and lag far behind Israel, which has vaccinated over one third of its population in one of the world's fastest rollouts.
迄今為止，巴勒斯坦人得到的疫苗相對較少，遠遠落後於以色列，而以色列在世界上最快的推廣過程中，為其三分之一以上的人口接種了疫苗。

日本鐵路獲勝的原因 (Why Japanese Railways Win)

20:51

日本鐵路獲勝的原因 (Why Japanese Railways Win)

Parts of the development around the station, like this and this, are all owned and developed by Tokyo Corporation. This approach, to leverage real estate around stations to invest in retail and hospitality, was likely born from some necessity, and not just ingenuity, thanks to the country's Railroad Nationalization Act, which nationalized 17 of the country's 37 private railways from 1906 to 1907, when it was enacted. Part of its limitations restricted private railways from directly competing with government lines, so the private operators pivoted and looked to real estate and diversified assets in order to create revenue when building new rails. But it turns out that that technique worked tremendously well—so much so that the JRs adopted it following privatization in 1987. This happened all over the country—it happened with JR Kyushu, which quickly launched a fast food division, retail operations, and a country club. It happened here, with JR East, which owns the Gala-Yuzawa ski resort, as well as the train line that services it, dropping riders into a station that's part of the resort's main building. And it happened here, where these are just one chain of hotels that JR West owns across its network. All around the country, the JR companies have been able to find plenty of opportunities to capitalize on the real estate long owned by the railroad, but long ignored. In the case of JR West, for example, about 20% of their revenue now comes from the real estate business, allowing for diversified income streams in a traditionally concentrated sector. Japan's railways have a recipe for success—the structural reforms created companies capable of turning a profit, the real estate businesses made that profit diversified, and the network these companies inherited was such that they could run fast, frequent, reliable service at an affordable cost. But it didn't turn out to be a one-size-fits-all solution. JR Kyushu listed on the Tokyo Stock Exchange in 2016, becoming the first of the island JRs to do so, but JR Shikoku and Hokkaido still lag far behind. JR Hokkaido struggles most—subsidies account for almost half of its revenue. The population of the region is declining and ridership is decreasing as people opt for cars. As a result, train frequency is going down, creating a vicious cycle. At one point in 2019, JR Hokkaido enlisted Tokyo Corporation, with obvious interest to develop rail in the region thanks to their ski industry investments, to partner on increasing service and adding a luxury train service to the island, but so far it's only manifested in a sporadic sightseeing operation.
車站周邊的部分開發項目，如這裡和這裡，都歸東京公司所有並由其開發。從 1906 年到 1907 年，日本頒佈了《鐵路國有化法》，將全國 37 條私營鐵路中的 17 條收歸國有。該法案的部分限制性規定，私營鐵路不得與政府鐵路線直接競爭，是以私營運營商在建設新鐵路時，轉而尋求房地產和多元化資產，以創造收入。但事實證明，這種方法非常有效，以至於日本鐵路公司在 1987 年私有化後也採用了這種方法。這種情況在全國各地都有發生--JR九州也是如此，它迅速推出了快餐部門、零售業務和鄉村俱樂部。在這裡，JR 東日本擁有