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so much so
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A2 初級
phr.片語到如此程度
The cake was delicious, so much so that I had two slices.
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想去德國留學嗎？想當德國的國際學生這些事情你應該要知道！ (Studying in Germany: What international students should know | Germany In A Nutshell)
- Personally, I loved studying in Germany. So much so that I decided to move here permanently!
個人而言，我喜歡在德國學習。事實上，我喜歡到打算永久定居在這！
遠距工作的黃金時代已經過去了嗎？ (Is The Golden Age Of Remote Work Over?)
- to change its tune on remote work, so much so that some firms
對遠程工作的態度有所改變，以至於一些公司
30 部大受歡迎、不得不取消續集的電影 (Top 30 Movies That BOMBED So Hard They Had To Cancel The Sequel)
- Dreamworks thought they'd struck gold with this book series, so much so they fast-tracked development on a sequel before I Am Number Four even hit theaters.
夢工廠認為他們在這套書中挖到了金礦，以至於在《我是第四號》上映之前就加快了續集的開發。
不要只會說 Happy！十種表示開心的片語！(Top 10 Happy Expressions in English | English Vocabulary & Idioms Lesson With Anna English)
- Now tickled pink means that you are just extremely pleased about something; you've had some good news, and it's made you feel very, very happy so much so you have a big smile on your face like you've been tickled.
眉開眼笑的意思是你對某事感到非常高興。你得知一些好消息，這讓你感到非常快樂，快樂到讓你臉上揚起一個大笑容，就像是被搔癢一樣。
美國移民海關執法局（ICE）探員Cosplay扮流氓警察 | Pete Hegseth既沒膽也俗仔 (ICE Agents Cosplay As Rogue Cops | Pete Hegseth Has Neither Guts Nor Balls)
- So much so that last night, Mayor Karen Bass lifted the curfew in downtown LA, saying that the curfew had been a success and had helped protect stores, restaurants and residents from bad actors.
以至於昨晚，市長凱倫-巴斯（Karen Bass）解除了洛杉磯市中心的宵禁，並表示宵禁取得了成功，幫助保護了商店、餐館和居民免受壞人的侵害。
東京一家日式火燒拉麵店的櫃檯後面 (Behind the Counter at a Japanese Fire Ramen Shop in Tokyo)
- This is behind the counter at a Japanese fire ramen shop So i've been looking for a fire ramen spot in tokyo for quite some time And I finally found one that I can share with all of you You all know I love everything spicy so much so that I even have my own hot sauce paolo from tokyo premium Kaminari hot sauce.
這是在一家日本火拉麵店的櫃檯後面，我在東京尋找火拉麵店已經有一段時間了，終於找到了一家可以與大家分享的店。
日本鐵路獲勝的原因 (Why Japanese Railways Win)
- JRs had to genuinely, effectively reform. And they certainly did. Bureaucratic bloat was quickly fixed. 90,000 redundant employees were removed, largely through transfer offers to other jobs in the public and private sectors. Prior to privatization, there was one employee for every 311,000 miles or 510,000 kilometers traveled by passengers. After, it was up to 897,000 miles or 1,443,000 kilometers. And despite the cuts in headcount, service actually improved. The frequency of service, on average, increased, serious accidents halved, and improvements were made to stations and rolling stock. Financially, things improved too—the revenue-to-cost ratio went from 0.771 to 1.167, meaning, on average, the train companies were earning an operating profit thanks to a combination of cost reductions and revenue increases. And this wasn't thanks to heavy government subsidies—subsidies were far lower, overall, than prior to privatization—nor was it thanks to fare increases—the rate of increase actually slowed significantly relative to prior to privatization. Perhaps the primary confounding variable was the fact that Japan's economy was in a boom throughout much of the period immediately post-privatization, so there was plenty of demand for rail travel. But all in all, the process worked. So much so that, as soon as JR West, Central, and East hit the required five-year mark, they began the process of listing on the Tokyo Stock Exchange. Through the sale of shares, the JNR Settlement Corporation generated revenue that was used to pay down its debt, while the JRs were also profitable enough to start buying the Shinkansen network from the Shinkansen Holding Company, further generating revenue for the Settlement Corporation. But beyond the reforms on the rails and in company structure, there was another crucial change that allowed the JR companies to flourish.
JR 必須進行真正有效的改革。他們確實做到了。官僚機構的臃腫很快得到了解決。9 萬名冗餘員工被裁撤，主要是通過調任到公共和私營部門的其他工作崗位。私有化之前，乘客每行駛 311 000 英里或 510 000 公里，就有一名員工。私有化後，這一比例上升到 897 000 英里或 1 443 000 公里。儘管削減了人員，但服務卻得到了切實改善。平均班次增加了，嚴重事故減少了一半，車站和車輛也得到了改善。財務狀況也有所改善--收入與成本的比率從 0.771 上升到 1.167，這意味著，在降低成本和增加收入
- 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