• Agenda
  • Initiatives
  • Reports
  • Events
  • About
    • Our Mission
    • Leadership and Governance
    • Our Members and Partners
    • Communities
    • History
    • Klaus Schwab
    • Media
    • Contact Us
    • Careers
    • World Economic Forum USA
    • Privacy and Terms of Use
  • EN ES FR 日本語 中文
  • Login to TopLink

We use cookies to improve your experience on our website. By using our website you consent to all cookies in accordance with our updated Cookie Notice.

I accept
    Hamburger
  • World Economic Forum Logo
  • Agenda
  • Initiatives
  • Reports
  • Events
  • About
  • TopLink
  • Search Cancel

Report Home

  • Report Highlights
  • Competitiveness Rankings
  • Interactive Heatmap
  • Competitiveness Dataset (XLS)
  • Blogs and Opinions
  • Top 10 Infographics
  • Videos
  • Press Releases
  • [ — Divider — ]
  • Preface
  • Chapter 1.1 Reaching Beyond the New Normal: Findings from the Global Competitiveness Index 2015–2016
    • Introduction
    • Methodology
    • The Global Competitiveness Index 2015–2016
    • Results overview
    • Country highlights
    • Conclusions
    • References
    • Box 1: The Inclusive Growth and Development Report
    • Box 2: The Case for Trade and Competitiveness
    • Box 3: The most problematic factors for doing business: Impacts of the global crisis
    • Box 4: China’s new normal
    • Appendix: Methodology and Computation of the Global Competitiveness Index 2015–2016
  • Chapter 1.2 Drivers of Long-Run Prosperity: Laying the Foundations for an Updated Global Competitiveness Index
    • Introduction
    • What competitiveness is and why it matters
    • Institutions
    • Infrastructure and connectivity
    • Macroeconomic environment
    • Health
    • Education
    • Product and service market efficiency
    • Labor market efficiency
    • Financial market efficiency
    • Technological adoption
    • Market size
    • Ideas ecosystem
    • Ideas implementation
    • Conclusions
    • Bibliography
    • Appendix A: Measurement of Key Concepts and Preliminary Index Structure
    • Appendix B: Acknowledgments
  • Chapter 1.3 The Executive Opinion Survey: The Voice of the Business Community
    • Introduction
    • The Survey in numbers
    • Survey structure, administration, and methodology
    • Data treatment and score computation
    • Conclusions
    • Box 1: Example of a typical Survey question
    • Box 2: Insights from the Executive Opinion Survey 2015
    • Box 3: Score calculation
  • Competitiveness Practices
  • FAQs
  • Partner Institutes
  • Downloads
  • Competitiveness Library
  • About the Authors
  • Contact Us
Global Competitiveness Report 2015 Home
  • Report Home
  • Report Highlights
  • Competitiveness Rankings
  • Interactive Heatmap
  • Competitiveness Dataset (XLS)
  • Blogs and Opinions
  • Top 10 Infographics
  • Videos
  • Press Releases
  • [ — Divider — ]
  • Preface
  • Chapter 1.1 Reaching Beyond the New Normal: Findings from the Global Competitiveness Index 2015–2016
    • Introduction
    • Methodology
    • The Global Competitiveness Index 2015–2016
    • Results overview
    • Country highlights
    • Conclusions
    • References
    • Box 1: The Inclusive Growth and Development Report
    • Box 2: The Case for Trade and Competitiveness
    • Box 3: The most problematic factors for doing business: Impacts of the global crisis
    • Box 4: China’s new normal
    • Appendix: Methodology and Computation of the Global Competitiveness Index 2015–2016
  • Chapter 1.2 Drivers of Long-Run Prosperity: Laying the Foundations for an Updated Global Competitiveness Index
    • Introduction
    • What competitiveness is and why it matters
    • Institutions
    • Infrastructure and connectivity
    • Macroeconomic environment
    • Health
    • Education
    • Product and service market efficiency
    • Labor market efficiency
    • Financial market efficiency
    • Technological adoption
    • Market size
    • Ideas ecosystem
    • Ideas implementation
    • Conclusions
    • Bibliography
    • Appendix A: Measurement of Key Concepts and Preliminary Index Structure
    • Appendix B: Acknowledgments
  • Chapter 1.3 The Executive Opinion Survey: The Voice of the Business Community
    • Introduction
    • The Survey in numbers
    • Survey structure, administration, and methodology
    • Data treatment and score computation
    • Conclusions
    • Box 1: Example of a typical Survey question
    • Box 2: Insights from the Executive Opinion Survey 2015
    • Box 3: Score calculation
  • Competitiveness Practices
  • FAQs
  • Partner Institutes
  • Downloads
  • Competitiveness Library
  • About the Authors
  • Contact Us

Market size

Share

Historically, the size of an economy has coincided with its domestic market. However, in a globalized world, a country’s market may or may not coincide with its political borders. Market size is therefore defined as a combination of country size and foreign markets.

Economic research, in line with the current GCI, suggests two ways through which market size affects productivity: economies of scale in production and incentives for innovation.

In general, market size produces efficiency gains by allowing for specialization—an idea that remains as true today as when Adam Smith proposed it in 1776. Furthermore, large markets can take advantage of economies of scale in the production of goods and services. Public goods tend to have high fixed costs and low marginal costs, and consequently the per capita cost of services such as justice, defense, and infrastructure decreases in places where a greater number of taxpayers pay for them.93 Similarly, firms may also attain increasing returns to scale that enable them to produce more output with proportionally less input by using larger and more efficient capital equipment.94 As argued by Balassa (1967) and Kravis (1971) and modeled by Krugman (1979), economies of scale play a crucial role in explaining the postwar growth in trade, since extending the market through trade allows exploitation of economies of scale in production.95

The second driver of productivity is perhaps even more important: larger markets create substantially bigger incentives for generating new ideas. Larger stocks of resources increase the likelihood of finding new ways to use those resources, and a single idea can make more profit when it is sold in larger markets.96 On the same note, larger markets create positive externalities in the accumulation of human capital and transmission of knowledge because of increasing returns to scale embedded in technology or knowledge creation.97

93
93 See Alesina et al. 2005b.
94
94 In other words, the cost of a producing one additional unit of output diminishes when the total amount of production increases. Economies of scale are often productivity enhancing; however, for sake of completeness, it is sometimes possible to attain diseconomies of scale. This happens when the marginal cost of production is higher than the average cost, in which case there is a trade-off between the size of the economy and its efficiency.
95
95 Similarly, Matsuyama 1991 models industrialization by considering a manufacturing sector subject to increasing returns.
96
96 Romer 1996 uses US time series to show that techniques of mass production emerged in the United States in the first half of the 19th century. He chose the United States because the larger market and larger stocks of resources create substantially bigger incentives for discovering new ways to use the resources.
97
97 Jones 1999 shows that, because ideas are non-rivalrous and can be used for each unit simultaneously, the total production of new products (i.e., novels, computer games, and automobiles) is characterized by increasing returns once the fixed cost of creating the idea is taken into account. A similar concept is also presented by Lucas 1988 and Grossman and Helpman 1991.
Back to Top
Subscribe for updates
A weekly update of what’s on the Global Agenda
Follow Us
About
Our Mission
Leadership and Governance
Our Members and Partners
The Fourth Industrial Revolution
Centre for the Fourth Industrial Revolution
Communities
History
Klaus Schwab
Our Impact
Media
Pictures
A Global Platform for Geostrategic Collaboration
Careers
Open Forum
Contact Us
Mapping Global Transformations
Code of Conduct
World Economic Forum LLC
Sustainability
World Economic Forum Privacy Policy
Media
News
Accreditation
Subscribe to our news
Members & Partners
Member login to TopLink
Strategic Partners' area
Partner Institutes' area
Global sites
Centre for the Fourth Industrial Revolution
Open Forum
Global Shapers
Schwab Foundation for Social Entrepreneurship
EN ES FR 日本語 中文
© 2021 World Economic Forum
Privacy Policy & Terms of Service