Going Into the World!

Established business in Europe last summer was fairly favorable. Later in the summer, they converted the fire-control centre set up in Munich into a power management centre and expanded their network into a nationwide business.

The fire-control center that was built to put out the fire at the foot was only $600 million, but it cost more than $5 billion to install a smart grid power management system across Germany. In Johnston Europe, he won the first $2 billion commission.

Another unexpected thing was the 'Domino's Award'. The European continent's power grid is wired like a spider web. The construction in Germany, of course, was linked to neighboring countries such as Switzerland, Italy, France and Spain. Following this spider silk, there are no countries that are not covered, but they are already connected to Eastern European countries. It was very good news.

In the first year of European offices, revenue was generated in Germany alone, including $2.6 billion in energy and $1.6 billion in other neighboring countries.

Combined with $12 billion in Johnstone Media revenues from Kirch Media, Johnstone Europe's annual revenues amounted to $15.6 billion, making it a pretty big business on its own.

This is not the only job in Johnston Europe. Libyan oil business, which started in Q4 last year, will also be responsible, with revenue of at least $20 billion.

Originally, there were many opinions on Johnstone energy based in the United States, covering relevant sectors such as' gas petroleum power ', since most companies have such structures.

However, I have implemented region-specific responsibilities in accordance with my claim to 'Risk Distribution Theory'. The work in Europe is left to the European president, Mr. Karls.

Despite the addition of energy sectors, the main business is still the media sector. Johnstone Media, under Johnston Europe, is a contingent following Bethels Bay, Europe's largest media corporation with $20 billion in revenue, and is planning aggressive investment in Eastern Europe.

In fact, the business of Johnstone Media and Johnstone Entertainment may be better integrated in many areas, including TV and film, cable and satellite businesses, but it has also been decided to operate as a separate entity with concerns about 'Risk Distribution Theory' and 'Antitrust Law'.

Johnstone Entertainment has already gone berserk in all areas of American music, film and cable business, and has continued to grow in the past year.

Johnstone music, which dominates 40% of the record market, attracts singers and producers like the Black Hole. It is called 'The Great Red Chipmunk,' and it is used to find good and reliable records. This was my reputation in addition to the company's generous policy.

I think I have a younger, cleaner image than my fellow record presidents, and I have expectations of the Johnstone Group's talents and connections.

As a quick example, the Johnstone Group now operates a 'wind' miway between Johnstone cables, the largest cable company in the United States, so you can see who can do better with a little head.

With strong funding from the parent company, Polygram Movie quickly grew, hitting 'Road of the Ring' and 'X-Man 2' last year, quickly gaining third place behind 'Warner Brothers' and 'Disney Company'.

Here, the distribution of 'Finding Nemo' assisted by the junk type Pixar also demonstrated her skills in the distribution market.

Last year I continued to use the name Polygram because I was out of the top 10 in the industry, but now I've changed to Major Movie Company, so I've changed to 'Johnstone Pictures' from this year onwards.

Another axis of Johnstone entertainment, Johnstone Cable acquired 25 million subscribers by acquiring additional enhanced services, programs and small and medium cable companies. I have now lowered and dropped my comcast with 22 million subscribers to the top.

In addition to the number of subscribers, the content became more faithful. After being naked, Turner continued to expand his channel, and he already had six reality shows, music, movies, kids and two local news stories.

Turner went around showing off his business talents that had been suppressed in the Times Warner.

In the past, when I was a 'Fire Lord', I laughed in front of him because I was afraid of his temper, but in the end it was not very good, but things are different now. With the Johnstone group in the background, you can't move past the good stuff like you used to.

The funny thing is that Turner's 'flinching' nature is helping the negotiation quite well. The type of person who is most afraid of rational people is the one who can't communicate.

This type of Turner has strong charisma as well as strong self-assertion. No matter how valuable the negotiating talent may be, it doesn't matter. In the end, it is said that you will yield one step. What I have seen so far is that perhaps the secret to our previous success lies in 'tannicism.' Just push.

Finally, the biggest change in the field of gaming. In addition to Bungee Soft, new personnel are pouring in. It's the merger with Blizzard.

Blizzard's parent company is Tamjanasah, a state enterprise that has been taking up trash and sewers for 150 years since it was founded in 1853.

It was only in '98 that I changed my name to Bevendy and turned it into an entertainment company, but I later exported the business separately.

The only one who's strong here is smart-ass Adr Bronffman. Again, Adga, the successor of Sigram, a brewing company founded in 1857, has been an entertainment entrepreneur since '95 with an interest in movies and music, acquiring universal studios, polygrams and MCA records.

Perhaps they are the same, after selling the business completely and focusing on entertainment, it was ruined in five years. It eventually merged with Vivendi, but it is now the largest shareholder of Vivendi.

An exquisite combination of trash and liquor operators! What's the result?

Ding, ding, ding!

In 2002, Vivendi recorded a gross deficit of $2.3 billion, transformed a stable garbage business into an entertainment company, and kicked out the CEO who merged with the former liquor company.

However, the newly recruited CEO is not able to do anything quickly. More than half of Blizzard's businesses had to be organized in order to capture enormous deficits and defeat shareholders' repudiation, at which point he was reborn as a subsidiary and independent with a $4 billion grant to the parent company.

It was last fall that Blizzard contacted Johnston Consulting. I was going to offer a huge amount of multi-online gaming and asked if I could partner with Johnston Consulting and Technology.

At first, he thought it was very surprising. Although it was a breakup in exchange for the parent company's debt, Blizzard was doing well because he didn't have to reach out to the large corporation first. On this floor, a $4 billion debt was not a good reason to have a good view.

It turned out that the Johnstone Group was also interfering with Blizzard's business. Almost 30,000 people have been hired in the last three years, so the talent's seeds have dried up nearby.

Especially since the Johnstone group's server segments have surpassed one million, and are now aiming for 1.5 million, there are a few online and network segments.

Talents supported the powerful power of Thomas' self-proclaimed server club and the state-of-the-art network of intelligent people as butterflies found flowers.

In Blizzard, we tried to build a large-scale system that could withstand more than 5 million users, but it was hard to find the right people, and even with diarrhea, we felt the pressure of time to build our own. What came to mind was the group of emperors in this area that Zata recognized. It's only a short distance away.

To serve 5 million people, you need at least 50,000 servers. And I haven't had this much experience yet. Of course, Johnston Consulting was able to make this easy and predict more than six months ahead of Blizzard's real-time play and support service plan, as many of the online geniuses were on their feet. At this point, it was a merger.

After several underwater negotiations, he decided to invest $3 billion in Johnstone Entertainment and acquire 80% of Blizzard's shares. This condition was also quite good for Blizzard. Moheim, the largest shareholder and president, had 20% stake in the company and allowed it to continue to operate as an integrated company.

With the full defensive support of the Johnstone Group, he has set the stage for a bolder strategy - not just 5 million - but 10 million.

It was not long before music, movies, cables, and games were established, but Johnstone Entertainment was the largest in the Johnstone Group.

Johnstone Music, $12 Billion

Johnstone Pictures, $7 Billion

Johnson Stone Cable, $50 Billion

Johnston Blizzard, $1.5 Billion

Annual revenues of Johnstone Entertainment: $70.5 Billion

With revenues exceeding $7 billion, I now feel I need to buy myself a body, and adding European Johnstone media to that could be self-inflated.

Now, if Johnstone media revenues are less than $12 billion, but expansion plans to the Eastern Europe and Russian markets etc. are successful, sales will exceed $20 billion in two years. If so, the media and entertainment business under Johnston Group will be posted on a total of $100 billion, including the Wall Street Journal.

This situation will help internally, but Johnstone Entertainment and Johnstone Media have decided to draw the line. There's nothing wrong with being careful.

'There won't be any more quarrelling now. Huhu.'

I felt very good. Not only the size of the sales, but also the content of it, where you can write the title 'The World's Greatest and Largest Media Company'.

Previously, when I mentioned Johnstone Entertainment in a newspaper, I wrote "The World's Largest Media Company," and another company complained and revised it to "One of the World's Largest Media Companies."

Now we've just put aside $42 billion in revenue and $30 billion in time. Time Warner, once a wall, is no longer a big deal. It's intense.

It is still dominant despite the $45 billion turnover of 'Comcast Cables', which is only a part of the cable business and is somewhat lacking in '(comprehensive) media groups’.

If you combine the Johnstone media, which is an overseas sector like any other company, the difference would be a double score. I grew up a lot.

However, I felt good, but the back of my head itched for no reason. I heard that the stones originally came true... What are they going to do...?

Artwork Reviews

The sales in the text are based on actual company data.

First of all, in 2003, Universal Music, which had an approximate 32% share of record companies, sold at $6 billion, while Johnstone Music had a 40% share of J-Tunes, making it $12 billion.

Again, Sony Pictures revenues in 2003 were 6.7 billion dollars. Beyond that, Johnstone Pictures is worth seven billion dollars.

The cable business now has over $60 billion in revenue from Comcast. With over 25 million subscribers already in Adelphia, six channels, and a range of content from Johnstone music and Pictures, $50 billion in revenue is easy.

Finally, Blizzard's 2002 revenue was 750 million dollars, bringing in 2003 revenues to one billion dollars. That's 1.5 billion dollars, including 500 million dollars of street address software.

In fact, since its acquisition in Vivendi in '98, Vivendi has been operating as an Activity Blizzard since 2007.

A little while ago, in July 2013, I gave $8 billion to my parent, Vivendi, and I was reborn as an independent company.

Does anyone know that Blizzard's parent company, a game producer that many of you play, was actually a major junk and booze company?

By the way, there are 13,250 servers in the September 2009 newspaper. It was in late 2004 that Blizzard first authorized its multiservice, and there were a lot of trial and error. Don't you worry about that anymore? There is the god of the server, Thomas.