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Game Tycoon C348 Strategies for the impending event
🕑 Added 2024-01-12 18:13:16 +0000 UTCThe video games "StarCraft" and "Fallout" have it's advertised as a small banner in the KP Software, further making people aware of the video games that were about to be released on January 20, 1997.
Online gamers were booming in popularity at the end of 1996, and if there were functions such as chatting, the online gamers were definitely having a competition of words in video games such as "Doom" or "Quake"...
In Tokyo, Japan.
In KiShin Rules Headquarters, in the Chairman's office.
Shin was currently reviewing the financial report of his company on the computer, and although the report was very positive, Shin wasn't wearing any smile.
Instead, Shin felt a profound sense of solemnity, and the reason for this was the 1997 Asian Financial Crisis.
It was looming, and Shin knew that many businesses and civilians in the Asian region would be severely affected.
Shin was already taking steps to safeguard his company from the crisis, perhaps even turning a small profit from it.
During this period, Shin implemented financial monitoring systems to detect early signs of economic instability. In this parallel world, Shin was unsure when the crisis would occur or if it would start on the same date as in his previous life; he couldn't be certain.
Fortunately, KiShin had already achieved global market expansion, reducing dependence on a single region. This allowed the company to tap into different economic conditions and consumer bases.
KiShin also initiated the development of adaptable marketing strategies to respond to changing economic conditions, ensuring effective promotion even in the face of a financial crisis. Additionally, the company established flexible supply chain strategies, guaranteeing access to resources and components even if traditional supply chains were disrupted during the crisis.
Shin diversified KiShin's portfolio by entering business sectors historically resilient during economic downturns, creating a diversified revenue stream.
He also diversified his personal investments across asset classes, including stable currencies and precious metals. Shin's plan involved leveraging his knowledge of impending market turmoil, allowing KiShin to invest in companies and sectors expected to be less affected or even benefit from the crisis—such as healthcare, domestic consumer staples, or companies in less exposed regions. This diversification acted as a hedge against losses in other parts of the portfolio.
With Shin's insight, he could identify undervalued assets or distressed companies during the crisis, enabling KiShin to make opportunistic acquisitions at bargain prices. This strategic approach could lead to long-term advantages for the company.
Indeed, Shin was contemplating short selling—identifying companies and industries most vulnerable to the crisis based on their financial exposure to Southeast Asia and reliance on exports. KiShin could strategically short-sell their stocks before the crisis hits, profiting from their subsequent decline in value.
However, short-selling entails high risks, demanding careful timing and execution. In this parallel world, Shin couldn't be certain it would unfold exactly like in his memory of his previous life.
Regardless, knowing the crisis was imminent allowed Shin to develop contingency plans, secure additional funding, and implement early cost-cutting measures, mitigating potential damage.
If the 1998 Financial Crisis unfolded and struggling companies emerged in the video game industry, KiShin could strategically offer financial support or partnerships to those in its own industry or key suppliers. This would strengthen KiShin's network and potentially lead to acquiring valuable assets at a discount later.
With Shin's knowledge guiding KiShin, they could navigate the turbulent markets during the crisis. Identifying advantageous investment opportunities as markets fluctuate, they could adjust their strategies accordingly.
Shin meticulously arranged everything, confident that KiShin would be effectively shielded, and his personal assets of billions would remain unscathed, unlike the economic struggles that caught him off guard in Japan a few years ago.
With Shin's connections to the Japanese Government, in the event of the 1997 Asian Financial Crisis officially beginning, KiShin or Shin could propose an appropriate policy to address the crisis.
The Japanese government has nurtured close relationships between the government and large corporations, known as "keiretsu." These relationships involve mutual support and cooperation, with the government providing subsidies, loan guarantees, and regulatory support, while corporations contribute to economic growth and employment.
Although KiShin wasn't on the "Keiretsu" level yet, Shinro Suzuki, hailing from the Suzuki family, was a part of a Keiretsu. Additionally, he had royal blood in him, courtesy of his mother's lineage from the royal family.
The government's relationship with KiShin or Shinro Suzuki has been favorable, given his background. Moreover, KiShin, his company, has been contributing to Japan's economy. Consequently, no government officials are likely to mistreat Shinro Suzuki. In fact, Shin's level of relations with officials and the government surpasses even that of his brothers, who have been part of the family business "Suzuki Group" for a longer period than Shin.
The Japanese government is known for its complex and sometimes opaque regulatory environment.
KiShin also frequently employs dedicated teams or lobbyists to navigate regulations and maintain positive relations with government agencies.
While Shin contemplated his government relations, his thoughts shifted to SamStar Group.
According to Shin's intel, SamStar was planning to terminate its joint partnership with KiShin once KiShin had fulfilled its purpose. Despite KiShin retaining ownership of the technologies developed for the cellphone in collaboration with SamStar, allowing KiShin to sell similar flippable phones post-partnership, SamStar was confident in its research ability. They were determined to innovate their own flippable cellphone and compete directly with KiShin, aiming to emerge victorious in this competition.
Shin wasn't overly concerned about SamStar's plans. After all, KiShin derived substantial benefits from SamStar's technologies. In fact, if his memory served him correctly, during the 1997 Asian Financial Crisis, that South Korean conglomerate would incur significant losses. This fate would be shared by other South Korean conglomerates that would later make significant strides, such as Hyun-Motors and LG in this world.
Shin could simply acquire shares when they were low and struggling. By becoming a significant shareholder, KiShin could potentially gain access to a portion of their technologies as well.
Comments
Sleepymoonfox
Sony*
Sleepymoonfox
He could do a song and make his own phones
