Create Your Own Company Challenge
- Thread starter Otakuninja2006
- Start date
Allow me to take a stab at this, elaborating the Stewart-Matori lore a bit further:
Plastimatori
AKA: Plastipaint Matori Belgium, Plastimatori Portugal-Belgium, PMB games, PMB
AKA: Plastipaint Matori Belgium, Plastimatori Portugal-Belgium, PMB games, PMB
Established: 1975
Headquarters: Tienen, Belgium
Employees: approximately 100 (Belgium), 1000 (Donana, Portugal), approximately 400 independent salespeople.
Industries: hobby paints, plastic models, wargames, role playing games
History:
Current range:
- Plastimatori model paints
- Plastimatori UV Putty
- Orks Vs. Martians Miniature Engine/ Orks Vs. Martians Miniature Armies
- Sky Racers Miniature rules/Sky Racers Miniature planes/Sky Daredevils RPG
- All Out Pirates Miniature Rules/All Out Pirates Fleet Models/All Out Pirates Skirmisher models/All Out Pirates, the RPG (AKA, the NOT ONE PIECE Series)
- PMB plastic scale models
- Plastimatori Paint your cars / Plastimatori Paint your Knights
- Original Orks Versus Vikings
- Spitfire Air Combat miniature rules/ Spitfire Air Combat miniatures
The town of Tienen in Belgium was until recently known for two things: its sugar mills and it's large military base. Although most of the army men were drafted recruits being put through basic training, the city itself also housed several high- and middle-tier well-paid military families. Together with several high- and middle-tier engineers from the mill this made for a pretty well-established prospering middle class. So it is no wonder that in the 1970's the craze for building plastic models of famous fighter planes, warships and tanks was particularly big in the area. And of course, this being the seventies, no one spared a thought on the fact that most of the paint for the models, was lead-based.
At that time Steven Vanhove was employed as a food chemist at one of the sugar plants. In particular his job was to test samples from all the batches of sugar for toxins and foreign materials. He was also an avid model builder and even has a side business making custom plastic parts for dioramas. Some say he became aware the lead paint was a problem when he left one of his models in his work bag and found that just the rub-off from the paint would be visible in his food samples. Some say one day he saw his kid using the heavily lead-based paint to repaint his chipped Matchbox toy cars. Anyway, Vanhove found he had a problem.... And he started looking for a solution. Somehow this brought him to Canada where he found a certain Catherine Stevenson was creating child-safe acrylic paint. Again sources differ on wether he got Stevenson to tweak her paint formula to make it suitable for plastic models, whether she already was developing such paint herself or whether she has made such paint as part of her previous experiment and just had the formulas laying around in her lab journals. Whatever it was, Vanhove returned from Canada as general importer of the new Stewart-Matori plastic paint, got his father-in-law to round up a group of investors and started the bombastically named N.V. Plastimatori (Those were the seventies after all)
Although the paints were twice as costly as their Heller and Humbrol lead-based counterparts, the fact of them being child-safe proved to be a huge selling point. To press home the point, Plastimatori started offering paint sets especially to kids with blanc plastic toy cars to paint. Then followed paint sets with blanc plastic knights, blanc plastic cow-boys and for the girls blanc plastic jewelry beads and dollhouse furniture (What do you want, those were still the Seventies).
by 1980, the company expanded to building a paint and plastic factory in Portugal (which was at that time still considered a low-wage country) and before too long the it would flood the market with miniature cars and miniature figurines. For a while they even tried to break into the market for plastic miniature airplane kits....
Then the market collapsed. The model builders of the 1970's were slowly aging out as the market grew more specialized and expensive and without cheap entry models, the new generation of geeky kids would rather program computers or play Dungeons and Dragons. However, Dungeons and Dragons proved to be Plastimatori's savior because it soon became apparent that the old paint-your-own-knight sets, even after being discontinued in 1982, were still in high demand with D&D enthusiasts. And so we're the tables, sofas and trunks from the paint-your-own-dollhouse-furniture line. (Although repainted as altars, thrones and treasure chests respectively). So in 1985, Plastimatori was back in business with a like of fantasy knights, rogues, dwarves and Orks and a race that for copyright reasons just was called 'Small Farmfolks'. As the D&D craze was soon followed by a renewed interest in wargames, Plastimatori followed suit with a range of 1/144 WWII fighter planes and a rulebook for simulated Battle-Of-Britain dogfights, soon to be followed by a rudely crafted rulebook for battle with the large fantasy figurines. Although since surpassed by later editions, the booklet is still considered a classic.
Thus Plastimatori survived the Eighties and Nineties and has since found a niche in the roleplaying and gaming community. Today its main products are still the toxin-free model paint, followed by a range of products for model and miniature builders however it is mostly known for its range of fantasy and wargame rulesets and miniatures, most famously its 'Orks Vs Martians' ruleset and accompanied list of miniature armies featuring not only Orks and knights but as the name implies also Martian Saucerfolk, ancient Egyptians, cat people and outlaw bikers. However up to now the company steadfast resisted to put in any undead or vampire armies. Likewise in 2012, the Spitfire line of air force miniatures was discontinued and replaced with a game of 1930's air race and record planes with a simple streamlined ruleset that focused on flying and racing rather than shooting. Although there still is demand for the original Spitfire Dogfight rules, model builders-yes, they are still around, just a couple of years older- loved the accompanying line of 1/144 racing aircraft and it's 1/48 luxury counterparts. Especially after the Air Racer RPG expanded the scope to include various 1930's record breaking planes not directly associated with air racing.
Today PMB games is mostly known for its 'All Out Pirates' miniature sailing ship battle games, the larger boarding/skirmish games and the 'All out Pirates RPG' or as the gaming community is always keen to point out: the 'Not The One Piece Pirate Game'
Go ahead, I like seeing people riff off the ideas I come up with.
Nice 🙂
Cambrian Sciences
Established: January 2nd, 2000
Headquarters: San Francisco, California
Employees: 500 (including 20 test subjects)
Industries: Science and Technology
History:
The day after the ball dropped, it turned out that the Y2K bug had not wiped out all technology. This made a lot of people very happy, but it also resulted in the formation of Cambrian Sciences, a well-known science group bent on changing how and where people live. It was built on the backs of five men and women, who were eager to change the world for the new millennium.
Today, they are most well known for creating the Deep Six, a liquid gel pill that, when ingested, allows the person to breathe underwater for a full week, complete with immunity to depth pressure. Not only does this "gill pill" revolutionize underwater exploration, it's also very beloved by aquaphiles across the globe. As a matter of fact, the Weeki Wachee location in Florida has been turned into a giant gift shop since Deep Six was invented, patented, and sold, now that their means of gaining followers has been made widespread.
(slightly related to The Indrema Revolution, it's a fictional company from a franchise ITTL)
International Mad Scientist Association
Established 1818 in Noel Rock, ME
IMSA is the largest mad scientist association in the world. Its current CEO is Dr. Leonard Samson. Despite its main HQ being in the small town of Noel Rock, Maine, it has offices in nearly every continent. Their rivals are V.I.L.E. (Villianous International League of Evildoers), owned by another mad scientist, Dr. Seth Asmodeus. The scientists are known for their crazy schemes, like inventing new creatures, potions, or making robots. Their most (in)famous invention is the Sentientsizer®, a machine that turns anything sentient. It's most notorious for a side effect where the objects revolt against people.
International Mad Scientist Association
Established 1818 in Noel Rock, ME
IMSA is the largest mad scientist association in the world. Its current CEO is Dr. Leonard Samson. Despite its main HQ being in the small town of Noel Rock, Maine, it has offices in nearly every continent. Their rivals are V.I.L.E. (Villianous International League of Evildoers), owned by another mad scientist, Dr. Seth Asmodeus. The scientists are known for their crazy schemes, like inventing new creatures, potions, or making robots. Their most (in)famous invention is the Sentientsizer®, a machine that turns anything sentient. It's most notorious for a side effect where the objects revolt against people.
EuroStahl Automobilgruppe AG (ESAG AG)
EuroStahl Automobilgruppe AG (ESAG AG) is a German-Luxembourgish EuroKombinat founded in 1991 after the merger of the German Mercedes Vauxhall AG with the Luxembourgish heavy industrial giant ARBED headquartered in the Rhine-Ruhr MegaKomplex, Federal Republic of Germany. Described in the business press of the time as a merger of equals, the maneuver created perhaps the first true inter-European Community business venture. ESAG operates in a variety of sectors from car manufacturing (it controls famous brands like Mercedes-Benz which creates a large family of vehicles which includes both personal transport as well as heavier trucks, the electric car pioneer VoltWagen, Aston Martin, Valkyrie, a consolidation of several luxury brands like Rolls-Royce, Jaguar and Bentley, Maybach) to shipbuilding in Belgium and the Netherlands, an aerospace branch, financial services, leasing services and several joint ventures with foreign companies.History
i)Parallel development
The first half of what would become ESAG AG, Mercedes-Vauxhall would be created through a document known as ‘The Agreement of Mutual Interest’ signed on 1 May 1924 between the companies known as Benz & Cie. and Daimler Motoren Gesellschaft. The agreement would lead to an official merger two years later under the official name Daimler-Benz AG and the brand name of "Mercedes-Benz". The inclusion of the name Mercedes in the new brand name honored the most important model series of DMG automobiles, the Mercedes series, which were designed and built by Wilhelm Maybach.
Across the border, the other half of ESAG, Aciéries Réunies de Burbach-Eich-Dudelange better known by its acronym ARBED was created in 1911 after the merger of three smaller steel-producing companies of various controlling interests, both German (at the time Prussian) and Luxembourgish as the two countries had maintained close cross-border economic relations at least since the 1850s. A variety of companies with shared interests as well as joint executive personnel would be formed and the increasingly complicated nature of the international steel trade would lead to the need for a merger which took place in 1911.
During World War II, Daimler-Benz AG was quite active in the German War Effort. It was responsible for producing a notable series of engines for German aircraft, tanks, and submarines. Its cars became the first choice of many Nazi, Fascist Italian, and Japanese officials including Hermann Göring, Adolf Hitler, Benito Mussolini and Hirohito, who most notably used the Mercedes-Benz 770 luxury car. Daimler-Benz facilities were also given contracts to produce parts for German weapons, most notably barrels for Mauser Kar98k rifles. The company was also a “beneficiary” of the concentration camp system, utilizing close over 60.000 concentration camp prisoners and other forced laborers.
After the War, Daimler-Benz AG had several of its facilities seized by Allied Powers however after the admission of its links with the regime and the payment of some reparations, most of the facilities were returned to working order. The post-War management divested some of its defense-related assets to focus more closely on its key center of profit. During the aftermath of the Crash of ‘56, Daimler-Benz had reconstituted itself enough to be able to participate in the acquisition of several British automobile brands with additional funding provided by the Deutsche Bank. Historic British automobile brands like Vauxhall, Rolls-Royce, Aston Martin, Bentley and Jaguar came under its control. Due to the acquisition Daimler-Benz was transformed into Mercedes-Vauxhall AG to denote its more expanded reach while the acquisition of Rolls-Royce allowed the company to expand into the aerospace industry although it would remain solely interested in the creation of airplane engines and several internal electronics, selling components to other larger manufacturers.
Under the Mercedes-Vauxhall brand, the corporation would expand its worldwide operations into several industrializing countries in Asia like Malaysia, South Korea (in cooperation with Hyundai), Vietnam, Taiwan, India (in cooperation with Tata Industries) Indonesia, in Africa mainly in Egypt, Algeria and South Africa and countries like Brazil and Colombia, taking advantage of the favorable labor laws and work ethic of the local populations in order to produce vast amount of commercial products and some of the heavier and less technologically sensitive vehicles while their more sensitive and technologically complex models are constructed in the Federal Republic of Germany, Denmark, the United Kingdom and more recently Spain after the acquisition of the local SEAT brand.
At the same time, ARBED would operate close to thirty blast and electric furnaces and several other steelmaking plants and rolling mills, reaching close to 830000 tonnes of steel production. While World War I would bring production to a halt, the following decades proved to be very successful as ARBED expanded internationally through the acquisition of several companies in Belgium and Germany (which became especially important after the stipulations of the Versaille Treaty) in the 1920s. Further expansion into South America and the transport sector would follow through the 30s. The company would be commandeered by the Germans after the fall of Luxembourg in 1940 and would use several hundred forced laborers and prisoners of war from the Soviet Union, France, Belgium, Poland, and Italy with the forced labor camp at the sheet metal rolling mill in Burbach as it worked under Nazi management.
Following the end of World War II, ARBED played a key role in the development of the Luxembourg economy as it would find itself the beneficiary of political changes (the shift towards European Economic integration) and the demands of the Global and European Markets for the steel to reconstruct and expand. During this period, the company would come to represent close to 30% of the total sum of added value in the national Luxembourg economy. ARBED would also move to expand in the rest of the Low Countries, acquiring maritime steel production facilities in Ghent, creating joint production facilities in the Republic of Korea and partnering with the Dutch shipbuilding concern Damen however the situation seemed to take a turn for the worst in the early 1980s as the global market seemed to stabilize and have a decrease in its inexorable need for steel.
ii)The War Years and the Post-War World
During the Third World War both companies would be involved in the Allied War Effort in various departments. Mercedes-Vauxhall had several lines of vehicles already created for military use and serving in various armies around the world while ARBED steel was widely traded and used through Europe and the World while various ships created in their Dutch and Belgian shipyards served in smaller Allied Navies.
Mercedes-Vauxhall lost a few facilities, mainly in the Austrian states of the Federal Republic, however its overseas plants were able to pick up the shortfall and would acquire several new plants "liberated" by the Bundeswehr in Thuringia and the former communist Austria. ARBED recovered from its brief rough patch in the early 80s when the steel market was expected to stall as renewed increased demand during and after the Third World War and remained one of the most productive in the world, providing a record 8% of steel in the American market.
iii)The Merger
The merger between the two industrial giants is rumored to have been initially proposed in 1987 during the war years at a war time production conference in Paris. Mercedes Vauxhall CEO Dr. Wolfgang Richter had been chosen as the head of a group of investors within the corporation who admired his cold and calculating approach. The members of the Bonn Gruppe were mostly older members of Mercedes Vauxhall, some of them from the Second World War years, who had been irked by what they perceived as the dismissive attitude towards Mercedes Vauxhall as mere ‘car-mongers’ by the larger Krupp-Rheinmetall and Siemens executives. Dr. Richter correctly identified that ARBED provided the perfect set of interests to contest the aforementioned corporations.
His counterpart at ARBED, Jean Claude Kleinberg was more interested in getting the best deal for his shareholders as well as a definitive leg in the German Steel Market, long contested by Krupp-Rheinmetall as well as several medium sized companies. After long negotiations and corporate maneuvers which which were concluded in 1991 and saw the inclusion of French and Luxembourgish state involvement and considerable investment by partners of the two corporations, EuroStahl Automobilgruppe AG or ESAG AG was created. The move was inaugurated with the acquisition of steelworks in the liberated Thuringia and the rebuilding of plants around Bremen. These moves found most of its detractors within Germany itself as the unity of purpose within the halls of the Council seemed to waver, a sign that the old “Kameraden” were replaced by a new breed of businessman, less interested in ideology and more focused on the pure hunt of profit.
Main Products and Services
-Automotive ManufacturingAutomotive manufacturing is one of the key profit centers of ESAG. The company provides some of the best automobiles in the world through a variety of brands such as Mercedes-Benz which produces commercial vehicles for personal use, Daimler Truck which produces heavier trucks, buses and large transports including those for military applications, VoltWagen which released Electra in 1992, the first practical electric car model, Vauxhall which produces cheaper types of vehicles for the working class, Aston Martin, Valkyrie whose series of limousines are highly sought after by heads of state and VIPs and Maybach.
To achieve that, the ESAG and its predecessor has invested heavily in design, safety measures, electronics' suites and emerging technologies like built-in Dedicated Intelligent Controllers (Weak AI).
While on average more expensive than an American car, ESAG’s vehicles are considered a much safer, more comfortable and stylish option. The company holds several safety awards from global institutions while their most advanced designs like Valkyrie’s Brunhilde limousine, in use as the personal vehicle of the West German Chancellery combines style with an impressive suite of features including but not limited to heavy armor, self-driving capabilities in the case of driver loss, hidden weapon mounts, run-flat tires, an interior that can be completely sealed to protect the occupants in the event of a chemical attack, night vision optics, a tear gas cannon, onboard oxygen tanks, an armored fuel tank filled with foam to prevent explosion and a small arms container.
-Steel Production and adjacent research and development
ESAG facilities produced 85 million tonnes of steel in 1992 of various grades and makes. Beyond servicing global demand, this sector aligns well with ESAG’s own in-house interests as its automotive steel is considered one-third stronger than other available types for car making. Production facilities are concentrated in Belgium, Luxembourg, several areas in France, Algeria, the Federal Republic of Germany, Italy with major facilities outside of Europe located in Algeria, Brazil, India and recently Argentina.
-Mining
ESAG operates various mines around the world in order to support its Steel Production.
-Shipbuilding
ESAG’s shipbuilding is centered around facilities in Antwerp which are supplied by the Ghent Maritime Steel Facility and Gorinchem in the Netherlands. ESAG’s shipbuilding produces both military and civilian vessels.
-Aerospace
ESAG has inherited Mercedes-Vauxhall’s aerospace branch which is responsible for the production of engines and electronics for aircraft. Strategic partners for ESAG are smaller German manufacturers like Dornier and the Dutch Fokker.
-Financial Services
ESAG has a small branch centered around insurance services for automobiles and maritime vessels.
-Software development
ESAG has inherited Mercedes-Vauxhall’s software branch and has expanded it considerably after the merger, seeking to improve the self-driving capabilities of their cars as well as creating their own proprietary maps navigation system for installation in their vehicles.
Ownership and Subsidiaries
i)OwnershipOwnership of ESAG AG is divided as such:
- Bonn Gruppe KGaA: 25.25%
- Institutional Investors in the Federal Republic of Germany: 15%
- Hong Yoon-hyung, Hyundai Executive through a London-based Holding Company: 9.69%
- Smaller EC based investors: 9.02%
- Agence des participations de l'État, French Republic: 5%
- Grand Principality of Luxembourg: 5%
- EuroBank, European Community Central Bank: 5%
- Kuwait Investment Authority: 2.3%
ii)Subsidiaries
ESAG AG has several subsidiaries with the most significant being:
- ESAG Group AG - Serves as the central body and owner of the subsidiaries
- Mercedes-Benz AG
- Vauxhall
- Aston Martin
- Valkyrie
- Maybach
- ESAG India (joint venture with Tata Motors, headquarters in Bombay)
- ESAG Asia (Headquartered in Hong Kong, handles wider Asian affairs)
- ESAG Korea (Headquartered in Busan, handles steel, shipbuilding and automotive operations in the Republic of Korea, joint venture with Hyundai Group)
- ESAG Africa (Headquartered in Alexandria with a smaller compound in Cape City)
- ESAG South America (Headquartered in Panama City)
- ESAG-DASA AG (Aerospace division, headquartered in Stuttgart, FRG)
- ESAG Financial
Public
PerceptionESAG itself is too recent of a development to have a definitive brand in the global zeitgeist however its parts have been around long enough to have an impact. While Mercedes and its more luxurious brands have become a sign of wealth and conspicuous consumption, ARBED has less of a stellar reputation abroad as its facilities have been caught up in several environmental breaches, most recently in Brazil where the town of Volta Redonda suffered from a streak of black rain caused by the emissions of a large steelworks installation operated by ESAG. Reparations have usually been awarded in the European side of the pond however with increased tensions between the EC and the AFN, ESAG might find itself on the path of several compliance lawsuits.
Notable members
-Dr. Wolfgang "the Cold Surgeon" Richter, CEO of ESAG AG, Chairman of Bonn Gruppe KGaA
Wolfgang Richter was born in Munich, Germany in 1944 to a middle-class family. His father was a skilled engineer who instilled in him a strong work ethic and a passion for precision and efficiency. From a young age, Richter showed exceptional intelligence and determination, earning a scholarship by Mercedes-Vauxhall which sent him to study at the Karlsruhe Institute of Technology where he earned a degree as a mechanical engineer. While entering the company as an engineer, his social skills quickly moved him on an executive and managerial track. He developed a reputation for being a disciplined and focused individual who consistently delivered results which earned him the nickname "the Cold Surgeon" within corporate circles.
In 1983 was appointed as the Chairman of the Bonn Gruppe, a conglomeration of investors that controlled close to 18% of Mercedes Vauxhall and tasked him with finding a way to enhance the position of the corporation vis-à-vis the other German conglomerates. As luck would have it, Richter had been working on a solution on his own volition and presented them with a plan of merging with the Luxembourgish conglomerate ARBED. The first step would require an internal reorganization as the Bonn Gruppe would increase its percentage holding to oust rivals to the merger, a slow process which was followed by merger negotiations which several members of the West German industrial elite tried to thwart and reverse which necessitated further maneuvers and even culminated in an assassination attempt against Richter which was only thwarted by the defensive measures of his Valkyrie Executive Limousine which was able to intercept three RPG rockets while tanking the hits from two more before the perpetrators withdrew.
While his nickname would suggest a drab and uninteresting man, Richter has been noted as charming, polish and bon viveur. He is considered one of the Corporate world's most eligible bachelors, a reputation he shares with Jonathan Reynolds, the co-CEO of Ameroil with both men being frequently featured in tabloid magazine coverage. While the more brass American CEO welcomes the attention, Richter is more protective of his personal life and has engaged in several legal battles with various news outlets.
Key Locations
-ESAG Towers, ESAG HQ, Rhine-Ruhr MegaKomplexThe ESAG Headquarters in the Rhine-Ruhr MegaKomplex is built in keeping with its cutting edge image. It is composed of four linked towers named Daimler, Benz, Maybach and Luxembourg all surfaced in gleaming, mirrored glass. Currently two out of four towers are complete with their construction finished in 1991 and 1992 respectively with the other two still under construction, having being brought down during the Battle of the Rhine-Ruhr MegaKomplex in 1986.
Author's notes:
-One of the Corporations that is featured in my current timeline
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A somewhat more grounded version of my company idea, but still self-indulgent 
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DreamView Beacon Inc.
Founding Year: 2006 (as DreamView Books), rebranded into DreamView Beacon Inc (2009)
Motto: Dreaming valiant benevolence
Headquarters: Atlanta, GA
Company Type: Private
Industry: Entertainment; literature, film/television, video games, tabletop gaming, streaming. Social media (through Vine).
Areas Served: Worldwide
Original Subsidiaries:
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DreamView Beacon Inc. is a private American multinational, mass media and entertainment conglomerate headquarted in the DreamView Beacon Inc complex in Atlanta, GA. Starting out as a small publishing company made by the CEO and founder to self-publish novels as a teenager, it would grow to become a prominent player in the entertainment industry. This would be the result of valuable IPs along with some foreward thinking decisions and long-term planning, especially with the acquisition of Vine and its growth to rival the prominence of TikTok.
The company is noted for its generous compension to the various workers there, having favorable reviews from animators, writers and other creative individuals in the industry. It would also have a strong focus on promoting content made by underrepresented groups. Would also be infamous for tight creative control and for being often fierce competition with other media companies, in no small part thanks to its creator and CEO.
Fun Facts:
.DreamView Beacon Inc.
Founding Year: 2006 (as DreamView Books), rebranded into DreamView Beacon Inc (2009)
Motto: Dreaming valiant benevolence
Headquarters: Atlanta, GA
Company Type: Private
Industry: Entertainment; literature, film/television, video games, tabletop gaming, streaming. Social media (through Vine).
Areas Served: Worldwide
Original Subsidiaries:
- DreamView Bookworks (2006): Publishes literature such as novels, graphic novels and comic lines. Has a variety of imprints and subsidiaries
- Wyldmind- An imprint focusing on original books aimed at adolescent and pre-adolescent audiences.
- DreamVault Books- An imprint focusing on novel adaptations set in the various franchises and properties owned by DreamView Beacon Inc.
- Apex Comics (2016): Apex Comics focuses on the creation of comic books and graphic novels, usually based on pre-owned/aquired properties, which will come in the title. Comes with its own subsidiaries tailored for additional audiences.
- Anomalia (2016)- Centered on independent and creator-owned works, compared to DC's Vertigo imprint. Sometimes accompanied by a genre title (such as Anomalia Horror, Anomalia Biography, Anomalia History, etc)
- Apexverse (2020)- The "Apexverse" is a fictional shared universe, revolving around superheroes. A creative project spurred by the founder, the hopes were grow diversity and representation in comics while playing with the superhero genre in showing how the world changes and evolves.
- DreamView Diceplay (2008): A subsidary company formed for tabletop games. Specifcially, the subsidary was formed to publish a D&D-like tabletop game. The game, while based off of the d20 system, goes for a "d12 system" along with simplifying various mechanics along with new others, such as the idea of subclasses. The same system is broadly used across three differing settings with various flavors. Would expand with the creation of the virtual tabletop system "DreamVision Board".
- DreamView Broadcasting (2012): A subsidiary company formed for video projects, it was originally created for opportunities involving YouTube and would come to be expanded over to include things such as podcasts related to creative works, various web series and even aiding in third-party animation projects.
- DreamView Gaming (2016): A subsidiary company formed for the creation of video games, usually adaptations based off of the original properties of the parent company. While a relatively small game, they learn toward retro-sprite games and have been working on expanding various ideas.
- Vine (2016): Puchased for $40 million dollars. Vine was purchased as an initial means over for the company to consider going into social media. While initially it stuggled, Vine would grow thanks to expanding the length of videos going from 6 seconds to a few minutes. This would become a wise investment as the app would help rake in some long-term funds as Vine would become a competitor against TikTok.
- Tumblr (2019): Purchased for $4 million dollars, the decision was made as a personal endeavor of the creator. Rathe than focus on monetization, Tumblr was kept open as a sort of "public space" for people and some of the recent changes were rolled back in order to try and grow the userbase.
- Crunchyroll (2021): Purchased for $1.4 billion dollars after a dragged out fight over for Sony (with them winning due to the concerns regarding monopolization). It has been kept seperate and distinct. However, under the new parent company, Crunchyroll would become a worker co-op, run by the workers themselves with parent company only getting involved in guidelines and the like.
- Rooster Teeth (2024): Acquired from Warner Bros-Discovery at the last minute to prevent the company's dissolution. While the company remains as is for the time being, it's unknown if it will be absorbed into the company proper or remain a subsidary.
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DreamView Beacon Inc. is a private American multinational, mass media and entertainment conglomerate headquarted in the DreamView Beacon Inc complex in Atlanta, GA. Starting out as a small publishing company made by the CEO and founder to self-publish novels as a teenager, it would grow to become a prominent player in the entertainment industry. This would be the result of valuable IPs along with some foreward thinking decisions and long-term planning, especially with the acquisition of Vine and its growth to rival the prominence of TikTok.
The company is noted for its generous compension to the various workers there, having favorable reviews from animators, writers and other creative individuals in the industry. It would also have a strong focus on promoting content made by underrepresented groups. Would also be infamous for tight creative control and for being often fierce competition with other media companies, in no small part thanks to its creator and CEO.
Fun Facts:
- According to an obscure old interview, the secret for the company's long prosperity was cryptocurrency. As the CEO noted, he got into cryptocurrency in its infancy and invested a fair bit of his own money in it back as a teenager in the late 2000s and very early 2010s. This would explain the company's growth in the late 2010s and early 2020s. Many noted it was likely the mass selling of bitcoin that allowed the company to acquire Crunchyroll.
- Much of the early audience growth and support came over from Latin America, which many credited due to the CEO's family in Mexico and releasing content in Spanish and in the region at around the same time.
- As a result of the above, the company and its subsidaries enjoy a prominent influence over in Spanish and Portuguese speaking nations of the focus on those regions over in the beginning, with prominent examples being Mexico and the Philippines.
- Some have described the creative control over in the "Apexverse" as comparable to the reign of Jim Shooter's tenure in Marvel Comics, being rather strict and adhering to interconnected plans. The CEO noted this came from personal frustrations and disagreements on the story structures of DC and Marvel. He was also inspired by manga growing up regarding focused storylines and cohesion.
- Has been able to remain ahead thanks to a focus on apps for the works of Apex Comics and related imprints in Apex Comics Online. Compared to Shonen Jump+, the app has allowed the company to keep on growing and experimenting with works. They have also considered expanding physical copies though a Shonen Jump-styled magazine.
- Beyond just works on their own property, Apex Comix also does a fair bit of focus from the public domain, especially from lesser-known works. This is unsurprsing as DreamView Books' first publishing material was a series based on works from the public domain.
- Apex Comix is considering making two new subsidaries; one being adaptations of classic literature into graphic novels and one being graphic novel biographies.
- The tabletop game in question was released at the same time as Pathfinder. While not initially receiving the same sort of popularity at first, it became a smash hit over in Latin America, especially Mexico due to the company's presence there. This base would help propel the game and its multiple settings into mainstream popularity in the late 2010s and has become bigger than Pathfinder in terms of numbers.
- The DreamVision Board virtual tabletop is known for utilizing 16-bit spritework and graphics for the grid, coming as a personal choice from the CEO. The software and the default sprites such as characters, background, enemies and basic spell effects would go into the Creative Commons. CEO did this out of respect for groups like Paizo Publishing to be able to use virtual tabletops. The DreamVision Board is getting a Deluxe addition to stand it out more from its Creative Commons counterpart.
- The work used for the DreamVision Board would become the basis for video game adaptation of the tabletop game, though with more polished sprite work and effects, having been compared to the game Octopath Traveler.
- The video game adaptation over of the previously mentioned tabletop game has been compared to Baldur's Gate 3, albeit using spritework instead and some simplified mechanics. This has led to further encouragement and development for future titles.
- The company is noted for being very popular to work at with good pay and benefits. Embraced Work from home during the Pandemic.
- Beyond the Atlanta HQ, has two additional headquarters; the Mexican headquarters in Mexico City and the Canadian headquarters over in Winnipeg.
- The company buildings are known to have rest areas, showers and so on to aid for workers who may be dealing with home issues. They also have embraced eco-based designs based on the CEO's goals, including growing food on the buildings along with solar panels, green walls, heat pumps and the like.
- Has refused to go public due to the CEO's distrust in the stock market and Wall Street.
- The growth of Vine has made the company a prominent target of interest along with mixed opinion. While Vine has gained some support for being an "American grown" company to compete against TikTok, the politics associated with the company leader have led to growing conflics with others in the tech industry.
- Vine has a stronger following than TikTok over in Latin America along with other nations, notably in the Philippines. This is where to many have noted that the CEO's political ideology has led to similar movements and beliefs promoted/enabled within said countries.
- The CEO has expressed vast interest in webcomics; from favored advertisements on his favorites over on Vine and in public statements, he notes it as an untapped potential for ideas. He has even offered various webcomic authors opportunities for their work to be translated and released through Anomalia.
- Its growing reputation for defying "convention industry wisdom" has made it on coarse relations with other companies, especially due to the vitriolic comments made by the CEO on various practices, such as his criticism on the WB/Discover merger and the creative fallout. DreamView Beacon Inc. has often bought struggling projects as a result.
- The company has expressed interest in buying out various IPs from other companies. The most famous of which is DreamView Beacon Inc's proposal over to Activision-Blizzard in the acquiring the Overwatch franchise from them. Discussions with new parent company Microsoft remain ongoing though rumors circulate that the commercial failure of Overwatch 2 may lead Microsoft to sell the IP. Rumors on a successful acquisition include, but not limited to: a new series of animations along with a comic book series and even an Overwatch x RWBY crossover miniseries.
- Has also expressed in some smaller indie game companies to acquire them.
- DreamView Beacon Inc has faced various criticisms for political favoritism, predominantly in favoring leftist politicians, policies and the like. The CEO does not respond much to his critiques, but has endorsed various American leftist politicians, most notably Bernie Sanders. Additionally, this includes also on foreign affairs, which has led to increased butting heads with various foreign leaders.
- The CEO has begun developing plans that upon his death (or prior to on a certain, but undecided date) that the conglomerate would transition into a full worker co-op, with the workers running, managing and owning the whole thing themselves. He has enlisted help from the Mondragon Corporation for this.
- They have expressed partnerships with smaller media websites such as Newgrounds and Nebula, aiding over in financial matters while giving them some boosts over in social media. Company policy notes this is due grow diversity and variety of videos.
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Giant Man Eating Rabbits
Banned
British Railways (1901)
Formed in 1901 by the Railways Act (1901)
Forced by losses by a fractured rail system the Railways Act 1901 merged all the 120 plus rail companies into one company to improve efficiencies and lower running costs to hopefully turn the system into profitability
Although monolistic in appearance the company wouldn't be nationalized nor government run.
That wouldn't come until 1948 under the incoming Labour Gov't.
Formed in 1901 by the Railways Act (1901)
Forced by losses by a fractured rail system the Railways Act 1901 merged all the 120 plus rail companies into one company to improve efficiencies and lower running costs to hopefully turn the system into profitability
Although monolistic in appearance the company wouldn't be nationalized nor government run.
That wouldn't come until 1948 under the incoming Labour Gov't.
New Georgia Railtours
Founded: 1982
HQ: Duluth, Georgia
Created by the Southeastern Railway Museum, the Atlanta Chapter NRHS, Amtrak Southeast [1], and several volunteers, this is one of the most popular mainline excursion train companies in the United States. Running alongside Amtrak's Floridian and Crescent as well as Atlanta's Peachtree commuter network, this company most frequently operates trains behind vintage equipment from Atlanta Terminal Station to Stone Mountain. However, plenty of other excursions are offered such as football specials to Athens as well as elsewhere in the state of Georgia such as Macon, Columbus, and Savannah. Excursions are operated in collaboration with the Southern Railway, Louisville & Nashville, Seaboard Coast Line, and various regional railroads in the states whether tourist lines or shortlines.
The company's locomotive fleet, which consists of both steam and vintage diesel, includes:
Steam Locomotives
- Atlanta & West Point #290 (P-74 Class 4-6-2) [2]: Operational.
- Central of Georgia #451 (K Class 4-8-4) [3]: In Storage, Pending Overhaul.
- Southern Railway #7508 (Vs-1 Class 2-8-2+2-8-2) [4]: Under Overhaul.
- Tallulah Falls Railway #73 (4-6-0 Ten-Wheeler): Operational.
Diesel Locomotives
- Central of Georgia #129 (EMD GP7): Operational
- Louisville & Nashville #1526 and #1530 (GE U28C): Operational
- Seaboard Air Line #6004 (EMC E9A): In Storage at Southeastern Railway Museum [5]
- Southern Railway #6901 (EMD E8A): Under Restoration
- Southern Railway #6143 and #6147 (EMD FP7 A-A Set): Operational
[1] This is one of the eight subcompanies that were created for Amtrak when in 1981, President Reagan signed on the National Passenger Rail Network Coordination Bill, better known as the Amtrak Regionalization Act.
[2] The New Georgia/Southeastern Railway Museum's more prized collection member. This locomotive and her sister, Western Railway of Alabama #190, were the last new locomotives built for the Georgia Railroad group before its 1925 absorption into the Louisville & Nashville. They and the C&EI K-3 Pacifics, also 1923 Lima products, were classed together as the K-6 Class. The 290 actually retained its number under L&N control, and its original job of pulling the Southern Crescent on the Atlanta - New Orleans leg of its run.
[3] The 451 was nearly preserved in OTL. In TTL, it went to the Southeastern Railway Museum. The Claytor-era Southern Steam Program restored her, painted her green, and equipped her with a tender from the remains of an Illinois Central 4-8-2.
[4] The Southern Railway was one of the only railroads in North America to operate more than one class of Garratt locomotives. The Vs-1 class was one of the main workhorses on the Rathole in Kentucky and Tennesseee as well as in North Carolina and secondary lines in Georgia.
[5] Labeled with the Silver Comet name, for one of SAL's old streamliners from DC to Birmingham via Atlanta.
Founded: 1982
HQ: Duluth, Georgia
Created by the Southeastern Railway Museum, the Atlanta Chapter NRHS, Amtrak Southeast [1], and several volunteers, this is one of the most popular mainline excursion train companies in the United States. Running alongside Amtrak's Floridian and Crescent as well as Atlanta's Peachtree commuter network, this company most frequently operates trains behind vintage equipment from Atlanta Terminal Station to Stone Mountain. However, plenty of other excursions are offered such as football specials to Athens as well as elsewhere in the state of Georgia such as Macon, Columbus, and Savannah. Excursions are operated in collaboration with the Southern Railway, Louisville & Nashville, Seaboard Coast Line, and various regional railroads in the states whether tourist lines or shortlines.
The company's locomotive fleet, which consists of both steam and vintage diesel, includes:
Steam Locomotives
- Atlanta & West Point #290 (P-74 Class 4-6-2) [2]: Operational.
- Central of Georgia #451 (K Class 4-8-4) [3]: In Storage, Pending Overhaul.
- Southern Railway #7508 (Vs-1 Class 2-8-2+2-8-2) [4]: Under Overhaul.
- Tallulah Falls Railway #73 (4-6-0 Ten-Wheeler): Operational.
Diesel Locomotives
- Central of Georgia #129 (EMD GP7): Operational
- Louisville & Nashville #1526 and #1530 (GE U28C): Operational
- Seaboard Air Line #6004 (EMC E9A): In Storage at Southeastern Railway Museum [5]
- Southern Railway #6901 (EMD E8A): Under Restoration
- Southern Railway #6143 and #6147 (EMD FP7 A-A Set): Operational
[1] This is one of the eight subcompanies that were created for Amtrak when in 1981, President Reagan signed on the National Passenger Rail Network Coordination Bill, better known as the Amtrak Regionalization Act.
[2] The New Georgia/Southeastern Railway Museum's more prized collection member. This locomotive and her sister, Western Railway of Alabama #190, were the last new locomotives built for the Georgia Railroad group before its 1925 absorption into the Louisville & Nashville. They and the C&EI K-3 Pacifics, also 1923 Lima products, were classed together as the K-6 Class. The 290 actually retained its number under L&N control, and its original job of pulling the Southern Crescent on the Atlanta - New Orleans leg of its run.
[3] The 451 was nearly preserved in OTL. In TTL, it went to the Southeastern Railway Museum. The Claytor-era Southern Steam Program restored her, painted her green, and equipped her with a tender from the remains of an Illinois Central 4-8-2.
[4] The Southern Railway was one of the only railroads in North America to operate more than one class of Garratt locomotives. The Vs-1 class was one of the main workhorses on the Rathole in Kentucky and Tennesseee as well as in North Carolina and secondary lines in Georgia.
[5] Labeled with the Silver Comet name, for one of SAL's old streamliners from DC to Birmingham via Atlanta.
Giant Man Eating Rabbits
Banned
United States Motor Corporation (USMC)
History
History
Originally formed in 1921 by ejected GM CEO William Durant to create a car full spectrum automobile company that could challenge the 'Big Three' . Although originally named Durant Motor Company the name United States Motor Corporation was chosen later when they realized the trademark for the original long dead United States Motor Company was going free to use.
After the collapse of the company in 1931, industrialist Henry J Kaiser bought the company seeing it's potential and to the surprise of many kept William Durant on as CEO and continued building its cars even adding the Graham-Page marque to the company's portfolio.
In 1939 United States Motor Corporation snatched the upcoming Joseph W Frazier from GM as he had earned a reputation of a forward thinker in regards to the automobile business and the company continued grow and be successful up to WWII.
After WWII the company bought the ailing Willy's Company that made the GPV (Jeep) and absorbed it into the organisation. After losing money on the low selling Henry J sub-compact for the US market via their Rugby marque the company became very successful at license building European (mostly British ) designs for the US domestic market.
The USMC Divisions were as followed
Durant : For the Morris MO/Minor Series
Star : For their Triumph Sports Car Division
Graham-Page : For Their MG Sports Car Division
Rugby : For their Austin Car Division
Mason : For their Truck Division
after 1945
Willys (Jeep) : For their 4x4 Division
1948
Durant release their license Morris based MO then Minor Series of cars. Unlike it's British counterpart the Durant Minor was continually modified throughout it's production with a 1100cc, then 1300cc, 1500cc and finally 1600cc engines being installed. This inadvertently kills off the market for the Volkswagen Beetle series in the USA as it the Durant Minor undercuts it on price due to local manufactureDurant : For the Morris MO/Minor Series
Star : For their Triumph Sports Car Division
Graham-Page : For Their MG Sports Car Division
Rugby : For their Austin Car Division
Mason : For their Truck Division
after 1945
Willys (Jeep) : For their 4x4 Division
1948
Production/Sales
Courtesy https://www.thesamba.com/vw/archives/info/salesfigurest1.php
USA production/sales figures for the Durant Minor
In 1957 it was decided to license build the Standard Atlas van at the Mason Truck factory in response to
Volkswagen importing their T2 Series although it would be still marketed as the Durant Major
In 1957 it was decided to license build the Standard Atlas van at the Mason Truck factory in response to
Volkswagen importing their T2 Series although it would be still marketed as the Durant Major
| Year | Sedan | Convertible | Total |
| 1949 | 2 | 2 | |
| 1950 | 328 | 328 | |
| 1951 | 367 | 367 | |
| 1952 | 887 | 887 | |
| 1953 | 1139 | 1139 | |
| 1954 | 8086 | 8086 | |
| 1955 | 32662 | 32662 | |
| 1956 | 38129 | 2303 | 40432 |
| 1957 | 47446 | 2613 | 50059 |
| 1958 | 52221 | 3261 | 55482 |
| 1959 | 84677 | 4180 | 88857 |
| 1960 | 112027 | 5841 | 117868 |
| 1961 | 148144 | 6219 | 154363 |
| 1962 | 174960 | 7169 | 182129 |
| 1963 | 209747 | 7377 | 217124 |
| 1964 | 251806 | 7606 | 259412 |
| 1965 | 288583 | 7848 | 296431 |
| 1966 | 296624 | 5799 | 302423 |
| 1967 | 314343 | 6349 | 320692 |
| 1968 | 390079 | 9595 | 399674 |
| 1969 | 367307 | 10025 | 377332 |
| 1970 | 366790 | 11432 | 378222 |
| 1971 | 318990 | 12201 | 331191 |
| 1972 | 335646 | 8491 | 344137 |
| 1973 | 342790 | 7567 | 350357 |
| 1974 | 220368 | 5730 | 226098 |
| 1975 | 78412 | 3618 | 82030 |
| 1976 | 23213 | 3581 | 26794 |
| 1977 | 12090 | 7155 | 19245 |
| 1978 | 9932 | 9932 | |
| 1979 | 10681 | 15253 | |
| 1979 ext | 4572 |
US production/sales figures for the Durant Major
| Year | Panel van | Combi | Dormobile | Caravenette | Pickup | U.S. Sales |
| 1958 | 36672 | 21732 | 19499 | 4342 | 19142 | 24478 |
| 1959 | 41395 | 25699 | 22943 | 6241 | 24465 | 32423 |
| 1960 | 47498 | 30425 | 22504 | 7846 | 30988 | 34878 |
| 1961 | 45121 | 25950 | 25410 | 8095 | 36822 | 23300 |
| 1962 | 47237 | 28506 | 29898 | 11280 | 38118 | 32141 |
| 1963 | 47891 | 40882 | 31196 | 14764 | 39458 | 38238 |
| 1964 | 48481 | 44659 | 40115 | 14031 | 39832 | 37239 |
| 1965 | 43723 | 44331 | 37993 | 12467 | 37444 | 37796 |
| 1966 | 43084 | 46284 | 30767 | 18790 | 36534 | 35439 |
| 1967 | - | - | - | - | - | 162741 |
| Year | Panel Van | Combi | Dormobile | Total Production |
| 1968 | 45242 | 47351 | 35803 | 253919 |
| 1969 | 56623 | 76135 | 71859 | 273134 |
| 1970 | 64518 | 91587 | 75746 | 288011 |
| 1971 | 57627 | 93920 | 77020 | 277053 |
| 1972 | 56332 | 102341 | 88814 | 294932 |
| 1973 | 62428 | 101157 | 74278 | 289022 |
| 1974 | 51954 | 75795 | 53304 | 224993 |
| 1975 | 51775 | 83568 | 50415 | 227087 |
| 1976 | 59860 | 96940 | 44108 | 242352 |
| 1977 | 55700 | 80734 | 38953 | 208615 |
| 1978 | 51510 | 70956 | 48827 | 206870 |
| 1979 | 61853 | 69515 | 30833 | 186870 |
Graham-Page Motors
(average yearly production/sales)
(average yearly production/sales)
| MG-A | MG Midget | MG-B/C/GT | |
|---|---|---|---|
| 1955 | 16,000 | ||
| 1956 | 16,000 | ||
| 1957 | 16,000 | ||
| 1958 | 16,000 | ||
| 1959 | 16,000 | ||
| 1960 | 16,000 | ||
| 1961 | 16,000 | 6,000 | |
| 1962 | 6,000 | ||
| 1963 | 6,000 | 25,700 | |
| 1964 | 6,000 | 25,700 | |
| 1965 | 12,000 | 25,700 | |
| 1966 | 12,000 | 25,700 | |
| 1967 | 11,200 | 25,700 | |
| 1968 | 11,200 | 25,700 | |
| 1969 | 11,200 | 25,700 | |
| 1970 | 11,200 | 25,700 | |
| 1971 | 11,200 | 25,700 | |
| 1972 | 11,200 | 25,700 | |
| 1973 | 11,200 | 25,700 | |
| 1974 | 11,200 | 25,700 | |
| 1975 | 11,000 | 25,700 | |
| 1976 | 11,000 | 25,700 | |
| 1977 | 11,000 | 25,700 | |
| 1978 | 11,000 | 25,700 | |
| 1979 | 11,000 | 25,700 | |
| 1980 | 11,000 | 25,700 |
Star Motors
(average yearly production/sales)
(average yearly production/sales)
| TR-2 | TR-3 | TR-4 | TR-5 | TR-6 | TR-7 | Spitfire I | Spitfire II | Spitfire III | Spitfire IV | Spitfire V | Stag | |
| 1953 | 3,800 | |||||||||||
| 1954 | 3,800 | |||||||||||
| 1955 | 9,900 | |||||||||||
| 1956 | 9,900 | |||||||||||
| 1957 | 9,900 | |||||||||||
| 1958 | 9,900 | |||||||||||
| 1960 | 9,900 | |||||||||||
| 1961 | 9,900 | 9,500 | ||||||||||
| 1962 | 9,900 | 9,500 | ||||||||||
| 1963 | 9,500 | 20,000 | ||||||||||
| 1964 | 9,500 | 20,000 | ||||||||||
| 1965 | 12,000 | |||||||||||
| 1966 | 12,000 | |||||||||||
| 1967 | 5,000 | 12,000 | ||||||||||
| 1968 | 5,000 | 9,300 | 20,000 | |||||||||
| 1969 | 9,300 | 20,000 | ||||||||||
| 1970 | 9,300 | 20,000 | ||||||||||
| 1971 | 9,300 | 21,000 | 20,000 | |||||||||
| 1972 | 9,300 | 21,000 | 20.000 | |||||||||
| 1973 | 9,300 | 21,000 | 20.000 | |||||||||
| 1974 | 9,300 | 21,000 | 20.000 | |||||||||
| 1975 | 9,300 | 18,000 | 14,000 | 20.000 | ||||||||
| 1976 | 9,300 | 20,000 | 14,000 | 20.000 | ||||||||
| 1977 | 18,000 | 14,000 | 20.000 | |||||||||
| 1978 | 18,000 | 14,000 | 20,000 | |||||||||
| 1979 | 18,000 | 14,000 | ||||||||||
| 1980 | 18,000 | 14,000 | ||||||||||
| 1981 | 18,000 | |||||||||||
| 1982 | 18,000 |
Rugby Motors
(average production/sales per year)
(average production/sales per year)
| ADO-38 | ADO-14 | ADO-16 | ADO-17 | ADO-28 | ADO-67 | ADO-71 | LM10 | LM11 | |
| 1960 | 90,000 | ||||||||
| 1961 | 90,000 | ||||||||
| 1962 | 90,000 | 100,000 | |||||||
| 1963 | 90,000 | 100,000 | |||||||
| 1964 | 90,000 | 100,000 | |||||||
| 1965 | 90,000 | 100,000 | |||||||
| 1966 | 90,000 | 100,000 | 30,000 | ||||||
| 1967 | 90,000 | 100,000 | 30,000 | ||||||
| 1968 | 90,000 | 100,000 | 30,000 | ||||||
| 1969 | 90,000 | 30,000 | 100,000 | 30,000 | |||||
| 1970 | 90,000 | 30,000 | 100,000 | 30,000 | |||||
| 1971 | 30,000 | 100,000 | 30,000 | ||||||
| 1972 | 30,000 | 100,000 | 30,000 | 80,000 | |||||
| 1973 | 30,000 | 30,000 | 60,000 | 80,000 | |||||
| 1974 | 30,000 | 30,000 | 60,000 | 80,000 | |||||
| 1975 | 30,000 | 30,000 | 60,000 | 80,000 | |||||
| 1976 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1977 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1978 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1979 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1980 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1981 | 30,000 | 60,000 | 80,000 | 30,000 | |||||
| 1982 | 60,000 | 80,000 | 30,000 | ||||||
| 1983 | 80,000 | 30,000 | 60,000 | ||||||
| 1984 | 60,000 | 60,000 | |||||||
| 1985 | 60,000 | 60,000 | |||||||
| 1986 | 60,000 | 60,000 | |||||||
| 1987 | 60,000 | 60,000 | |||||||
| 1988 | 60,000 | 60,000 | |||||||
| 1989 | 45,000 | 45,000 | |||||||
| 1990 | 30,000 | 30,000 |
Unfortunately the success of the combines divisions couldn't ultimately save United States Motor Corporation as due to a lack of new models and the retirement of those in production USMC filed for Chapter 11 Bankruptcy protection in 1990.
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A fairly recently-founded creator-owned streaming platform, mostly centered around edutainment and video essays, although they are branching out into quasi-reality TV and some other genres.
There's a big overlap between them and YouTube, with a lot of the YouTubers who signed on releasing their videos on Nebula first or making some Nebula-exclusive content.
More info here: https://nebula.tv/
Yes! They're top-notch, and the Nebula exclusives are also really high quality.Have you been watching 'Mustard' and his videos?