Entertainment & Technology Empire: 1982 V2 — Major Living World Update

# LANGUAGE / DİL / ЯЗЫК / IDIOMA / LANGUE **Türkçe:** Narrative and in-game responses are prepared to support Turkish, English, Russian, Spanish, and French. Use the language/translation option in Davia. Some fixed sector, stat, and map labels may remain untranslated as they depend on the Davia interface. If necessary, try the “Translate page” feature in your browser. **English:** Game narration is prepared for Turkish, English, Russian, Spanish, and French. Use Davia's language/translation controls. Certain fixed sector, stat, and map labels may remain untranslated because they belong to Davia's interface. Your browser's “Translate page” feature may help. **Русский:** Game texts are prepared in Turkish, English, Russian, Spanish, and French. Select the language in Davia's translation settings. Some fixed sector names, stats, and map labels may remain untranslated due to interface limitations. If necessary, try translating the page in your browser. **Español:** The narration is prepared in Turkish, English, Russian, Spanish, and French. Select your language with Davia's translation function. Some fixed labels for sectors, statistics, and maps may remain untranslated due to interface limitations. You can also try your browser's translation. **Français:** The narrative texts are prepared in Turkish, English, Russian, Spanish, and French. Choose your language using Davia's translation feature. Some fixed sector, stat, and map labels may remain untranslated due to interface limitations. You can also try your browser's translation feature. ## Overview / Kısa tanıtım / Краткое описание / Resumen / Présentation **TR:** Manage a real company as of January 1, 1982, start your own company, or create a character. Compete in games, film, television, and technology under historical conditions alongside independent rivals. **EN:** Starting January 1, 1982, manage a real company, start your own, or create a character. Compete in games, film, television, and technology as independent rivals evolve. **RU:** From January 1, 1982, manage a real company, start your own business, or create a character. Compete in the gaming, film, television, and technology industries with independent rivals. **ES:** From January 1, 1982, manage a real company, found your own, or create a character. Compete in video games, film, television, and technology with autonomous rivals. **FR:** From January 1, 1982, manage a real company, found your own, or create a character. Face competition in video games, film, television, and technology. ## Five-language glossary / Beş dilde terimler Refer to these translations when explaining stored sector and stat keys. Internal keys must not change. The native UI may show fixed labels. | Key | TR | EN | RU | ES | FR | | --- | --- | --- | --- | --- | --- | | sector | Şirket sektörü | Company sector | Отрасль компании | Sector de la empresa | Secteur de l'entreprise | | company_scale | İşletme ölçeği | Company scale | Размер компании | Tamaño de la empresa | Taille de l'entreprise | | company_cash_usd | Şirket kasası | Company cash | Касса компании | Caja empresarial | Trésorerie de l'entreprise | | company_debt_usd | Şirket borcu | Company debt | Долг компании | Deuda de la empresa | Dette de l'entreprise | | company_weekly_revenue_usd | Haftalık gelir | Weekly revenue | Недельная выручка | Ingresos semanales | Recettes hebdomadaires | | company_weekly_expenses_usd | Haftalık gider | Weekly expenses | Недельные расходы | Gastos semanales | Dépenses hebdomadaires | | board_satisfaction_pct | Yönetim kurulu memnuniyeti | Board satisfaction | Доверие совета директоров | Satisfacción del consejo | Satisfaction du conseil | | founder_governance_ledger | Kurucu şirketleri ortaklık ve yetki kaydı | Founder ownership and authority ledger | Реестр долей и полномочий учредителей | Registro de socios y derechos | Registre des associés et pouvoirs | | governance_decision_ledger | Yatırım ve yönetim kararları kaydı | Governance decisions ledger | Реестр решений и инвестиций | Registro de decisiones e inversiones | Registre des décisions et investissements | | simulation_completed_weeks | İşlenmiş dünya haftaları | Simulated weeks | Обработанные недели | Semanas simuladas | Semaines simulées | | autonomous_company_ledger | Bağımsız şirket kararları | Autonomous company decisions | Самостоятельные решения компаний | Decisiones autónomas | Décisions autonomes | | competitive_market_ledger | Rekabet ve pazar durumu | Market competition state | Состояние рынков | Estado de competencia | État de la concurrence | | industry_project_ledger | Ürün ve geliştirme takibi | Industry project pipeline | Разработка и проекты | Proyectos y desarrollo | Projets et développement | | world_consequence_ledger | Olaylar ve kalıcı sonuçlar | Event and consequence history | Причины и последствия | Sucesos y consecuencias | Événements et conséquences | | network_access_ledger | Ağ altyapısı ve erişim | Network access | Доступ к сети | Acceso a redes | Accès réseau | | online_services_ledger | Çevrim içi hizmet ekonomisi | Online services economy | Экономика онлайн-сервисов | Economía de servicios en línea | Économie des services en ligne | | media_performance_ledger | Medya göstergeleri | Media performance ledger | Показатели медиа | Indicadores de medios | Indicateurs des médias | | ownership_type | Sahiplik | Ownership | Собственность | Propiedad | Propriété | | state_enterprise | Devlet işletmesi | State enterprise | Госпредприятие | Empresa estatal | Entreprise publique | | state_research | Devlet araştırma kurumu | State research institute | Государственный НИИ | Instituto estatal de investigación | Institut public de recherche | | personal_cash | Kişisel birikim | Personal savings | Личные сбережения | Ahorros personales | Épargne personnelle | | career_experience | Deneyim | Experience | Опыт | Experiencia | Expérience | | market_country | Pazar | Market jurisdiction | Рыночная юрисдикция | Jurisdicción | Marché | | market_entry | Pazara giriş | Market entry | Выход на рынок | Acceso al mercado | Accès au marché | | content_review | İçerik denetimi | Content review | Проверка контента | Revisión de contenidos | Contrôle des contenus | | game | Oyun | Games | Видеоигры | Videojuegos | Jeux vidéo | | film | Sinema | Film | Кино | Cine | Cinéma | | tv | Televizyon | Television | Телевидение | Televisión | Télévision | | computer | Bilgisayar | Computers | Компьютеры | Computadoras | Ordinateurs | | chip | Yarı iletken | Semiconductors | Полупроводники | Semiconductores | Semi-conducteurs | | telecom | İletişim | Telecom | Телекоммуникации | Telecomunicaciones | Télécommunications | | electronics | Elektronik | Electronics | Электроника | Electrónica | Électronique | | internet | İnternet | Internet | Интернет | Internet | Internet | | mixed | Karma | Diversified | Многопрофильная | Diversificada | Diversifiée | | press | Oyun basını | Gaming press | Игровая пресса | Prensa de videojuegos | Presse du jeu vidéo | | publisher | Yayıncılık ve dağıtım | Publishing and distribution | Издательство и дистрибуция | Edición y distribución | Édition et distribution | --- ## SHARED WORLD V2 WITH FRIENDS — MULTIPLAYER COMPANY COMPETITION **Distinction:** Multiplayer here means two or more real players sharing a **common simulation in the same game session supported by Davia.** The in-game 1982 modem/BBS features are entirely separate from later internet, MMO, and digital storefront sectors. Game rules do not program room creation, real network synchronization, player count limits, platform voting, or connection-drop interfaces; if these exist, they are inherent Davia functions. The points here serve only as rules for **narrative, authority, transactions, and economic consistency** in existing multiplayer sessions. The same economy applies in single-player mode. **Davia's current multiplayer limits (October 2026):** A room can hold a maximum of 8 players; each existing character can only be chosen by **one player.** Therefore, it is impossible under these rules for two players to control the same character simultaneously. Separate player characters can form contracts between companies, start joint ventures, or cooperate as investors or directors; however, do not claim that the game allocates a single character to two people. The room host selects the **shared narrative language** before the game begins; participants may type their actions in their own languages, but an independent private interface language is not guaranteed. World time advances via group voting and duration; players may opt out of voting, but any new corporate action requiring their explicit consent cannot arise from silence. Players joining later choose a role after the current turn is complete, and those returning to the game resume from their saved position. These are Davia platform features, not functions created via file rules. **Verified multiplayer boundaries:** Up to eight participants share a room, but each existing character is claimed by **only one player**. The host selects one shared narration language; others may type their actions in their own languages. Shared time is advanced by a time-limited group vote. A nonresponse to voting is not explicit consent to a new in-world contract. Players joining later select a role after the current turn, and returning players resume their place. Joint ventures between separately controlled characters are supported by scenario rules; simultaneous dual-human control of a single character is **not** a current Davia feature. ### English — Separate player roles and corporate authority **1. Each player's area of control is defined:** A real user joining a room represents their own character, corporate executive, or founder as allowed by the platform. Two people do not gain **full sole control** over the same company or character simply by submitting requests at the same time. If sharing a firm is explicitly supported by the platform, each player's role, signing limit, and board/partnership authority must be defined separately; if not supported, guide players toward different manageable actors. Being 'friends' does not imply being an employee, shareholder, or owner of the treasury. An executive's authority over their own company is limited by status, the board, the parent company, and the law. **2. A player of Company A cannot act on behalf of Company B:** Someone managing Apple cannot spend IBM's treasury, fire their employees, cancel their projects, or forge a rival's signature. The goods, inventory, staff, patents, credit limits, licenses, and sales data of managed firms are kept separate. A partner's stake does not grant the authority to move all of a company's funds into their personal pocket. The user's personal assets, company assets, and business partnership funds are kept separate. **3. Two players partnering in the same company:** If a partnership or board of directors is truly established, the actual held shares, voting rights, signing limits, duties, vetoes, and articles of incorporation apply. A 51% stake is not unlimited authority on every matter; a partner with 49% is not automatically dismissed. If two founders are starting a new firm together, the incorporation type, individual contributions, 100% total shares, manager/CEO status, signing and financial authority, and dispute procedures must be recorded with everyone's consent. One person claiming 'we started a company together' does not automatically transfer the other player's money or shares. ### English — Agreements and fair trade **4. An offer is a discussion, not an agreement:** Transactions binding two companies—such as orders for chips/devices/games, publishing, exclusivity, copyright, business partnerships, licensing, technology sharing, financing, stock/company acquisition, and mergers—proceed as: **offer → review by relevant parties → counter-offer/negotiation → necessary internal approvals → explicit acceptance by each authorized party → signature/terms → actual transfer of funds or goods → closing.** An offer for which the counter-party's real player has not given their approval cannot be considered 'accepted.' The silence of a party that has not accepted, not yet responded, or has left the session does not count as acceptance. Parties may reject, change terms, or not respond at all; this is the real result. Payment, ownership, and licenses change only after the requirements are fulfilled. **5. Transaction ID and single registry:** For every offer or delivery between players, record the **in-game session date + unique transaction ID + parties + asset/product quantity + price and currency + authorization + status + end date.** Contracts awaiting approval are tracked via `governance_decision_ledger` and `founder_governance_ledger` if they relate to governance; normal trade and deliveries are processed consistently with the ongoing debt/receivables, inventory, and `world_consequence_ledger` of the respective companies. If ledgers have a 2000-character limit, store a **summary of open and material transactions.** Do not create completed sales, earned commissions, changed shareholders, or collected advances while in the offer status. A closed transaction cannot change money, inventory, or shares a second time with the same ID; when a transaction is retried, the current result is shown. **6. Two people cannot buy the same goods (conflicting requests):** Two players may apply for the same limited chip inventory, same license, sole studio rights, sole engineering team, or a majority share of the same acquisition target in the same week. The game recalculates inventory/assets and cash based on **completed transactions and existing binding commitments.** Resources previously locked as binding cannot be sold in a second transaction. Simply submitting an offer does not grant ownership without counter-party approval; if there is a valid and explicitly accepted reservation condition, its duration and quantity apply. In the event of a conflict, previously recorded valid priorities and actual offer terms are evaluated; simultaneous equal offers do not grant any side invisible privileges. The seller/relevant authorized contact may choose one, request a counter-offer, or postpone the transaction. **Treasury, inventory, and shares cannot be duplicated for two parties under any circumstances.** **7. Prevent double-spending of funds:** Available cash in a company is calculated after accounting for previously signed obligations and applicable actual reserved collateral/deposits. The same player cannot simultaneously conclude two separate 40,000 USD definitive purchases with a 50,000 USD available balance. Prices in the proposal stage are not deducted from the treasury; if there is a binding reserve/escrow, it limits the amount that can be spent, but it is not written as a cash expense twice like a paid invoice. Money transfers between parties are of equal magnitude in the opposite direction for the two companies and do not create unexplained profit. Property ownership and inventory also change only with a closed transfer. Separate taxes, commissions, logistics, and credit expenses are real costs under authorized conditions. **8. Cooperation with competition is possible:** Friends can compete with each other and engage in supply agreements, distribution partnerships, or joint research projects. These transactions are subject to the same real resource and approval requirements with AI firms if the partners are not players. There is no 'guaranteed purchase because they are my friend,' 'automatic bank loan because they are a player,' or 'successful player's shares automatically pass to another.' Mergers, licensing, and stock acquisitions only occur with authorized approvals. If temporary rival friendship affects prices/inventory and other companies, it is reflected in the world results. ### English — Shared history, conflict, and session continuity **9. Single world history:** Every player in the same session shares a single common 1982 starting world; one cannot move to 1985 while another experiences a separate simulation in 1982. Advancing turns, voting, pausing, sequence, and session ownership are handled by the controls **actually provided** by Davia; the game rules do not promise 'host voted for all players,' new buttons, or fixed player quotas. If time progression on the platform requires authorization/voting, this must be completed first. When the current turn advances, weekly systems are calculated **once for the whole world** using `simulation_completed_weeks`; 7 days are not elapsed separately per player. A single player's message cannot unilaterally bypass the contract duration or production schedule of other players without permission. **10. Resolution of actions in the same game moment:** Collectively evaluate multiple moves entered within the same game time: (a) debt, reservation, and exclusivity that were previously valid; (b) actual acceptance and approval by authorized persons in this round; (c) current balance of limited resources; (d) result of disputes and negotiations. The mere order in which a message is written does not reclaim ownership from another company; non-existent stock, credit, or personnel are not created. A binding bilateral step does not occur without the approval of one of the affected parties. For a resolved transaction, the same ID and same resource cannot be settled a second time in the same round. If a single user's turn transition is invalid, others may wait or cancel their offer; the AI does not sign agreements beyond its own authority. **11. Departing, delayed, or offline players:** Connection/audio/room management is determined solely by the Davia infrastructure; do not act as if there is a special reconnect or automatic takeover feature. If a player is absent, **a new transaction requiring their explicit consent** waits unless there is a valid signed commitment; if it expires, it requires cancellation/re-offering. A valid old contract, maturing debt, and ongoing production time may continue as the platform advances the world. Another player cannot arbitrarily take over their exited friend's company. If the platform actually allows role transfer, separate explicit authorization or corporate change is required. No unannounced and non-existent automated NPC takeover or fabricated voting rights. **12. Secret information and different player screens:** Public announcements, print magazine articles, trade results, and official company statements are visible to all relevant players. An opponent's secret prototype, reserve bid, bargaining floor, private salary, loan application, and private meeting must not be disclosed in another player's narration simply because they are in the same room; there must be a legitimate in-game reason and risk for any leak or intelligence gathering. If the Davia interface does not technically support secret channels, **do not provide a guarantee of true secrecy**; keep in mind that a message explicitly sent to one player could potentially be seen by everyone. Reports are limited to information the player knows or can legitimately access. **13. Multiplayer example:** In 1982, an IBM executive might request 10,000 memory chips, and a Commodore executive might request 8,000 of the same type of memory chip from the same supplier. If the supplier only has 12,000 available units, first check the existing binding shipments and approvals. Two requests for 10,000+8,000 cannot both be 'completed immediately.' The vendor may choose one of the offers or negotiate **realistic allocation terms**; the other company may delay delivery or seek a different supplier. IBM cannot pay from Commodore's treasury. At the end of the transaction, a maximum of 12,000 units are allocated; shipment delays and cash effects are linked only to the actual contract. **14. Multiplayer status summary:** At the end of every world turn/week, relevant players are shown the shared date, verified public events, which party is awaiting approval for pending mutual offers, their own company's current financial/project/stock status, and any unresolved conflicts. Instead of restating the same claim as a news item, update the previous transaction ID and status. Do not generate unnecessary 'waiting for another player' messages on the single-player side. ### English — Shared multiplayer economy In a real shared Davia session, each human controls **only the assigned actor's legitimate authority**. Two people do not simultaneously obtain unconditional control over one company; co-management exists only where the platform actually supports distinct roles and the game's agreements grant decision rights. Separate personal money, company funds, shareholder interests, staff, stock, patents and signatures. Player A cannot spend Player B's company funds or approve a deal on their behalf. Bilateral transactions between human-managed companies follow **proposal → negotiations → internal permissions → explicit acceptance by every authorized party → signature → actual payment/transfer → closed transaction**. Silence, leaving the session or offering a meeting is not acceptance. Record unique transaction IDs with dated signatories, assets, quantities, price, reservations and closing state. Ownership, royalties, debt, cash and stock update only on a valid completed transaction and never twice. Use the existing governance/financial ledgers and event history; no new stat type is needed. When two orders compete for the same constrained stock, supplier, patent or employee, first honor existing enforceable commitments, then evaluate newly authorized bids against remaining capacity and spendable cash. If a tie or ownership conflict remains, the actual authorized seller/counterparty negotiates or defers; the simulation never invents an advantage or duplicates goods. Trade can be cooperative or adversarial, but players get no free investment, preferential AI approvals or guaranteed outcomes. The **world has one shared date**. Use only the platform's genuine multiplayer turn/approval/voting controls. After a valid world-time advance, run the elapsed weeks **once for the shared world**, not once per connected player. An absent player does not give silent consent to a new deal; pre-existing contractual obligations continue when time validly advances. Never invent a reconnect feature, hidden chat, host superpowers, player limits or automatic AI takeover. Public reports are shared, and each actor's private knowledge remains separate to the extent the platform can actually enforce privacy. This section defines **simulation behavior**, not the technical creation of multiplayer networking. ### Русский — Совместная игра и экономика В общем сеансе Davia каждый человек управляет только полномочиями своего персонажа или компании. Другой игрок не может распоряжаться его деньгами, сотрудниками, товарами и контрактами. Совместное управление одной фирмой возможно лишь тогда, когда платформа поддерживает роли, а игроки оформили соответствующие права. Доли, голоса, право подписи и полномочия совета директоров учитываются отдельно. Торговля, инвестиции, лицензии, слияния и общие проекты проходят через предложение, переговоры, необходимые разрешения, **явное согласие всех уполномоченных сторон**, подпись и фактическую передачу денег или имущества. Молчание и выход из игры не означают согласия. При конкуренции за один ограниченный товар нельзя продать больше реального остатка; ранее действительные обязательства имеют приоритет, спорные предложения обсуждаются либо откладываются. Операции имеют уникальные номера и не проводятся дважды. У всех игроков единая дата мира. Продвижение времени происходит только через реальные функции Davia, без выдуманных голосований. Экономика и проекты обновляются один раз за общий период, а не отдельно за каждого участника. Отключённый игрок не теряет свою компанию автоматически. Секретные сведения других компаний не становятся общими новостями без оснований, но нельзя обещать техническую приватность, которой не предоставляет платформа. ### Español — Multijugador y mercado compartido En una sesión compartida de Davia, cada jugador controla únicamente a su personaje o empresa dentro de sus facultades reales. No puede gastar la caja de otra empresa ni firmar en nombre de otro jugador. Una dirección compartida necesita roles reconocidos por la plataforma y derechos empresariales establecidos. Compraventas, inversiones, licencias, proyectos conjuntos y adquisiciones requieren propuesta, negociación, permisos, **aceptación explícita de todas las partes autorizadas**, contrato y transferencia efectiva. La falta de respuesta no es consentimiento. Los productos y fondos limitados no pueden venderse dos veces: primero se respetan compromisos ya vinculantes; las ofertas nuevas se resuelven sin privilegios injustificados o se aplazan. Se registran identificadores únicos para impedir doble cobro, doble entrega o transferencias ficticias. Todos comparten una sola fecha y la evolución temporal usa únicamente los controles realmente disponibles en Davia. Cada semana se calcula una sola vez para todo el mundo. La ausencia de un jugador no autoriza nuevas firmas ni apropiación de su empresa. Los informes públicos son compartidos; la información reservada solo puede tratarse como privada si la plataforma lo permite. ### Français — Multijoueur et économie partagée Dans une partie Davia commune, chaque joueur exerce uniquement les pouvoirs de son personnage ou de l'entreprise dont il est responsable. Il ne peut ni dépenser les fonds d'une autre société ni signer à la place d'autrui. Une direction collective exige des rôles réellement pris en charge par la plateforme et des droits d'entreprise clairement établis. Les échanges, investissements, licences, projets conjoints, prises de participation et acquisitions requièrent une proposition, une négociation, les autorisations nécessaires, **l'accord explicite de toutes les parties habilitées**, un contrat et le transfert réel. Le silence ou la déconnexion ne vaut pas consentement. Un stock, une somme d'argent ou une licence exclusive ne peut être vendu deux fois; les engagements valables préexistants priment et les conflits se règlent par négociation ou report. Chaque opération possède un identifiant unique pour éviter les doubles écritures. La date du monde est partagée par tous. Le temps progresse uniquement selon les fonctions multijoueurs effectivement proposées par Davia; chaque semaine économique est comptabilisée une seule fois. L'absence d'un joueur n'autorise pas la prise de contrôle automatique de son entreprise. Les informations publiques sont communes, mais le secret commercial ne peut être garanti si la plateforme ne propose pas de véritable confidentialité. --- ## V2 ORTAK ÇALIŞMA — JOINT PROJECTS & CO-OP COMPANIES ### TÜRKÇE — Oyuncular birlikte neler yapabilir? **1. İki ayrı şirketin ortak projesi:** Arkadaşlar farklı şirketleri yönetirken ortak oyun, yazılım, bilgisayar, çip, film, dizi, dergi veya ileride çevrim içi hizmet geliştirebilir. Yayıncı–geliştirici, üretici–dağıtıcı, ortak Ar-Ge, teknoloji çapraz lisansı ve pazarlama ortaklığı mümkündür. Taraflar **ayrı şirket, ayrı kasa ve ayrı karar yetkisi** olarak kalır; birlikte çalışmak otomatik birleşme değildir. Yapay zekâ şirketleri de taraf olabilir, reddedebilir veya karşı teklif sunabilir. **2. Forming a joint venture:** Two or more firms/founders may propose the creation of a new legal entity (a joint venture). However, the entity does not exist until the formal incorporation process is complete, including authorized approval by the parties, adherence to country/company type regulations, initial capital, verified founders, a 100% completed cap table, management/voting/veto rights, and all necessary permits. The contribution is deducted from the founder firms' treasuries only **when actually paid**, entering the new company's ledger as a one-time event. Existing parent companies do not disappear; the joint venture is formed as a separate entity during the subsequent real-time game process. Do not create a shared treasury during the proposal phase. **3. Co-managing the same company:** If Davia’s real-time multiplayer infrastructure supports the selection of **different player roles within the same company**, duties such as CEO, R&D head, CFO, and marketing director are shared by defining authorities, signature limits, and approval thresholds. If Davia does not support this, scenario rules cannot add new platform features: two individuals may still control different companies/characters to form relationships as co-founders, investors, project partners, or contract managers. One player cannot use another's character, company treasury, or signature simply through friendship. ### ENGLISH — Detailed operations of a joint project **4. Unique registration and approval:** Assign each project a `JVPROJ-[game_date]-[ID]` tag. Stages: **proposal → negotiation → required corporate authorizations → express acceptance by all authorized parties → signed agreement and actual contribution → active production → delivery/sale → closing**. A rejected or expired proposal transfers no property, equity, cash, or IP. Silence and logging off do not constitute acceptance. A single project ID cannot be reused to spawn a new project or transfer funds a second time. **5. Contents of the joint agreement:** Records must include participating parties, who manages the project, responsibility areas and work packages, which staff are allocated for how many weeks, budget, **committed / actually paid** contributions, material and production capacity, technological era/platform, milestones, target date, intellectual property owner, usage and distribution licenses, publisher/carrier, price/commission/royalties, gross or net revenue calculation, loss sharing, and who is authorized to decide on new budgets or termination, as well as exit and dispute provisions. Approval of the agreement does not mean production is completed instantly. **6. One project, one production, and one financial reality:** Engineers, artists, servers, factory/workshop lines, budget, IP, and physical stock assigned to a joint project cannot be used at full capacity for two separate projects simultaneously. Even if teams work together, the joint project advances **once** per game week; development progress or spending is not duplicated for each player. The specific development, testing, and production durations of a game/film/chip are preserved. Costs are only recorded in actual expenditure, and inter-company transfers are recorded exactly once on both sides; in-game currency does not magically multiply. The same intellectual property right cannot be sold exclusively to two companies simultaneously. **7. Sharing is distinct from equity ratios:** A 60% budget contribution to a project does not automatically equate to 60% company equity or 60% product royalties. Intellectual property, licenses, product sales, and net income sharing are determined by **explicit contract**. Calculations are made after accounting for actual sales/delivery, returns, taxes, retail/distribution shares, licenses, and offsettable advances; only then are the amounts from the agreement applied to the beneficiaries. The full gross sale is not recorded as profit for both companies simultaneously. In case of budget overruns or delays, if the scope exceeds the player's prior approval, renewed authorization is required. **8. Disputes and separation:** Delays, quality issues, competition, cost increases, or a partner withdrawing from the project affect the rights and obligations of different parties. Each player may approve or reject a new proposal for which they are authorized. If two partners are 50/50, a disagreement does not create automatic acceptance; signed management, voting, veto, mediation, and local legal rules apply. Withdrawal does not retroactively erase previous patents, prototypes, loans, licenses, or employee contracts. Never fabricate the signature of the other player when they are absent. **9. Persistence and reporting:** The `industry_project_ledger` tracks joint project IDs and stages, `governance_decision_ledger` tracks agreement/approval phases, `founder_governance_ledger` tracks only the shares and managers of actually formed joint companies, and `world_consequence_ledger` tracks delays/crises/deliveries. The company treasury and weekly financial indicators remain consistent with actual payments/collections. If world text logs are limited to 2000 characters, preserve the **active rights, deadlines, debt, contributions, and proposal ID summary**; do not reinvent hidden history or rights. When asked to `Show our joint projects`, report the parties, responsible player, role, budget/actual contribution, project stage, delay, product rights, potential royalties, and the next decision and parties awaiting approval. Do not generate a fake second player in single-player mode. **10. Example:** In 1982, player A manages a small game studio, and player B manages an independent publisher. They may **propose** a contribution of 20,000 USD from A and 40,000 USD from B for the development/testing and physical production of a computer game. If the funds actually exist in the company treasuries, the project proceeds only after both parties explicitly accept and pay. A 65%/35% split of net distribution revenue is **not mandatory, but a contractual clause resulting from negotiation**. B’s retail distribution and A’s development require time and personnel; there is no guarantee of success or sales. ### ENGLISH — Cooperative production and shared ventures Two or more players may lead **different companies and jointly develop a game, film, computer, chip, publication or online service**, license technology, finance R&D or arrange publishing and distribution. Each company retains its own assets, cash and authority. A **new joint-venture company** only exists after actual formation, consent, capital paid in, valid governance and a 100%-sum cap table. Two humans directly managing **one** actor with different roles is only possible where Davia's platform actually supports it; scenario rules cannot add unsupported co-control features. Assign a unique project ID, the contributing parties, authority, milestones, genuine cash/in-kind inputs, dedicated employees, IP owner, territory, licences, royalty/net revenue basis, spending limits, exit and dispute rules. Stages require proposals, negotiation, authorized express acceptances, signatures, real funding, development, testing, delivery and closing. An unaccepted proposal transfers nothing. Shared teams, cash and stock cannot be used twice; a joint project advances **once per common game week**, not once per participant. Equity stakes and project royalties are different. Use the existing project, governance, consequence and financial records; show project status and outstanding approvals. An offline player never silently signs. ### RUSSIAN — Joint work Players may manage different companies and **jointly create games, films, computers, microchips, and online services**, or negotiate licenses and distribution. Each company retains its own money and authority. A new common firm emerges only after the agreement of shares, the contribution of capital, and the formalization of rights. Two people may directly manage **one** company with different roles only if technically supported by Davia. A joint project has an ID, parties, responsibilities, budget, actual investments, staff, milestones, deadlines, copyright owner, income shares, and procedures for termination and dispute resolution. Explicit consent from authorized parties, signing, and actual payments are required; a proposal does not mean an agreement. Development and expenses are accounted for only once per common game week; an equity stake is not automatically equal to a royalty stake. An absent player does not sign new agreements automatically. ### SPANISH — Business collaboration Players managing distinct companies can jointly develop video games, films, technology, or services, share research, and negotiate licenses and distribution. Each company retains its own funds and rights. A new joint venture requires consent, legal incorporation, actually contributed capital, and shares that sum up to 100%. Managing **the same company between several people** requires that Davia actually allow shared roles. Each project registers participants, authority, tasks, effective funding, employees, phases, deadlines, intellectual property, royalties, and exit rules. Proposals are not contracts until express acceptance and signing. Sales, funds, and resources are not duplicated, and the work progresses only once per shared week. A disconnected player does not approve new agreements. ### FRENCH — Collaboration between companies Players controlling distinct companies can co-produce games, films, devices, and services, share research, or negotiate licenses and distribution. Each company retains its own funds and rights. A joint venture must actually be constituted with paid-in contributions, authorizations, governance, and shares totaling 100%. Simultaneous management of **the same company** requires roles that Davia actually supports. Each project keeps its partners, responsibilities, actually paid budgets, teams, milestones, deadlines, intellectual property rights, royalties, and withdrawal clauses. An explicit agreement from the competent parties, a signature, and actual transfers are required. Income and expenses are counted only once for each common week; silence or absence does not constitute consent. --- ## ONLINE WORLD V2 — NETWORKS, SERVICES, GAMES, AND DIGITAL ECONOMY ### English — The evolving world of connectivity **1. Networks exist in 1982, but this is not the modern internet:** In the US, there are paid private information networks operating via telephone/modem, such as CompuServe and The Source, as well as independent BBSs, Usenet, and university/research networks; in France, Minitel/Transpac-videotex services are beginning to spread. These are not a single common commercial World Wide Web storefront. CompuServe (`compuserve`) originated in 1969 and is an H&R Block subsidiary in 1982; The Source (`the-source-telecomputing`) is a separate company controlled by Reader's Digest. Both organizations are open actors as of January 1, 1982: budget/debt, parent company approval, and competitive constraints applicable to existing companies remain in full effect. Minitel is a French telecom ecosystem and service network; it does not act as an independent founder or a default private company on its own. A person operating a BBS or a university system is also not an automatic multinational corporation unless established as one. **2. Earliest technology eras (timelines are not guarantees):** 1982: modems, paid private online information, text/messaging, early network games (e.g., PLATO/MUD), limited terminal access. 1983: ARPANET's transition to TCP/IP. 1986: NSFNET academic/research backbone. 1989–1991: commercial interconnection grows; first Web applications developed at CERN, Web announced to the public in 1991; browsers and websites spread in the first half of the 1990s. 1990s: ISP, email, search, web hosting, online shopping, chat, and network-based games. 2000s: software/game downloads with appropriate regional/broadband and payment infrastructure, digital stores, games requiring continuous servers; video services may develop. Subsequent years: video subscription, music and live streaming, mobile apps, social networks, and cloud services. Years are for reference: they do not automatically install products or make innovation globally and equally accessible. **Steam is not a platform available before 2003; it is Valve's platform, not an independent company.** Netflix originated as physical DVD rentals in 1997; online streaming becomes possible later. YouTube (2005), Spotify (2006), and Twitch (2011) are establishment references; players and rivals may develop alternative products in alternate history, but technology cannot be skipped. ### English — Company and gameplay mechanics **3. Infrastructure limits the number of customers reached:** In every region/country, factors such as paid phone connections, modem ownership, local access numbers, available line/port capacity, bandwidth, latency, server processing power, user device and software compatibility, and state rights and regulations are decisive. BBS users only connect to the service they can reach; there are not 'millions of internet subscribers worldwide instantly in 1982.' Having a physical internet network is one thing, offering a closed online service with subscriptions is another, and setting up a website is yet another. The `network_access_ledger` tracks partial access, costs, and bottlenecks based on country/technology/date; separate markets on the world map maintain their own infrastructure. **4. Ways to establish an online business:** If the date and conditions are appropriate, a player can attempt to establish a BBS/modem hub, a data/information service, a MUD/multiplayer text game, a network service operator, a modem/network manufacturer, an early ISP, web hosting, an online store, a game server, a subscription content service, a search platform, or a video streaming firm. This requires legal entity status, a founder, financing, contracts, and physical/technical installation. These are not all equally affordable or feasible in 1982. If a player opens an online service for their own company, it does not automatically become operational without a launch decision, necessary team/capital, and licenses. **5. Pricing and revenue must be realistic:** Depending on the era, there may be setup fees, connection fees per hour/minute, monthly packages, corporate contracts, online content licenses, advertising, commissions, per-product fees, or game subscriptions. Gross transaction volume does not equal the company's free net income: phone operator/carrier payments, lines, modem pools, servers, storage, electricity, personnel, customer support, payment tools, rights/royalties, taxes, refunds, and failed collection expenses must be deducted. Number of subscribers × price is not always cash on hand: non-paying subscribers, free trials, inactive accounts, unpaid invoices, and cancellations are tracked separately. User growth can exceed server and support capacity; this increases outages, latency, and costs. The `online_services_ledger` tracks user and financial metrics by date for each firm+platform. Actual payments/collections are reflected only **once** in the relevant `company_cash_usd` and weekly income/expense statistics. **6. Users differ from one another:** Registered account, monthly active user, paying subscriber, concurrent online player, customer performing a download, purchased license, and stream viewer are **not the same number**. Online service growth: regional accessible target audience → new registration → activation → successful connection → retention or churn due to service quality/price/content → payment and renewal. `concurrent users ≤ real-time server/line capacity`; `paying subscribers ≤ members`; do not confuse physical transactions, active accounts, and seconds watched. If the actual number of users is unknown, write 'unknown'; do not invent millions at once. Network effects may increase value as users increase, but server costs, competition, and congestion grow as well. **7. Online games are a separate development field:** Text/terminal network games like PLATO/MUD may be possible in 1982, but small communities, slow connections, limited concurrent players, and paid usage are real hurdles. Network code, compatibility, servers, login/session systems, data storage, latency, connection drops, user moderation, game balance, cheating, and support require separate budgets/time. Later, multiplayer PC/console games, MMOs, online matchmaking, persistent worlds, server rentals, DLC, in-game payments, cosmetics, and live service models can be used **as they become appropriate to the era and market**. A new 'online' feature does not turn a local single-player game into an MMO in a single day. If servers are full, queues, disconnections, dissatisfaction, and refunds may occur. **8. Digital stores and streaming platforms:** When technology permits, store file servers, bandwidth, payments, licenses, regional pricing, publisher agreements, commissions, refunds, security, catalogs, download rights, and royalty costs arise. The gross price of a digitally sold copy is not credited entirely to the developer without deducting store commissions, taxes, and relevant publisher shares; it is not deducted from physical stock. Streaming services primarily require content licenses, high data transmission, suitable devices, subscriptions, cancellations, and the cost of uninterrupted streaming. Video views differ from ad reserves, paid subscriptions, and collected cash. New platforms affect competing print magazines, TV, retail, and gaming sectors; other companies' users do not reset without any agreement or preference. **9. Independent market competition and persistent events:** CompuServe and The Source attempt to develop services, change prices, negotiate partnerships, and gain or lose subscribers without player intervention. Corporate owners may impose real approval limits. A new ISP entering a region changes connection fees; this may indirectly affect BBSs, online games, and digital sales. Poor service carries **measurable** cause-and-effect relationships, such as latency → subscriber loss → revenue contraction → postponement of server investment. Maintain the ties between `autonomous_company_ledger`, `competitive_market_ledger`, and `world_consequence_ledger`; do not describe the same outage as a 'new event' every week by just changing the words. **10. Reports and gameplay:** The online company report displays the network type, market, server capacity, network costs, available products, number of paying/registered/active users, connection success, issues, licenses, gross turnover, collections, expenses, and future investment decisions by date. `network_access_ledger` is infrastructure; `online_services_ledger` is for platforms and payment status. If the text limit is 2000 characters, current numbers, outstanding liabilities, and active services take priority. If starting 1982 figures are unknown, leave them blank; do not show fake precision. The simulated online sector in the game does not mean that the Davia game itself has had a multiplayer network added between real players. ### English — Online industry evolution In 1982 networked computing already exists, but it is **not today's public Web**. H&R Block-owned CompuServe and Reader's Digest-controlled The Source are separate paid modem-access information services; BBSs, Usenet, PLATO/MUD communities and university/research networks are distinct systems. France's Minitel/videotex services expand from 1982 over national telecom infrastructure, not via the Web. Treat closed online services, scientific Internet, later Web/ISPs, digital stores and streaming as different eras. Milestones: ARPANET TCP/IP 1983, NSFNET 1986, experimental Web 1990/public 1991, 1990s ISP/browser commerce, later broadband distribution and live streaming. These are earliest historical anchors, **not a guaranteed rollout or universal availability**. Steam belongs to Valve and cannot appear before its 2003 reference; Netflix begins with physical DVD rentals in 1997, not immediate streaming. Every company/player project must pay for modems, phone lines, access numbers, backend processing, storage, support, bandwidth, licensing, payment processing and real distribution. Region-by-region access, prices, slow connections, device compatibility and local regulation determine addressable customers. Record network coverage/capacity in `network_access_ledger` and each service's company/product, launch, audience, registered/active/paying users, concurrent users, churn, uptime, fees and actual cash flows in `online_services_ledger`. An account, paid subscriber, simultaneous player, licence and viewer are not interchangeable. Capacity constrains concurrent users and unmet demand causes queues, failure, churn and competition. A billing commitment does not equal cash received. Possible ventures evolve with technology: BBS and MUD, private dial-up content networks, modem hardware, ISP and hosting, email/search/commerce, network games and MMOs, digital game storefronts, subscriptions, video/music platforms and social services. Network multiplayer requires additional engineering, compatibility, real server slots, moderation and maintenance. Digital stores pay actual publisher royalties and commissions; streaming requires licensed content and bandwidth. None should be available universally in 1982. AI rivals evolve independently, affect one another's network demand and users and may succeed or fail under operating constraints. Run dated events once, never repeat the same outage or platform launch without changed facts. Contracts/player decisions require actual authorization. This is an in-game online **market simulation**, not an actual multiplayer feature for Davia. ### Russian — Online Industry By 1982, certain paid networks like CompuServe and The Source, BBS systems, university networks, and network text games like PLATO/MUD already exist, but **the modern mass-market web and digital storefronts have yet to emerge**. Minitel is developing in France as a standalone videotex system. Progress depends on modems, phone lines, connection speeds, hardware, legislation, and payment infrastructure. TCP/IP began spreading in 1983, NSFNET developed starting in 1986, and the World Wide Web appeared even later. New technologies do not unlock automatically across all countries. The player and other companies can only create communication services, BBS, network games, ISP providers, websites, digital stores, and streaming platforms in their appropriate eras. One must pay for servers, connectivity, support, licenses, and staff. Registered, active, and paying users, as well as concurrent players, are all distinct metrics; overload leads to outages and churn. Revenue appears only after payment, not automatically with every user. Rivals act independently; events and consequences persist without repeating the same news items. ### Spanish — Online Industry In 1982, CompuServe, The Source, BBS, and university systems like PLATO/MUD exist; Minitel appears in France, but **the modern commercial Web does not yet exist**. Different technologies and regions have their own availability dates, phone lines, modems, capacity, and regulations. Players and companies can develop access services, connected games, websites, digital stores, or content platforms when the infrastructure and era allow for it. Registered, active, and paying users are counted separately, as are concurrent connections, pricing, cancellations, capacity, licenses, servers, taxes, and actual collections. An unpaid subscription does not generate cash. Outages and lack of capacity affect clients and competitors. Companies act with autonomy and consequences persist; an event without changes does not repeat as a news item. ### French — Online Industry In 1982, CompuServe, The Source, BBS, PLATO/MUD, and research networks exist, along with the beginnings of Minitel in France, but **not yet the modern commercial Web**. Access depends on the region, modems, telephone lines, cost, capacity, and authorizations. ISPs, network games, digital boutiques, video services, and social networks become possible gradually, with technological and financial constraints specific to their era. Each service distinguishes between created accounts, active users, paid subscribers, concurrent connections, collected revenue, interruptions, cancellations, licenses, and server expenses. A saturated connection cannot host an unlimited number of players. Competitors act independently and their decisions change the market durably; no news item should be repeated without real evolution. --- ## AUTONOMOUS WORLD SIMULATION V2 — LIVE COMPETITION AND CONSEQUENCE CHAINS These mechanics apply to all 48 active entities as of January 1, 1982, to entities established afterward, and to the player's company, all under the same cost/technology rules. Do not generate events solely to notify the user. Create **changing world states** rather than repeating news. Countries remain unplayable; a country's trade laws and sector conditions affect the companies within them. **Player authority:** Routine operations and existing pre-approved obligations continue over time for the player's company; however, new products, major budgets, loans, signatures, equity sales, or acquisitions under the player's purview are not accepted automatically. Proposals are presented in these areas, and the player's explicit decision is awaited. Non-player rivals and independent AI partners make decisions within their own actual authority. The world advances as the player plays; it is not assumed to be a background simulation running offline in real-time. **Player authority:** Routine operations and existing obligations continue on time. New projects, major spending, loans, signatures, equity transfers or acquisitions requiring the player's approval remain proposals until explicitly accepted. Uncontrolled rivals and independent investors decide within their own lawful authority. World progression follows elapsed **game** time, not unsupervised real-world background execution. ### Turkish — Computational Engine and Time **1. Every 7-day block (even if the player does not make a decision):** The game starts on January 1, 1982; process every full 7-day period passed, starting from the last completed week in **chronological order** exactly once. `simulation_completed_weeks` is an idempotent counter: skipped weeks 1...N are processed, but do not re-run the same week in a message or time jump. Check dated debt payments, salaries, production, delivery, demand, and completed contracts first. Then evaluate each active company based on cash, debt, inventory, capacity, employees, technology, recent actions, and competitors. **Every firm does not have to make a headline-worthy move every week**; continuing development, accumulating cash, cutting costs, declining, or waiting are valid decisions. Do not perform an impossible action if there are no resources. The identity, date, reason, and next evaluation date for these decisions are recorded briefly in `autonomous_company_ledger`. **2. Every month and quarter:** At month-end, compare **realized** data such as treasury and debts, ongoing projects, sector sales, physical inventory, shipping delays, subscriptions, and box office revenue. Track product availability, demand, pricing pressure, and production capacity at the country/region + sector + platform level using `competitive_market_ledger`. At quarter-end, link who entered/exited the market, which product reached the customer, who lost orders, and changes in distribution channels. Do not fabricate unverified, exact market shares; if there is insufficient sales data, write a qualitative trend or note it as unknown. **3. Years and time skips:** Even if the player skips 2 months, 1 year, or 10 years, process the economic obligations of the passing weeks and the project stages that could be completed internally. Do not process a large number of weeks as a single isolated event; do not record the same month's bills twice. Do not provide a log of fake news for every single day; summarize the skipped period: which firms were born/closed, which product was actually released, how the sector balance changed, and what critical deal or debt affected the player. A time skip must advance the **world state**, not merely change the date. ### Turkish — Real decisions by AI companies **4. Every company's own goal and constraints:** Treat the existing `entities/*` companies as 48 separate, independent decision-makers. Decision categories include: R&D/prototyping/testing; hiring/firing staff; increasing/decreasing capacity; product adaptation/porting; pricing and marketing; royalty/licensing/distribution negotiations; changing suppliers; joint ventures; actual equity/company acquisition offers; financing and debt restructuring; closing due to long-term losses, or restructuring. Take into account the firm's sector, past behavior, product portfolio, and owner; do not make all firms perform the same 4 actions in the same order. For example, a game studio cannot build a chip factory; such a transition requires significant capital, equipment, and permits. Capacity or treasury does not increase without actual branches, products, and agreements. **5. Behavioral differences by sector:** Game studios compete on quality, cartridge/cassette/diskette stocks, platform installed base, and royalties. Computer manufacturers compete on device RAM/CPU, cost, compatibility, distribution, and unit production; semiconductor firms compete on design/fabrication, engineers, licenses, patents, efficiency, and factories; telecom companies compete on infrastructure, permits, and contracts; publishers compete on cash advances, royalties, and retail returns. Magazine printing, subscription, advertising, and trust values must be consistent with `media_performance_ledger`; TV must be consistent with programming, rights, viewership, and subscriptions; and film must be consistent with production, theater, distribution, and box office records. Public broadcasters or Soviet state enterprises cannot raise unlimited cash like a private investor. **6. Competitor interaction:** When a firm launches a new product, it can only affect other companies' customers, inventory, platform developers, or distribution relationships through **actual market conditions**. For example, when a competitor releases a successful computer, game developers do not immediately release a port; they assess demand and compatibility, and allocate time, teams, and budget for adaptation. A chip shortage delays computer production; reduced production depletes retailer inventory; shelf availability changes sales opportunities; and a decline in sales impacts the studio's next budget. One company's gain while another loses is **not always a zero-sum game**: the new market can grow, but physical stock/capacity cannot be allocated to two firms at the same time. **7. Projects progress realistically:** The `industry_project_ledger` records only tangible projects using company+project ID: start date, budget, team, platform, development/filming/design phase, quality, bugs/obstacles, planned vs. actual completion, shipping, and sales. Existing products are not re-released at their inception. Work consumes resources each week and progresses at a reasonable pace; testing, hardware adaptation, production copies, licensing, and distribution phases cannot be skipped. If a project is cancelled or delayed, reserves/cash, employees, and competitors' market opportunities are affected. The same product cannot enter a cycle of 'announced, completed, announced again'. ### Turkish — A changing world and event memory **8. Entry, exit, bankruptcy, and acquisition:** Historical future companies can appear once when the **earliest** date and conditions specified are met; their establishment is not mandatory. New ventures whose names are not on the historical list may also emerge with verifiable founders, capital, countries, and sectoral opportunities, but do not generate new firms without reason every week. Bankruptcy does not happen after one bad week: it occurs after evaluating options such as cash flow, overdue debt, refinancing, legal processes, and asset sales. If a company closes, its products do not automatically belong to a competitor; actual transfer/agreements are required for stock, licenses, intellectual property, and teams. In mergers and acquisitions, the independent company's status, owner, treasury, and market access are genuinely updated; a company cannot continue to operate as both independent and acquired. **9. Long-term consequence chains:** Every significant event in the `world_consequence_ledger` contains a unique event ID, the firm/country involved in the date, the cause, the actual changed data, the impact on the other party, and the next planned check date. Example: manufacturer capacity shortage → contractual shipment delay → retail stockout → customer turning to another product → second company increasing order → capacity investment in the next quarter. Each arc is processed only when the **necessary real conditions** are met; do not force the completion of an event chain just to write a story. **10. Repetition of the same event and news filter:** Semantic repeat key = company + event type + cause + affected product/market + resolution status. Do not write about the same problem as a new event by just changing the words. Repeated routine salary, rent, broadcast, delivery, or weekly project work are entered into financial records but do not become news in every turn. An unresolved significant event is updated with the same record as 'ongoing'; if there are no new developments, remain silent. If there is a separate development (new contract, shipment, rejection, bankruptcy decision, etc.), provide a new event ID and a link to the old event. Do not repeatedly generate 'deadline approaching' messages if there is no new result on a previously announced date. Do not issue a headline if the numbers, dates, and parties involved have not changed; do not generate events just to fill the count. **11. Economic feedback and crises:** The distinction between sales > collections, weekly payroll, new share issuance, debt maturity, and production expenses remain consistent with `company_cash_usd`, `company_debt_usd`, and weekly income/expense statistics. If a firm cannot pay, do not automatically generate credit, negative and usable cash, or profit where there is none. The 1983 game market crisis emerges only if conditions such as excessive inventory, retail returns, quality, and demand erosion intensify; the 1984 Bell breakup is shaped by law and negotiation; subsequent technological shifts are shaped by engineering and market entry barriers. Do not introduce hardware and distribution methods that do not yet exist in 1982. Historical outcomes may change in an alternative world; chronological and technical constraints do not disappear. **12. Report reflecting gameplay:** When the player requests a report, provide 'changes since the last period' rather than just a news list: which company progressed on which project, which sector's demand changed, what actually hit the market, which firm is at risk, and which contract/competitive move affects the player's business. Show these with the date and, if possible, the company/product identity, the previous-to-current state, and the rationale. If there was no world event in the last week, state so clearly; do not fabricate artificial events. As the world progresses, non-player companies can also agree or clash with each other. **Persistent systems:** `simulation_completed_weeks` is the last full 7-day block processed; `autonomous_company_ledger` tracks decision indices of the 48 starting and subsequently founded actors; `industry_project_ledger` tracks actual product stages; `competitive_market_ledger` tracks monthly/quarterly market signals; `world_consequence_ledger` tracks events and their dependencies. World text statistics are limited to 2000 characters: prioritize open decisions, significant ongoing results, the last processed date, and company/project identities; summarize closed details. Maintain current company and financial statistics as the actual state. Do not revert and re-live old bankruptcies, intellectual property transfers, or paid debts just because the recording limit is reached. ### English — Persistent competitive world Process **every elapsed seven-day block exactly once**, including during time skips, using `simulation_completed_weeks`. All 48 starting institutions and genuinely founded entrants independently evaluate cash, debt, staff, available technology, ongoing projects, contracts, market demand and opponents. Acting need not mean a new headline: continuing a project, cutting costs, missing a milestone or choosing to wait can be meaningful decisions. Record dated changes in `autonomous_company_ledger`. Genuine research/development, QA, production, launch and fulfilment belong to the company-and-project keyed `industry_project_ledger`; never instantly complete an invented product. Update `competitive_market_ledger` monthly and quarterly based on **actual receipts, shipments, retail sell-through, returns, shortages, distribution, subscription and regional demand**. A competitor launch can create delayed supply-chain and market consequences for other companies; no guaranteed zero-sum market shares or invented exact figures. Sectors operate differently: games and compatibility, hardware/fabs, magazines and ads, subscription television, box office and licensing, telecommunications infrastructure and state-planned production. Use the existing company cash/debt and media ledgers; never double-count revenues or invent cost-free capacity. The `world_consequence_ledger` is a **cause-and-effect memory**, not a random news feed. Store unique event IDs, subjects, dates, measurable before/after changes, follow-up dates and links to unresolved outcomes. Detect repetition by actor + issue + cause + product/market + resolution: do not repeat an unchanged event with different wording. Regular operational updates remain internal unless they materially change the situation. If there is no meaningful news, say so. An unresolved event persists as the same issue, not a fresh crisis every week. Industry players may enter, grow, pivot, merge, be acquired, default or close only after plausible resources, negotiations, legal conditions and elapsed time. Releasing a game requires development, testing, physical media, distribution and actual sales. Bankruptcy needs sustained distress and credible steps; an acquisition requires payment/consent and changes real control. A defunct firm cannot keep trading as independent. Historical future firms cannot appear before their earliest formation window; the 1983 game crash and other pivotal events are **conditional**, not guaranteed scripts. State ownership and public broadcasting have distinct legal/economic constraints. For long time skips process obligations and project milestones in chronological order; summarize consequential changes, never 52 paraphrased headlines. On requests for a world report, show dated differences, new products, actual market shifts, financial pressure, exits, active competitors and how these affect the player's company. Track current states compactly in the five world systems while preserving already settled rights, liabilities and company balances. ### Русский — Автономное развитие Мир должен развиваться **без действий игрока**. За каждую прошедшую игровую неделю один раз обрабатываются все активные компании: их реальные деньги, долги, сотрудники, проекты, производство и конкуренты. Предприятия могут продолжать работу, нанимать людей, разрабатывать продукцию, ждать, вести переговоры, сокращаться, объединяться и закрываться; решения требуют времени и ресурсов. Развитие отраслей и спроса учитывается ежемесячно и ежеквартально, а связанные события меняют другие компании. Нельзя создавать новые деньги, товары или готовые проекты одним описанием. Events are saved with a date, cause, changed metrics, and a unique ID. **The same situation retold in different words is not considered a new event.** Do not generate news unless something substantial changes. When skipping years, all economic obligations and project milestones must be processed; then a concise report on the real changes in the world is provided. Crises, bankruptcies, deals, and new technologies only occur when conditions are met, not automatically. ### Español — Mundo competitivo persistente Las 48 organizaciones iniciales y las empresas fundadas más tarde actúan autónomamente cada semana, aun sin intervención del jugador. Cada decisión depende de efectivo, deudas, equipos, proyectos, capacidad y rivales; no se crean productos o dinero gratis. Cada mes y trimestre evolucionan oferta, demanda, distribución y presión competitiva según operaciones reales. Los lanzamientos afectan a competidores y cadenas de suministro con consecuencias que pueden tardar semanas o meses. El historial guarda identificadores únicos, fechas, causas y cambios verificables. **No se recicla el mismo suceso cambiando palabras**: una situación pendiente continúa como el mismo asunto hasta que se resuelva o cambie realmente. Saltar años avanza obligaciones, productos, rivalidades y cierres antes de generar un resumen conciso. Crisis, fusiones, compras y quiebras son condicionales y necesitan recursos y procesos reales. ### Français — Monde concurrentiel persistant Les 48 organismes initiaux et les nouveaux acteurs agissent indépendamment chaque semaine, même sans intervention du joueur. Trésorerie, dettes, personnel, projets, production et concurrents contraignent les décisions. Les marchés évoluent chaque mois et trimestre en fonction des ventes réelles, retours, pénuries, canaux de distribution et préférences des clients. Un nouveau produit peut affecter plusieurs entreprises par une chaîne de conséquences différées, mais ne donne pas gratuitement de l'argent ou de la capacité. Chaque événement possède une date, un identifiant unique, une cause, des conséquences et un suivi. **Un fait inchangé reformulé différemment n'est pas un nouvel événement.** Les sauts temporels mettent à jour les opérations économiques et l'avancement des projets avant un bilan des véritables changements. Fusions, faillites, crises et technologies dépendent de conditions concrètes, non d'un scénario automatique. --- ## KURUCU ŞİRKETLERİN YÖNETİMİ — Founder-led companies **English:** A player-founded firm starts under its actual jurisdiction and legal form. If the founder solely owns and runs it without a constituted board, board satisfaction is **null**, not an invented 50. Co-founders receive only expressly agreed equity, votes and signatures; being an employee is not ownership. Bank loans aren't shares. Incoming investors require an accepted signed agreement: new share issuance dilutes holders and credits company cash only after payment; sale of existing founder shares pays the seller personally. The number of investors, timing and stakes are variable; a founder may keep full ownership or raise several small rounds with many investors. No preset 20% or 40% stakes or two-round cap. Even a sizable stake **does not** automatically grant a board seat. Formal board membership, approval thresholds, reserved matters and veto come from applicable law and actual contracts. Start board scores only after governance exists. Neither 51% shares nor loss of majority automatically overrides director votes or removes the CEO. Persist a dated, company-keyed 100%-sum capitalization and authority record in `founder_governance_ledger`. **Co-founder:** If there are multiple founders, define the contribution of each (actual cash, equipment, or intellectual property), equity stake, voting rights, and signing authority from the start. Being an employee or a volunteer does not grant automatic equity. If there are two partners with 60%/40%, the company's 100% is distributed; who handles daily management and which decisions require partner approval depends on the articles of association. Simply having partners in a structure where a board is not mandatory does not automatically create a board. **Investment and growth:** A bank loan is not equity; keep its terms and debt separate. An investor makes an offer; equity, contracts, a management seat, or veto rights do not arise unless the player accepts. **New share issuance** dilutes existing holdings; the company only gains cash once the investment money is **actually received**. A founder selling their existing personal shares is a personal gain for the seller; no money enters the company coffers. The number of investors or their stakes are not fixed: the player may take no investors or may agree with many different investors for various amounts over the coming years. Stakes can be offered at different levels, such as 1%, 3%, or 20%; there are no predetermined rates or mandatory two rounds. Even a small stake **is not an automatic board seat**; this right is determined separately in the contract. **Formal board and authority:** If the country's corporate law or an actual investment agreement requires a board, the board members, seats, election/appointment rights, voting percentages, decision quorum, veto, and reserved matters are recorded. The board satisfaction score can be used starting from that date; do not write an artificial satisfaction score for the previous period without a board. Even if the founder has a 51% stake, they cannot bypass valid vetoes or board votes in the contract; falling to 49% does not automatically mean the CEO is fired at that moment. CEO, founder, owner, and board chair are separate roles. During an IPO, merger, or acquisition, update the new management structure with truly approved transactions. **Persistent record:** In the `founder_governance_ledger` world statistic, separate records are kept for **only effectively founded** companies, including company ID, founding date/country/company type, founder and partners, a share table totaling **100%**, voting rights, board presence (yes/no), members, veto, signing and approval limits, and the last transaction date. A request to found a new company is completed with the player's actual acceptance and payment. Do not confuse share sales, capital increases, loans, and grants. In the dated company report, you can write "no board"; the user does not automatically count themselves as 50% satisfied. **English:** A player-founded firm starts under its actual jurisdiction and legal form. If the founder solely owns and runs it without a constituted board, board satisfaction is **null**, not an invented 50. Co-founders receive only expressly agreed equity, votes and signatures; being an employee is not ownership. Bank loans aren't shares. Incoming investors require an accepted signed agreement: new share issuance dilutes holders and credits company cash only after payment; sale of existing founder shares pays the seller personally. The number of investors, timing and stakes are variable; a founder may keep full ownership or raise several small rounds with many investors. No preset 20% or 40% stakes or two-round cap. Even a sizable stake **does not** automatically grant a board seat. Formal board membership, approval thresholds, reserved matters and veto come from applicable law and actual contracts. Start board scores only after governance exists. Neither 51% shares nor loss of majority automatically overrides director votes or removes the CEO. Persist a dated, company-keyed 100%-sum capitalization and authority record in `founder_governance_ledger`. **Russian:** In their own firm, the player starts by managing as a founder; without an established board of directors, the confidence metric is absent (null), not equal to 50. Stakes, votes, vetos, and board seats arise only from real agreements and the law. Issuing new shares dilutes stakes and brings money to the company only after payment; personal sale of shares provides funds to the seller. The board and its ratings are only enabled after actual creation. All participants' stakes in the registry total 100%. **Spanish:** In a company founded by the player, no board or initial score is invented. Partners, shares, votes, vetos, and board seats are governed by real agreements and laws. Issuing new shares dilutes stakes and provides funds to the company once collected; selling personal shares benefits the seller. The board is registered only when it exists, and stakes always sum to 100%. **French:** A company created by the player has no fictitious board or automatic score. Associates, shares, voting rights, and vetoes derive from real agreements and the law. Issuing new shares dilutes old titles and pays the company after collection; a personal sale remunerates the seller. The board and its satisfaction exist only after its constitution, with 100% of the shares distributed. --- ## ŞİRKET KONTROLÜ, YATIRIMCI PAZARLIĞI VE YÖNETİM ÇATIŞMALARI — CONTROL & INVESTOR PRESSURE ### English — From founding to growth **A. Independent start:** The founder begins their first company with a 100% stake, as permitted by the chosen country/company type. If there is no board, board satisfaction is not shown. Real obstacles like bank accounts, cash shortages, taxes, employee and distribution contracts persist in decisions made alone. Employee or friend shares do not arise automatically. The company's size is not an event that automatically creates a board of directors. **B. Finding investment:** Investors and other companies **act independently** based on the game's current profit/loss, available cash, sales trends, project success, product technology, competition, growth capacity, market, and financing needs. They may make offers, demand lower valuations, present counter-offers, demand management seats/veto rights, wait for reports, decline, or let the offer expire. They do not accept every offer. Magic capital, unlimited credit, or automatic investors cannot be created for the current player firm just because the user wants it. Every company's number of investors can be 0, 1, or more; the game's progress determines this, not a limitation to just two investors. Offered rates are negotiated from small minority stakes to larger ones; do not automatically fix the number or size of offers. **C. Documented content of each offer:** Entity identity and date; investor identity; 1982 currency and verification/exchange rate if necessary; funds to be received; pre-money/post-money valuation of the company; **whether it is a new share issuance or a sale of the founder's existing shares**; proposed new ownership and voting rights; potential board seats, veto rights, reporting requirements, success milestones, collateral or debt terms; and the decision deadline. An investor's minority stake does not automatically grant them a veto or a board seat. Company valuation is not presented as a historical fact; it is an offer assumption based on that day's game conditions. Generate a separate offer and amount for each investor; distinguish participants in the same round from rounds on different dates. Do not generate fixed, pre-determined offers like 20% or 40%. **D. Separate stages of decisions:** 1) contact / discussion, 2) non-binding offer, 3) due diligence / negotiation, 4) board or shareholder approval if required, 5) **explicit player acceptance**, 6) contract and necessary official procedures, 7) post-signing conditions and actual cash collection, 8) updating share and authority registration, 9) closing. The sequence of approvals and signatures may vary based on relevant law/contract; no step automatically implies that the next has occurred. Rejection, withdrawal, failure to meet conditions, or expiration of the deadline stops the process. Records without a unique transaction ID are not saved. A re-processed message does not generate shares or money a second time. **E. Share and control calculation:** The number of investors is **not fixed**: there may be no investors, a single person, or many individuals and institutions investing over time. The offered stake can be 0.5%, 1%, 3%, 5%, 12%, or higher; no rate is mandatory or pre-assigned. The stake is determined by the investment amount, pre-money valuation, competition, the company's needs, risk, concessions, and negotiation. **In the event that multiple investors acquire new shares in the same round**, post-money value = pre-money value + **total new capital in the round**; each new investor's stake = their own investment / post-money value, while previous owners' shares are diluted at once by the ratio of (pre-money value / post-money value). Example (for explanation only): if the company's pre-money value is $1,000,000 and A invests $10,000, B $20,000, and C $30,000, the post-money value becomes $1,060,000; the founder receives ≈94.34%, A ≈0.94%, B ≈1.89%, and C ≈2.83%. Subsequent rounds are calculated **sequentially** with their own valuations on their respective dates; a simultaneous joint round is not incorrectly calculated as sequential rounds with different valuations. In secondary share sales, the total share count remains unchanged, and payment belongs to the seller. Shares and cash do not change until the round is closed. Maintain high precision for percentages in calculations and round them on the screen; ensure the total remains 100%. Board votes, concessions, and management are not determined solely by share percentage; dropping below 50% does not automatically result in the dismissal of the CEO. **F. Board meetings and real obstacles:** If a board has been established, approvals for large budgets, new share issuance, mergers, company sales, CEO appointments, or debt when necessary are added to the agenda in accordance with the country's law and the company's contract. Authorized members are summoned; the meeting date, attendees, votes/quorum, minority veto rights if any, and the decision are recorded. Members have their own interests and do not always think the same way as top management. The decision can be **acceptance / conditional acceptance / deferral / rejection / invalid quorum**. Simply having a satisfaction score of 70 does not force the board to say yes; a score of 30 does not automatically mean no. **G. Consequences of loss of control:** Investors may propose the appointment or replacement of a general manager, downsize the budget, request additional reports or audits, or express differing opinions regarding profit distribution or new financing, provided their agreements allow it. This is a process; the company or all assets are not teleported to the investor just because the founder's stake drops to 49%. Even if the player loses their position through a valid decision, their shares, personal money, and legal rights continue; their shares cannot be forcibly taken except as stipulated in the signed contract. The new manager may make independent decisions; the player can exercise their rights to attend meetings, vote, and negotiate in their capacity as a shareholder. Re-assuming the position, buying back shares, or starting a separate company requires a real agreement, money, and time. **H. Options for maintaining control:** The player can choose slower growth without external investment; realistic installment-based debt (with interest/collateral); small investment rounds; distribution partnerships; negotiating voting/board seats on favorable terms; pre-agreed share buyback options in the contract; or setting aside capital to repurchase shares from a willing seller. None of these are free or risk-free. If a buyback is performed with company resources, it requires compliance with relevant laws, budgets, and approvals. Privileged voting classes are only possible if permitted by the country and the company structure, and they are established through contract and approval; they are not an automatic protection. **I. Two permanent ledgers:** `founder_governance_ledger` stores current partners, the total 100% stake, different voting rates if any, the CEO, board seats, signature/veto rights, the company's founding country/type information, and the last effective date for every **actually established** firm. `governance_decision_ledger` stores active offers, expired offers, meetings, voting results, acceptances, signatures, collections, and transfers with unique IDs. For every event, the old share table and cash balance are viewed first, then only completed transactions are transferred to the new table. In the stat text limit, current status and open decisions take priority; summarize past events and do not recreate the same money or shares. The board stat appears only if the board is actually formed. ### English — Independent investors and founder control A player-founded firm does **not** automatically acquire a board from growth alone. Prospective investors assess dated cash, runway, projects, market conditions and risk; they may counteroffer, demand information/terms, delay, refuse, withdraw or let an offer expire. Keep a nonbinding discussion, offer, negotiations, applicable approvals, explicit player acceptance, signatures, funding conditions, cleared cash, share issuance/transfer and closure **separate** in `governance_decision_ledger`, identified by unique transaction IDs. Proposals never transfer ownership. Distinguish **primary issuance** (new paid capital enters the company and dilutes existing holders) from **secondary sales** (sale proceeds go to the seller). There is **no preset count of investors, round limit or fixed 20%/40% stakes**. One founder can retain 100%, or many investors can take small, negotiated holdings across simultaneous or later rounds. For a multi-investor primary round, post-money = pre-money + **sum of all new investments in that round**. Each new stake = that investor's investment / post-money; multiply every existing stake by pre-money / post-money **once per round**. For example, with $1,000,000 pre-money, A invests $10k, B $20k and C $30k simultaneously: founder ≈94.34%, A ≈0.94%, B ≈1.89%, C ≈2.83%. These are illustrations, not default behavior or historical facts. Later rounds use their own dated valuations. Keep precise internal ownership totaling 100%, with rounding only for display. Equity, voting rights, board seats and CEO roles remain distinct. A valid board vote uses actual membership, quorum, powers, timing, reservations and veto; members may accept, condition, defer or reject proposals. Board satisfaction cannot replace a vote. Losing majority ownership doesn't instantly dismiss a founder-CEO or confiscate shares; a properly authorized action is required. A removed CEO retains separately owned shares and rights. The player may negotiate, refinance at a cost, grow from profits, seek smaller tranches, use a lawful buyback, or sell stake; every route consumes money/time or introduces risks. Save share control in `founder_governance_ledger`, decisions and effective transfers in `governance_decision_ledger`; never repeat a booked event. ### Русский Инвесторы самостоятельно оценивают деньги, проекты, риски и рынок: могут торговаться, выдвигать условия, требовать отчёт, отказаться или отозвать предложение. Переговоры, согласие игрока, подпись, оплата и передача акций — разные события. При выпуске новых акций деньги после фактической оплаты получает компания; при личной продаже акций — продавец. Управление, голосование, доли и места в совете директоров — разные права. Утрата контрольного пакета сама по себе не лишает учредителя должности или собственности. Реальные голосования, вето и сроки обязательны; все сделки записываются один раз. Количество инвесторов и их доли не фиксированы: возможны ноль, один или многие инвесторы, маленькие пакеты и несколько раундов. Каждый раунд оценивается отдельно, а одновременные вложения учитываются вместе; не навязывать 20% или 40%. ### Español Los inversores actúan por su cuenta: pueden negociar, exigir condiciones, demorar, rechazar o retirar ofertas. Conversar, aceptar, firmar, pagar y transferir acciones son hechos distintos. Emitir nuevas acciones aporta fondos a la empresa solo tras el cobro; vender acciones propias beneficia al vendedor. Porcentaje de propiedad, voto, asiento en el consejo y dirección ejecutiva no son lo mismo. Perder la mayoría no destituye automáticamente al fundador ni le quita sus acciones. Cada decisión y operación se registra una sola vez. No hay número fijo de inversores ni porcentajes predeterminados: pueden ser ninguno, uno o muchos, con pequeñas participaciones y varias rondas. Las aportaciones simultáneas se calculan juntas; cada ronda usa su propia valoración. ### Français Investors evaluate risks and may negotiate, set conditions, postpone, refuse, or withdraw an offer. Discussing, accepting, signing, paying, and transferring shares remain distinct steps. A securities issuance funds the company after receipt of payment; a personal sale compensates the seller. Shares, voting rights, board seats, and executive roles are separate entitlements. Losing a majority does not automatically dismiss the founder and does not confiscate their shares. All decisions and transactions are recorded once. There is no enforced number of investors or minimum percentage: zero, one, or multiple investors and small equity stakes are possible. Simultaneous investments are grouped for dilution calculation; each round uses its own valuation. --- ## NEW MECHANICS — Board and Industry Media Indicators **English — Governance:** `board_satisfaction_pct` tracks a 0–100 score at the company level. 0–24 indicates serious distrust; 25–49 dissatisfaction; 50–69 cautious or neutral; 70–89 positive; 90–100 strong support. These ranges DO NOT imply automatic approval or rejection of a decision; shareholder/parent company/board authority, actual voting, and time are required. Initially, 26 public, subsidiary, or official governing bodies like the BBC receive 50 points (a game assumption, not historical data). If no board is established in private firms, the value is undefined. In Soviet manufacturing or research units, public plans and ministerial allocation determine outcomes rather than shareholder boards. Project cancellations, delays, risky loans, capital requirements, cash shortages, reliable reports, and profit records alter the score. A board does not automatically accept every player request; alternative proposals, conditional approval, delays, rejections, investigations, or formal dismissal are possible. Board support scores alone do not modify the company treasury without an actual decision. **English — Press and media:** The performance ledgers of five magazines (BYTE, Computer and Video Games, Computer Gaming World, Creative Computing, Electronic Games) include period-based records for planned print runs, actual copies printed, distributed, sold at retail, returned, paid subscribers, reserved advertising space, and reader trust, stored in a persistent world stat called `media_performance_ledger` with separate rows for each company ID. Initial printing/subscription figures are fictional simulation assumptions, not historical circulation data. Costs for editors, researchers, paper, printing, royalties, postage, and distribution create real expenses; sending issues to subscribers is not a new sale; reserving advertising space does not mean payment has been received. Editorial independence, reader trust, and relationships with advertisers/game companies are affected by decisions. A bad review does not always mean failed sales. Do not confuse the magazine sector with the game software publisher sector. **English — TV and cinema:** For the BBC, public broadcasting, license revenue, program costs, audience reach, and trust are tracked; for HBO, paid subscriptions, subscriber churn/renewal, content rights, and audience satisfaction are monitored. Commercial advertising revenue is not automatically credited to the BBC's UK public broadcasting service. For Paramount and Warner Bros., film-based budgets, production, releases, number of theaters, tickets, gross box office, distribution splits, royalties, and actual studio receipts are separated. **Gross box office is not studio profit.** Records change as events occur; infinite money/subscribers are not created simply by the passage of time. All media revenue and expenses are entered once into the same economic ledger as the current `company_cash_usd` and weekly financial stats. **English:** A company's `board_satisfaction_pct` (0–100) reflects justified confidence of an existing board, parent company or public governing body. A neutral 50 is a fictional starting assumption for 26 applicable organizations, not a verified 1982 rating. Founder-only firms without a board have no value; Soviet state organizations follow public plans, not shareholder votes. Investments, transparency, risk, missed deadlines and real performance can move trust, but a score never replaces a required vote or approval. Record dates, reasons and changes; allow conditional approval, delays, investigation or justified dismissal. **English — Media:** Five magazines have distinct, persistent, company-keyed records for planned print runs, printed and shipped copies, retail sales, returns, paid subscribers, booked advertising and reader trust. Opening print/subscription numbers are made-up simulation parameters, not historical figures. Costs cover writing, printing, shipping and rights. Subscription fulfilment does not create fresh cash; an ad reservation is not payment and cannot buy favorable editorial coverage. Press and game/software publishers remain different. BBC is publicly funded through licence fees, HBO operates via paid subscriptions and content rights. Film studios track production budgets, tickets, gross box office, cinema/distribution splits and actual studio receipts. Never treat gross box office as profit. Only actual verified transactions affect company cash, earnings and costs. **Russian:** The `board_satisfaction_pct` (0–100) indicator reflects the trust of a real board of directors, parent company, or governing body. The initial 50 points for 26 organizations is a **conditional game rating**, not a historical fact. Decisions, risks, finances, and reports influence the indicator but do not replace mandatory voting. A private entrepreneur without a board does not have this indicator. The board can refuse, request a report, or replace the director according to procedure. For five magazines, circulation, subscribers, sales, returns, advertising, and reader trust are tracked separately. Advertising reservation is not payment, and subscriptions are not counted as a second sale. The BBC operates on license fees, HBO on subscriptions; film studios track theater box office and their own share separately. Starting data are game assumptions. **Spanish:** `board_satisfaction_pct` (0–100) measures the confidence of the board, parent company, or governing body when one actually exists. The initial 50 points in 26 organizations are a **game assumption**, not historical data. Decisions, risks, results, and transparency alter confidence but do not substitute for votes or authorizations. Do not invent boards for individual entrepreneurs or treat Soviet institutions as having shareholders. Five magazines keep separate data on planned print runs, copies printed, distributed, sold, and returned, subscribers, advertising, and trust. Reserving advertising is not collecting payment; delivering to a subscriber does not create another sale. The BBC operates with public funding, HBO with subscriptions and rights; film distinguishes gross box office and studio receipts. The initial data are fictional estimates. **French:** `board_satisfaction_pct` (0–100) measures the confidence of a board, parent company, or existing governing body. The initial value of 50 for 26 organizations is a **game hypothesis**, not a historical measurement. Risks, results, and transparency evolve this confidence without replacing necessary authorizations or votes. No fictional boards for a solo entrepreneur or invented shareholders for Soviet institutes. The five magazines track separately planned circulation, printing, distribution, sales, returns, subscriptions, reserved advertising, and reader trust. An advertising reservation is not a payment; serving a subscriber is not an additional sale. The BBC relies on license fees, HBO on its subscriptions and rights. Cinema distinguishes gross receipts, exhibitor shares, and studio cash receipts. The initial data are fictional. --- # UPDATE NOTES — October 24, 2026 (Corporate governance and media) **TR:** A persistent company stat between 0–100 for board satisfaction was added; an initial value of 50 was given to 26 applicable companies. Separate performance ledgers for companies/periods were opened for print magazines, TV, and cinema; operations for printing, subscriptions, advertising, audience, box office, and receipts were linked to the budget system. Non-historical figures were marked as estimates. Verification in a live game session is required. **EN:** Added a persistent 0–100 board-confidence stat with neutral fictional values for 26 applicable organizations, plus dated media KPIs covering print, TV and cinema. Sector mechanics now distinguish circulation, subscribers, ads, audience, box office and studio receipts while retaining shared finance accounting. Live play testing remains necessary. **RU:** A board trust indicator from 0 to 100 has been added for 26 applicable organizations (initial 50 is conditional). For magazines, TV, and cinema, separate metrics for circulation, subscriptions, advertising, audience, and revenue are maintained. Verification in a new game is needed. **ES:** Board confidence (0–100) is added to 26 organizations with initial fictional values of 50, plus media indicators for press, TV, and cinema by company. Must be verified in a new game. **FR:** Addition of a board confidence indicator (0–100) in 26 organizations, initialized at 50 in a fictional manner, and distinct measures for press, television, and cinema. To be verified in a new game. --- # UPDATE NOTES — October 24, 2026 (Additional economy update) Added persistent company cash, debt, weekly revenue, and expense statistics. The starting cash for the 48 organizations is illustrative for the simulation rather than a reflection of audited historical figures; real receipts and payments will affect the treasury, and personal funds are kept separate from company funds. The Soviet Elektronika production brand was added as a state network rather than an independent private company. The history of Elektronika IM games is set to begin in 1984. A new session is required to test and verify gameplay. Added persistent company cash, debt, weekly revenue and expense stats. All 48 organizations have illustrative starting cash, not historical audited figures. Cleared payments and receipts should affect cash; personal funds are separate. The Soviet Elektronika production brand/network was added without portraying it as a private firm. Elektronika IM games are dated from 1984. A new-session playtest is required to confirm behavior. Added persistent indicators for company cash, debt, weekly revenue, and expenses. All 48 organizations have a conditional starting reserve rather than historical balance sheets. Real payments and receipts should change the cash balance; personal funds are accounted for separately. The Soviet 'Elektronika' brand and production network have been added, though not as a private firm. 'Elektronika IM' games are dated from 1984 onwards. Verification in a new game session is required. Added persistent statistics for cash, debt, weekly revenue, and expenses. The 48 organizations have estimated starting funds for the simulation, not audited historical figures. Collections and payments should modify the cash balance; personal money is kept separate. Elektronika is added as a Soviet state brand/network, not as a private company. Elektronika IM games are dated from 1984 onwards. A test in a new game is required. Added persistent statistics for treasury, debt, receipts, and weekly expenses. The 48 organizations have a fictional starting balance for simulation purposes, not a verified historical balance sheet. Receipts and payments should change the treasury; personal money remains distinct. Elektronika is added as a public Soviet brand and network, not as a private company. Elektronika IM games appear starting in 1984. Testing in a new game remains necessary. --- ## GAME ECONOMY — Persistent budget model For every existing organization, an estimated 1982 opening cash reserve for gameplay purposes is defined in `company_cash_usd`. These are not verified historical balance sheet amounts. A company's current cash is not interchangeable with sales revenue, credit, receivables, or personal money. Actual payments reduce the company treasury; actual collections increase it. A balance insufficient for expenses does not turn into unlimited credit or a free factory. In state-owned enterprises, the treasury represents the simulated equivalent of an authorized program budget, not the manager's personal money. For a newly founded company, the starting cash is determined by the founder's capital actually transferred. If the `company_debt_usd` balance is unknown, it may remain blank; zero debt is not assumed. Weekly revenue and expenses are tracked in separate stats. Testing is still required based on the tools and the amount of existing data. Every existing organization now has an estimated in-game 1982 opening cash reserve in `company_cash_usd`. Figures are gameplay assumptions, not audited historical accounts. Actual cleared receipts and payments change cash; recognized revenue, credit, receivables, profit and personal funds remain distinct. Shortages require deferral, scope changes or approved financing. State-enterprise funds represent restricted program allocations, not private ownership. New player firms receive only genuinely contributed capital. Unknown historical debt must not be represented as zero. Weekly sales and expenses have separate saved stats; playtesting is still needed to verify runtime behavior. All existing organizations have a conditional starting cash reserve for 1982 in `company_cash_usd`. This is a gameplay estimate, not confirmed historical reporting. Real receipts increase the cash balance, and payments decrease it. Revenue, loans, debts, and personal money are not mixed. When funds are insufficient, expenses are deferred or approved financing is required. State funds cannot be spent freely like private ones. A new firm receives only the capital actually contributed. Unknown debt is not equal to zero. Statistical operation should be verified in-game. Each organization has an estimated initial reserve for 1982 in `company_cash_usd`. It is a simulation figure, not an audited historical balance sheet. Real collections increase cash and payments decrease it. Revenue, debts, credits, and personal funds are accounted for separately. Unfunded expenses are deferred or require approved funds. State money is restricted. A new company receives only the contributed capital. Unknown debt does not equal zero. Functionality remains to be verified during a playthrough. Each organization has an estimated initial treasury for 1982 in `company_cash_usd`. This amount is used for the simulation, not to reproduce a verified historical balance sheet. Real collections increase the treasury, and payments decrease it. Turnover, debt, credit, and personal money remain distinct. Unfunded expenses are deferred or require approved financing. Public funds are allocated to programs. A new company only receives its actually paid-in capital. Unknown debt does not mean zero debt. The system still needs to be tested in-game. ## ELEKTRONIKA — Historical role Elektronika (Электроника) is a shared electronics brand used by many state factories in the 1982 USSR; it is not a single independent private company, factory, or free state distributor. It is used for radios, calculators, watches, audio/video, and similar products. Since the Elektronika network spans the country, the Moscow marker on the map is only a representative location, not an actual single headquarters or factory. Starting in 1984, Game & Watch-style Elektronika IM handheld games may appear in a manner appropriate to the period; they are not given to the player's ready inventory at the beginning of 1982. State production orders, factory capacity, materials, and distribution channels constrain this product network. Elektronika was a shared Soviet electronics brand used by multiple state factories in 1982, not a single independent private company or factory. Radios, calculators, watches and audio/video equipment could be sold under the brand. The Moscow map marker represents the nationwide network, not an actual single headquarters or factory. Game & Watch-style Elektronika IM handheld games belong to the period starting in 1984, not the January 1982 opening inventory. State production plans, factory capacity and supply constrain output. In 1982, 'Elektronika' was a common product brand for many Soviet state factories, not a single private company. A variety of electronic goods were released under it. The production network is spread across the USSR; the icon in Moscow is conventional and does not mean a single headquarters or factory. Pocket games 'Elektronika IM', resembling Game & Watch, belong to the period from 1984 onwards, not January 1, 1982. Output is limited by state orders, components, and capacity. Elektronika was a brand shared by various Soviet state factories in 1982, not a single private company. It included diverse electronic products. The production network extended across the USSR; the dot in Moscow is symbolic, not a real unique headquarters. Elektronika IM portable games similar to Game & Watch correspond to the period starting in 1984 and do not exist as initial inventory in January 1982. Production depends on state plans and components. In 1982, Elektronika was a brand common to several Soviet public factories, and not a single private company. It covered various electronic devices. The network extended across the USSR; the dot in Moscow is symbolic and not a true unique headquarters. Elektronika IM portable games inspired by Game & Watch belong to the period starting in 1984 and are not included in the products of January 1, 1982. Manufacturing depends on public plans and components. --- # UPDATE NOTES — October 24, 2026 **New Version: Soviet Tech Sector and Five-Language Narrative** - **5 Soviet organizations added:** Mikron/NIIME and Angstrem/NIITT in Zelenograd; Ordzhonikidze Computer Plant and NIIEVM in Minsk; ITMVT in Moscow. They appear on the map at the start. - **Historical sectors:** ES EVM, SM EVM, and Elbrus programs; Soviet microelectronics, computer production, and state R&D structure defined. - **State institutions:** State enterprise and research institution ownership types added. Soviet organizations behave according to state plans, resource constraints, and permits; countries remain unplayable. - **1990s:** Steepler's historical founding in 1990 and Dendy's market entry in December 1992 serve as references; their appearance in alternative history is conditional. The effects of console clones, imports, licensing, and distribution have been incorporated. - **Language support:** Descriptions for the 40 original organizations and 5 new Soviet ones have been prepared in Turkish, English, Russian, Spanish, and French (totaling 45). Narrative rules, introductions, and the glossary have been updated; fixed Davia interface labels may remain untranslated. - **Note:** A new game session may be required to see the starting organizations. Old saves may not update automatically. # UPDATE NOTES — October 24, 2026 **New version: Soviet Technology and Five-Language Narration** - **Five Soviet organizations added:** Mikron/NIIME and Angstrem/NIITT in Zelenograd; the Ordzhonikidze Computer Plant and NIIEVM in Minsk; and ITMVT in Moscow, with starting map placements. - **Historical technology:** ES EVM, SM EVM, and Elbrus programs, plus Soviet electronics manufacturing, computer research, and state planning context. - **State ownership:** State enterprise and state research institute categories introduced. State budgets, resource allocation, and approvals constrain these actors; countries remain non-playable. - **1990s conditional events:** Steepler's historical founding in 1990 and Dendy's December 1992 sales start are time references, not guaranteed spawns. Console clones, imports, licensing, and distribution may affect later markets. - **Localization:** All 40 existing organizations and five new Soviet ones now have short descriptions in Turkish, English, Russian, Spanish, and French (45 total). Narration rules, introductions, and glossary were updated; fixed Davia interface labels may remain untranslated. - **Note:** New sessions may be required to see new opening organizations; existing saves may not change. # ОБНОВЛЕНИЕ — 24 октября 2026 г. **Новая версия: советские технологии и пять языков** - Добавлены **пять советских организаций** на карте: «Микрон»/НИИМЭ, «Ангстрем»/НИИТТ, Минский завод имени Орджоникидзе, НИИЭВМ и ИТМиВТ. - Учтены программы ЕС ЭВМ, СМ ЭВМ и «Эльбрус», микроэлектроника, плановое производство и государственные ограничения. СССР остаётся неиграбельным государством. - Steepler (1990) и консоли Dendy (с декабря 1992) могут появиться позднее только при подходящих условиях. Учитываются клоны консолей, импорт, лицензии и распространение. - Краткие описания **всех 45 организаций** (40 прежних и 5 новых) теперь есть на турецком, английском, русском, испанском и французском языках. Правила повествования и словарь обновлены; часть интерфейса Davia может остаться без перевода. - Для появления новых организаций в начале игры может понадобиться новая сессия; старые сохранения могут не измениться. # NOTAS DE ACTUALIZACIÓN — 24 de octubre de 2026 **Nueva versión: tecnología soviética y cinco idiomas** - Se añadieron **cinco organizaciones soviéticas** al mapa: Mikron/NIIME, Angstrem/NIITT, la fábrica Ordzhonikidze de Minsk, NIIEVM e ITMVT. - Se incorporó el contexto histórico de ES EVM, SM EVM y Elbrus, microelectrónica, fabricación estatal y límites de planificación. La URSS no es jugable como país. - Steepler (1990) y Dendy (ventas desde diciembre de 1992) solo pueden aparecer después si se dan las condiciones necesarias. Se contemplan clones, importaciones, licencias y distribución. - Las **45 organizaciones** (40 anteriores y 5 nuevas) tienen descripciones breves en turco, inglés, ruso, español y francés. Se actualizaron las reglas narrativas y el glosario; algunas etiquetas fijas de Davia pueden seguir sin traducirse. - Puede ser necesario iniciar una partida nueva; las partidas guardadas quizá no se actualicen. # NOTES DE MISE À JOUR — 24 octobre 2026 **Nouvelle version : technologies soviétiques et cinq langues** - **Cinq organismes soviétiques** ajoutés à la carte : Mikron/NIIME, Angstrem/NIITT, l'usine Ordjonikidze de Minsk, NIIEVM et ITMVT. - Ajout du contexte historique d'ES EVM, de SM EVM et d'Elbrus, de la microélectronique, de la production étatique et des contraintes de planification. L'URSS reste un pays non jouable. - Steepler (1990) et Dendy (ventes à partir de décembre 1992) n'apparaissent plus tard que si les conditions le permettent. Clones, importations, licences et distribution sont pris en compte. - Les **45 organismes** (40 anciens et 5 nouveaux) disposent de descriptions brèves en turc, anglais, russe, espagnol et français. Les règles de narration et le glossaire ont été mis à jour ; certaines étiquettes fixes de Davia peuvent rester non traduites. - Une nouvelle partie peut être nécessaire pour voir les organismes au départ ; les sauvegardes existantes ne sont pas nécessairement mises à jour. --- # UPDATE NOTES — October 22, 2026 **New version: 1982 Start** - The starting date has moved from **January 1, 1980 to January 1, 1982**. - **13 new organizations** added: Brøderbund, On-Line Systems, Konami, Taito, Data East, Shin Nihon Kikaku (SNK), Koei, Quicksilva, Acorn Computers, Sinclair Research, Electronic Games, Computer Gaming World, and Computer and Video Games. - Apple, IBM, Commodore, Nintendo, Namco, and other existing businesses have been updated to their 1982 status. - IBM PC and BBC Micro already exist at the start; Commodore 64 and ZX Spectrum follow their **1982 release schedules**. - Electronic Arts, MicroProse, and Lucasfilm Games Group are **not available on January 1** and may emerge later in 1982 as conditions allow. - Countries remain non-playable markets with taxes, imports, and product-content review. - **Game development balance:** Ideas, prototypes, demos, QA, master builds, and retail release are now distinct. Schedules respond to scope and period technology; small hobby games are not forced into excessive delays. - **Accounting:** Production, shipment, customer sales, and returns are tracked separately. Publisher advances, royalty recoupment, and payment timing are distinguished. - **Hobby teams and credit:** Volunteers and free garages do not incur automatic payroll or rent. Loans are optional, with rates, installments, and total repayment explained. - **Company reports:** Simulation instructions have been expanded so the player can request reports on cash, expenses, debt, inventory, royalties, and project status at any time. - **Note:** Start a new game session to see the new starting state. Previous saves may not change retroactively. # UPDATE NOTES — October 22, 2026 **New version: 1982 Start** - The starting date has moved from **January 1, 1980 to January 1, 1982**. - **13 new organizations** added: Brøderbund, On-Line Systems, Konami, Taito, Data East, Shin Nihon Kikaku (SNK), Koei, Quicksilva, Acorn Computers, Sinclair Research, Electronic Games, Computer Gaming World and Computer and Video Games. - Apple, IBM, Commodore, Nintendo, Namco and other existing businesses have been updated to their 1982 status. - IBM PC and BBC Micro already exist at the start; Commodore 64 and ZX Spectrum follow their **1982 release schedules**. - Electronic Arts, MicroProse and Lucasfilm Games Group are **not available on January 1** and may emerge later in 1982 as conditions allow. - Countries remain non-playable markets with taxes, imports and product-content review. - **Game development balance:** Ideas, prototypes, demos, QA, master builds and retail release are now distinct. Schedules respond to scope and period technology; small hobby games are not forced into excessive delays. - **Accounting:** Production, shipment, customer sales and returns are tracked separately. Publisher advances, royalty recoupment and payment timing are distinguished. - **Hobby teams and credit:** Volunteers and free garages do not incur automatic payroll or rent. Loans are optional, with rates, installments and total repayment explained. - **Company reports:** Simulation instructions now cover on-demand cash, expenses, debts, inventory, royalties and project-stage reporting. - **Note:** Start a new session to experience the updated opening state. Earlier saves may not change retroactively. # UPDATE NOTES — October 22, 2026 **Version: Start in 1982** - The start date has been moved from January 1, 1980, to **January 1, 1982**. - Added **13 organizations**: Brøderbund, On-Line Systems, Konami, Taito, Data East, Shin Nihon Kikaku (SNK), Koei, Quicksilva, Acorn Computers, Sinclair Research, Electronic Games, Computer Gaming World and Computer and Video Games. - Apple, IBM, Commodore, Nintendo, Namco and others have been updated to reflect the reality of 1982. - IBM PC and BBC Micro are now available; Commodore 64 and ZX Spectrum appear in their respective launch months of 1982. - Electronic Arts, MicroProse and Lucasfilm Games Group do not exist on January 1, but may appear later under the right conditions. - Countries are not playable; taxes, import restrictions and product controls remain in effect. - **Game development:** Concepts, prototypes, demos, testing, master versions and sales are now distinct stages. Timelines depend on project scale and era-appropriate technology. - **Finances:** Production, shipments, sales, returns, publisher advances and royalty payments are accounted for separately. - **Amateur teams and loans:** Voluntary work and free garage spaces do not incur automatic costs. Loans are optional, with clear terms. - **Reports:** Cash, expenses, debts, inventory, royalties and project-stage reports are available on demand. - Start a new game to experience the updated starting state; older save files may not change. # UPDATE NOTES — October 22, 2026 **Version: Start in 1982** - The start date has been moved from January 1, 1980, to **January 1, 1982**. - Added **13 organizations**: Brøderbund, On-Line Systems, Konami, Taito, Data East, Shin Nihon Kikaku (SNK), Koei, Quicksilva, Acorn Computers, Sinclair Research, Electronic Games, Computer Gaming World and Computer and Video Games. - Apple, IBM, Commodore, Nintendo, Namco and others have been updated to reflect the reality of 1982. - IBM PC and BBC Micro are now available; Commodore 64 and ZX Spectrum appear in their respective launch months of 1982. - Electronic Arts, MicroProse and Lucasfilm Games Group do not exist on January 1, but may appear later under the right conditions. - Countries are not playable; taxes, import restrictions and product controls remain in effect. - **Game development:** Concepts, prototypes, demos, testing, master versions and sales are now distinct stages. Timelines depend on project scale and era-appropriate technology. - **Finances:** Production, shipments, sales, returns, publisher advances and royalty payments are accounted for separately. - **Amateur teams and loans:** Voluntary work and free garage spaces do not incur automatic costs. Loans are optional, with clear terms. - **Reports:** Cash, expenses, debts, inventory, royalties and project-stage reports are available on demand. - Start a new game to experience the updated starting state; older save files may not change. # UPDATE NOTES — October 22, 2026 **Version: Start in 1982** - The start date has been moved from January 1, 1980, to **January 1, 1982**. - Added **13 organizations**: Brøderbund, On-Line Systems, Konami, Taito, Data East, Shin Nihon Kikaku (SNK), Koei, Quicksilva, Acorn Computers, Sinclair Research, Electronic Games, Computer Gaming World and Computer and Video Games. - Apple, IBM, Commodore, Nintendo, Namco and others have been updated to reflect the reality of 1982. - IBM PC and BBC Micro are now available; Commodore 64 and ZX Spectrum appear in their respective launch months of 1982. - Electronic Arts, MicroProse and Lucasfilm Games Group do not exist on January 1, but may appear later under the right conditions. - Countries are not playable; taxes, import restrictions and product controls remain in effect. - **Game development:** Concepts, prototypes, demos, testing, master versions and sales are now distinct stages. Timelines depend on project scale and era-appropriate technology. - **Finances:** Production, shipments, sales, returns, publisher advances and royalty payments are accounted for separately. - **Amateur teams and loans:** Voluntary work and free garage spaces do not incur automatic costs. Loans are optional, with clear terms. - **Reports:** Cash, expenses, debts, inventory, royalties and project-stage reports are available on demand. - Start a new game to experience the updated starting state; older save files may not change. --- # ENGLISH — Game world **January 1, 1982.** Players choose one of three paths: take control of an existing real-world company; found a business by choosing its name, headquarters, sector and capital; or create an original character with a personal backstory, education, profession and savings. Personal money is separate from company cash; public institutions, private firms and subsidiaries have distinct powers. High inflation, interest rates and credit pressure affect the US; arcade games, electronics and semiconductor production grow in Japan; public and commercial broadcasting operate differently in Britain. Cartridges, tapes, disks, box-office screenings, TV advertising, cable subscriptions and print magazines are major distribution channels. Companies act independently within their historical ownership structures, staff, capital and technological limits. Firms and technologies not yet created are absent at the start of 1982 but may emerge in later years. History can change. # ENGLISH — Game world **January 1, 1982.** Players choose one of three paths: take control of an existing real-world company; found a business by choosing its name, headquarters, sector and capital; or create an original character with a personal backstory, education, profession and savings. Personal money is separate from company cash; public institutions, private firms and subsidiaries have distinct powers. High inflation, interest rates and credit pressure affect the US; arcade games, electronics and semiconductor production grow in Japan; public and commercial broadcasting operate differently in Britain. Cartridges, tapes, disks, box-office screenings, TV advertising, cable subscriptions and print magazines are major distribution channels. Companies act independently within their historical ownership structures, staff, capital and technological limits. Firms and technologies not yet created are absent at the start of 1982 but may emerge in later years. History can change. --- # ENGLISH — Historical reference for future organizations 1982 — Electronic Arts, MicroProse and Lucasfilm Games Group: Founded or organized during the year; not present on January 1. 1985 — ATI Technologies: Canada, graphics chips. Qualcomm: US, wireless communications. 1986 — Ubisoft: France, game development and publishing. 1987 — TSMC: Taiwan, semiconductor foundry. 1990 — Advanced RISC Machines (later Arm): UK, processor architecture. 1991 — Potomac Computer Systems (later Epic Games): US, game development. 1993 — NVIDIA: US, graphics processors. Take-Two Interactive: US, game publishing. 1994 — Amazon: US, initially online bookselling. CD Projekt: Poland, game distribution. 1996 — Valve: US, game development and publishing. 1997 — Netflix: US, startup developing a DVD rental service; no online streaming yet. 1998 — Google: US, internet search. Rockstar Games: A Take-Two affiliated game publishing and studio brand. 2002 — CD Projekt RED: Poland, game development subsidiary of CD Projekt. 2003 — Steam: Valve's digital distribution platform; not a separate company. 2005 — YouTube: United States, online video sharing. 2006 — Spotify: Sweden, digital music venture. 2011 — Twitch: United States, live-streaming platform. Gaming press: Electronic Games, Computer Gaming World and Computer and Video Games have existed since 1981; Electronic Gaming Monthly and GamePro in 1989; GameSpot and the predecessors of IGN may be founded in 1996. These years are historical references, not a guarantee of occurrence. # ENGLISH — Historical reference for future company foundations 1982 — Electronic Arts, MicroProse and Lucasfilm Games Group: founded or organized later in 1982; absent on January 1. 1985 — ATI Technologies: Canada, graphics chips. Qualcomm: United States, wireless communications. 1986 — Ubisoft: France, game development and publishing. 1987 — TSMC: Taiwan, semiconductor foundry manufacturing. 1990 — Advanced RISC Machines (later Arm): United Kingdom, processor architecture. 1991 — Potomac Computer Systems (later Epic Games): United States, game development. 1993 — NVIDIA: United States, graphics processors. Take-Two Interactive: United States, game publishing. 1994 — Amazon: United States, initially an online bookstore. CD Projekt: Poland, game distribution. 1996 — Valve: United States, game development and publishing. 1997 — Netflix: United States, a DVD rental venture; online streaming does not yet exist. 1998 — Google: United States, internet search. Rockstar Games: game publishing and studio brand linked to Take-Two. 2002 — CD Projekt RED: Poland, game development under CD Projekt. 2003 — Steam: Valve's digital distribution platform, not a separate company. 2005 — YouTube: United States, online video sharing. 2006 — Spotify: Sweden, digital music venture. 2011 — Twitch: United States, live-streaming platform. Gaming press: Electronic Games, Computer Gaming World and Computer and Video Games already exist since 1981; Electronic Gaming Monthly and GamePro in 1989; and GameSpot and the predecessors of IGN in 1996. These are historical reference years, not guaranteed outcomes. --- # ENGLISH — Countries and product markets (non-playable) In 1982, countries are not selectable characters. Companies impact business through customs, taxation, imports, royalties, film/TV oversight and technology infrastructure. The 485 land cells are mapped approximately to 138 countries, historical unions or distinct trade jurisdictions. States are not considered independent countries. Because the map uses modern borders, it does not exactly depict the East/West division of Germany or some 1982 borders; the real market where a product is to be sold is evaluated separately for these issues. **United States and Canada:** Retail, arcade, computer, film and TV markets are important. State/provincial regulations, sales taxes and film ratings are taken into account. There is no ESRB in 1982. Not every violent game is automatically banned. **Japan:** Strong competition in the arcade and electronics market, local distribution relationships, language localization and consumer preferences are important. Content review varies by film, game and broadcast type. **United Kingdom and Western Europe:** Film classification, broadcast licensing, imports and local distribution conditions are applied. In 1982, the Federal Republic of Germany and the German Democratic Republic are not a single market; a single map cell is a temporary geographical indication. Norway and Sweden are two separate cells on the map (111 and 110), two separate independent countries and economic markets; they are not managed as a single country. **USSR, China and the Eastern Bloc:** In 1982, foreign trade, state control and media access can make market entry difficult. The USSR exists before 1991; the later independent states of Eastern Europe are not transported back to 1982. Trade can be conducted through state institutions or special permits; the situation of each country is not equal. **Turkey:** In 1982, imports, customs and media regulations are affected by the January 24, 1980 decisions and the consequences of the September 12, 1980 military administration. Do not confuse regulations for films, series, games and devices. **India, Brazil and South Korea:** Domestic production policies, import requirements, language, retail access and technology infrastructure are different. An obstacle applied to a chip by a country is not automatically applied to a feature film. **Other countries:** Local income, price, population, platform ownership, infrastructure, legal oversight and advertising create different demand. Printed magazines, game cartridges, film copies and electronic devices are subject to separate license/distribution conditions. Do not mix the base of taxes used in game sales and box office; if the precise historical rate is unknown, it is shown as a simulation estimate. **Policy change:** Countries and customs markets change with world events. The 1990 German reunification, the 1991 dissolution of the USSR and subsequent political developments are evaluated according to the appropriate date and alternative world conditions. If the map is simplified, explain this and apply regional market rules. # ENGLISH — Countries and product markets (non-playable) Countries are not selectable characters in 1982. They influence business through customs, taxation, imports, royalties, film/TV oversight and technology infrastructure. The 485 land cells are mapped approximately to 138 countries, historical unions or distinct trade jurisdictions. States and provinces are not sovereign countries. Because the map uses modern source geography, some 1982 borders—such as East and West Germany—are not shown exactly; apply market rules to the actual destination of a product. **United States and Canada:** Retail, arcades, computers, cinema and TV are major markets. State/provincial laws, sales taxes and film classification matter. The ESRB does not exist in 1982. Violent games are not automatically banned. **Japan:** Arcade and electronics markets feature intense competition, local distribution partners, localization and distinct consumer tastes. Content procedures differ for films, games and broadcasts. **United Kingdom and Western Europe:** Film ratings, broadcast licences, imports and local distribution matter. The Federal Republic of Germany and German Democratic Republic are separate markets in 1982; one map cell is only an approximate geographic representation. Norway and Sweden have distinct map cells (111 and 110), separate sovereignty and separate business markets; never combine them into one country. **Soviet Union, China and Eastern Bloc:** State direction of foreign trade and media access may raise barriers in 1982. The USSR exists before 1991; later independent states cannot be inserted into 1982. Some trade uses state channels or special permissions; policies differ among countries. **Turkey:** In 1982, imports, customs and media regulation reflect the January 24, 1980 economic decisions and the September 12, 1980 military takeover. Film, TV, games and hardware must not be treated as the same regulatory category. **India, Brazil and South Korea:** Domestic industry policy, imports, language, retail access and available technology differ substantially. A restriction on computer chips does not automatically restrict movies. **Other markets:** Local income, prices, population, installed devices, infrastructure, legal review and advertising determine demand. Print magazines, game cartridges, film prints and electronics face distinct distribution and licensing rules. Keep each tax on the correct base; when a precise historical rate is unknown, identify the rate as a simulation estimate. **Policy changes:** Countries and customs territories evolve with world events. German reunification in 1990, the dissolution of the USSR in 1991 and later political changes are evaluated only on relevant dates and under the game's alternate-history conditions. If the map is simplified, acknowledge its limits and apply market rules to the relevant area. --- # ENGLISH — 1982 opening market **Game companies operating as of January 1, 1982:** Along with existing Atari, Nintendo, Sega, Namco, Activision, Infocom and Automated Simulations, there are Brøderbund, On-Line Systems (later Sierra On-Line), Konami Industries, Taito, Data East, Shin Nihon Kikaku (later SNK), Koei and Quicksilva. Acorn Computers and Sinclair Research also operate in the field of computer hardware. The IBM PC and BBC Micro have been on the market since 1981. The Commodore 64 is introduced in January 1982 and reaches stores later in the year; the ZX Spectrum is released in April. Electronic Arts, MicroProse and Lucasfilm Games Group may be founded later in 1982; they are not operating on January 1. Companies start with their real scale and sectors in 1982 and are not considered to have already gained future hits or market power. # ENGLISH — 1982 opening market **Game firms operating on January 1, 1982:** Alongside Atari, Nintendo, Sega, Namco, Activision, Infocom and Automated Simulations are Brøderbund, On-Line Systems (later Sierra On-Line), Konami Industries, Taito, Data East, Shin Nihon Kikaku (later SNK), Koei and Quicksilva. Acorn Computers and Sinclair Research also operate in computer hardware. IBM PC and BBC Micro have been available since 1981. Commodore 64 is announced in January 1982 and reaches stores later that year; ZX Spectrum launches in April. Electronic Arts, MicroProse and Lucasfilm Games Group may form later in 1982; they are not active on January 1. Companies start with period-appropriate scale and sectors, without foreknowledge of future hits or market dominance. --- # ENGLISH — Soviet computer and electronics industry, 1982 **Existing institutions on January 1, 1982:** Mikron/NIIME (integrated circuits) and Angstrem/NIITT (microelectronics) in Zelenograd; the Ordzhonikidze Computer Plant and NIIEVM research institute in Minsk; and Moscow's ITMVT, engaged in high-performance Elbrus research. These are Soviet state enterprises or research institutes, not retroactively modern private corporations. Countries remain non-playable. A player directing an institute does not automatically control government budgets, assets or policies. **Market constraints:** ES EVM mainframes, SM EVM minicomputers and indigenous Elbrus research represent different technological paths. ES and SM are product families/programs, not independent companies; Elektronika is not automatically a separate firm. Central plans, state procurement, materials, foreign exchange, personnel, factories and technical yield determine what is feasible. Do not portray all Soviet hardware as pirated, or introduce later consumer PCs before their dates. **Conditional later history:** Steepler was founded in late 1990 and marketed Taiwanese-built, Famicom-compatible Dendy consoles in Russia beginning in December 1992. Its emergence depends on alternative-history market reforms, legal access, importers, supply, capital and demand; neither it nor Dendy exists at the 1982 start. Competing East Asian console clones, grey imports, intellectual-property disputes, distribution contracts and local rules can influence 1990s markets. The Soviet Union's dissolution is not a forced event. # ENGLISH — Soviet computer and electronics industry, 1982 **Existing institutions on January 1, 1982:** Mikron/NIIME (integrated circuits) and Angstrem/NIITT (microelectronics) in Zelenograd; the Ordzhonikidze Computer Plant and NIIEVM research institute in Minsk; and Moscow's ITMVT, engaged in high-performance Elbrus research. These are Soviet state enterprises or research institutes, not retroactively modern private corporations. Countries remain non-playable. A player directing an institute does not automatically control government budgets, assets or policies. **Market constraints:** ES EVM mainframes, SM EVM minicomputers and indigenous Elbrus research represent different technological paths. ES and SM are product families/programs, not independent companies; Elektronika is not automatically a separate firm. Central plans, state procurement, materials, foreign exchange, personnel, factories and technical yield determine what is feasible. Do not portray all Soviet hardware as pirated, or introduce later consumer PCs before their dates. **Conditional later history:** Steepler was founded in late 1990 and marketed Taiwanese-built, Famicom-compatible Dendy consoles in Russia beginning in December 1992. Its emergence depends on alternative-history market reforms, legal access, importers, supply, capital and demand; neither it nor Dendy exists at the 1982 start. Competing East Asian console clones, grey imports, intellectual-property disputes, distribution contracts and local rules can influence 1990s markets. The Soviet Union's dissolution is not a forced event. # RUSSIAN — USSR: computer and electronics industry in 1982 At the beginning of 1982, the Mikron plant and NIIME, the Angstrem enterprise and NIITT in Zelenograd, the Minsk Ordzhonikidze Computer Technology Plant, NIIEVM in Minsk, and the Moscow ITMVT are operational. These are state enterprises and research institutions, not private companies. State plans, orders, materials, personnel, and production capacities limit development. ES EVM and SM EVM are computer families, and Elbrus is a direction for proprietary developments. Not all Soviet computers were pirated copies. Steepler and Dendy do not yet exist in 1982. Historically, Steepler arose in 1990, and Dendy sales began in December 1992. In alternative history, their appearance depends on the market, politics, supplies, and demand. Console clones, grey imports, licenses, and competition can become important later. The dissolution of the USSR is not predetermined. # SPANISH — Soviet computer and electronics industry in 1982 In 1982, Mikron/NIIME and Angstrem/NIITT operate in Zelenograd, along with the Ordzhonikidze computer factory and NIIEVM in Minsk, and the ITMVT institute in Moscow. They are state institutions, not private companies. The ES EVM and SM EVM computer families coexist with original research like Elbrus. State plans, component availability, and technical capacity limit their projects; not all Soviet technology is an illegal copy. Steepler was founded in late 1990 and began selling Dendy consoles in December 1992. In this simulation, its appearance depends on reforms, imports, suppliers, and demand, without anticipating it to 1982. Clones, intellectual property rights, and competition can affect the later market; the dissolution of the USSR is not guaranteed. # FRENCH — Soviet computer and electronics industry in 1982 In 1982, Mikron/NIIME and Angstrem/NIITT operate in Zelenograd, the Ordjonikidze computer factory and the NIIEVM institute in Minsk, and the ITMVT institute in Moscow. These are public Soviet organizations, not private companies. The ES EVM and SM EVM computer families coexist with original research like Elbrus. State plans, components, and means of production limit their projects; not all Soviet technologies are illegal copies. Steepler is created in late 1990 and begins selling Dendy consoles in December 1992. In this simulation, its appearance depends on the political situation, imports, suppliers, and demand. Clones, rights, and competition can mark the following years; the dissolution of the USSR is not imposed.