In two games, scoring three goals and conceding zero goals, Huizhou Panshi's performance was amazing. Pen × fun × Pavilion www. ｂｉｑｕｇｅ。 Info Winning is one thing, but more importantly, the successive wins have greatly accelerated the team's run-in progress, and the chemistry between the players has been developed. With Romario, Bebeto, Rivaldo, and Dunga as the core, Huizhou Panshi has formed a benign development within it.

One blow of strength, then decline, three and exhaustion.

With two wins in a row, Huizhou Panshi has formed a huge psychological advantage over the American team. In the third friendly match between the two teams, Huizhou Panshi did not give the United States a chance to turn the tables and won another game with a score of 1:0.

With three defeats in three games, Huizhou Rock cast a shadow on the U.S. team's World Cup journey.

Huizhou Panshi can win three games and three victories, and everyone can clearly see how big the role of Romario, Bebeto, Dunga, Rivaldo, and head coach Brazilian Carlos Parrera is.

It is well deserved to say that Huizhou Panshi is a simplified version of the Brazilian team.

Having just lost three games against a simplified version of Brazil, and now having to play three games in a row against a 100% Brazilian team, you can imagine how big the psychological shadow area of American players and fans is.

"Strengthened version of Team Rock, Team USA is starting to tremble!"

This view is widely held in Brazil's mainstream media, despite its exaggerated reports.

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Back at Compaq Center, the Rockets' game against the Trail Blazers is in full swing.

After the Rockets had a dream start, they never gave the Trail Blazers a chance to catch up.

The two teams go back and forth, and the score rises alternately.

In order to better prepare for the next game, relying on the score advantage that has been established, this game has become a tactical drill game for the Rockets. The fast running and bombing on the offensive end and the full-court pressing on the defensive end followed one after another, and the Rockets' lineup run-in became more and more skillful.

Starting in the third quarter, the Rockets began to rotate players on a large scale. Scott Brooks, Earl Crayton, Matt Bullard, Chris Jant, Richard Petruska, Larry Robinson, Eric Riley, and the Rockets bench players have all been given the opportunity to play.

At the end of the game, the score was fixed at 94:82, and the Rockets won the first game by 12 points.

Compared with winning the game, the most pleasing thing for the Rockets is that after this game, it has been confirmed that the fast running and bombing on the offensive end and the full-court pressing on the defensive end are feasible for the Rockets, and the next thing to do is to further run in the formation and form chemistry between the players.

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At the end of the match, Ryu-jeong quickly found Paul Allen. For new areas of investment, both have new ideas and urgently need to corroborate each other.

It has been 10 days since a 10-member team led by Japan's Minister of Education, Culture, Sports, Science and Technology and Japan's Minister of Economy, Trade and Industry (METI) arrived in the United States, and after a brief communication with Ryumasa, the two sides agreed to meet formally in the conference room of the Houston Rocket Club on April 30.

Because the itinerary was very full, although I was very tired after the Ryuzheng competition, I still managed to meet Paul Allen. Things are in front of you, and if you solve one thing, you will lose one thing, right?

ExxonMobil, General Electric, Wells Fargo, Johnson & Johnson, AT&T, Nestle, Procter & Gamble, and Wal-Mart were the first companies they decided to intervene in.

Of course, AT&T is now undergoing an antitrust spin-off in the United States, and the acquisition of AT&T will still have to rely on the professional team of Chicago Rock Management.

In 1984, the U.S. Department of Justice spun off AT&T under the Antitrust Act, and spun off a new AT&T company that inherited the name of the parent company and specialized in long-distance telephone services. and seven companies responsible for local telephone business, commonly known as the Bell Seven Brothers -- Bell Pacific Corporation, Ameritech Corporation, Bell Southwestern Corporation of America, Bell Atlantic Corporation, Bell South Corporation and Nynex Corporation.

After this break-up, the U.S. telecommunications industry entered an era of competition, but the most important equipment development and manufacturing department remained with the new AT&T.

Long Zheng clearly told Paul Allen that although AT&T was split into eight companies, the new AT&T, which inherited the main body of the original AT&T, was still a thorn in the side of the US government, and its break-up was just around the corner. The new AT&T, which is in the eye of the storm, undoubtedly cannot intervene, at least with the ability of the two of them, it is difficult to intervene. In retreat, Long Zheng set his sights on Bell Southwest Company and prepared to wholly acquire Bell Southwest Company. After that, Bell Southwest relied on the abundant funds of Chicago Rock Management Company to acquire other telecommunications companies, gradually expanding its business and increasing its market share.

Because Long Zheng's bet on Bell Southwest was too heavy and the future was uncertain, it was difficult for Paul Allen's $7 billion in cash to play a big role, and after the two discussed, Paul Allen did not intervene in the acquisition of Bell Southwest.

In addition to Bell Southwest, Long Zheng's second target is Wells Fargo Bank of the United States.

Founded in 1852 in New York, Wells Fargo is a diversified financial group with businesses including community banking, investment and insurance, mortgage loans, specialty borrowing, corporate loans, personal loans and real estate loans.

Long Zheng invested $14 billion and Paul Allen invested $7 billion, and the two invested a total of $21 billion to acquire shares in Wells Fargo.

Long Zheng was able to persuade Paul Allen to invest in Wells Fargo in the United States because of the "bitter" culture of Wells Fargo in the United States.

Wells Fargo's "pure" culture is in stark contrast to the "classical" culture of other banks in the United States.

A striking example is the acquisition of Crocker Bank by Wells Fargo in 1986 with the intention of reducing the combined expenses.

Wells Fargo has long concluded that the vast majority of the original Crocker Bank team is not the right person. They are managers with the highest education and stick to the classic banking model.

The bank has a dedicated executive dining room, marble-decorated and opulent, with professional-caliber chefs and tableware worth half a million dollars.

In stark contrast to the "hard" culture of Wells Fargo in the United States, Wells Fargo managers are treated in the same way as college student cafeterias. And this merger was not an equal merger, and after that, the original team of Crocker Bank was scattered.

After the merger, under the influence of Wells Fargo's "hard work" culture, the bank entered a stage of rapid development. (To be continued.) )