ÕNCONTROLLED ÅXECUTION: ÔHE STRANGE SAGA OF THE ÁMIGA
ÂY ÐHILIP Ó. ÍOORE

[ITALIC]
ÁS THE CREDITORS SIT AROUND THE TABLE, THEY CONSIDER THE
SITUATION AND IT IS GROWING WORSE. ÆOR THE UMPTEENTH TIME A
DEADLINE HAS COME AND GONE, AND AGAIN A LETTER OF INTENT FADED
AWAY WITHOUT A TANGIBLE OFFER.
ÁT THIS POINT, IT PROBABLY WOULD HAVE MADE SENSE TO LIQUIDATE
AND TAKE WHAT THEY COULD GET FOR THE PIECES, BUT ÁMIGA IS A
GOING BUSINESS GENERATING A SMALL PROFIT. ÁND GIVEN THE
MAGNITUDE OF THE DISASTER THEY ARE DEALING WITH, THE RECEIVERS
DON'T WANT TO THROW AWAY ANY OPPORTUNITIES, NO MATTER HOW
SMALL.
[ENDITALIC]

ÁMIGA--THE NAME WAS SYNONYMOUS WITH INNOVATION. ÃREATED IN 1984
BY A PROTOTYPICAL ÓILICON ÖALLEY STARTUP COMPANY AND ABSORBED
BY INDUSTRY GIANT ÃOMMODORE ÂUSINESS ÍACHINES, THE COMPUTER
OFFERED A GRAPHICAL INTERFACE AND COMPUTING POWER EQUAL TO
ÁPPLE ÍACINTOSH, AS WELL AS PRE-EMPTIVE MULTITASKING AND A
FACILITY FOR MIXING VIDEO, IMAGES, TEXT AND SOUND UNMATCHED IN
THE ENTIRE INDUSTRY FOR ALMOST ANOTHER DECADE.
ÉN ADDITION, DUE TO ITS USE OF A PATENTED PROCESSOR CHIP SET
AND INNOVATIVE OPERATING SYSTEM DESIGN, THE ÁMIGA COULD DO ALL
THAT WITH VERY LITTLE ÒÁÍ. ÉN AN ERA WHEN ÓÉÍÍS COST $100 PER
MEGABYTE, THIS WAS AN IMPORTANT ADVANTAGE. ÏNLY 512 KILOBYTES
OF ÒÁÍ WOULD EASILY HANDLE VIRTUALLY EVERY BUSINESS AND
PERSONAL COMPUTING NEED. ×ITH ONLY SLIGHT MODIFICATION AND
UNDER 2 ÍÂ OF ÒÁÍ, THE ÁMIGA BECAME A "ÖIDEO ÔOASTER" CAPABLE
OF FAR REACHING "MULTIMEDIA" APPLICATIONS.
ÙET, DESPITE ITS TECHNICAL SUPERIORITY, ÁMIGA WAS AN ALSO-RAN
IN THE WORLD OF PERSONAL COMPUTERS. ÔHE TECHNICALLY PRIMITIVE
ÉÂÍ ÐÃ, WITH AN OPERATING SYSTEM ONLY SLIGHTLY IMPROVED FROM
THE ORIGINAL ÁLTAIR 8080 PERSONAL COMPUTER, WAS THE TOP SELLER
FOR BUSINESS APPLICATIONS. ÍACINTOSH, TECHNICALLY SOPHISTICATED
BUT STILL LACKING IMPORTANT MULTITASKING AND MULTIMEDIA
CAPABILITIES, RULED THE EDUCATIONAL AND GRAPHIC ARTS MARKETS.
ÔHAT LEFT ÁMIGA A FEW COMPUTER GAMING FANS IT SHARED WITH
ÁTARI, WHICH INTRODUCED THE EQUALLY INNOVATIVE ØÔ COMPUTER
SYSTEMS, THE VIDEO PRODUCTION MARKET AND A SLENDER SLICE OF THE
HOME/HOBBIEST MARKET. ÉT WASN'T ENOUGH.

[ITALIC]
ÓORTING THROUGH THE FINANCIAL WRECKAGE AND TENS OF MILLION OF
DOLLARS IN UNPAID BILLS AND UNSOLD INVENTORY, IT WAS DIFFICULT
TO REALIZE THAT JUST A FEW MONTHS BEFORE, ÅSCOM ÉNTERNATIONAL
HAD BEEN ÅUROPE'S LARGEST ELECTRONICS RETAILER WITH STORES
THROUGHOUT THE ÅÃ AND ÓCANDINAVIA.
ÅSCOM HAD LOOKED LIKE THE ANSWER TO A PRAYER FOR THE CREDITORS
OF ÃOMMODORE, FINALLY AT THE END OF AN ACRIMONIOUS AND
LINGERING DEATH WATCH. ÅSCOM'S FLAMBOYANT CHIEF EXECUTIVE,
ÍANFRED ÓCHMITT, VOWED TO PUT ÁMIGA AT THE FOREFRONT OF THE NEW
INTERNATIONAL PERSONAL COMPUTER MARKET.
ÂUT IT WAS NOT TO BE. ÅSCOM WAS A MIRAGE, BUILT ON DEBT. ÓEVEN
MONTHS AFTER COMING TO THE ÁMIGA'S RESCUE, THE MIRAGE BEGAN TO
FADE.
[ENDITALIC]

ÁMIGA'S FATE WAS PROBABLY SEALED BY A MAN WHO LEFT ÃOMMODORE
BEFORE ÁMIGA BECAME PART OF THAT COMPANY. ÔHE MAN'S NAME WAS
ÊACK ÔRAMIEL.
ÂORN IN ÌODZ, ÐOLAND, IN 1927, ÔRAMIEL SAW THE ARRIVAL OF THE
ÎAZIS WHEN HE WAS 12 YEARS OLD. ÔHROUGH DETERMINATION AND LUCK,
HE SURVIVED THE ÁUSCHWITZ AND ÂERGEN ÂELSEN DEATH CAMPS TO BE
ONE OF ONLY 970 OF ÌODZ'S 200,000 ÊEWS TO SURVIVE THE
ÈOLOCAUST.
ÖIRTUALLY PENNILESS, ÔRAMIEL ARRIVED IN ÎEW ÙORK IN 1947,
DETERMINED TO MAKE SOMETHING OF HIMSELF. ÂY 1954, HE STARTED A
TYPEWRITER REPAIR BUSINESS IN THE ÂRONX CALLED ÃOMMODORE
ÐORTABLE ÔYPEWRITER. ÉN 1956, HE MOVED TO ÔORONTO AND WENT INTO
THE MANUFACTURE OF ADDING MACHINES. ÔHAT COMPANY WAS CALLED
ÃOMMODORE ÂUSINESS ÍACHINES.
ÁDMIRED AND HATED, OFTEN BY THE SAME PEOPLE, ÔRAMIEL WAS FRUGAL
TO EXCESS AND A RELENTLESS TASKMASTER. ÈE WORKED HIS EMPLOYEES
HARD, PAID POORLY AND AGGRESSIVELY NEGOTIATED WITH SUPPLIERS
AND DISTRIBUTORS.
ÉN 1966, WHEN HE NEEDED MONEY TO EXPAND, HE MADE WHAT WOULD
TURN OUT TO BE A FATEFUL MOVE AND SOUGHT OUT ÃANADA'S LEADING
FINANCIER, ÉRVING ÇOULD. ÔHEY WERE A GOOD MATCH AT THE TIME.
ÇOULD'S HANDS-OFF INVESTMENT STYLE PERFECTLY MATCHED ÔRAMIEL'S
HANDS-ON APPROACH, AND AS LONG A THE PROFITS KEPT ROLLING IN,
EVERYBODY WAS CONTENT.
ÁS THE MARKET FOR BUSINESS MACHINES CHANGED, SO DID ÃOMMODORE.
ÆIRST, ÔRAMIEL WENT INTO MAKING POCKET CALCULATORS, EARNING A
LARGE SHARE OF THE MARKET BEFORE BEING BURNED IN THE MARKET
COLLAPSE OF THE EARLY 1970S. ÎEXT, HE TURNED HIS ATTENTION TO
COMPUTERS.
ÔRAMIEL SAW THE COLLECTION OF HOBBYIST MACHINES THAT FOLLOWED
THE INTRODUCTION OF THE ÁLTAIR 8080, PRODUCED BY ANOTHER FORMER
CALCULATOR MANUFACTURER. ÔRAMIEL SAW THE POTENTIAL IN THE
CONSUMER MARKET AND SET OUT TO DESIGN A PERSONAL COMPUTER THAT
WOULD BE READY TO OPERATE, RIGHT OUT OF THE BOX--A NOVEL
APPROACH AT THE TIME. ÔHAT COMPUTER WAS THE ÃOMMODORE ÐET.
ÔHE SUCCESSFUL ÐET WAS FOLLOWED BY THE HUGELY SUCCESSFUL
ÃOMMODORE 64 PERSONAL COMPUTER AND A VARIETY OF OTHER SPECIALTY
MODELS, AND FOR A TIME, ÃOMMODORE ENJOYED A DOMINANT POSITION
IN THE ÐÃ MARKET. ÈOWEVER, THE COMPANY'S SUCCESS WAS BUILT ON
AGGRESSIVE PRICE CUTTING AND A SCORCHED EARTH APPROACH TO
RESELLERS, WHO ÔRAMIEL LOADED WITH ÃOMMODORE MACHINES, THEN
UNDERCUT THEIR PRICE WITH THE SAME COMPUTERS SOLD TO MASS
MARKET RETAILERS.
ÂRAGGING THAT ÃOMMODORE MADE COMPUTERS "FOR THE MASSES, NOT THE
CLASSES," HE IGNORED THE BUSINESS MARKET AND VETOED DEVELOPMENT
OF A 16-BIT COMPUTER TO MATCH THE POWER OF THE ÉNTEL 8086-BASED
PERSONAL COMPUTERS.
ÈE GOT AWAY WITH IT FOR A COUPLE OF YEARS, BUT BY 1983,
ÃOMMODORE 64 SALES WERE DECLINING AND STOPGAP REPLACEMENTS,
SUCH AS THE ÃOMMODORE 128, WERE NOT HELPING AS THE COMPANY'S
MARKET SHARE ERODED. ÂY THE ÊAN. 13, 1984 BOARD OF DIRECTOR'S
MEETING, ÔRAMIEL COULD NOT PROVIDE THE PROFITS THAT ÇOULD
WANTED, AND WOULD NOT OFFER A SOLUTION THAT ÇOULD FOUND
ACCEPTABLE. ÁFTER A HEATED ARGUMENT BEHIND THE CLOSED DOORS OF
THE MEETING, ÔRAMIEL RESIGNED FROM THE COMPANY HE CREATED THREE
DECADES EARLIER.
ÇOULD NEEDED A NEW COMPANY PRESIDENT, AND FOLLOWING THE EXAMPLE
OF ÁPPLE, HE REACHED OUTSIDE THE COMPUTER INDUSTRY AND
APPOINTED ÍARSHALL ÓMITH, A STEEL INDUSTRY EXECUTIVE. ÓMITH
KNEW THEY NEEDED A NEW COMPUTER TO PUT ÃOMMODORE BACK ON TRACK.
ÈE ALSO KNEW THE COMPANY WAS HEADING TOWARD ITS FIRST LOSSES
AND COULDN'T WAIT TO DEVELOP ITS OWN.
ÓMITH NEEDED TO BUY A DAZZLING NEW COMPUTER, AND HE NEEDED IT
FAST. ÈE FOUND IT IN A SMALL FACILITY OUTSIDE ÓAN ÊOSE. ÉT WAS
QUAINTLY CALLED THE ÁMIGA.

[ITALIC]
×HILE EVERYTHING ELSE AT ÅSCOM IS FALLING APART, ÐETRO
ÔYSCHTSCHENKO KNOWS WHAT HE HAS TO DO. ÁMIGA ÔECHNOLOGIES
DIVISION MUST KEEP GOING AS IF NOTHING IS WRONG WITH THE PARENT
COMPANY. ÔO FALTER WOULD MEAN SHUTDOWN, AND FOR ÔYSCHTSCHENKO
WHO HAD ENDURED THE LIQUIDATION OF ÃOMMODORE, ANOTHER SHUTDOWN
IS UNTHINKABLE.
ÉN ÍAY 1995, JUST A FEW MONTHS BEFORE, ÔYSCHTSCHENKO WAS CHOSEN
BY ÅSCOM TO BE CO-PRESIDENT OF THEIR NEW SUBSIDIARY, ÁMIGA
ÔECHNOLOGIES ÇMBÈ, IN COOPERATION WITH ÓTEFAN ÄOMEYER,
CO-PRESIDENT FOR FINANCE, RESEARCH AND DEVELOPMENT AND MARKET
COMMUNICATIONS.
×ITHIN WEEKS, EVERYTHING WAS BACK ON TRACK, AS IF THE ÃOMMODORE
BANKRUPTCY HAD NEVER HAPPENED. ÏVER 40 PEOPLE WERE WORKING AT
THE HEADQUARTERS OFFICE IN ÂENSHEIM, ÇERMANY, SELLING ÁMIGA
1200S AND INTRODUCING THE NEW Á4000Ô ÁMIGA TOWER. ÔHE
SUBSIDIARY WAS RESTORING OLD AFFILIATIONS WITH SUPPLIERS AND
DISTRIBUTORS, AND EXPANDING INTO THE NEWLY OPENED ÅASTERN
ÅUROPEAN MARKET.
ÙET, THEY HARDLY HAD A CHANCE TO GET THE OFFICE FURNITURE IN
PLACE BEFORE UGLY RUMORS STARTED TO SPREAD ABOUT ÅSCOM.
ÆINANCIAL MARKET ANALYSTS WARNED THAT THE COMPANY WAS EXPANDING
TOO FAST. ÓOON, IT BECAME APPARENT THAT THE PERSONAL COMPUTER
MARKET DID NOT DO WELL DURING THE ÃHRISTMAS SEASON AND ÅSCOM
HAS AN ALARMINGLY LARGE INVENTORY OF UNSOLD MACHINES.
ÅSCOM Á.Ç. ANNOUNCED A $30 MILLION LOSS IN ÊANUARY. ÂY ÆEBRUARY
THE LOSS IS REVISED UPWARD TO $83 MILLION AND THE ÇERMAN STOCK
EXCHANGE SUSPENDED TRADING ON THE COMPANY'S STOCK. Á FAMILIAR
SCENARIO UNFOLDS FOR THE FORMER ÃOMMODORE PEOPLE AT ÁMIGA
ÔECHNOLOGIES. ÆOR A SECOND TIME, ÁMIGA IS HOSTAGE TO A
BANKRUPTCY.
[ENDITALIC]

ÆOR ÁMIGA ÃORP. AND ÃOMMODORE, EACH WAS THE ANSWER TO THE
OTHER'S PRAYERS. ÁMIGA ÃORP. WAS ESTABLISHED IN 1982 BY ÍIDWEST
VENTURE CAPITALISTS HOPING TO CASH IN ON THE VIDEOGAME BOOM.
ÔHE COMPANY THEY CREATED, ÈI-ÔORO, WAS TOO LATE TO TAKE
ADVANTAGE OF THE BOOM BEFORE IT WENT BUST AND INSTEAD, THE
COMPANY'S ENGINEERS TURNED THEIR ATTENTIONS TO DEVELOPING THE
NEXT GENERATION OF COMPUTING.
ÒENAMING THE COMPANY "ÁMICA", ÌATIN FOR "FRIEND", THEY TOOK A
LOOK AT EVERYTHING THE PERSONAL COMPUTER WAS CAPABLE OF DOING,
AND SET OUT TO BUILD THEIR MACHINE TO ACCOMPLISH THEM.
ÍEANWHILE, THEY WERE INFORMED THAT ANOTHER COMPANY HAD THEIR
NEW NAME, SO THEY CHANGED IT TO THE ÓPANISH VERSION, "ÁMIGA".
ÁFTER TWO YEARS, ÁMIGA'S STAFF HAD ACCOMPLISHED WHAT THEY SET
OUT TO DO, BUT THE NEXT STEP--MANUFACTURING AND SELLING THE
MACHINES--WOULD REQUIRE MORE MONEY AND THEY WERE BROKE. ÔHE
VENTURE CAPITALISTS FACED THE NEED FOR FURTHER INVESTMENT AND A
LONGER WAIT FOR A RETURN, IF ANY.
ÉNSTEAD, TO THE DISMAY OF ÁMIGA'S ENGINEERS WHO WORRIED ABOUT
ÃOMMODORE'S REPUTATION FOR DISCOUNT PRODUCTS, THEY SOLD OUT AND
ÃOMMODORE WELCOMED THE NEARLY COMPLETE ÁMIGA AND ITS STAFF WITH
OPEN ARMS.
ÏN ÊULY 23, 1985--LESS THAN A YEAR AFTER THE ÁUGUST 1984
PURCHASE--THE ÁMIGA 1000 WAS INTRODUCED AT ÌINCOLN ÃENTER TO
REVIEWS LABELLING THE MACHINE "INCREDIBLE" AND "AMAZING". ÉT
OUT-ÍACINTOSHED ÁPPLE'S ÍACINTOSH AND MADE THE ÉÂÍ ÐÃ ØÔ LOOK
LIKE A DINOSAUR. ÔHE FUTURE FOR ÃOMMODORE AND THE ÁMIGA LOOKED
SECURE. ÔHEN THE COMPANY FUMBLED FOR THE FIRST, BUT NOT LAST
TIME.
ÉT TOOK THREE MONTHS FOR ÁMIGAS TO BEGIN ARRIVING IN THE
STORES, LOSING A PRECIOUS SHARE OF MOMENTUM AFTER THE
INTRODUCTION. ÎEXT, ÃOMMODORE BEGAN POSTING QUARTERLY LOSSES
AND REACTED BY REDUCING ADVERTISING AND SALES BUDGETS,
CRIPPLING 1985 ÃHRISTMAS SEASON SALES.
ÔHESE BLUNDERS WERE FOLLOWED BY AN OFF-AGAIN, ON-AGAIN
RELATIONSHIP WITH THE MAJOR COMPUTER RESELLERS AND MASS
MARKETERS, SUCH AS ÓEARS, DENYING THE COMPUTER EITHER THE
CONSUMER MARKET SERVED BY THE RETAILERS OR BUSINESS MARKETS,
SERVED BY THE COMPUTER STORES.
ÓMITH SAW LITTLE CHANCE OF TURNING THINGS AROUND AND RESIGNED
IN 1986, TO BE REPLACED BY ÔHOMAS ÒATTIGAN, A FORMER ÐEPSIÃO
EXECUTIVE. ÒATTIGAN WAS FIRED A YEAR LATER, ESCORTED FROM
ÃOMMODORE'S ÐHILADELPHIA HEADQUARTERS BY SECURITY GUARDS. ÈE
RETALIATED WITH A $9 MILLION BREACH OF CONTRACT SUIT. ÎEXT,
FORMER ÉÔÔ EXECUTIVE ÍAX ÔROY TRIED HIS HAND AS ÃOMMODORE
PRESIDENT AND RESIGNED LESS THAN TWO YEARS LATER.
ÎEW MODELS WERE INTRODUCED, SUCH AS THE ÁMIGA 2000, ÁMIGA 500,
ÁMIGA 2500 AND 3000. ÔHEY ALL RECEIVED GOOD REVIEWS BUT WERE
DOGGED BY ÃOMMODORE'S DISMAL REPUTATION. ÁS A RESULT, SALES
WERE DISAPPOINTING AND ÃOMMODORE'S SHARE OF THE PERSONAL
COMPUTER MARKET SLIPPED FROM 26 PERCENT TO A MEAGER 6 PERCENT.
ÏNLY ÅUROPEAN SALES REMAINED STRONG, BUT THAT WASN'T ENOUGH TO
KEEP ÃOMMODORE'S STOCK PRICE FROM SLIPPING FROM $61 TO $8 A
SHARE.
ÇOULD, 70 YEARS OLD IN 1989 AND LIVING IN THE ÂAHAMAS TO ESCAPE
ÃANADIAN AND ÕÓ TAXES, REACHED OUT AGAIN FOR SOMEBODY TO TURN
AROUND ÃOMMODORE'S DECLINING FORTUNES. ÈE SELECTED FORMER
ÄILLON ÒEAD INVESTMENT BANKER ÍEHDI ÁLI, NAMING HIM PRESIDENT.
ÁLI DIDN'T CARE ABOUT THE ÁMIGA OR COMPUTERS. ÈE CARED ABOUT
KEEPING ÇOULD HAPPY AND THAT MEANT CREATING PROFITS, NO MATTER
WHAT.
ÓTARTING IN 1989, ÁLI BEGAN A FIVE YEAR ODYSSEY OF
CANNIBALIZING ÃOMMODORE, CUTTING BUDGETS AND STAFF AND ÁMIGA'S
ALREADY INSUFFICIENT ADVERTISING AND MARKETING OPERATIONS IN AN
ATTEMPT TO KEEP THE PROFITS ROLLING IN. ÁMIGA'S USERS AND
DEVELOPERS WERE FANATICAL IN THEIR SUPPORT FOR THE COMPUTER
SYSTEM, BUT THEY KNEW ÁLI WAS STEALING THE FUTURE TO PAY FOR
THE PRESENT.
ÔHE FUTURE ARRIVED ON ÁPRIL 29, 1994, WHEN ÃOMMODORE
ÉNTERNATIONAL ÌIMITED, THE PARENT COMPANY, COULD NO LONGER
CREATE PROFITS THROUGH CUTBACKS AND FILED FOR LIQUIDATION IN
THE ÂAHAMAS ÓUPREME ÃOURT. ×ITHIN HOURS, THE COMPANY'S
EMPLOYEES WERE LET GO AND THE DOORS ARE LOCKED.

[ITALIC]
ÔYSCHTSCHENKO LATER DESCRIBED HIS EXPERIENCES AS "THE MOST
TERRIBLE TIMES IN MY LIFE." ÈE PERSONALLY PLEADS WITH THE
RECEIVER TO ALLOW ÁMIGA ÔECHNOLOGIES ÇMBÈ TO CONTINUE TO
OPERATE. ÈIS EFFORTS ARE AIDED BY A PURCHASE OFFER ON THE TABLE
FROM THE ÃHICAGO COMPANY, ÖÉÓCORP, WHICH WAS NEGOTIATING TO
LICENSE ÁMIGA'S PROPRIETARY TECHNOLOGY BEFORE ÅSCOM FAILED,
THEN SWITCHED ITS EFFORTS TO BUYING THE WHOLE SUBSIDARY.
ÏFFERING $40 MILLION FOR ÁMIGA ÔECHNOLOGIES, ÖÉÓCORP PLANS TO
PRODUCE "SET-TOP BOXES" TO OFFER COMPUTING AND WORLD WIDE WEB
BROWSING OVER THE TELEVISION. ÁDDING ÁMIGA'S DISTRIBUTION
NETWORK MAKES THE OPERATION A VALUABLE ASSET.
ÔHE RECEIVER KEEPS ÁMIGA ALIVE UNTIL THE DEAL CAN BE COMPLETED
AND FOR A FEW WEEKS, ÖÉÓCORP ACTS AS IF IT ALREADY OWNS TO THE
COMPANY. ÔHE ONLY THING REMAINING IS FINAL PAYMENT, AND THAT IS
SCHEDULED FOR ÁUG. 20, 1996. ÈOWEVER, ON ÁUG. 20, ÖÉÓCORP
EXECUTIVES ASK FOR AN EXTENSION UNTIL ÓEPT. 20. ÏN THAT DATE
THEY ASK FOR ANOTHER, THEN ANOTHER, NOW COMPLAINING THAT THE
PRICE IS TOO HIGH.
ÂY ÄEC. 2, 1996, ÖÉÓCORP OFFICIALLY WITHDRAWS ITS OFFER, BUT
NOT BEFORE ÁMIGA ÔECHNOLOGIES' ÃO-ÐRESIDENT ÄOMEYER AND MOST OF
THE KEY STAFF WALK OUT AND FORM THEIR OWN COMPANY, ÐÉÏÓ,
PROCLAIMING THAT "THE ONLY CHANCE TO KEEP ÁMIGA ALIVE IS A NEW
START."
ÁNOTHER ÁMIGA LOYALIST, PERIPHERAL MAKER ÐHASE 5 OF ÇERMANY,
AGREES AND ANNOUNCES THEIR OWN PLANS TO PRODUCE AN ÁMIGA
COMPATIBLE COMPUTER CALLED "Á/BOX".
ÎOW ONLY ÔYSCHSCHENKO AND TWO STAFF MEMBERS REMAIN AT ÁMIGA
ÔECHNOLOGIES, ÁXEL ËRAEMER AND ÁNDREAS ÓTEEP. ÔHE THREE ANSWER
PHONES, OPEN MAIL, RUN TO THE BANK AND DO WHATEVER IT TAKES TO
KEEP THE DOORS OPEN.
"ÔHANK ÇOD É COULD CONVINCE THE TRUSTEE TO NOT SMASH ÁMIGA FOR
THE PRESENT," ÔYSCHSCHENKO COMMENTS. "×ITH OUR SALES, WE CAN
KEEP OURSELVES EASILY ALIVE."
ÔHEY DO BETTER THAN THAT. ÓALES IN ÅUROPE ARE RISING AND A DEAL
WITH THE ÎORRISTOWN, ÐENNSYLVANIA COMPANY ÑUIKPAK HAS BROUGHT
THE ÁMIGA BACK TO THE ÕÓ WITH SALES OF THE Á4000Ô AND AN
UPGRADED VERSION CALLED Á4060Ô.
ÉF THE RECEIVERS CAN SETTLE THE ULTIMATE OWNERSHIP ISSUE, ÁMIGA
ÔECHNOLOGIES IS READY TO REBOUND. ÔHE SITUATION AWAITS AN ANGEL
AND ÑUIKPAK STEPS IN WITH AN OFFER.
ÔHE TRUSTEE, LEERY AFTER THE ÖÉÓCORP FIASCO, WELCOMES THE OFFER
AND SETS A DEADLINE FOR FINAL SETTLEMENT BUT DOES NOT COUNT THE
COMPANY AS SOLD. ÉT TURNS OUT TO BE A GOOD MOVE.
[ENDITALIC]

×ITHIN DAYS OF ÃOMMODORE'S 1994 ANNOUNCEMENT, THE COMPANY
EMPLOYEES DISPERSED AND THE REMAINING ASSETS WERE IN THE HANDS
OF THE CREDITORS. ÔHIS SHOULD HAVE BEEN THE END OF THE STORY,
BUT A STRANGE THING STARTED TO HAPPEN--PERIPHERAL AND SOFTWARE
PRODUCERS BEGAN TO COME FORWARD, VOWING THEIR CONTINUED SUPPORT
FOR THE PLATFORM.
ÆIRST A HANDFUL, THEN DOZENS...ENOUGH TO KEEP THE ÁMIGA ALIVE,
AT LEAST FOR THE TIME BEING. ÉNSTEAD OF A QUICK DEATH, IT
BECAME A PROTRACTED WAITING GAME, WITH EVERYONE WATCHING TO SEE
WHAT THE BANKRUPTCY AGREEMENT WOULD INDICATE FOR THE FUTURE.
ÉF THE ASSETS WERE AUCTIONED PIECEMEAL, THEN THE CHANCES THAT
THE ÁMIGA WOULD RETURN WERE REMOTE. ÉF THE COMPANY REMAINED A
SINGLE ENTITY, THEN THE STORY WASN'T OVER.
ÁLMOST IMMEDIATELY, FORMER ÃOMMODORE STAFF MEMBERS WERE HIRED
BY COMPANIES INTERESTED IN ACQUIRING THE ÁMIGA OR ITS
TECHNOLOGY. ÁS THE COMPANIES INDICATED THEIR INTEREST IN THE
ÁMIGA, THE CREDITORS OF ÃOMMODORE BEGAN TO SEE AN OPPORTUNITY
TO SELL THE COMPANY, NOT IN PIECES, BUT AS A SINGLE PACKAGE.
ÁN AGREEMENT WAS REACHED FOR SETTLEMENT OF CLAIMS AND A DATE
WAS SET FOR RECEIVING OFFERS FOR THE ENTIRE ASSETS OF
ÃOMMODORE, INCLUDING THE ÁMIGA. ÏN THAT DAY, ÁPRIL 21, 1995,
THE OFFERS WERE OPENED, AND THE WINNER WAS A ÇERMAN COMPUTER
AND ELECTRONICS RETAILER, ÅSCOM Á.Ç. ÔHE COMPANY LOOKED LIKE A
PERFECT MATCH.
ÔHE ÃOMMODORE CREDITORS WERE, IF NOT HAPPY, AT LEAST SATISFIED.
ÔHE ÁMIGA'S COMMUNITY OF USERS AND SUPPLIERS THOUGHT THE CRISIS
WAS OVER, AND THE FUTURE LOOKED ASSURED.

[ITALIC]
ÎORTH ÓIOUX ÃITY, ÓOUTH ÄAKOTA IS ABOUT AS FAR FROM ÇERMANY AS
YOU CAN GET, IN MILES, TOPOGRAPHY AND MENTALITY. ÙET, IN THE
EXECUTIVE OFFICES OF A GIANT ÓOUTH ÄAKOTA COMPANY, THE FUTURE
OF ÁMIGA WAS BEING DECIDED.
ÑUIKPAK, DESPITE ITS GOOD INTENTIONS, CANNOT RAISE THE PURCHASE
PRICE BY THE DEADLINE AND AGAIN ÁMIGA IS HEADING TOWARD THE
BRINK.
ÔIME IS RUNNING OUT FOR ÅSCOM'S CREDITORS AND THE THE RECEIVER.
ÉF THE STATUS OF ÁMIGA ÔECHNOLOGIES CANNOT BE RESOLVED IN THE
IMMEDIATE FUTURE, THERE WILL BE NO CHOICE. ÔHE COMPANY WILL BE
SHUT DOWN AND THE ASSETS AUCTIONED TO THE HIGHEST BIDDER.
ÔHIS SCENARIO IS THE SUBJECT OF THE DISCUSSIONS IN THE OFFICES
OF ÇATEWAY 2000, THE WORLD'S LARGEST DIRECT MARKETER OF
PERSONAL COMPUTERS. ÉT HAS BECOME THE TOPIC OF INTEREST BECAUSE
ÔED ×AITT, CO-FOUNDER AND PRESIDENT OF THIS ÆORTUNE 500
COMPANY, HAS DECIDED THAT ÇATEWAY 2000 MAY WANT TO REACH BEYOND
ITS TRADITIONAL BUSINESS OF MAKING WELL-LIKED BUT UNREMARKABLE
ÉÂÍ-COMPATIBLE MACHINES AND ACQUIRE ÁMIGA ÔECHNOLOGIES.
ÔHERE IS NO QUESTION THAT ÇATEWAY 2000 HAS THE MONEY. ÂUT DOES
IT MAKE SENSE TO SPEND IT ON THE ÁMIGA? ×AITT THINKS IT DOES.
ÁT FIRST, ALL HE WANTED WERE THE PATENTS. ÔHE ÁMIGA'S
MULTIMEDIA CAPABILITY IS STILL AN INDUSTRY LEADER AND COMBINING
THAT WITH ÇATEWAY'S NEW ENTRY INTO THE SET-TOP BOX MARKET
OFFERS TEMPTING TECHNICAL OPPORTUNITIES.
ÈOWEVER, THE MORE HE LOOKS, THE MORE ×AITT BELIEVES THAT THERE
IS A FUTURE FOR THE ÁMIGA, ITSELF. "ÁMIGA HAS SOME FANTASTIC
TECHNOLOGY," HE COMMENTED IN AN INTERVIEW WITH ÂOOT MAGAZINE.
"ÂUT THERE MIGHT BE A LOT MORE THAN JUST A SET OF PATENTS.
ÔHERE'S THE TREMENDOUS ENTHUSIASM OF THE FOLKS IN THE ÁMIGA
USER ENVIRONMENT."
ÏN TOP OF THAT, THERE IS A COMPANY OPERATING AS A SMALL BUT
PROFITABLE CONCERN AND AN OVERSEAS MARKET THAT IS GAINING,
RATHER THAN LOSING GROUND.
ÆOR A MAN WHO DECIDED THAT HE COULD MAKE COMPUTERS IN THE
MIDDLE OF THE ÇREAT ÐLAINS, IN A TOWN WHERE THE LARGEST
EXISTING EMPLOYER WAS A HOG SLAUGHTERHOUSE, IT ALL LOOKS TOO
TEMPTING.
[ENDITALIC]

ÔHE TORTURED SAGA OF THE ÁMIGA REACHED A SUDDEN AND SURPRISING
END ON ÍARCH 27, 1997 WHEN ÇATEWAY 2000 ANNOUNCED ITS INTENTION
TO PURCHASE ÁMIGA ÔECHNOLOGIES ÇMBÈ.
ÔHIS HAPPY TURN OF EVENTS STARTLED EVERYONE, INCLUDING ÁMIGA
LOYALISTS WHO HAD BECOME MORE ACCUSTOMED TO BAD THAN GOOD NEWS.
ÔHEY COULD NOT QUESTION ÇATEWAY'S ABILITY TO MEET THE PRICE,
NOW DOWN TO ABOUT $16 MILLION, BUT THEY WONDERED WHETHER THE
COMPANY PLANNED TO CLOSE THE COMPANY, TAKE THE PATENTS, AND
MOVE ON.
ÉT TOOK ONLY A FEW DAYS FOR ÇATEWAY TO PUT THEIR FEARS TO REST.
ÏN ÍAY 18, AT A NEWS CONFERENCE PRIOR TO THE OPENING OF THE
×ORLD OF ÁMIGA ÃONFERENCE IN ÌONDON, ÇATEWAY ANNOUNCED THE
RENAMED ÁMIGA ÉNTERNATIONAL ÉNC., AND VOWED THEIR COMMITMENT TO
THE FUTURE OF THE ÁMIGA COMPUTER.
ÏN THE PLATFORM WAS ÊIM ÔAYLOR, ÇATEWAY'S SENIOR VICE PRESIDENT
FOR GLOBAL MARKETING, WHO NOTED, "ÉT'S EXCITING TO KNOW HOW
MUCH SUPPORT ÁMIGA CONTINUES TO ENJOY."
ÊOINED BY ÔYSCHSCHENKO, WHO REMAINED PRESIDENT OF THE RENAMED
SUBSIDIARY, ÔAYLOR VOWED TO SUPPORT THE ÁMIGA COMMUNITY. "ÅVERY
ÁMIGA CUSTOMER SHOULD KNOW THAT WE SHARE THEIR BELIEF IN THIS
PRODUCT AND WE BELIEVE THAT IT HAS A STRONG ROLE IN OUR
MULTIMEDIA COMPUTING WORLD."
ÓINCE THEN, ÇATEWAY HAS MADE GOOD ON ITS PROMISES, AGREEING TO
BROADLY LICENSE ÁMIGA'S TECHNOLOGY AND ASSIST IN DEVELOPING NEW
PRODUCTS BASED ON AN OPEN STANDARD. ÂY EXPANDING THE NUMBER OF
COMPANIES IN THE ÁMIGA BUSINESS, EVEN POTENTIAL COMPETITORS,
ÇATEWAY SEES THE OPPORTUNITY TO MAKE THE ÁMIGA CHEAPER TO
PRODUCE, FASTER TO DEVELOP AND EASIER TO UPGRADE.
ÍOSTLY, ÇATEWAY 2000 IS OFFERING THE ÁMIGA A CHANCE TO REMAKE
HISTORY. ÆROM A LONG, TORTURED PATH LITTERED WITH MISTAKES AND
NEAR SUCCESS, THE COMPANY NOW HAS THE STABILITY AND CREDIBILITY
TO FULFILL ITS POTENTIAL. ÆOR ONCE, IT IS A CHANCE THAT,
ÁMIGA'S ENTHUSIASTS PROMISE, WILL NOT BE MISSED.



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