The Investment Plan of iClub

 Prepared by Peter Li-Chang Kuo

(Chinese)

Abstract

The “iClub”(Intelligent Commercial Link to the Universal Businesses) platform is positioned as an "AI-driven smart commerce infrastructure" designed to integrate intelligent control, edge deployment, local transactions, and supply-chain management into a unified commercial ecosystem.

Its strategic positioning and technological advantage are built upon three integrated layers:

1)The Brain — AICT Control Center (Fig 1): the central intelligence and decision-making platform;

2)The Hands and Feet — Edge Nodes (VAM & eStore): the distributed infrastructure connecting merchants, devices, and local commerce; and

3)The Circulatory System — TSCM (TranSmart Supply Chain Management): the intelligent supply-chain management system that connects transactions, merchants, products, and supply-chain data.

Fig 1. AICT Control Center

Together, these components establish a "Local Distributed Transaction" (LDT) network and an integrated commercial closed loop, enabling iClub to function as an intelligent regulatory valve for the global cashless economy. The objective is to address the structural imbalance between technological economic output and broader human and social value.

From a financial perspective, the proposed investment totals "USD 90 million," strategically allocated to core technology infrastructure and merchant/eStore deployment. Based on the current five-year financial projections, the business is expected to achieve substantial revenue growth and deliver a target total return of up to "22.3× MOIC" (Multiple on Invested Capital) and a target "IRR of 58.6%."These projections indicate strong commercial scalability and financial attractiveness, subject to execution, market adoption, and actual operating performance, as illustrated in “Tables 1 to 3.” The benefits that can be realized through public-private partnership (PPP) are immeasurable.

"iClub" is therefore positioned not merely as an extension of existing technology, but as a long-term investment opportunity combining technological infrastructure, commercial scalability, social responsibility, and potentially substantial economic impact.

Table 1. USD 90M Investment Allocation

(Unit：US$M)

Investment Category	Amount	% of Total	Primary Objective	Expected Economic Function
1. AICT Control Center	$20.0M	22.2%	Build AICT core decision-making, data, governance, and computing hub.	AI orchestration, data intelligence, and system governance.
2. VAM / Edge Hardware	$25.0M	27.8%	Deploy merchant-side Edge/VAM smart equipment.	Upgrade traditional stores into smart eStores.
3. eStore Deployment	$20.0M	22.2%	Expand merchant network and transaction nodes.	Build replicable smart commerce nodes.
4. LDT Network	$10.0M	11.1%	Establish local decentralized transaction networks.	Form local transaction flows and network effects.
5. TSCM Integration	$10.0M	11.1%	Integrate supply chain, corporate transactions, and AICT.	Enhance corporate value and customer stickiness.
6. Deployment, Security & Contingency Reserve	$5.0M	5.6%	System implementation, cybersecurity, compliance, testing, and contingency reserve.	Reduce execution risks and ensure scalable deployment.
TOTAL	$90.0M	100.0%

Rationale for the Allocation of Investment Capital

The proposed capital allocation focuses on five fundamental components:1)AICT Control Center; 2)VAM / Edge Hardware; 3)eStore Deployment; 4)LDT Distributed Transaction Network; 5)TSCM Supply-Chain Integration.

The underlying investment logic is straightforward: “Build smart commerce infrastructure → onboard merchants and transactions → accumulate supply-chain data → improve operating efficiency → expand the network and revenue base.”

This integrated model—combining hardware deployment, software services, transaction flows, and supply-chain data — is commercially coherent and scalable in principle. In particular, the technological roadmap demonstrates continuity with our inventions in our early years such as in RFID, NFC, Contactless Transactions, VAM & eStores, and TranSmart Supply-Chain Management (TSCM) systems.

Technology and Market Feasibility

The integration of AICT, Edge, eStore, LDT, and TSCM is technically feasible and is supported by prior market validation.

Key areas of technical and operational feasibility include: 1)Overall system architecture; 2)Data flows between AICT and Edge nodes; 3)Integration of transaction, identity, payment, and supply-chain data; 4)APIs (Application Programming Interfaces) and data formats; 5)Data security and access-control management; 6)Offline transaction capabilities and transaction recovery following network disruption; 7)Device management and remote software/firmware updates; 8)Compliance with payment regulations and personal-data protection requirements; 9)System availability, latency, and transaction-processing capacity; 10)Cybersecurity threat modeling and disaster-recovery mechanisms.

These capabilities build upon technologies and commercial applications that have already been validated in the market.

Table 1-1. USD 90M Investment Allocation with KPI

(Unit：US$M)

Investment Category	Amount	% of Total	KPI Deployment Output
1. AICT Control Center	$20.0M	22.2%	1) Launch global control center and validate AI data governance models. 2) Support cross-border market APIs and secure data flow integration (latency <100ms).
2. VAM / Edge Hardware	$25.0M	27.8%	1) Complete the first phase of Edge hardware node deployment for target merchants. 2) Validate hardware gross margin and single-store offline transaction/reconnection recovery mechanisms.
3. eStore Deployment	$20.0M	22.2%	1) Total number of traditional merchants upgraded digitally (target active users reached). 2) Optimize Customer Acquisition Cost (CAC) and control merchant churn rate.
4. LDT Network	$10.0M	11.1%	1) Local Decentralized Transaction (LDT) network coverage and growth in monthly average merchant transaction volume. 2) Reduce platform dependency and minimize direct transaction friction at local nodes.
5. TSCM Integration	$10.0M	11.1%	1) Connect VAM, eStore, and supply chain data to unlock supply chain service revenue. 2) Achieve fully automated merchant replenishment and a smart logistics data closed-loop.
6. Deployment, Security & Contingency Reserve	$5.0M	5.6%	1) Pass payment and personal data compliance reviews across countries. 2) Establish cyber threat models, disaster recovery plans, and maintain 99.9% system availability.
TOTAL	$90.0M	100.0%

Table 2. iClub Five-Year Financial Waterfall Projection

(Unit：US$M)

Financial Item / Year	Y0	Y1	Y2	Y3	Y4	Y5	Total / End of Period
Revenue	—	45.0	120.0	280.0	550.0	950.0	1,945.0
EBITDA (Core Operating Profit)	—	(15.0)	18.0	70.0	165.0	332.5	570.5
Free Cash Flow (FCF)	(90.0)	(45.0)	(25.0)	18.0	105.0	262.5	315.5
【 Investor Return Waterfall 】
Investor Cash Flow (Y5 Cash Exit)	(90.0)	0.0	0.0	0.0	0.0	451.83	451.83
Unrealized Equity Value (Deferred to Y7)	—	—	—	—	—	1,555.17	1,555.17
MOIC Target Total Return							2,007.00 (22.3x)

Note 1 — EBITDA: EBITDA stands for Earnings Before Interest, Taxes, Depreciation, and Amortization. It is commonly used as an indicator of a company's underlying operating profitability and core business performance before financing, taxation, and non-cash depreciation and amortization expenses.

Note 2 — Free Cash Flow (FCF): Free Cash Flow refers to the cash generated by the business after deducting the capital expenditures required to maintain or expand operations.

“Formula: Free Cash Flow = Operating Cash Flow − Capital Expenditures”

Investors commonly use FCF to assess a company's financial health and its ability to generate cash. Companies with sufficient FCF generally have greater capacity to pay dividends, repay debt, or reinvest in growth.

Note 3 — Key Financial Metrics at a Glance: 1)Target MOIC: 22.3×; 2)(Total proceeds of US$2,007M ÷ initial investment of US$90M); 3)Target IRR: 58.6% (Calculated based on the projected investor cash flows of Y0: −US$90M, Y5: +US$451.83M, and Y7: +US$1,555.17M.)

The above figures are projections and may differ from actual operating and investment results.

Table 3-1. Five-Year Projected Income Statement

(Unit：US$M)

Financial Item / Year	Y1	Y2	Y3	Y4	Y5
Revenue	45.0	120.0	280.0	550.0	950.0
Cost of Goods Sold & OpEx	(60.0)	(102.0)	(210.0)	(385.0)	(617.5)
Core Operating Profit (EBITDA)	(15.0)	18.0	70.0	165.0	332.5
D&A (Depreciation & Amortization)	(15.0)	(16.0)	(18.0)	(20.0)	(22.0)
Operating Income (EBIT)	(30.0)	2.0	52.0	145.0	310.5
Interest Expenses	0.0	0.0	0.0	0.0	0.0
Earnings Before Taxes (EBT)	(30.0)	2.0	52.0	145.0	310.5
Income Tax Expense	0.0	0.0	(8.4)	(29.0)	(62.1)
Net Income	(30.0)	2.0	43.6	116.0	248.4

Table 3-2. Five-Year Projected Balance Sheet

(Unit: US$M)

Financial Item / Year	Y0 (Opening)	Y1	Y2	Y3	Y4	Y5
ASSETS
Cash & Cash Equivalents	45.0	0.0	0.0	18.0	123.0	385.5
Other Current Assets	0.0	15.0	25.0	45.0	75.0	75.0
Property, Plant & Equipment (PP&E)	45.0	45.0	47.0	49.0	54.0	84.0
Less: Accumulated D&A	0.0	(15.0)	(31.0)	(49.0)	(69.0)	(91.0)
Total Assets	90.0	90.0	88.0	112.0	228.0	453.5
LIABILITIES & EQUITY
Total Liabilities	0.0	30.0	26.0	6.4	6.4	73.5
Share Capital	90.0	90.0	90.0	90.0	90.0	90.0
Retained Earnings	0.0	(30.0)	(28.0)	15.6	131.6	380.0
Total Liabilities & Equity	90.0	90.0	88.0	112.0	228.0	453.5

Table 3-3. Five-Year Projected Cash Flow Statement

(Unit：US$M)

Financial Item / Year	Y1	Y2	Y3	Y4	Y5
Operating Cash Flow
Net Income	(30.0)	2.0	43.6	116.0	248.4
Adjustments for D&A	15.0	16.0	18.0	20.0	22.0
Changes in Working Capital	(15.0)	(10.0)	(20.0)	(30.0)	(45.0)
Cash Flow from Operating Activities (A)	(30.0)	(8.0)	41.6	106.0	225.4
Investing Cash Flow
CapEx (Capital Expenditure)	(15.0)	(17.0)	(20.0)	(25.0)	(30.0)
Cash Flow from Investing Activities (B)	(15.0)	(17.0)	(20.0)	(25.0)	(30.0)
Financing Cash Flow
Change in Debt / Liabilities	0.0	0.0	(3.6)	24.0	67.1
Cash Flow from Financing Activities (C)	0.0	0.0	(3.6)	24.0	67.1
Net Change in Cash (A+B+C)	(45.0)	(25.0)	18.0	105.0	262.5
Cash at Beginning of Year	45.0	0.0	0.0	18.0	123.0
Cash at End of Year	0.0	0.0	18.0	123.0	385.5
Free Cash Flow Check (FCF Reconciliation)	(45.0)	(25.0)	18.0	105.0	262.5

Note:The net change in cash and ending cash balance presented in this cash-flow statement are fully aligned with the projected FCF trajectory in Table 2:

Y1: −US$45M — initial cash is substantially deployed;

Y2: −US$25M — a funding gap emerges and is addressed through debt financing;

Y3: +US$18M — cash generation turns positive; and

Y5: the business accumulates substantial net cash inflows as operating performance scales.

Overall, the “iClub” investment plan is designed around a clear “capital-to-infrastructure-to-transaction-to-data-to-revenue pathway,” with the potential to establish a scalable global smart-commerce infrastructure platform.

Background and Historical Development

From TPC to Silicon Valley: The Origin of Social Responsibility Investment

In 1975, in connection with our efforts to establish a sister-city relationship between Tainan and San Jose, California, we developed a comprehensive product roadmap ranging from TPC chips to satellite receivers and presented it to visiting Mayor Janet Hayes (Fig 2). We subsequently brought this vision to Silicon Valley and promoted it as a broader concept of "Social Responsibility Investment" (SRI).

Through sustained efforts under the APEC framework from 1997 to 2009, this initiative eventually contributed to an unprecedented period of technological and economic prosperity. However, it also unintentionally enriched what Hillary Clinton referred to as the “Gorillas,” contributing to a distortion in which technological output came to outweigh the underlying humanistic and social value that SRI was originally intended to serve.

Fig 2. TPC Changed Silicon Valley and the World

Establishing the Blackstone Angel Fund

On March 13, 1979, we established the "Blackstone Angel Fund" in New York (Fig 3). The fund supported the development of satellite receiver and personal computer (PC), contributing to the technological foundations that would accompany the economic expansion of the 1980s under the framework of "Reaganomics."

Fig 3. Establishment of the Blackstone Angel Fund

The Invention of TES

Next, in February 1986, my wife, Linda Din (丁玲虹，Ding Lin-Hong), invented "The eStore System" (TES) (Fig 4), with the objective of addressing fundamental structural social problems through technology and commerce.

Fig 4. The eStore System (TES)

In December 1989, we publicly announced our development of the RF Converter, which was subsequently reported by Taiwan's "Economic Daily News" and "Commercial Times" (Fig 5). The RF Transmitter (TRD, or Toller) became a critical interface for the cashless transaction architecture of TES.

Fig 5. Newspaper Reports on the Development of the RF Transmitter in 1989

APEC and the “E-Commerce Constitution”

Linda Din, President of K-Horn Science Inc., was invited to serve as a speaker at APEC 1998 in Kuala Lumpur, where she proposed TES as a framework for advancing the development of an “E-Commerce Constitution” (Fig 6). The initiative was intended to provide a pathway toward economic recovery for countries affected by the 1997 Asian Financial Crisis, offering renewed confidence in technology-enabled commerce. Linda Din subsequently became widely recognized as the “Mother of E-Commerce.”

Fig 6. APEC Kuala Lumpur 1998 and the E-Commerce Constitution

The Genesis Invention — TES's TSCM

TSCM (TranSmart Supply Chain Management), the circulation system and core software engine of TES, was officially included in the "88–89 SBIR Project Results Compilation" published by the Ministry of Economic Affairs (MOEA). Its inclusion established TSCM as part of the national archival record, documenting and asserting the underlying intellectual property (IP) sovereignty. TSCM functioned as an “Original Oracle”: it captured real-time sales and inventory data from VAM (Value-added Merchant) nodes and transmitted the information instantly to the Control Center through communication modules. In this architecture, TSCM served as the foundational data infrastructure underlying electronic payments — effectively becoming a progenitor of today’s real-time digital payment ecosystem (Fig 7).

Fig 7. TSCM included in the National Archival Record in 2000

APEC’s Best Practice “Global Channel–TES”

Following Linda Din's advocacy in 2000 at APEC Brunei, where "ICT" was promoted as a key component of the “Brunei Goal,” she was invited by the Australian Government to serve as a speaker at APEC 2003 in Thailand. There, she proposed “Global Channel–TES,” which won recognition as an APEC Best Practice (Fig 7). Its cashless transaction architecture was broadly accepted by participating economies. The planned expansion into 30 national markets, together with the upgrading of approximately 5.154 million traditional stores into "eStores," was progressively implemented over subsequent years.

Fig 8. APEC 2003 to win the Best Practice

Bringing SRI to Silicon Valley

Following the 2006 APEC CEO Summit, I went to Silicon Valley to promote the concept of "Social Responsibility Investment" (SRI), as reported by the World Journal in the Bay Area (Fig 8). I gave a "C-Phone" prototype shown in the upper-right corner of Fig 2, to a PDA company that was then approaching bankruptcy, with the hope that the company could escape the prolonged PDA industry crisis. Today, the global ecosystem has more than 5 billion C-Phone transaction terminals, supporting a cashless economy measured in hundreds of billions of U.S. dollars in transaction value.

Fig 9. Promoting SRI in Silicon Valley

APEC 2009 for “Rebuilding the Global Economy”

I was invited to participate in the 2009 APEC CEO Summit, where I contributed the way of “Rebuilding the Global Economy” (Fig 10).

Fig 10. APEC 2009 — Contributing the way of Rebuilding the Global Economy

At the meeting, I urged the U.S. delegation to advance the "President's Plan to Increase the Spectrum," calling for expanded spectrum resources and satellite support. The objective was to help resolve the decade-long crisis of the Silicon Valley PDA industry and create the technological conditions for a subsequent 16-year period of prosperity.

From ICT to AICT—Next Smart Commercial Infrastructure

Today, ICT must advance to AICT to meet the requirements of a new technology-driven economic era. The concrete infrastructure proposed for this transition is the "AICT Control Center" (Fig 1)—an “intelligent commercial link to universal businesses,” abbreviated as “iClub.”

“iClub” is not a social club. It is a Smart Commercial Connectivity Platform with implications for national economic development and a potential role in shaping the next century of Socially Responsible Investment (SRI).

Why a Smart Regulatory Valve Is Necessary?

The original purpose of “our cashless system invention” was to address structural social problems — particularly unemployment and robbery. The concept was simple: an unemployed person could, for example, operate a taxi and earn a safe and legitimate livelihood through cashless transactions, transforming technology into a practical mechanism for social stability and economic participation.

However, the technologies we brought to the world have subsequently been used by the “Gorillas” (infringers) without sufficient restraint, creating a growing imbalance between technological economic output and human-centered value. This is why the global cashless economy requires an intelligent regulatory valve. That regulatory valve is “iClub”— the Smart Commercial Connectivity Platform.

Its operational role is to continuously monitor, coordinate, and regulate key commercial variables, including:

1)Number of merchants;

2)Average monthly transaction volume per merchant;

3)Average take rate or service fee;

4)Number of active users;

5)Revenue generated per Edge node;

6)Customer acquisition cost (CAC);

7)Merchant churn rate;

8)Hardware gross margin;

9)Transaction-processing cost;

10)Supply-chain service revenue;

11)Market-entry timing by country.

By dynamically managing these variables through an AI-enabled control architecture, "iClub" is designed to align technology, commerce, supply chains, and social value within a more sustainable economic framework.

The strategic objective is therefore not simply to accelerate cashless commerce, but to establish an intelligent infrastructure capable of regulating its scale, economics, and social impact—turning technological capability back toward the original purpose of social responsibility investment.

Conclusion

— The Intelligent Flow Regulator That Illuminates the Future

Nature and financial history have repeatedly warned humanity — often at the most devastating possible cost.

On August 26, 2026, a glacial barrier lake on the Lunde River in Shigatse, Tibet, at an elevation of approximately 4,500 meters, reportedly breached and released a massive flood, claiming approximately 400 lives and triggering international attention. Using a scientific estimation approach, the energy released by the outburst flood is estimated at approximately "8.28 × 10¹³ joules."

At the 2009 APEC Leaders' Meeting, President Barack Obama stated that the global financial crisis had cost approximately "USD 1.9 trillion" in a single year, describing it as money effectively being thrown into a “bottomless pit” (abyss). By comparison, the destructive energy associated with the 2008 global financial crisis can be estimated at approximately "3 × 10¹³ joules" — a systemic shock that destroyed tens of millions of jobs, homes, and livelihoods around the world.

In response, I proposed the "IIA-TES" initiative, including the issuance of "1.7 billion TranSmart Cards (C-Phone)" and the deployment of "TRD readers" throughout the United States to upgrade conventional merchants into "electronic stores" (eStores), as illustrated by the U.S. market segmentation in Fig 10.

The resulting constructive economic energy was estimated at approximately "1.7 × 10¹⁵ joules," substantially greater than the estimated "3 × 10¹³ joules" of destructive energy associated with the financial crisis. The objective was to neutralize the economic destruction through constructive economic activity and establish the foundation for a subsequent 16-year period of economic prosperity.

Fig 10. U.S. Market Segmentation

From Financial Barriers to Intelligent Flow Regulation

Today, the world faces another challenge: a “US$200 trillion financial barrier lake.”

When the traditional financial system responds only by building higher barriers and attempting to contain the flow of wealth, that accumulated financial energy can eventually become a destructive wave capable of overwhelming the most vulnerable segments of society. We cannot respond to such a systemic risk through passive acceptance.

At the 2009 APEC CEO Summit, I proposed the "IIA-TES" initiative as a cross-border, technology-driven economic infrastructure. The TES system was designed to inject substantial "constructive economic energy" into the global economy—redirecting capital and transaction activity toward productive commerce, while helping to absorb the destructive effects of systemic financial shocks.

The experience demonstrates a fundamental principle: "When economic energy is directed toward productive purposes, constructive economic activity can counteract destructive financial forces."

The Next Turning Point

History has now reached another critical juncture. A USD 200 trillion global financial “barrier lake” has accumulated above the global economy. Within it are increasingly concentrated speculative forces, structural imbalances, and risks associated with excessive market power. If these pressures are not intelligently managed, the eventual release could produce a systemic shock exceeding the destructive consequences of previous financial crises.

Faced with the unchecked extraction of wealth by predatory platforms — the “Gorillas”— the global economy once again stands at a crossroads. What the world needs is no longer another patch for an aging financial system. It needs an intelligent regulatory valve capable of absorbing, transforming, and redirecting the enormous economic flow represented by this USD 200 trillion accumulation. It needs intelligent flow regulation.

"iClub" : The Intelligent Flow Regulator for the Next Economic Era

The “iClub” (Intelligent Commercial Link to the Universal Businesses) platform is designed to serve precisely this role: an intelligent flow regulator for a new generation of global commerce and economic governance. The proposed "USD 90 million investment Plan" is therefore not simply an exercise in commercial profit maximization. It is intended as a form of "Social Responsibility Investment" (SRI) addressing the resilience and long-term sustainability of the global commercial ecosystem.

Through the "AICT Control Center" —the intelligent brain of the system— combined with the deployment of VAM/Edge intelligent nodes, “iClub” will establish a Local Distributed Transaction (LDT) network designed to keep greater economic value within local communities and redirect transactions toward the real economy. The constructive economic energy generated by the digital transformation of merchants worldwide can thereby be redirected into productive commerce rather than speculative accumulation.

The strategic objective is not merely to create another digital-payment platform.

It is to build an intelligent economic infrastructure capable of regulating financial and commercial flows, converting systemic risk into productive economic activity, and creating a more balanced relationship among “people, businesses, and governments.” In this sense, “iClub” represents more than a technology platform.

It represents a potential SRI infrastructure for the next century—one designed to transform the destructive potential of the USD 200 trillion financial barrier lake into constructive economic energy, while promoting a sustainable three-way win for People, Businesses, and Governments. The challenge of the next century is not how to build a higher dam. It is how to build a smarter channel.

"iClub" is designed to be that intelligent channel.

Peter Li-Chang Kuo, the author created Taiwan's Precision Industry in his early years. Peter was a representative of the APEC CEO Summit and an expert in the third sector. He advocated "anti-corruption (AC)/cashless/e-commerce (E-Com)/ICT/IPR/IIA-TES / Micro-Business (MB)…and etc." to win the international bills and regulations.

【Copyrights reserved by Li-Chang Kuo & K-Horn Science Inc. (khorninc@gmail.com)】

External Links:

The Inventions of “Linda Din”：

https://patents.google.com/patent/US6304796 (VAM)

https://patents.google.com/patent/US20030197061 (Shopping System)

https://patents.google.com/patent/US20030107468 (Entry Security Device)

https://patents.google.com/patent/US20040054595A1 (ETC)

https://ldinventions.blogspot.com/2022/01/127.html  (A Universal Cashless System)

https://khornhb.blogspot.com/2023/10/1011.html (K-Horn Science Inc.)

https://klcapec.blogspot.com/2024/05/515.html (The Best Practice)

https://klcapec.blogspot.com/2024/06/609.html (Edison’s Inspiration)

https://khornhb.blogspot.com/2024/07/721.html (Paving the Way for AI)

https://lckstory.blogspot.com/2024/08/818.html (Disney Intelligent System)

https://ksibusiness.blogspot.com/2024/10/1028.html (SRI & Global Channel-TES)

https://plckai.blogspot.com/2024/11/1115.html (TPC Investment & Its Markets)

https://pklctrips.blogspot.com/2024/12/1231.html (Kuo’s Journey for 6 Decades)

https://pklctrips.blogspot.com/2025/01/121.html (Einstein’s Enlightenment)

https://ksibusiness.blogspot.com/2025/04/413.html (Top Secret)

https://lckstory.blogspot.com/2025/04/428.html (The Inventions of Linda Din)

https://lckstory.blogspot.com/2025/06/622.html (Crystal Soap & Precision Manufacturing)

https://pklctrips.blogspot.com/2025/07/716.html (Brain Mine Lasts Forever)

https://pkproclaims.blogspot.com/2025/07/725.html (Intelligent Industry)

https://plcpolitics.blogspot.com/2025/08/801.html (Managing A Great Taiwan)

https://ksibusiness.blogspot.com/2025/08/0.html (Tiny Energy Site)

https://pktesrtn.blogspot.com/2025/08/812.html (TSCM Information System)

https://ldljourney.blogspot.com/2025/08/818.html (Revelation of the Red Washer)

https://pklctrips.blogspot.com/2025/10/1023.html (A Chronicle of Sixty Years)

https://plcpolitics.blogspot.com/2025/11/1116.html (60 Years of the KEPZ)

https://plcpolitics.blogspot.com/2025/12/1207.html (Failures)

https://plcpolitics.blogspot.com/2026/01/107.html (USD 10 Trillion)

https://pktesrtn.blogspot.com/2026/01/123.html ( TES Invented by Linda Din)

https://tesfund.blogspot.com/2026/02/208.html (TES Digital Archiving Sponsorship Program)

https://lckstory.blogspot.com/2026/02/210.html (Barbie’s Legs)

https://lckstory.blogspot.com/2026/02/220.html (The Great Robbery)

https://plcpolitics.blogspot.com/2026/03/303.html (Prophetic Report)

https://lckstory.blogspot.com/2026/03/307.html (The Origins of MJW Association)

https://plcfact.blogspot.com/2026/03/308.html (“Mother of E-Com” was besieged)

https://plcfact.blogspot.com/2026/03/315.html (Who Killed the $750 Billion IPO)

https://pklctrips.blogspot.com/2026/03/326.html (The History of Taiwan’s Industry)

https://plckai.blogspot.com/2026/04/401.html (When Peter Meets William)

https://ksibusiness.blogspot.com/2026/04/404.html (Return on Investment)

https://plcori.blogspot.com/2026/04/408.html (The Origin of E-Commerce)

https://plckai.blogspot.com/2026/04/409.html (AI Barbie)

https://plcori.blogspot.com/2026/04/414.html (The Origin of 0.002 Seconds)

https://plcori.blogspot.com/2026/04/417.html (The Origin of “to” Becoming “two”)

https://plcfact.blogspot.com/2026/04/419.html (The Redemption of Japan)

https://plcori.blogspot.com/2026/04/423.html (TES Invented by Linda Din)

https://plcori.blogspot.com/2026/04/430.html (Who is attacking ‘TES’ and why?)

https://plcktrend.blogspot.com/2026/05/501.html (The Catastrophe of Bronze Screws)

https://plcfact.blogspot.com/2026/05/507.html (Linda Din's Econophysics)

https://plcori.blogspot.com/2026/05/510.html (Linda Din’s ICT Initiative)

https://plcfact.blogspot.com/2026/05/512.html (Buying NVIDIA Stock at US$2.60)

https://plcfact.blogspot.com/2026/05/517.html (Linda Din’s Linhorn Indicator)

https://plcfact.blogspot.com/2026/05/520.html (Linda Din’s Universal Concern)

https://ldestore.blogspot.com/2026/05/524.html (A Broad Perspective)

https://ldestore.blogspot.com/2026/05/530.html (New Era of 2V)

https://tesoperation.blogspot.com/2026/06/604.html (The Charm of Zero Marginal Cost)

https://ldtes.blogspot.com/2026/06/612.html (APEC Best Practice: Global Channel-TES)

https://pklctrips.blogspot.com/2026/06/613.html (The Father of Taiwan's Precision Industry)

https://ldestore.blogspot.com/2026/06/616.html (Linda Din from “Women in Charge”)

https://plcori.blogspot.com/2026/06/619.html (TES-Da Vinci Code Recovery Memo)

https://ldestore.blogspot.com/2026/06/621.html (Xingxiu Temple’s Banyan Tree)

https://ldestore.blogspot.com/2026/06/627.html (Linda Din, A Lady of Rich Taiwn)

https://plckai.blogspot.com/2026/07/703.html (AICT Club)

https://plckai.blogspot.com/2026/07/714.html (AICT Achieves National Development)

https://plcfact.blogspot.com/2026/07/720.html (Prosperous Nation Designer and AR)

https://plckai.blogspot.com/2026/07/727.html (TPC and AICT Investment Initiative)

https://plckai.blogspot.com/2026/07/729.html (AICT Deliver Mankind from Abyss)

https://tesfund.blogspot.com/2026/07/731.html (The Benefits of SRI)

https://tesoperation.blogspot.com/2026/08/801.html (Benefits of Participating iClub)

https://pklctrips.blogspot.com/2026/08/808.html (Li-Chang Kuo, the Dr. Blacksmith)

https://lckstory.blogspot.com/2026/08/810.html (Master Hsing Yun on the Monkey)

https://lckstory.blogspot.com/2026/08/812.html (The Critical 90 Days to Save the Nation)

https://plcfact.blogspot.com/2026/08/815.html (As long as one is alive, there is hope)

https://ksibusiness.blogspot.com/2026/08/819.html (The Center of Global Technology-TWN)

https://pklctrips.blogspot.com/2026/09/901.html (Li-Chang Kuo’s SRI for 6 Decades)

https://ko-fi.com/ndart2025 (Donate the NDART)