章 382: Chapter 382: Hollywood Walk of Fame
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McKinsey had been reduced to a vegetative state following the accident. When the news broke, many people remarked that he was fortunate—not because he survived, but because he now wouldn't have to face prison.
Hardy called Henry, asking, "Who was behind the hit on McKinsey?"
Henry shook his head. "I couldn't find out."
Hardy hadn't arranged the accident. His plan was to see McKinsey behind bars, enduring the long, slow agony of prison life—perhaps even the infamous "dropping the soap" scenario. But now, McKinsey was in a coma, a fate Hardy considered far too lenient. Worse, it would inevitably lead to suspicions that Hardy was responsible, given his role in McKinsey's downfall. But Hardy had a good idea who was truly behind it.
"It must have been the politicians who once backed McKinsey. Now that he's no longer useful, they've cut him loose—and done it in a way that's impossible to trace back to them," Hardy mused. "Politicians can be more ruthless than gangsters."
"Keep an eye on the driver. Dig deeper to find out who ordered the hit," Hardy instructed Henry.
"Understood, boss."
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With McKinsey out of the picture, the investigation committee was swiftly disbanded. A few days later, the White House announced its abolition, promising to be more cautious about such investigations in the future, with a renewed commitment to upholding the U.S. Constitution and preventing abuses of power.
During this time, Hardy was contemplating how to restore Hollywood's former glory. The Paramount Act and McKinsey's actions had dealt severe blows to the industry. The rise of television had also siphoned off audiences, leaving Hollywood in a state of decline—far from its golden age.
The box office was bleak. The only bright spots this year had been Taylor's "Beauty and the Beast," Eastwood's "Indiana Jones," and Monroe's "Enthusiasm." Monroe's film had become a smash hit, solidifying her status as Hollywood's latest sex symbol. "Enthusiasm" had been in theaters for two months and was still playing in over 300 cinemas, grossing more than $16 million, making it the year's top earner.
But these successes were exceptions. Most other film companies were struggling, with more losses than profits. Hardy spent two days considering a solution and then made a decision.
He called Edward, the head of HD Pictures. "In my name, invite MGM, Warner Bros., Paramount, Universal, Disney, and 20th Century Fox. I want to discuss Hollywood's future with them."
Edward immediately relayed the message, and the companies responded swiftly. Hardy wasn't just the head of HD Pictures anymore—his Hardy Group had grown into a massive conglomerate, with its own bank and dozens of subsidiaries across the U.S., Cayman Islands, and Japan. It was practically a consortium.
In fact, calling it the Hardy Consortium wouldn't be an exaggeration.
The CEOs of these major film companies agreed to meet at Hardy's Beverly Hills manor. Each of them had their own estates nearby, so the location was convenient.
Once everyone was seated and the servants had exited, Hardy addressed the group. "These past few years have been tough, haven't they?"
McWarner, Warner Bros.' third son, nodded with a bitter smile. "Very tough. Warner Bros. only released 13 films this year, and none performed well. We're looking at a $5 million loss."
"Same here," the Paramount boss added.
MGM's Meyer turned to Hardy. "It seems like HD Pictures is the only company thriving. Your three films this year are all at the top of the box office, especially Monroe's movie. HD Pictures will net over $10 million in profits."
"Mr. Hardy, what do you have in mind for this meeting?" asked the Disney boss.
Hardy took a puff of his cigar before speaking. "The Paramount Act and McKinsey have severely damaged Hollywood. I think it's time we take some steps to revive the industry. As the leading film companies, we should take the initiative."
"Do you have any specific ideas?" Meyer asked.
"I do," Hardy replied. "First, we need to focus on deepening our hold on the U.S. market. It remains our core, and we must maintain it. Second, we should aggressively expand into European and Asian markets. While these markets aren't as lucrative as the U.S. yet, the combined potential of several countries can't be ignored."
Hardy paused, gauging their reactions before continuing. "I know each of your companies is also targeting Europe, sometimes even competing with each other. But in these tough times, I propose we put aside our rivalries and form alliances. We can make better profits by working together."
"And third, we need to engage the government. Hollywood doesn't just make movies; we export American culture. The government should support us more, perhaps through tax breaks."
The CEOs around the table nodded in agreement. Competing made sense in a strong market, but with Hollywood in decline, internal friction would only worsen the situation. Unity was a better strategy.
"I have another suggestion," Hardy continued.
All eyes turned to him.
"Tourism is a crucial part of Hollywood's economy. Currently, each company runs its own tourist projects—studio tours, character performances, and so on. I suggest we unify these efforts under one entertainment company."
"My proposal is to create a real amusement park. By pooling our resources, we can build a theme park that will attract more tourists."
The CEOs were intrigued but unsure of the logistics. Hardy reassured them, "We can work out the details later. For now, let's agree on the basic framework."
They all nodded. The idea of combining resources to build a theme park made sense. The specifics—like how to divide shares and resources—could be handled by their teams.
"I have one more proposal," Hardy said.
The others exchanged amused glances. Hardy certainly had no shortage of ideas.
"What is it?" they asked.
"An Avenue of Stars," Hardy replied.
"What's that?" they asked, intrigued.
Hardy explained, "It's a concept where we create a 'Hall of Fame' street. We'd select the top artists and engrave their names on the sidewalk, recognizing their contributions to the industry. I've divided it into five categories: film, television, recording, radio, and live theater."
"We could form an 'Avenue of Stars' selection committee to choose the most deserving artists each year. For instance, Vivien Leigh and Clark Gable could be honored for 'Gone with the Wind.'"
"Even iconic cartoon characters like Disney's Mickey Mouse and MGM's Tom and Jerry could be included."
Hardy's final idea was to host an annual carnival on the Avenue of Stars, combining the star awards with a grand celebration that would draw crowds to Hollywood.
The CEOs were impressed. Hardy's ideas were not only innovative but also shared with the group rather than kept for his own gain. This wasn't just about personal profit—it was about revitalizing Hollywood as a whole.
"I agree with all of Mr. Hardy's proposals," Meyer said.
"Same here," McWarner added.
"I think they're excellent ideas," Paramount's chairman nodded.
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With unanimous agreement, the Hollywood Film League was unofficially formed. Though it was a verbal pact, it carried weight among the industry's top players. They wouldn't act against their own interests, and Hardy's proposals provided a roadmap for moving forward.
Each company took on different responsibilities—some would lobby the government for tax breaks, others would organize the theme park project. Edward of HD Pictures was tasked with developing the Avenue of Stars.
Hardy selected a pedestrian street on Hollywood Boulevard for the Avenue of Stars. It was a prime location, surrounded by shopping malls, luxury stores, restaurants, and coffee shops. But Hardy had another reason for choosing this spot—most of the buildings on the street were owned by Hardy Real Estate. He had been planning the Avenue of Stars for years and had acquired key properties in advance.
When the Avenue of Stars was completed, it would undoubtedly become a major attraction, bringing even more prosperity to the area.
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