1997's Industry Giant was a grand, sprawling business game brought over from Austria by the now defunct Interactive Magic. Now its sequel has landed on North American shores, courtesy of its developer-turned-publisher JoWood, and the sequel has even more grandeur, breadth, and business, though not in equal measure. In fact, Industry Giant II may be a bit too broad for its own good.

A mouse click brings up floating information screens.

In Industry Giant II, you make money by stringing together the elements of a long process that stretches from harvesting raw materials all the way to selling finished goods from a retail outlet. You even set up and manage transportation between each of the steps along the way. For instance, if you want to sell cars, it's not enough to simply build an automobile factory and a car dealership. Instead, you have to mine bauxite and ore, raise cattle for your leather seats, and use petroleum to make rubber for your tires, among other things. You also have to build and manage the train routes that carry the goods around and the warehouses where they're stored.

As you meet the demand for different goods in a city, the city grows and demand increases. You can even spend your money building structures that encourage faster city growth. The sequel adds a new feature: the accumulation of luxury points based on how well you're doing. As you accumulate luxury points, which also serve as a means of keeping score in some scenarios, you can buy increasingly lavish homes to place on the map. Random weather and economic events can shake things up from time to time. In some scenarios, you'll have to compete against other businesses that will cut into your market share by selling the same goods you are. As time passes (the game includes 80 years of industrial technology, from 1900 to 1980), new goods and industries are invented, expanding your options.

The main appeal of Industry Giant II is the remarkable breadth of products: donuts, beer, purses, steel, hair dryers, comic books, lawn mowers, tissues, calendars, accordions, toothbrushes (regular or electric), plastic patio furniture, telephones, jeans, eggs, barbecue grills, inflatable boats, summer clothes, cotton, Christmas trees, lumber, and, of course, garden gnomes. Looking over the products, you may notice (if you didn't already realize) that Industry Giant II wasn't developed in the United States. Tennis shoes are sports shoes, harmonicas are mouth organs, wheelbarrows are pushcarts, action figures are action heroes, sleds are sledges, and, unfortunately for American sports fans, soccer balls are called footballs. Also, the most profitable items you can produce with a printing press are board games, a popular industry in Germany, but a struggling niche market in the United States.

New vehicles and products come along as time passes.

If you like business simulations, you'll probably find all this variety intriguing. Unfortunately, each of these industries is handled so abstractly that you might as well be dealing in "thingamajigs," "gewgaws," and "doodads." For instance, publishing a newspaper consists only of cutting down trees, processing the lumber at a sawmill, using the grain wood to make paper at a paper mill, and then making newspapers at a printing press before selling them at a bookstore. There are only the mechanics of manufacturing with none of the important nuances of publishing, such as circulation or advertising. In Industry Giant II, a newspaper is just a stack of pages, and the process of creating it is no different from the process of making canned fruit, skateboards, or aluminum ladders.

Managing your business is awkward at best. Matching supply and demand requires a lot of counting, clicking around and checking different buildings, and referring to reference screens. Because of this, the gameplay consists of working out the details of your elaborate industrial infrastructure while the game is paused. You can change settings for factory utilization and worker productivity to manage the flow of goods, but there's no convenient way to know in advance how much or how little of each product you need. When you add in the responsibility of setting up transportation routes for individual vehicles and their cargo, the whole process becomes even more difficult.