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BY منهاج السلف الصالح
![](https://photo.tg-me.com/u/cdn4.cdn-telegram.org/file/Lm67QXjiHnpHmVc8wOIMf9CzXXyqj66Q8zTzXy1t7Gtvu-cl5jay6aorOB0FB492mqc0uKNKkkQpsWhupMSoAG4aG_140eI17T6GhmDxNY6fxKhO-_E03Kq3yZGhi7789EEr1DQ7Ql_gu9eZXzlk9AAkc6XiG6frUMdD_sYNvVEoMHM_U4HYnRUGgaz7Sora_wBhKCZhL-uoIajLYNxNG2Roxm3WXFg4PBKx_TvW_abQ42vrgpKle_m93yZ50-a8fz05RCOEVccxatDGq8GHGxUFGsHZTh9Urb7GsacRoEWSYEjRgGKbeIw8M1J-TVN793AGnGW-Fi-AXi0JPwlWKw.jpg)
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BY منهاج السلف الصالح
Mr. Durov launched Telegram in late 2013 with his brother, Nikolai, just months before he was pushed out of VK, the Russian social-media platform he founded. Mr. Durov pitched his new app—funded with the proceeds from the VK sale—less as a business than as a way for people to send messages while avoiding government surveillance and censorship.
The seemingly negative pandemic effects and resource/product shortages are encouraging and allowing organizations to innovate and change.The news of cash-rich organizations getting ready for the post-Covid growth economy is a sign of more than capital spending plans. Cash provides a cushion for risk-taking and a tool for growth.
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