To say that Jean had been completely won over by video gas would be an overstatent.
His professional background simply didn't allow him to beco addicted to anything.
But now, he was definitely viewing video gas from a different perspective—no longer with the sa harsh, dismissive attitude.
Over the next few weeks, he tried out a variety of gas.
So were bestsellers, others had terrible sales.
Each one seed to have its own unique qualities.
And if things like movies, novels, and music all had a place in society, then video gas deserved an equal spot.
That was sothing he now accepted.
...
...
After giving it a lot of thought, Jean wrote an article—a piece dedicated to video gas.
Previously, he had only expressed his opinions casually in interviews or comnts.
But this ti, he offered an in-depth analysis.
He started with his personal experience, exploring both the pros and cons of video gas.
He made sure to clarify that he wasn't trying to whitewash the industry—video ga addiction was still a major issue. He simply admitted that his own level of resistance toward gas had lessened.
According to his recent research, truly addicted gars were still a small minority.
So gas might have addictive properties, but most only caused short-term obsession.
People who developed long-term addiction often had weak self-control.
And people like that would beco addicted to sothing else even if video gas didn't exist. The problem wasn't just the dium.
Jean published this article online for public access.
It didn't take long before it triggered backlash—especially from others who had previously criticized video gas.
They were stunned. They hadn't expected soone who had been so firmly anti-gaming to "betray" them like this.
Weren't they supposed to fight against video gas together?
Caught off guard, many turned around and condemned Jean for being "irresponsible." These were the kind of people who had decided to stick to their views no matter what. No matter how objectively Jean tried to present the issue, they refused to change.
Because, for so of them, video gas had indeed hurt their interests.
One such person was Myron Case, CEO of Micfor.
He was one of the few business moguls who still opposed video gas.
Ever since video gas began rising in popularity, his fortunes had plumted. Naturally, he resented the industry.
Without video gas, he believed his business empire could have expanded far more rapidly.
Without video gas, he wouldn't have been ousted from his own company.
Without video gas, he might already be a celebrated titan of the tis.
Still, to his credit, he didn't lash out publicly or act like a madman. He simply made it clear, across various fields, that he had no interest in video gas.
And he never missed a chance to promote his own product: the MK1 smartphone, hoping it would sell more units.
Nowadays, smartphones had beco deeply embedded in people's lives, and this was his mont to scale up fast.
In fact, during this push, he successfully squeezed Suirui Electronics' handheld division out of relevance.
Suirui had tried to push back several tis, but their efforts were futile—they posed no real threat to Micfor.
Compared to Micfor's more versatile mobile devices, Suirui's handheld consoles simply couldn't compete.
This forced Suirui to shift focus, competing head-to-head with Gastar Electronic Entertainnt in the ho console market instead.
At Micfor's headquarters, the company's monthly shareholder eting was underway.
These etings revealed the past month's product sales and laid out plans for the upcoming month.
"Our flagship product, the MK1, has now entered multiple international markets and has topped sales charts in several of them. Our global influence is growing steadily. This month's total MK1 sales have reached 9.3 million units, and we're on the verge of hitting 10 million."
The shareholders, upon hearing this, smiled in satisfaction.
They were pleased with Micfor's current growth.
Their stock values had been climbing steadily as the company gained recognition.
Just six months ago, MK1's total global sales had only been a bit over 3 million.
Now, monthly sales were approaching 10 million—a massive leap forward.
If this montum continued, hitting 10 million per month by year's end wasn't a dream.
And reaching 100 million annual sales next year? Also very possible.
No one had expected the smartphone market to be this massive.
Turns out, Myron Case had been right all along—smartphones really did have incredible profit potential.
Since the collapse of RedFruit Inc., the investors who once doubted Myron had faded into irrelevance.
The newer shareholders now praised their own decisions, quietly mocking those who once lacked vision.
Honestly, compared to whatever sales numbers video gas could achieve, wasn't this smartphone montum even more terrifying?
Everyone smiled after the presentation. But Myron Case remained calm and composed the entire ti.
After the staff finished their reports, Myron took the initiative to ask, "Do we have any news on competitors? With our current growth, I'm sure there are plenty of people eyeing this market. Others will try to enter the race."
The shareholders were brought back to focus.
That was true. While smartphones had been around for a while, traditional manufacturers had been caught off guard. But they wouldn't sit back forever—they'd find ways to catch up and compete.
"We've conducted so research. Currently, we've identified three companies that might pose a threat. All are well-established brands in the phone industry. However, their internal structures are bloated. Based on our intelligence, it will take them quite a while to develop serious smart products."
Myron nodded—that was exactly the kind of answer he wanted to hear.
Slow-moving competitors gave him the advantage.
It reminded him of the now-defunct RedFruit Inc.
They had once ruled the tech world, but had grown too big to adapt.
They insisted on doubling down on ho PCs, unwilling to explore new directions.
Short-sighted, through and through.
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