<h4>Chapter 1115: Chapter 974 Full Bloom</h4><h4></h4>
The next day.
Morning.
The first Board of Directors meeting of ERV was officially convened.
Naturally.
The chairman and CEO were still the Fighter, and although a board existed, the Fighter had the final say in all major and minor matters. The contract made it very clear, otherpanies only participated in profit sharing and were kept informed.
Including the authority over managing finances, this was usual practice.
After the Vice Chairman finished reading the board’s statutes, appointments, and introductions of some key figures at ERV, Winters curiously asked, "Chairman, what did you previously mention about the ongoing ERV?"
IDG Group was the first to jump out in support of ERV, and Winters was astonished at the time; it was obvious that there must have been a private deal with McGowan, but the specifics of the deal were unknown.
Seeing the curious gazes of all directors.
The Fighter stood up.
He pressed a button on the projector he was holding, and the next moment, a PPT interface appeared on the screen behind him, disying a row ofrge characters---’ERV’s Overall Strategic Layout.’
Overall strategicyout?
Isn’t that a ’response to the query’?
Just as he was puzzled.
The Fighter began to speak.
"The main content of this board meeting is for me to introduce ERV’s present and future. What I’m about to say involvespany secrets, so please follow the board’s regtions."
He paused, waiting for everyone to be ready.
"First, I want to introduce to you all another important research achievement besidespression and optimization algorithms, the yer Behavior Analysis Software---AT, a plugin that has been operational since the release of ’Warfire.’
With it, we can easily model and deeply analyze every click, every pause, and every prop transaction in the game, helping our product and technical departments to provide a better gaming experience.
And this is also the direct reason why ERV’s users look forward to every update..., saving us the lengthy observation and feedback time, allowing us to always provide the quickest responses and surprises to yers."
The three-minute speech.
Moved everyone present.
Because what was mentioned earlier was about the game.
Thetter part of the speech covered other applications of this software, wide-ranging enough to be used by all Intepanies and rted industries, with its fundamental functionality being: precise targeting.
"This software will serve all ERV subsidiarypanies in the future, operated by ERV’s subsidiary, Senke Data Services Company. Those interested can contact thispany afterward."
"Next, I want to mention that ERV Game Company will be going public early next year with our second game, which is nearing the end of production. It’s an emotional-type game.
You will see how it is after it goes public, I guarantee you won’t be disappointed. In our ns, the profit margin of this game will absolutely not belong to ’Warfire.’"
This cliffhanger.
Made many people itch with curiosity, but no one asked; none of them were purely game designpanies here, only caring whether the game was good. Their curiosity wasn’t enough to dare interrupt the Fighter while he was speaking.
Among the ten shareholders.
ERV chose Toshiba and excluded Sony, since Sony has an electronic games business; aside from being apetitor, they also wanted a show, and Tang Qing naturally could not stand it and directly kicked them out.
Next.
After talking about the gamepany, the Fighter mentioned the live broadcast software, which is operated by a wholly-owned subsidiary under ERV. In the future, thispany will venture into video and news services.
The Google representative was a bit upset.
"Sir, there are already very mature video servicepanies on the market. By doing this, have you considered how it might affect ERV’s position? Moreover, suchpanies are very costly."
Currently, Google was negotiating the acquisition of YOUTUBE and expected to have results next month.
Once ERV intervenes.
It would turn into apetition between Google and ERV, which Google does not want to see. And he’s right; video servicepanies are expensive when ites to bandwidth costs, and it takes a long time to be profitable.
"Thank you for your concern. I know Google is nning to acquire YOUTUBE, but that’s not a reason for us to hesitate. And we have the confidence to do better than YOUTUBE.
I hope you all don’t misunderstand my words. What I mean is that in the niche markets within the video industry, we may outperform them. We at ERV only deal with professional matters and will focus solely on niche sectors within certain industries.
For example, the gamepany, ERV will never develop 2Dputer games or standalone games. Our core spirit at ERV is progression, and our core business will also focus on niche sectors."
The Fighter’s words.
Assured Google representatives, as long as there was no direct strategic conflict with Google’s strategy.
Afterward.
The Fighter briefly mentioned the situation and development ns of other acquiredpanies, making the attendees nod frequently. No wonder they dared to ask for fifty billion dors; they’d been prepared, so they were confident.
In the Fighter’s mouth.
ERV’s strategy included two major parts, in the United States and globally. In the US, they consolidated their existing business with a technological advantage. Globally, they conducted long-term strategic investments.
Increasing Inte investments in emerging market countries.
By the end of the introduction.
Now, ERV’s profitable projects were almost forgotten.
Artificial Intelligence.
Autonomous Driving.
Precise Facial Recognition.
A new generation of data transmission optimization ns.
Mobile Terminal Operating Systems.
Big Data Analysis.
Cloud Computing.
...
Even two years in advance, the Fighter innovatively proposed the concept of ’Smart World, Wireless IoT,’ using sensors and terminal devices, integrating data with supeputers and cloudputing.
Letting the world enter a more refined management mode.
ERV’sprehensive n.
Made them all wonder if the Fighter was crazy.
Google was the most upset.
They had just introduced the concept of ’cloudputing’ at the end of the previous month, which hadn’t even heated up before anotherpetitor was added, although Google predicted the market for cloudputing was vast and they wouldn’t monopolize it, but it was still apetitor.
The others felt much better.
Because their businesses barely conflicted with ERV’s.
However.
They all thought the Fighter had lost his mind.
So many projects, all at the cutting edge of technology, seemed too scattered. However, when the Fighter revealed some of thepany’s aplishments, their faces turned solemn.
Because ERV had already developed Precise Facial Recognition.
"What’s the error rate?"
"One percent. This software has already applied for a patent and has been approved by the United States National Information Security Committee. As for the coboration details, they are confidential," said the Fighter.
Everyone present was not ordinary.
They immediately knew.
This technology would first be used by the military, FBI, CIA, police, and other important departments. With an error rate of one percent, which was more than ten times improved from before, the previous facial recognition technologypany might as well close down.
Simultaneously.
The representative from IBM smiled.
Because ERV’s this technology was the biggest benefactor for these equipmentpanies.
To achieve real-time surveince of all camera content requires high-speed data transmission services as well as arge number of servers and data centers, which are IBM’s strengths.
Thus.
With various forces exerted, next year there would be one hundred and fifty billion dors in equipment orders falling on their head, surveince equipment, transmission equipment, routers, switches, servers, supeputers.
IBM would take a big bite.
Strictly speaking.
IBM should also thank ERV.
If ERV hadn’t initially refused to sell thispany, they, IBM, would have been the first to jump out in support.