The Tyrant Billionaire

MacArthur's flair for theatrics was undeniable. His unique style extended beyond his attire and speech. For this interview, he even organized a small parade, with soldiers standing in formation on the field while he reviewed them from a command vehicle.

Next, a fleet exercise unfolded at sea, led by aircraft carriers and followed by a dozen warships slicing through the waves. MacArthur, standing on the deck wearing oversized sunglasses, struck a proud and imposing figure.

Reporters and television crews then interviewed various division commanders stationed in Japan and Korea, including Lieutenant General Walton Walker, commander of the Eighth Army; Major General Hobart Gay of the 1st Cavalry Division; Major General Oliver Smith of the 1st Marine Division; Major General Lawrence Kaiser of the 2nd Infantry Division; Major General Robert Soule of the 3rd Infantry Division; Major General David Barr of the 7th Infantry Division; Major General William Dean of the 24th Infantry Division; and Major General William Kean of the 25th Infantry Division.

It wasn't long before Global Times reported on the interviews, starting, of course, with MacArthur. His impressive résumé was highlighted: a West Point graduate, Chief of Staff at 37, and a veteran of World War I who fought in France.

In 1919, he became Superintendent of West Point. By 1922, he was assigned to the Philippines as the Commander of the Manila District. He became a major general in 1925 and commanded the Third Corps Area. In 1928, he was appointed Commander of U.S. Forces in the Philippines, became Chief of Staff of the U.S. Army in 1930, Commander of U.S.

Forces in the Far East in 1941, Supreme Allied Commander in the Southwest Pacific in 1942, and Supreme Commander for the Allied Powers in Japan in 1945.

Of course.

His retreat from the Philippines, abandoning his troops when Japan attacked Pearl Harbor and subsequently invaded, was conveniently left out.

The article then elaborated on MacArthur's reforms in Japan, detailing how he implemented his plans and policies step by step.

Global Times did not alter MacArthur's words, publishing them verbatim, including the controversial statement: "When dealing with the Japanese, you must treat them as beasts. Only then will they respect you..."

Frankly, MacArthur had held a somewhat favorable image among some Japanese, especially common citizens, because he had carried out land reforms. Before his arrival, most of Japan's land was owned by the royal family and nobility. MacArthur confiscated these lands and sold them to the public.

Anyone could buy land, and loans or credit arrangements were available, enabling many lower-class citizens to become landowners, for which they were deeply grateful.

However, government officials, wealthy individuals, businessmen, and scholars in Japan harbored a seething hatred for MacArthur. They resented the occupation deeply but could not challenge him openly, given his overwhelming power.

Outwardly, they feigned compliance.

Moreover, Japanese reverence for MacArthur was often a facade, a way of maintaining appearances as though nothing had happened.

Some people are experts at deceiving themselves.

As long as everyone maintained a semblance of civility, life could go on.

But MacArthur's words in Global Times struck a nerve. Even if the Japanese had been defeated and humiliated, and some had indeed resorted to offering women to their conquerors, hearing such brutal honesty was a humiliation too great to bear.

At that moment, Whatever lingering respect some Japanese had for MacArthur instantly vanished.

That evening, ABC Television aired the interview, showing MacArthur standing confidently on an aircraft carrier's deck, pipe in mouth, with rows of warships slicing through the waves behind him.

He exuded sheer arrogance.

MacArthur watched the broadcast that night, satisfied with his own performance on television, unconcerned with how the Japanese felt.

The following day's newspapers introduced more Allied commanders.

For example, Major General Robert Soule, commander of the 3rd Infantry Division, which was founded in 1917 and earned the nickname "Rock of the Marne" for its heroic performance in World War I's Marne River battle.

The division boasted over 16,000 troops, organized into three infantry regiments, five artillery battalions, and four independent battalions, with 333 tanks, 411 armored vehicles, and 583 artillery pieces.

The data presented was incredibly detailed, showcasing the formidable combat capabilities of the U.S. military.

That evening, ABC Television ran a segment on the 3rd Infantry Division.

During this period, Hardy began inspecting various industries.

Hardy visited the Nikon camera factory, where the current general manager was Japanese, though the executive director was American. Nikon had already established a dust-free workshop, and lenses were housed under glass domes to minimize dust intrusion. Continue your adventure at My Virtual Library Empire

In addition to producing camera lenses and parts for American camera manufacturers, Nikon also manufactured its own cameras. They had developed several Nikon camera models, and as he was leaving, Hardy was gifted the latest model.

This camera closely resembled the film cameras of later years, and Hardy accepted it with a smile.

Next was the Sony television factory.

Over twenty board members, managers, and supervisors accompanied Hardy as he inspected the television production line, which had been imported from the United States and utilized American technology. In fact, not just Sony but also Toshiba and Panasonic had set up television factories.

These companies were producing components for Hardy's "N.Y.T" Television Company while also manufacturing televisions under their own brands.

"N.Y.T" Television Company remained the largest television manufacturer in the United States, earning tens of millions in profit annually. With the American economy booming and home appliances spreading rapidly, "N.Y.T" televisions were selling exceptionally well, often struggling to meet demand.

However, the supply chain was limited, unable to fully satisfy market needs in the short term. Since Japan began producing components, "N.Y.T" assembly process had increased production speed by 50%.

At the same time, Sony, Panasonic, and Toshiba started selling their own televisions domestically.

Hardy asked the accompanying board member, "How are television sales in Japan?"