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In the longer run, however, there proved to be some advantages to Jobs's model.
然而從長期看，喬布斯的模式證明是有一些優勢的。
Even with a small market share, Apple was able to maintain a huge profit margin while other computer makers were commoditized.
當其他計算機制造商都在商品化時，蘋果即使以很小的市場份額都能保持極髙的利潤率。
In 2010, for example, Apple had just 7% of the revenue in the personal computer market, but it grabbed 35% of the operating profit.
例如在2010年，蘋果的收入只占個人電腦市場的7%，但是卻獲得了營業利潤的35%。
More significantly, in the early 2000s Jobs's insistence on end-to-end integration gave Apple an advantage in developing a digital hub strategy,
更重要的是，在21世紀初，喬布斯對于端到端一體化的堅持使蘋果得到發展數字中樞策略的優勢，
which allowed your desktop computer to link seamlessly with a variety of portable devices.
讓用戶可以桌上電腦跟各種便攜設備無縫連接。
The iPod, for example, was part of a closed and tightly integrated system.
例如，iPod就是這個緊密接合的封閉系統的一部分。
To use it, you had to use Apple's iTunes software and download content from its iTunes Store.
要使用它，你就必須使用蘋果的iTunes軟件，并從iTunes商店下載內容。
The result was that the iPod, like the iPhone and iPad that followed,
其結果就是，iPod高雅而令人愉悅，正如后來的iPhone和iPad—樣，
was an elegant delight in contrast to the kludgy rival products that did not offer a seamless end-to-end experience.
跟那些不提供端到端無縫體驗的雜牌競爭產品形成鮮明的對比。
The strategy worked. In May 2000 Apple's market value was one-twentieth that of Microsoft.
這個策略行之有效。在2000年5月，蘋果的市值是微軟的1/20。
In May 2010 Apple surpassed Microsoft as the world's most valuable technology company, and by September 2011 it was worth 70% more than Microsoft.
到2010年5月，蘋果超過微軟成為全球最有價值的科技公司，到2011年9月，蘋果的價值髙出微軟70%。
In the first quarter of 2011 the market for Windows PCs shrank by 1%, while the market for Macs grew 28%.
2011年第一季度，Windows個人電腦的市場份額縮水1%，而Mac的市場份額增長了28%。
By then the battle had begun anew in the world of mobile devices.
彼時彼刻，移動設備領域烽煙再起。
Google took the more open approach, and it made its Android operating system available for use by any maker of tablets or cell phones.
谷歌采取了開放策略，其安卓操作系統可供任何平板電腦或手機制造商使用。
By 2011 its share of the mobile market matched Apple's.
到2011年，谷歌的移動市場份額與蘋果持平。
The drawback of Android's openness was the fragmentation that resulted.
安卓系統開放策略的不足之處在于其導致的分裂狀態。
Various handset and tablet makers modified Android into dozens of variants and flavors,
不同的手機和平板電腦制造商把安卓系統修改成了幾十種不同的版本和風格，
making it hard for apps to remain consistent or make full use if its features.
難以開發一致的應用程序或充分利用其特性。
There were merits to both approaches.
兩種策略都有其優點。
Some people wanted the freedom to use more open systems and have more choices of hardware;
有些人希望擁有使用更開放系統的自由，并有更多的硬件選擇；
others clearly preferred Apple's tight integration and control,
其他人顯然更偏愛蘋果緊密的整體性和可控性，
which led to products that had simpler interfaces, longer battery life, greater user-friendliness, and easier handling of content.
這使得產品界面更筒單、電池壽命更長、更易于操作、內容處理更容易。
