蘋果的策略與其它科技公司對(duì)待媒體的方式截然不同。最明顯的例子是谷歌。谷歌向消費(fèi)者提供的內(nèi)容（例如其視頻分享網(wǎng)站YouTube上的內(nèi)容）大多是免費(fèi)的，用戶上傳的視頻與專業(yè)傳媒公司的視頻片段基本沒(méi)有區(qū)別。Twitter和Facebook等網(wǎng)站還為用戶自創(chuàng)的內(nèi)容提供了展示的天地。

Apple's strategy contrasts with how other technology companies are approaching media. Notably, Google Inc. offers content to consumers largely free on properties like its video-sharing site YouTube, making relatively little distinction between clips from users and that of professional media companies. Web sites like Twitter and Facebook also provide outlets for user-generated content.

喬布斯的長(zhǎng)期策略意在創(chuàng)造全新的付費(fèi)獲取高質(zhì)量?jī)?nèi)容的方式，而非重新創(chuàng)造內(nèi)容。例如，蘋果的iTunes Store成為全球最大的音樂(lè)零售商，部分歸功于它使音樂(lè)變得更易于購(gòu)買。它所提供的絕大多數(shù)音樂(lè)雖然都來(lái)自于暢銷的唱片，但主要以歌名而不是以專輯名加注標(biāo)簽。蘋果還設(shè)計(jì)了數(shù)字媒體接收器蘋果TV以使人們能夠購(gòu)買和租看電影和電視節(jié)目。

Mr. Jobs has a longstanding strategy of devising new ways to access and pay for quality content, instead of reinventing the content. Apple's iTunes Store, for instance, became the world's largest music retailer partly by making it easy for people to buy music, most of it from major record labels, by the song instead of by the album. Its digital media receiver Apple TV was also designed so people can buy and rent movies and television shows.

　　
蘋果與谷歌對(duì)待媒體內(nèi)容的不同方式使兩個(gè)公司之間的裂痕越來(lái)越深。例如，蘋果的iPhone目前整合了谷歌的地圖和搜索技術(shù)。但知情人士稱，蘋果正在與微軟公司進(jìn)行深入磋商，把微軟的必應(yīng)作為默認(rèn)地圖和搜索引擎納入iPhone。微軟拒絕做出評(píng)論。

Apple's divide with Google over how it views media content also drives the wedge deeper between the two companies. Apple's iPhone, for example, currently closely integrates Google's mapping and search technology, but a person familiar with the matter said Apple was in serious discussions with Microsoft Corp. to incorporate its Bing search engine into the iPhone as the default search and map technologies. Microsoft declined to comment.

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