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Indeed Sony provided a clear counterexample to Apple.
實際上，索尼給蘋果提供了一個清晰的反面教材。
It had a consumer electronics division that made sleek products and a music division with beloved artists (including Bob Dylan).
他們的消費電子產(chǎn)品部門能制造出時髦漂亮的產(chǎn)品；他們的音樂部門也簽約了當紅的藝人（比如鮑勃·迪倫）。
But because each division tried to protect its own interests,
但是由于每一個部門都在竭力保護自己的利益，
the company as a whole never got its act together to produce an end-to-end service.
所以整個公司也無法合作推出端到端的服務(wù)。
Andy Lack, the new head of Sony music,
索尼音樂的新總裁安迪·拉克，
had the unenviable task of negotiating with Jobs about whether Sony would sell its music in the iTunes Store.
面臨著一項艱巨的任務(wù)：和喬布斯談判，爭取把索尼的音樂放進iTunes商店里出售。
The irrepressible and savvy Lack had just come from a distinguished career in television journalism
拉克是一個精明能干、不服輸?shù)娜耍陔娨曅侣劷缡莻€響當當?shù)娜宋?/div>
a producer at CBS News and president of NBC -- and he knew how to size people up and keep his sense of humor.
他曾是哥倫比亞廣播公司的制片人、全國廣播公司的總裁，他看人很準，而且很有幽默感。
He realized that, for Sony, selling its songs in the iTunes Store was both insane and necessary
他意識到，對于索尼來說，在iTunes商店出售音樂是一個既瘋狂又必要的選擇，
which seemed to be the case with a lot of decisions in the music business.
對于唱片行業(yè)來說很多決定都是這樣作出的。
Apple would make out like a bandit, not just from its cut on song sales, but from driving the sale of iPods.
蘋果將采用一種強盜式的做法，不僅要從歌曲中抽取利潤，還要連帶促進iPod的銷售。
Lack believed that since the music companies would be responsible for the success of the iPod,
拉克認為，既然是唱片公司促成了iPod的成功，
they should get a royalty from each device sold.
那么他們也應(yīng)該從iPod的銷售利潤中分一杯羹。
