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The G4 Cube was almost ostentatious in its lack of ostentation, and it was powerful.
G4 Cube并非虛有其表，其功能也很強(qiáng)大。
But it was not a success. It had been designed as a high-end desktop,
但是，該產(chǎn)品并不成功。它已然被設(shè)計(jì)成一款高端臺式電腦，
but Jobs wanted to turn it, as he did almost every product, into something that could be mass-marketed to consumers.
但是喬布斯想要將其推向大眾市場，就像他的幾乎所有產(chǎn)品一樣。
The Cube ended up not serving either market well.
結(jié)果，Cube在兩個市場的表現(xiàn)都不好。
Workaday professionals weren't seeking a jewel-like sculpture for their desks,
普通的專業(yè)人士并不追求在自己的桌上放一臺寶石般的雕塑，
and mass-market consumers were not eager to spend twice what they'd pay for a plain vanilla desktop.
而大眾市場消費(fèi)者寧可購買一款平淡無奇的臺式機(jī)，也不愿花兩倍的價(jià)錢買這款產(chǎn)品。
Jobs predicted that Apple would sell 200,000 Cubes per quarter.
喬布斯曾預(yù)計(jì)，蘋果公司每季度將賣出20萬臺Cube。
In its first quarter it sold half that. The next quarter it sold fewer than thirty thousand units.
但在其銷售的第一季度，只賣出了預(yù)計(jì)銷量的一半。第二季度，銷量低于3萬臺。
Jobs later admitted that he had overdesigned and overpriced the Cube, just as he had the NeXT computer.
喬布斯后來承認(rèn)，Cube設(shè)計(jì)過度且定價(jià)過髙，就像當(dāng)年的NeXT電腦一樣。
But gradually he was learning his lesson.
但是，漸漸地，喬布斯吸取了自己的教訓(xùn)。
In building devices like the iPod,
在制造iPod這類設(shè)備時(shí)，
he would control costs and make the trade-offs necessary to get them launched on time and on budget.
他會控制成本并作出必要的權(quán)衡，讓產(chǎn)品能夠在預(yù)算內(nèi)按照預(yù)定時(shí)間發(fā)布。
