by Business Week,
By Peter Burrows
Jan. 14, 2010
On Jan. 5, Google (GOOG) did a very Apple-like thing. In a presentation at the Googleplex in Mountain View, Calif., the 11-year-old search behemoth unveiled Nexus One, a stylish touchscreen smartphone that runs on the company's Android operating system, is sold through a Google-operated retail Web site, and greets the market with an advertising tagline ("Web meets phone") as simple and optimistic as the one Apple used in 2007 to introduce its iPhone ("The Internet in your pocket").
On the same day, Apple did a very Google-like thing. Steve Jobs, the king of splashy product launches and in-house development, announced a strategic acquisition. For $275 million, Apple purchased Quattro Wireless, an upstart advertising company that excels at targeting ads to mobile-phone users based on their behavior.
When companies start to imitate one another, it's usually either an extreme case of flattery—or war. In the case of Google and Apple, it's both. Separated by a mere 10 miles in Silicon Valley, the two have been on famously good terms for almost a decade. Jobs and Google CEO Eric Schmidt, both 54, spent years in separate battles against Microsoft (MSFT) while Schmidt was at Sun Microsystems (JAVA) and Novell (NOVL). Over time, they went from spiritual allies to strategic ones. When Apple had an opening on its board in 2006, Jobs tapped Schmidt. "Eric is obviously doing a terrific job as CEO of Google," Jobs said at the time. Schmidt, meanwhile, called Apple "one of the companies in the world that I most admire."
Tensions in Silicon Valley's special relationship began to emerge in late 2007, when Google announced plans to develop Android for mobile phones. Apple had unveiled its iPhone in January of that year, and it was clear that the two companies would spar in the smartphone business. Still, both were niche players, with more formidable rivals in companies like Nokia (NOK), Samsung, and Research In Motion (RIMM). Only after software developers began creating thousands of mobile apps, and it became clear that phones would become the computers of the future, did the conflicts begin to grow serious. Last summer, Apple refused to approve two Google apps for sale to iPhone users, raising questions about how much of a Google presence Apple would allow on its devices. In August, Schmidt gave up his board seat. "Unfortunately, as Google enters more of Apple's core businesses," Jobs said at the time, "Eric's effectiveness as an Apple board member will be significantly diminished, since he will have to recuse himself from even larger portions of our meetings."
Now the companies have entered a new, more adversarial phase. With Nexus One, Google, which had been content to power multiple phonemakers' devices with Android, enters the hardware game, becoming a direct threat to the iPhone. With its Quattro purchase, Apple aims to create completely new kinds of mobile ads, say three sources familiar with Apple's thinking. The goal isn't so much to compete with Google in search as to make search on mobile phones obsolete. "Apple and Google both want more," says Chris Cunningham, founder of the New York mobile advertising firm Appssavvy. "They're gearing up for the ultimate fight."
Apple spokeswoman Katie Cotton declined to comment on the company's advertising plans or its relationship with Google. Google spokeswoman Katie Watson said the company would not make executives available for this story. She did provide a statement, attributed to Vic Gundotra, Google's vice-president of engineering: "Apple is a valued partner of ours and we continue to work closely with them to help move the entire mobile ecosystem forward."
THE MOVE TO MOBILE
The tech industry has had its share of legendary rivalries: IBM (IBM) vs. Digital Equipment Corp., Microsoft vs. Netscape, America Online vs. Yahoo! (YHOO) Apple vs. Google could dwarf them all. Both companies are revered by consumers with a passion usually reserved for movie stars and pro athletes. They have multibillion-dollar war chests, visionary founders, and ambitions for smartphones, Web browsers, music, and tablet computers that set them on a collision course.
The key battleground in the near term is mobile computing. Analysts who once tingled when talking about the Internet are getting that same old feeling over mobile's potential. Morgan Stanley's (MS) Mary Meeker predicts that within five years more users will tap into the Internet via mobile devices than desktop PCs. Desktop Internet use led to the rise of Google, eBay (EBAY), and Yahoo, but the mobile winners are still emerging. "Now is the time to get going," says Doug Clinton, an analyst with Piper Jaffray (PJC). "It's about winning the battle today rather than getting into the fight tomorrow." Billions of dollars are up for grabs in selling phones, software, and services.
The money in mobile advertising is small—about $2 billion last year, according to researcher Gartner, compared with $60 billion for the overall Web. But figuring out how to make mobile advertising more profitable is a lot more important than merely getting in as the hockey-stick curve begins to move upward. A company that can nail mobile ads and share the wealth with the growing legion of app developers—freelance software writers who create all those sometimes-useful (Business Card Reader), sometimes time-killing (Flick Fishing) mobile programs—could pull in the best of the lot. Create the strongest ecosystem of apps and devices, and, the thinking goes, you leave rivals gasping to keep up. "The mobile platform that creates the most ways to make money wins," says David Hyman, chief executive of MOG, an Internet music service that's developing mobile apps.
Apple has a substantial lead in establishing this ecosystem. Developers have created more than 125,000 mobile applications for Apple devices—seven times as many as exist on Android—and the endless diversity of apps has helped the iPhone quickly pick up 14% of smartphone share, compared with 3.5% for all the Android-powered devices put together, according to estimates by the market research firm IDC. But in the past few months, an increasing number of app developers have complained that they couldn't make money on their work. Free apps have become the norm, and very few sell for more than 99 cents. Some developers have profited by embedding ads in their apps, but the payments tend to be insignificant since the ads are usually smaller, less effective versions of their Web banner forms. According to a source familiar with his thinking, Jobs has recognized that "mobile ads suck" and that improving that situation will make Apple even harder to beat.
Not one to shy away from a challenge, particularly when it offends his aesthetic sensibilities, Jobs and his lieutenants have discussed ways to overhaul mobile advertising in the same way they had revolutionized music players and phones, say two sources close to the company. The sources did not reveal specific plans at Apple but say there are several possible ad approaches. Apple could employ its user data and geo-location technology to make ads more relevant, so that a user cruising the mobile Web at lunchtime could receive an ad for specials at a nearby restaurant. It could also use the iPhone's capabilities in creative ways—say, having someone shake the device to win a rebate the same way they do to roll dice in games.
To pull any of this off, Apple realized that it needed a network of advertisers and the technology to target ads to customer behavior. In fall 2009, Apple entered the bidding for AdMob, the leader in the nascent mobile advertising industry. It was a target that made perfect sense; more than half of the AdMob ads served up on smartphones ended up on the iPhone or iPod Touch (which also run Apple's apps). But before Apple could close the deal, Google intervened, announcing on Nov. 8 that it would pay a staggering $750 million for the company.
Outbid on its first choice, Apple quickly turned to Waltham (Mass.)-based Quattro Wireless, AdMob's closest rival. Tellingly, when Apple announced the deal, Jobs gave Quattro CEO Andrew Miller the title of vice-president of mobile advertising. Vice-president is a rare title at Apple, and Miller is the first one ever assigned to online advertising. Apple has also hired an M&A specialist to better compete for deals (box).
For almost any company, taking on Google in search advertising would be folly. Google dominates traditional search with more than 65% of the market, and its share of search on mobile phones is even more imposing. More than a million businesses bid on keywords to show up alongside search results, and most experts have assumed a migration to mobile devices as more people use them for computing tasks.
Yet mobile search hasn't taken off. Gartner estimates that $924 million was spent on mobile search ads worldwide last year, less than 2% of overall Internet advertising. The problem is that user behavior isn't consistent between desktops and mobile devices. Many people shy away from calling up minuscule search bars on their phones and pecking out queries using cramped keyboards. Search ads tend to be less effective, too, since people are reluctant to give over the one browser screen they have on a phone to an ad. In many cases, apps are far more effective; it takes fewer steps to find the best local sushi joint using apps from Urbanspoon or Yelp than to type out "best local sushi" into a search bar and navigate the results. "Eric Schmidt has said that the search problem is 99% solved, but, boy, is that self-serving," says Jonathan Yarmis, research fellow with the consulting firm Ovum. "The fact that I have to go to a search bar at all is a sign of failure."
Apple has a vault of valuable data that can help drive an ad business. It knows precisely which apps, podcasts, videos, and songs people download from iTunes; in many cases it has detailed customer information such as credit-card numbers and home addresses. That gives Apple a chance to blend advertising and e-commerce in new ways, particularly after the acquisition of Quattro. The startup already works with advertisers, including Ford (F), Netflix (NFLX), and Procter & Gamble (PG), to help them figure out when and where to place ads on the sites of publishers, such asSports Illustrated and CBS News. By tying Quattro's ad-serving technology into its own, Apple would be able to tell advertisers how often and under what circumstances a person clicked on particular ads. "Apple is one of the few brands that could actually go head to head with Google," says Kevin Lee, chief executive of search marketing firm Didit. The technology could also be used on the tablet computer that Apple is expected to introduce later this month.
SAFETY IN NUMBERS
When Google introduced Android in 2007, the company said it would concentrate on developing the operating system software and let traditional phone manufacturers, such as Motorola (MOT) and HTC, make the devices. The strategy was similar to Microsoft's in personal computers, aimed at working with dozens of partners to attack every product area, geography, and demographic. "One or two devices don't matter," said Andy Rubin, head of Google's Android business, after the Nexus One event. "Twenty or thirty or a hundred devices, all running the same software—that's what matters."
Yet the arrival of Nexus One suggests that Google is concerned Android isn't gaining market share fast enough. "The volume, quality, and variety of Android phones in the market today has exceeded our most optimistic expectations," said Google Product Management Vice-President Mario Queiroz at the January announcement. "But we want to do more." The mobile market is so important that Google can't afford to depend on other companies for access; the Nexus One offensive, Google hopes, will establish a foothold in smartphones so the company can control its own fate.
Nexus One isn't without risk. Android hardware makers may balk at having to compete with their supposed partner. "If the Nexus One is any good, why would you buy anything else?" says Edward J. Zander, Motorola's former CEO, who is surprised Google would go so far as to enter the hardware fray. "At least Microsoft never built PCs."
Meanwhile, Google is aware of its vulnerability in mobile advertising and is pushing to make improvements. Schmidt believes mobile ads will one day be more important than PC advertising, largely because of personalization and localization. Although Google declined to discuss its plans for this story, Schmidt has floated the idea that eventually some mobile phones could be free for consumers, with advertising paying the bills. "If Google could do that, they'd be untouchable," says tech consultant John Metcalfe, who has worked with Google on mobile projects. "Apple wouldn't be able to come up with an answer for that."
Of course, Apple and Google could both end up thriving as computing goes mobile. But there will be losers. Microsoft is fading fast in smartphones as device makers shift attention away from Windows Mobile, which doesn't have nearly as many apps or developers as Android and Apple. Nokia, the world's largest mobile-phone maker, is struggling too; its Ovi online store toils in near-anonymity compared with Apple's iTunes store. Even Samsung and LG Electronics, Korean phonemakers long hailed for their advanced technology, are losing ground. "The older cell-phone makers never had to deal with software or software developers," says Shaw Wu, an analyst with Kaufman Bros. "It's just not in their DNA. [But] the world is moving that way."
BING IN THE WINGS?
Some analysts believe the Apple-Google battle is likely to get much rougher in the months ahead. Ovum's Yarmis thinks Apple may soon decide to dump Google as the default search engine on its devices, primarily to cut Google off from mobile data that could be used to improve its advertising and Android technology. Jobs might cut a deal with—gasp!—Microsoft to make Bing Apple's engine of choice, or even launch its own search engine, Yarmis says. "I fully expect [Apple] to do something in search," he adds. "If there's all these advertising dollars to be won, why would it want Google on its iPhones?"
Whatever happens, it's clear that Apple and Google are headed for more conflict. Android is a threat to an iPhone business that has quickly come to represent more than 30% of Apple's sales. Meanwhile, nearly all the growth in search is expected to come from mobile devices, which Piper Jaffray predicts will account for 23.5% of all searches in 2016, up from less than 5% today. That sets the stage for a new main event in the tech sector. "This rivalry is going to accelerate innovation," says Andreas Bechtolsheim, a co-founder of Sun Microsystems and an early investor in Google. "Apple goes pretty fast, but having someone chasing you always makes you go faster. This is going to be good for consumers."
Still, in a battle over the future of computing, friendship will almost surely be a casualty of progress. "You can just feel the tension rising," says Piper Jaffray analyst Gene Munster. "Until the Nexus One, the competition was at arm's length. But the iPhone is Apple's darling. Now it's personal."
苹果VS谷歌
1月5日，Google 做了件非常 Apple 的事。在加州 Mountain View 的 Google 全球总部，11 岁大的搜索巨鳄发布了 Nexus One——时尚的触屏智能手机，采用自家的 Android 系统，通过自家经营的网站销售。连它的宣传口号“网络遇见手机”（Web meets phone）也和 Apple 2007 年发布 iPhone 时的口号“你口袋里的互联网”（The Internet in your pocket）同样简洁明快。
就在同一天，Apple 做了件非常 Google 的事。Steve Jobs，产品发布活动与内部开发的王者，宣布了一项战略收购。Apple 以 2.75 亿美元收购了 Quattro Wireless，这是一家新创广告公司，根据用户行为针对手机用户提供定向广告。
当几家公司开始互相效仿的时候往往意味着极端的奉承或是战争。在 Google 和 Apple 之间上，两者兼而有之。这两家相距 10 英里的硅谷公司在过去十年里都一帆风顺。Jobs 和 Google CEO Eric Schmidt 今年都 54 岁，Schmidt 以前就职于 Sun 和 Novell，两人曾在不同的战场对阵微软。随着时间推移，两人从精神上的盟友变成战略伙伴。2006 年，Jobs 在 Apple 董事会上称赞 Schmidt 说：“Eric 作为 Google CEO 显然表现卓著”。与此同时，Schmidt 称 Apple 是“全世界我最欣赏的几家公司之一”。
2007 年下半年 Google 公布了开发 Android 手机操作系统的计划，两家公司在硅谷的特殊关系从此开始逐渐变得紧张起来。Apple 已于同年 1 月发布了 iPhone，很显然两家公司会在智能手机发生一些小碰撞。但当时它们在这个领域都还是小众，需要面对 Nokia、三星、RIM等强大竞争对手。待软件开发者开始推出数以千记的移动程序以后，手机将成为未来电脑的趋势日益明显，竞争开始变得严峻起来。去年夏天，Apple 拒绝批准两款 Google 程序登陆 iPhone，引来针对 Apple 究竟允许 Google 在自己的产品上能有多大影响力的猜测。同年 8 月，Schmidt 放弃了自己在 Apple 董事会的席位。Jobs 当时说：“不幸的是，随着 Google 越来越多的进入 Apple 的核心业务，Eric 作为 Apple 董事会一员的效用将会显著降低，因为他需要回避大部分讨论”。
现在两家公司已经进入了一个新的、更具对抗性的阶段。Google 之前满足于通过 Android 系统支持其它厂商的手机，现在已经通过 Nexus One 进军硬件市场，成为 iPhone 的直接威胁。我们的三个消息源都证实 Apple 收购 Quattro 是为了打造全新的移动广告业务，目标是为了淘汰手机搜索而不是和 Google 在搜索领域竞争。移动广告公司 Appssavvy 的创始人 Chris Cunningham 说：“Apple 和 Google 都想得到更多，他们在准备一决胜负”。
Apple 发言人 Katie Cotton 拒绝评论公司的广告计划以及和 Google 的关系。Google 发言人 Katie Watson 说公司高管不会就这个问题接受采访，但她提供 Google 工程副总裁的一份申明：“Apple 是我们珍视的合作伙伴，我们将继续紧密合作向前推进整个移动生态圈”。
科技领域有一些传奇的老对头：IBM VS Digital Equipment、微软 VS 网景、AOL vs Yahoo，但和 Apple VS Google 比起来都不值一提。消费者像对电影明星和运动明星一样强烈崇拜 Google 和 Apple。两家公司都有数十亿美元的资本、富有远见的创始人以及对智能手机、网络浏览器、音乐和平板电脑业务的野心，这些共同点导致双方走向对抗。
双方近期的主战场是移动计算。分析师现在谈论移动市场潜力就像当年谈论互联网一样焦灼。摩根斯坦利的 Mary Meeker 预测：五年内，通过移动设备上网的用户数量将会超过 PC。桌面互联网的普及让 Google、eBay、Yahoo 等公司崛起，而移动领域的胜利者尚未出现。 Piper Jaffray 分析师 Doug Clinton 说，“现在是时候拿出实际行动了，关键是赢得今天的战争而不是等到明天再加入战局”。手机、软件和服务市场的巨大蛋糕正等着分食。
移动广告市场还很小——根据 Gartner 统计，去年大概是 20 亿美元，而整个互联网的广告市场则有 600 亿美元规模。但寻找让移动广告更赚钱的模式远比急着跳进刚起步的市场更重要。一家能够抓住移动广告行业精髓，并能和越来越多的出色开发者共享利润的公司才能独占鳌头。只要缔造出最强的应用软件和硬件产品生态圈，就能让对手疲于追赶。MOG（一家正在开发移动程序的网络音乐服务商）CEO David Hyman 说：“能够创造更多赚钱途径的移动平台才能胜出”。
Apple 在创建上述生态圈方面处于明显的领先地位。开发人员为 iPhone/iPod Touch 开发了超过 12.5 万个移动应用程序，是 Android 的七倍。根据市场分析公司 IDC 统计，无限多样化的应用程序帮助苹果快速赢得 14% 的智能手机市场份额，而所有 Android 手机所占份额只有3.5%。最近几个月，抱怨赚不了钱的开发者越来越多。免费的程序司空见惯，只有很少一部分程序能卖到 99 美分以上。一些开发者通过在程序中植入广告获取利润，但数额一般也微不足道，因为广告通常是缩小版的网页通栏广告。熟悉乔布斯的一位知情人士说，乔布斯认识到“移动广告很糟糕”，如果能攻克这问题，Apple 的不败地位将更难动摇。
乔布斯从不回避挑战，特别是触及他审美观的时候。两个熟悉 Apple 的消息源称，乔布斯和他的副手们讨论了如何改革移动广告，就像 Apple 当年为音乐播放器和手机带来的变革一般。但是他们未披露 Apple 的具体计划，只是说有几个可能的广告途径。Apple 可以借助现有的用户数据和地理位置技术，让广告和内容的关联度更强，这样用户在午餐时间浏览移动网络的时候，就能够看到附近餐馆的广告。这个办法也能和 iPhone 的功能特性结合起来，比如用户晃动手机就能拿到折扣，就好象游戏里的掷骰子。
要成功达成这些目的，Apple 意识到自己需要广告商网络和相关技术把广告准确地投放给合适的人。2009年秋，Apple 参与了移动广告行业领导者 AdMob 的竞购。这是一个非常合理的竞购，AdMob 为智能手机提供的过半广告都出现在 iPhone/iPod Touch 上。但在 Apple 敲定交易之前，Google 掺了进来，在 11 月 8 日宣布以 7.5 亿美元的惊人高价购得 AdMob。
眼见自己的理想目标被 Google 高价夺走，Apple 迅速转向 Quattro Wireless——AdMob 最有力的竞争对手。当乔布斯宣布收购后，他任命 Quattro CEO Andrew Miller 为 Apple 移动广告副总裁。“副总裁”在 Apple 内部很少见，Miller 是在线广告业务里第一个获此头衔的人。Apple 还雇佣了 M&A 的专家来保障这项交易的达成。
对于几乎任何一家公司而言，在搜索广告领域挑战 Google 都是不明智的。 Google 把持着超过 65% 的传统搜索市场，在手机领域它的搜索市场份额更具压倒性。有一百多万家公司购买了搜索结果边上的关键字广告。很多专家预测 Google 的优势将延续到移动领域，因为越来越多的人开始手机完成传统的计算机任务。
但移动搜索市场并未全面启动。Gartner 估计去年全球范围内针对移动搜索的广告开支总计 9.24 亿美元，不足整个互联网广告的 2%。问题症结是移动设备上的用户行为与桌面电脑上不同。很多人不愿使用手机上小小的搜索栏和局促的键盘进行搜索。因此，搜索广告的效果也会变差。用户也不乐意让广告占据手机浏览器的屏幕。很多情况下，应用程序的广告效果要好得多。想找出当地最好的寿司店，你可以使用 Urbanspoon 或者 Yelp 这样的软件，不必在搜索框里输入“当地最好的寿司”，然后通过搜索结果查找。咨询公司 Ovum 的 Jonahan Yarmis 说：“Eric Schmidt 曾说，搜索领域99%的问题都已经解决了，但这说法太过主观。必须通过搜索框才能搜索，这本身就是个失败”。
Apple 有充足的有价值数据来帮助推动广告业务。通过 iTunes 可以下载软件、Podcast、视频和音乐，很多用户的信用卡号和家庭住址信息也在上面。Apple 可以借此机会以新的方式把广告和电子商务结合起来，特别在收购了 Quattro 之后。Quattro 已经在和包括福特、Netflix、宝洁等广告客户合作，帮他们研究在何时何地投放广告。结合 Quattro 的广告服务，Apple 能为广告客户提供用户点击广告频率的数据、用户在何种情况下点击特定广告。搜索营销公司 Didit 的总裁 Kevin Lee 说，“Apple 是少数几个能和 Google 并驾齐驱的广告公司”。这种技术也可以用在 Apple 月底即将发布的平板产品上。
Google 在 2007 年推出 Android 时表示自己会集中精力开发操作系统，而让摩托罗拉和 HTC 等传统手机制造商生产手机。这和微软在 PC 行业采取的策略类似，谋求与数十个合作伙伴联手打开每个产品市场，渗透不同地域和用户群。Google Android 业务主管 Andy Rubin 在 Nexus One 发布会后说，“一两款设备并不能怎么样，数十乃至上百款设备都运行着同样的软件才最重要。”
然而 Nexus One 的到来意味着 Google 怕 Android 夺取市场份额的速度不够快。Google 产品管理副总裁 Mario Queiroz 在一月的发布会上说：“当前市场上 Android 手机的数量、质量和多样性已经超出了我们最乐观的估计，但我们想要更多”。移动市场太重要了，Google 无法寄望通过其它公司进入市场，它希望 Nexus One 能在智能手机领域真正让自己立足，这样才能控制自己的命运。
Nexus One 并非毫无风险。Android 硬件制造商可能会畏惧和本该是合作伙伴的 Google 竞争。“如果 Nexus One 无可挑剔，你干嘛还买其它厂商的产品？”摩托罗拉前 CEO Edward J. Zander 如此说道。他很惊异 Google 竟然在硬件领域走了这么远，“至少微软从来不生产 PC”。
同时， Google 也知道自身在移动广告领域的地位岌岌可危，亟待取得进展。Schmidt 相信，移动广告迟早会比 PC 广告更重要，因为可以更加个性化和地域化。虽然 Google 拒绝讨论相关计划，但 Schmidt 已经提出了部分手机未来会对用户免费的想法，买单的将是广告商。与 Google 合作过移动项目的技术顾问 John Metcalfe 说，“如果 Google 能做到这一点，它的地位将会无法撼动，Apple 也想不出应对之策”。
当然，Apple 和 Google 也有可能在移动计算大潮中双双获利。但总会有失败者。随着设备厂商逐渐将注意力从 Windows Mobile 上转移开，微软在智能手机领域快速衰退，开发人员也不像 Android 和 Apple 那么多；全世界最大的手机厂商诺基亚也在挣扎，Ovi 在线商店和 Apple iTunes 商店比起来微不足道；一直都以新技术闻名的韩国手机厂商三星和 LG 电子也在丢失领地。Kaufman Bros 分析师 Shaw Wu 说，“老牌手机厂商以前从不需要和软件/软件开发人员打交道，它们没有这种传承。但世界正朝着面向软件的方向发展”。
一些分析师认为 Apple VS Google 之战将会在接下来的几个月里变得更加猛烈。Ovum 的 Yarmis 认为 Apple 可能很快在自己的设备中抛弃 Google，不把它当作默认的搜索引擎，主要目的是阻止 Google 获得相关的移动数据以改进广告投放和 Android 产品。Yarmis 说，乔布斯可能和微软合作选择 Bing，甚至推出自己的搜索引擎。他补充说：“我真诚希望 Apple 能在搜索领域做点事，广告市场的钱等着赚，为什么要在 iPhone 上用 Google 的产品？”（译注：此文写于 1 月 15 日，现在已经有 Apple 将用 Bing 替换 Google 作为默认搜索引擎的消息。）
无论发生什么事情，都可以很明显看出 Apple 和 Google 的冲突正逐渐加剧。Android 对占据 Apple 销售额超过 30% 的 iPhone 业务来说是个威胁。同时，根据 Piper Jaffray 的预测，搜索领域的增长几乎都来自移动设备，到2016年，移动搜索在整个搜索市场的比例将由现在的 5% 提升为 23.5%。这是科技领域开创的新战场。Sun 的联合创始人（同时也是 Google 早期投资者）Andreas Bechtolsheim 说：“竞争将加速创新，Apple 走得很快，但后面有人追赶会让你走得更快，这对消费者来说是好事”。
在未来的计算领域之战中，友谊将是必然的牺牲品。Piper Jaffray 的分析师 Gene Munster 说：“你能感觉到气氛逐渐紧张，在 Nexus One 推出前，竞争只是箭在弦上。iPhone 是 Apple 最钟爱的产品，Google 现在触到了 Apple 的痛处”。
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