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Indeed Sony provided a clear counterexample to Apple.
实际上，索尼给苹果提供了一个清晰的反面教材。
It had a consumer electronics division that made sleek products and a music division with beloved artists (including Bob Dylan).
他们的消费电子产品部门能制造出时髦漂亮的产品；他们的音乐部门也签约了当红的艺人（比如鲍勃·迪伦）。
But because each division tried to protect its own interests,
但是由于每一个部门都在竭力保护自己的利益，
the company as a whole never got its act together to produce an end-to-end service.
所以整个公司也无法合作推出端到端的服务。
Andy Lack, the new head of Sony music,
索尼音乐的新总裁安迪·拉克，
had the unenviable task of negotiating with Jobs about whether Sony would sell its music in the iTunes Store.
面临着一项艰巨的任务：和乔布斯谈判，争取把索尼的音乐放进iTunes商店里出售。
The irrepressible and savvy Lack had just come from a distinguished career in television journalism
拉克是一个精明能干、不服输的人，在电视新闻界是个响当当的人物
a producer at CBS News and president of NBC -- and he knew how to size people up and keep his sense of humor.
他曾是哥伦比亚广播公司的制片人、全国广播公司的总裁，他看人很准，而且很有幽默感。
He realized that, for Sony, selling its songs in the iTunes Store was both insane and necessary
他意识到，对于索尼来说，在iTunes商店出售音乐是一个既疯狂又必要的选择，
which seemed to be the case with a lot of decisions in the music business.
对于唱片行业来说很多决定都是这样作出的。
Apple would make out like a bandit, not just from its cut on song sales, but from driving the sale of iPods.
苹果将采用一种强盗式的做法，不仅要从歌曲中抽取利润，还要连带促进iPod的销售。
Lack believed that since the music companies would be responsible for the success of the iPod,
拉克认为，既然是唱片公司促成了iPod的成功，
they should get a royalty from each device sold.
那么他们也应该从iPod的销售利润中分一杯羹。
