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Jobs was well aware that this "big insight" was in fact not really new.
乔布斯非常清楚，这个“重要预见”实际上并不真的很新。
Indeed he joked about Apple's previous attempt: "You may think, Why should I believe them? They're the ones who brought me MobileMe."
他甚至还拿苹果的上一次尝试开玩笑：“你可能会想，我为什么要相信他们？就是他们给了我MobileMe。”
The audience laughed nervously. "Let me just say it wasn't our finest hour."
观众们忐忑不安地笑着。“权且让我说那不是我们的最佳状态吧。”
But as he demonstrated iCloud, it was clear that it would be better.
但是当他演示iCloud时，显然它要更好。
Mail, contacts, and calendar entries synced instantly. So did apps, photos, books, and documents.
邮件、联系人和日历条目瞬间同步。应用、照片、书籍和文件亦是如此。
Most impressively, Jobs and Eddy Cue had made deals with the music companies (unlike the folks at Google and Amazon).
最让人印象深刻的是，乔布斯和埃迪·库埃跟多家音乐公司达成了协议（跟谷歌和亚马逊不同）。
Apple would have eighteen million songs on its cloud servers.
苹果的云端服务器将有1800万首歌曲。
If you had any of these on any of your devices or computers -- whether you had bought it legally or pirated it
如果你的任何电子设备或计算机上有这些歌曲中的任何一首--无论你是合法购买的还是盗版的，
Apple would let you access a high-quality version of it on all of your devices without having to go through the time and effort to upload it to the cloud.
苹果将允许你在所有设备上使用这首歌的高质量版本，而无须费时费力把它上传到“云端”。
"It all just works," he said. That simple concept -- that everything would just work seamlessly -- was, as always, Apple's competitive advantage.
“就是这么简单。”他说。这个简单的概念--一切都将无缝连接--一如既往地是苹果的竞争优势。
Microsoft had been advertising "Cloud Power" for more than a year, and three years earlier its chief software architect,
微软已经对其云计算“Cloud Power”大肆宣传了一年多，而早在三年前，其首席软件架构师，
the legendary Ray Ozzie, had issued a rallying cry to the company:
传奇的雷·奥兹，就曾向全公司发出了振奋人心的动员：
"Our aspiration is that individuals will only need to license their media once, and use any of their devices to access and enjoy their media."
“我们的愿望是人们只需要购买一次多媒体内容，然后就可以用他们的任何电子设备接入和享用。”
But Ozzie had quit Microsoft at the end of 2010, and the company's cloud computing push was never manifested in consumer devices.
但是奥兹在2010年底辞职，而微软的云计算从未在消费类电子设备上实现。
Amazon and Google both offered cloud services in 2011,
亚马逊和谷歌都在2011年推出了云服务，
but neither company had the ability to integrate the hardware and software and content of a variety of devices.
但是他们都没有能力整合硬件、软件和各种电子设备中的内容。
Apple controlled every link in the chain and designed them all to work together:
苹果控制这个产业链上的每一个环节，可以通过设计使之全都共同工作：
the devices, computers, operating systems, and application software, along with the sale and storage of the content.
电子设备、计算机、操作系统、应用软件加上内容的销售和存储。
Of course, it worked seamlessly only if you were using an Apple device and stayed within Apple's gated garden.
当然，只有当你使用某款苹果设备、待在苹果的封闭空间里时，这一切才能无缝合作。
That produced another benefit for Apple: customer stickiness.
这就为苹果带来了另一个好处：消费者黏合度。
Once you began using iCloud, it would be difficult to switch to a Kindle or Android device.
一且你开始使用iCloud,就会很难切换到Kindle或安卓设备。
Your music and other content would not sync to them; in fact they might not even work.
你的音乐和其他内容无法同步到那些设备上；事实上，它们可能会无法工作。
It was the culmination of three decades spent eschewing open systems.
苹果30年来抵制开放系统的努力达到了高潮。
"We thought about whether we should do a music client for Android," Jobs told me over breakfast the next morning.
“我们思考了是否要为安卓做一个音乐应用，”第二天吃早餐时他告诉我，
"We put iTunes on Windows in order to sell more iPods.
“我们把iTunes装到Windows上以便能销售更多iPod。
But I don't see an advantage of putting our music app on Android, except to make Android users happy. And I don't want to make Android users happy."
但是我没看到把我们的音乐应用装到安卓系统上有什么好处，除了让安卓的用户高兴之外。而我不想让安卓的用户高兴。”
