Soon after Apple launched its larger-screen iPhones last week, rivals in Asia sent mocking messages on Twitter, taunting it for being slow to catch up with the industry trend.苹果(Apple)上周发售其大屏iPhone之后旋即，亚洲输掉们之后在Twitter上讲话嘲笑，讽刺苹果在捕猎行业趋势上慢半拍。“No one is going to buy a big phone,” Samsung Electronics teased, quoting a 2010 remark by Steve Jobs, Apple’s late co-founder. “Guess who surprised themselves and changed their minds?”“总有一天没有人不会去卖大屏手机，”三星(Samsung Electronics)援引胞弟苹果牵头创始人史蒂夫乔布斯(Steve Jobs) 2010年的话取笑道，“想到是谁出尔反尔，转变了主意？”From Taipei and Tokyo, smartphone rivals HTC and Sony sent out similarly irreverent tweets.在台北和东京，与苹果竞争的智能手机厂家宏达电(HTC)和索尼(Sony)也在Twitter上收到类似于的冒犯之言。The light-hearted tone of the messages concealed a serious headache for Apple’s Asian competitors. While they have often moved into new product areas such as large-screen phones, smartwatches and payment technology before the US tech group, they have consistently been unable to match the excitement generated by Apple product launches – or its success in monetising and globalising their usage.这些言论的精彩语气背后，隐蔽着苹果的亚洲竞争对手们一个极为困惑的问题。尽管它们常常抢走在这家美国科技集团前面转入新的产品领域，比如大屏手机、智能手表和缴纳技术，但它们仍然无法引发像苹果产品公布那种程度的激动情绪，在创收和行销全球方面也没能获得苹果那样的顺利。

The latest iterations of the iPhone have larger screens, taking Apple into the “phablet” territory pioneered by Samsung, which launched the fourth version of its Galaxy Note this month .近期发售的大屏iPhone，把苹果带进了由三星首创的“平板手机”领域。三星本月公布了第4代Galaxy Note。

“When the Note was announced, I couldn’t understand it,” said Ben Wood at the research group CCS Insight, referring to the 2011 launch of Samsung’s first phablet. “It looked ridiculous. And now it’s become a legitimate category.”“当初Galaxy Note宣告上市时，我显然无法解读它，”研究集团CCS Insight的本伍德(Ben Wood)在评论2011年三星公布首款平板手机时回应，“它看上去很荒谬。现在它出了一个见地的品类。”Samsung would not reveal how many it has sold, but said it shipped 10m units of the previous model in the first two months after its launch last year.三星不愿透露Galaxy Note销量有多大，但回应，上一代Note在去年发售后，头两个月的发货量超过1000万部。Still, analysts believe that Apple’s lead in branding – despite Samsung’s marketing spending, which reached $14bn last year – will eat into the Korean group’s first-mover advantage. “Consumers have an incredible emotional engagement with the Apple brand,” said Mr Wood. “Samsung hasn’t achieved that.”话虽如此，分析师指出，尽管三星去年营销开支约140亿美元，但苹果在品牌操作者上的领导地位将巩固这家韩国集团的先发优势。

“消费者对于苹果品牌有一种令人难以置信的情感投放，”伍德说道，“三星还做到将近这一点。”If Samsung’s advertising has at least helped it narrow the popularity gap with Apple, Taiwan’s HTC shows the challenges facing smaller producers seeking to compete at the market’s high end.如果说三星的广告起码老大它在人气上增大了与苹果的差距，那么台湾宏达电的境况突显了中小厂商在高端市场竞争时面对的种种挑战。

While its One series of phones have been praised by some as the most attractively designed smartphone, the lack of marketing clout to support it has left the company floundering. HTC is predicting a 12th consecutive quarter of declining revenues in the third quarter of this year.尽管宏达电One系列手机被有些人被誉为最不具设计魅力的智能手机，但承托快速增长的营销实力严重不足，造成该公司挣扎绝望。宏达电预计，今年第3季度营收将倒数第12个季度下降。The smartwatch sector reveals a similar story. Samsung is the leader by volume sales, having released five models since the first Galaxy Gear was unveiled a year ago. The company “is ahead on technology”, said Mark Newman, analyst at Bernstein, arguing that the group has “positioned itself well for the next decade of growth” in wearable electronics. Its South Korean rival LG Electronics launched its G Watch in July with an improved version to follow this year. Yet neither of these launches came close to matching the hype around the Apple Watch. “Apple understands the watch business better than Samsung,” said Daniel Kim, an analyst at Macquarie, noting Apple’s poaching of executives from the fashion industry such as Angela Ahrendts from Burberry. “Samsung’s smartwatches look ugly and there is a lack of useful apps.”智能手表领域也呈现类似于情形。

三星是销量的领先者，自从去年发售第一款Galaxy Gear之后，又公布了5款产品。伯恩斯坦(Bernstein Research)分析师马克纽曼(Mark Newman)回应，该公司“在技术上回头在前面”。他指出，这家集团“面向未来10年可穿着设备业务的快速增长正处于不利地位”。

三星的韩国输掉LG电子(LG Electronics)于7月发售了G Watch，今年还将发售改良款。但是，这些产品的公布都比不上环绕Apple Watch的肆意抹黑。“苹果比三星更加不懂手表业务，”麦格理(Macquarie)分析师丹尼尔金姆(Daniel Kim)说道。他提及，苹果从时尚业挖来一些高官，比如博柏利(Burberry)的福杰拉阿伦茨(Angela Ahrendts)。

他说道，“三星智能手表很难看，简单的应用于也不多。”Corporate Japan abounds with innovations that failed to become global hits. The Japanese call this “Galápagos syndrome”, whereby groups forge into new technological territory but fail to find a market abroad, only for foreign rivals to take the idea global.日本企业发售的创意产品十分多，但大多没能在全球打响。

日本人把这一现象称作“加拉帕戈斯群岛综合征”(Galapagos syndrome)，指企业集团转入了新技术领域，但没能在国外修筑出有适当市场，结果是让外国竞争糅合创新，发售全球炙手可热的产品。In 1999, Kyocera launched the world’s first mobile phone with a built-in camera and sparked the cameraphone boom in Japan, years before it became commonplace elsewhere. In 2004 Sony came out with an ebook reader three years before Amazon’s Kindle, but lost out because of higher prices and a narrower range. The company also launched a smartwatch in 2010.1999年，京瓷(Kyocera)发售了全球首款内置摄像头的手机，在日本爆炸摄影手机热潮，多年之后摄影手机才在世界其他地区沦为潮流。2004年，索尼亚发售了一款电子书阅读器，比亚马逊(Amazon)的Kindle早三年，但最后因为价格低、自由选择较少而败给。索尼在2010年还发售过一款智能手表。

Analysts said that Japanese companies are often content with being the first to market the latest technology but are less successful at showing consumers how those technologies will make their lives easier. “The obsession with technology overlooks what is really needed to convince the consumer to buy: the ease to use. And that’s what Apple has capitalised on,” said Atul Goyal, analyst at Jefferies.分析师们回应，日本企业常常符合于先行把近期科技推向市场，但不过于擅长于向消费者展出这些科技如何需要为他们的生活获取便捷。杰富瑞(Jefferies)分析师阿图尔戈亚尔(Atul Goyal)回应，“它们醉心于技术，而忽视了劝说消费者出售所需的因素：易用性。苹果正是利用了这一点。

”Mobile payments are the latest example. Ten years ago, NTT DoCoMo introduced phones dubbed osaifu-keitai, or mobile wallets, running on Sony’s FeliCa technology, an early form of the near-field communication technology that will be used by Apple Pay. Nearly half of Japan’s mobile phone owners use FeliCa.近期的例子是手机缴纳。10年前，NTT DoCoMo之后发售了具备“手机钱包”(osaifu-keitai)功能的手机。手机钱包所倚赖的索尼FeliCa卡技术，是近场通信(NFC)技术的一种早期版本，NFC技术如今也将应用于到Apple Pay上。

在日本，将近一半的手机用户用于FeliCa卡。Yet NTT DoCoMo and Sony have struggled to export the concept of using mobile phones as wallets. Only in Hong Kong, where FeliCa chips were used to create Octopus smart cards in 1997 and for mobile payments from last year, has it had success.不过，NTT DoCoMo和索尼仍然未能把“手机钱包”的理念输入到国外。只是在香港，FeliCa芯片于1997年被用作创立八达通卡(Octopus)，从去年开始用作手机缴纳。

“We went in too early and the environment wasn’t ripe,” said an executive at FeliCa Networks this year.FeliCa Networks一名高管今年回应，“我们转入得太早，而当时环境并不成熟期。”Critics say Japanese companies focus too much on perfecting their technologies in their home market, leading to a system or standard unique to Japan. In the US and Europe, Sony was unable to convince carriers, transport operators and others to adopt FeliCa since those markets used differing types of contactless pay technology.批评者回应，日本企业过于过注目于在本国市场完备自己的技术，造成了一种仅有合适日本的制式或标准。在美国和欧洲，索尼没有办法劝说运营商、运输经营企业和其他公司使用FeliCa，因为欧美市场用于的是有所不同类型的非接触式缴纳技术。Yasutoshi Kikuchi, partner at Roland Berger, the consultants, added that Sony needs to shift away from gadget-making and focus on where it can generate revenue. Apple’s success, for example, stems from its ability to tap into existing users by offering not only new devices but added services such as the iTunes store.咨询公司罗兰贝格(Roland Berger)合伙人Yasutoshi Kikuchi补足道，索尼必须打破设备生产，转而专心于需要产生营收的领域。

例如，苹果的顺利，源自其有能力在发售新产品的同时获取iTunes store等可选服务，充分利用现有的用户群体创收。In the same way, Sony is trying to build the PlayStation gaming console into a subscription-based platform, bringing together users of various gadgets from mobile phones, televisions, tablets to portable game players with wide-ranging offerings from games and movies to live TV programmes.某种程度地，索尼于是以希望把PlayStation游戏机打造出为一个采购平台，以便汇集普遍的产品与服务（从游戏、电影，到实况电视节目），面向各种设备（手机、电视机、平板电脑和携带型游戏机）的用户。

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