That's information over which Apple had little control. More importantly, it's information that Apple can now use to grow its own mapping and navigation systems, speech recognition technologies, iAd business and marketing plans.
In short, the deal gave Google significant advantages and held Apple back. Kicking Google to the curb and accepting the potential fallout was a ballsy but necessary move, even if it meant taking jabs over its Maps app.
Of course, if we're going to talk about Apple playing hardball with Google, we have to note the range of patent suits Apple has brought around the world to fight Android.
There's the oft-quoted passage in Walter Isaccson's biography of Jobs where Jobs says that he's willing to "go thermonuclear" to stop Android. For him, Android represented a personal betrayal of trust and one that tugged at the psychic wound inflicted by Microsoft's development of Windows. It was a battle that Jobs would almost certainly press to the highest courts in every possible country were he still alive.
Apple hasn't backed down from that fight under Cook's leadership, but it hasn't made the victory against Samsung this summer personal, either. The company's responses have been well thought out, calmly delivered statements about how Apple led the way with certain technologies or concepts and incurred R&D costs that competitors didn't had to pay.
The Apple message is clear: It will use all of the resources at its disposal to compete. In this case, one of those resources is the U.S. patent system and the sheer volume of patents that Apple owns. You can argue about whether the patent system in the U.S. is broken or whether Apple should have been granted some patents. But the fact is that Apple has the patents and will use them. Doing anything less would put Apple at a strategic disadvantage.
The idea of using every strategic advantage even applies to recent reports that Apple has removed Samsung from the design process of the A-series chips that power iOS devices, relegating its mobile device competitor to simply manufacturing the chips and nothing more.
Ultimately, Cook's leadership at Apple so far appears to be a calculated effort to retain the company's prominence in the technology sector, the business world and on the international stage. That's different than Jobs, who offered a more passionate style of leadership. But Cook's take is equally successful and show how he is very adept at identifying and using each strategic advantage possible. That results is a more rational and reasoned company, one that clearly recognizes its power and potential and will use it effectively.
And that confidence will be very much on display this week.
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