Likewise, handets manufacturers, mobile application providers and access providers have distinct financial interests, though all are part of the single mobile ecosystem.
That being the case, conflicts between ecosystem partners are an ever-present reality. The issue is how much cooperation and conflict is possible, and whether enough benefit occurs, despite some conflict.
Google's release of the Nexus One, and its apparent plans to release a Nexus Two and other devices are prime examples. Some observers, including Google's competitors, will note that it is risky for a partner to compete with its other partners in a single ecosystem.
Microsoft of course questions the wisdom of Google's mobile strategy, insisting Google will have trouble attracting and keeping handset partners for its Android operating system now that the company is selling its very own branded devices.
That certainly is the conventional wisdom. But even a valid conventional wisdom can have exceptions. What "most" partners cannot envision, attempt or succeed at is not to say that "all" partners are so limited. Nor are relationships immutable; they can change over time.
Google might be one of the salient exceptions, as is Apple. Several years ago, most telecom executives were more afraid of Google than of cable operators. These days, executives are looking for ways to leverage and work with Google.
Apple has significantly reinvented business frameworks in the music and phone businesses, for example.
The other issue is that Google's relationship with some ecosystem partners can be qutie distinct. At least initially, HTC and Motorola have add a different relationship than other manufacturers, and T-Mobile as a service provider likewise was early to support Android.
Google's other partnerships are a bit more complicated and one has to think Verizon and Motorola are less than thrilled, even though both are key Android partners.
Still, the point is that ecosystem relationships periodically get tested. Content providers and cable and satellite operators are used to the possibility of significant conflict over carriage agreements. Also, at the margin, some distributors also are content owners, while some content owners have been distributors.
Some distributors are part of the equipment supplier segment, as well as distributors. Some equipment suppliers are becoming application providers.
Yes, Google risks some ire by distributing its own branded handset. But ecosystem "messiness" is growing throughout the communications and entertainment ecosystems. And some players can attempt strategies that would be considered suicidal if attempted by less powerful contestants.
There are rules, and exceptions to those rules. Apple and Google might prove to be right or wrong. What is indisputable is that they are different; they can attempt things most other players cannot think about.
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