Unlike the iPad's launch, where Steve Jobs explained why the product category should exist, Apple's marketing for the foldable iPhone Duo is vague. It avoids explaining *why* users need a bigger screen, likely to sidestep uncomfortable conversations around phone addiction and increasing screen time.

For deep tech hardware firms like Cerebras, intellectual property protection goes beyond patents. Because patents require public disclosure, a more effective strategy involves a combination of trade secrets and segmenting the manufacturing process across different partners, preventing any single entity from understanding the complete design.

Daymond John argues that trademarks are often more valuable than patents for brand-driven businesses. While competitors can legally engineer around a patent, they cannot replicate a strong, trademarked brand like Nike, which protects your identity and market position more effectively.

Apple's former top lawyer described their strategy as "sailing close to the wind," using a massive legal budget to aggressively fight battles that other companies would settle. This reputation for embracing legal risk acts as a commercial asset, scaring off potential challengers and solidifying their market position.

Apple's transition from a secretive organization to one with frequent product leaks may not be a sign of cultural decay. Instead, it could reflect a modern marketing reality where controlled leaks—whether from the supply chain or intentional—help build hype and manage expectations for new products in a competitive market.

The choice between a patent and a trade secret is a strategic decision based on vulnerability. If a product can be purchased and deconstructed to reveal its innovation, a patent is the necessary path. Trade secrets are only viable for innovations that are impossible to discover through reverse engineering.

Apple has a pattern of using different intellectual property laws—copyright against Microsoft, patents against Samsung—to slow rivals. It is now using trade secret law against OpenAI, a company far less equipped financially to withstand a prolonged legal battle than Apple's previous targets.

The expensive iPhone Duo is not for mass adoption yet. Instead, it's a crucial product for markets like China where foldables are popular. This mirrors Apple's past move to create larger iPhones to compete with "phablets" in Asia, a strategy that later proved globally successful.

Apple's lawsuit against OpenAI isn't just about seeking damages; it's a strategic move called "lawfare." The goal is to slow down or halt a competitor's product development by consuming their resources and focus with legal battles, regardless of the final verdict.