Apple is known as one of the top technological companies that manufacture innovative and successful products. With huge turnover of revenues and record sales, the company not only stands at the top but is also known for the way it utilizes the technology. With such a strong market leader position, high standards have been built by the company due to which it has fewer competitors. On the international scale, the intense demand of consumers has been created with the launch of its iPhone and its thriving success and continuing revolution in 2007.
To acquire competitive advantage, one of the vital factors is integration-responsiveness (IR). Pressures for local responsiveness and cost reduction must be balanced by organisations. Four different approaches to IR are represented by the IR framework. Under global strategy, operations are carried out by Apple, i.e., domestic customers are focused mostly while designing products, whereas, the global business is perceived as a way of replicating its success gained from home-market. This proves that standardised products are maintained by Apple, i.e., the manufacturing, design and engineering are controlled by one resource. This provides the organisation with a competitive advantage as well as greater control as it differentiates from its competitors. Consequently, the main competitive strategy is differentiation as high costs are not incurred within the global strategy.
Furthermore, for high-end products, one of the appropriate strategies is global strategy as greater control over the organisation is allowed by it. A strong brand image is maintained by Apple with its products perceived as luxurious and up-market. This shows that organisation do not require alteration of its IR as there is relatively low pressure for cost reduction and local responsiveness.