Customer country:客户所在国家/地区
Integration– Responsiveness (IR) is vital to achieve global competitive advantage. This framework outlines that companies should balance between pressures for cost reduction and local responsiveness (Hill, 2014). As demonstrated below, the integration-responsiveness framework presents four distinct approaches to IR.
整合-响应能力（IR）对于实现全球竞争优势至关重要。该框架概述了公司应在降低成本的压力和当地响应能力之间取得平衡。如下文所示，一体化响应框架提出了四种不同的IR方法。
Apple Inc. operates under international strategy: products are designed focusing on domestic customers, whilst international business is sought as a way of replicating its home-market success (Kendall et al. 1990). This means that Apple’s products are standardised: engineering, design and manufacturing is all controlled by one source – this gives the company greater control as well as a competitive advantage as it differentiates from competing businesses (Forbes, 2013). Consequently, differentiation becomes the main competitive strategy as international strategy is not the most cost-efficient. Furthermore, international strategy is well suited for high-end products also allowing greater control over the company (Rothaermel, 2013). Apple has a strong brand image, with products seen as up-market and luxury (Forbes, 2014). This demonstrates that the company does not have to alter its IR as pressure for local responsiveness and cost reduction is relatively low.
On balance, based on application of academic frameworks in research I conducted, I believe that Apple generates and maintains substantial global competitive advantage over its rivals. Activities such as: building efficient global supply chains, flexibility when managing risks and opportunities and learning from international exposure as well as partnership with other companies all help Apple become an innovative company with a strong brand reputation and a sustained global competitive advantage.
苹果公司的经营战略是国际化的：产品的设计重点是国内客户，而国际业务则是为了复制其在国内市场的成功。这意味着苹果的产品是标准化的：工程、设计和制造都由一个来源控制——这使公司有了更大的控制权，也有了与竞争企业不同的竞争优势。因此，差异化成为主要的竞争战略，因为国际战略不是最具成本效益的。此外，国际战略非常适合高端产品，也允许对公司进行更大的控制。苹果拥有强大的品牌形象，产品被视为高端市场和奢侈品。这表明该公司不必改变其IR，因为本地响应和成本降低的压力相对较低。
References:参考文献
Barney, J.B. (1999) How a Firm’s Capabilities Affect Boundary Decisions. MIT Sloan Management Review, 40 (3) 137-145.
Bing-Sheng, T; Das, T. K (1998)
Hill, C. (2005) International Business: Competing in the Global Marketplace (5thedn), McGraw-Hill/Irwin.
Hill, C. (2014) International Business: Competing in the Global Marketplace. New York: McGraw-Hill Education (UK).
Hofstede, G. (1983) The Cultural Relativity of Organisational Practices and Theories, Journal of International Business Studies 14 (2) 75-89.
Kendall, R. & Allen J. M. (1990). An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries. International Journal of Business Studies. 21,(4) 541-564.
Essay范文总的来说，基于我在研究中应用的学术框架，我相信苹果产生并保持了相对于竞争对手的巨大全球竞争优势。建立高效的全球供应链、管理风险和机遇的灵活性、从国际曝光中学习以及与其他公司的合作等活动都有助于苹果成为一家具有强大品牌声誉和持续全球竞争优势的创新型公司。本站提供各国各专业essay写作指导服务，如有需要可咨询本平台。
