Introduction In the book entitled Fundamentals of International Business the authors discussed the idea that a company can “romance” the globe by developing products and services adapted to the local culture. In the case of successful attempts, the products are well received by the locals but at the same time the brand became a change agent – changing the lifestyle of the people. In the 21 st century there are a few companies that can make this claim and one of them is a global phenomenon known as Apple. The success of the company cannot be explained by a strategy that is tailor-made for a particular culture but a strategy that changes the culture of consumers when it comes to the use of electronic products. The history of Apple was recently covered by Businessweek and the author of the article captured the current value of the company through the following statement: “Apple’s history is the stuff of inventors’ dreams and inventors’ hopes” (Stonington, 2011, p.1). Stonington’s assessment of Apple’s success is not an exaggeration. The products of this company are well-known from California to the outback of Australia. But aside from the glowing review Stonington pointed something else and he said “While the company’s early computer, especially the Apple II line, brought the world of personal computing into offices, homes, and schools, there were more than a few bad apples” the Pippin, Quicktake camera, Apple III and Lisa did not do well (Stonington, 2011, p.1). It is this roller-coaster ride to global success that makes Apple a fascinating case study. Culture One of the most intriguing concepts discussed in the Fundamentals of International Business is culture. In the second chapter the authors highlighted the fact that it is impossible to succeed internationally if a US-based company insists on a “cookie-cutter approach of transplanted products from the United States works in key markets such as China, India, Latin America, Russia, and South Korea” (Czinkota, Ronkainen & Moffet, 2009, p.22). In a globalized world innovation is the key to success and this can be achieved by being sensitive to the local culture of the host country. One of the best examples found in the book was the way Disneyland Hong Kong was able to reverse a losing trend. The world-renowned company already had a string of successful hits in America with theme parks in Los Angeles and Orlando. In the international scene, Disneyland Tokyo was also a certified hit. Furthermore, Disney products are well-known all over the world but when the company decided to open Disneyland Hong Kong, the magic seemed to disappear. The company only achieved success when it became more culturally-aware transforming their packaging and presentation in accordance to Chinese culture. For example dragons and Chinese music became a fixture in some of the park’s more popular parades. Culture is defined as “an integrated system of learned behavior patterns that are characteristic of the members of any given society” (Czinkota, Ronkainen, & Moffet, 2009, p.24). CEOs and corporate strategists must fully understand the importance of culture because it would be impossible to break into international markets without knowing the