Inside Steve's Brain - Leander Kahney [77]
The stores are designed to be a public place, like a library, and more than just a place to display products. “We don’t want the store to be about the product, but about a series of experiences that make it more than a store,” Johnson said.39
Apple makes sure the stores are always packed by giving unlimited access to Internet computers and arranging lots of in-store events. Every week, there are free workshops, classes, and—at the bigger stores—talks by creative professionals and performances by bands. During the summer, Apple Camp attracts thousands of schoolkids to take computer lessons during the traditionally quiet summer months.
The bigger flagship stores would have staircases made of glass, simply to encourage customers to climb to the second floor, which is traditionally lightly trafficked. (The glass staircases became major attractions and won several awards.)
Cozying on Up to the Genius Bar
The most important innovation has been offering hands-on training and support at the Genius Bar. In 2000, computer repairs could take several weeks. Customers had to phone tech support, ship the machine to the company, and wait for it to be returned. “That’s not enriching someone’s life,” Johnson said. 40
Apple decided it would offer turnaround on repairs in days, rivaling service at the neighborhood dry cleaner.
The Genius Bar has become the most distinctive feature of Apple’s stores, and the most popular. Customers love that they’re able to troubleshoot problems face-to-face, or drop off malfunctioning equipment at the local mall rather than send it in. “Customers love our Genius Bars,” Johnson said.
Apple estimated that in 2006, more than one million people visited the Genius Bars during an average week. At the flagship stores, there are often lines of people waiting for the Genius Bar before the store has opened. They are almost too successful. Thanks to the phenomenal growth in visitors to the stores, the Genius Bars are becoming oversubscribed, and many have implemented appointment schedules to cope with the demand.
The idea of a Genius Bar came from customers. Johnson asked a focus group what was their best experience with customer service, anywhere. Most mentioned the concierge desk at hotels, which is there to help, not sell. Johnson realized it might be a good idea to install a concierge desk for computers. He thought it could be like a friendly neighborhood bar, where the bartender dispensed free advice instead of booze.
When Johnson first suggested the idea to Jobs, his boss was skeptical. Jobs liked the idea of face-to-face support, but having known a lot of geeks, he was afraid they wouldn’t have the people skills to deal with the public. But Johnson persuaded him that most young people are very familiar with computers and they would have little trouble hiring personable, service-oriented staffers who were proficient with technology.
The most significant idea Johnson had about staffing was to dispense with sales commissions, which are pretty standard in consumer electronics retailing. “People thought I was crazy at Apple,” he said.41 But Johnson didn’t want the stores to become sales-driven pressure cookers. He wanted the staff in the customers’ hearts, not their wallets.
Apple staffers must gently persuade customers—many of them Windows users who are skeptical about Apple—to switch to the Mac. Johnson knew that for most potential customers, this wasn’t going to be a snap decision. They were likely to visit the store three or four times before taking the plunge, and the last thing Johnson wanted was customers worrying that the guy they started with wasn’t on duty.
Instead of paying commissions, Johnson decided to enhance their status. The best staff would graduate to a Mac Genius or a presenter in the theater. “Your job is elevated to positions of status such as I’m a Mac Genius. I’m the smartest Mac person in town. People request me on the Internet, to come meet me at the store so I can help them,” Johnson said. “My job is to make the store rich with experience for people.”
The lack of a