How the Apple Store Lost Its Luster (bloomberg.com) 219
In interviews with Bloomberg, current and former Apple employees say brand building became more important than serving shoppers. From the report: In interviews, current and former Apple employees blame a combination of factors. They say the stores have become mostly an exercise in branding and no longer do a good job serving mission shoppers like Smith. Meanwhile, they say, the quality of staff has slipped during an 18-year expansion that has seen Apple open more than 500 locations and hire 70,000 people. The Genius Bar, once renowned for its tech support, has been largely replaced with staff who roam the stores and are harder to track down. That's a significant drawback because people are hanging onto their phones longer these days and need them repaired. [...] Meanwhile, retail chief Angela Ahrendts (who was hired in May 2014) began moving sales and service onto the web -- encouraging staff to tell customers to "get in line, online." Customers were to make an appointment on Apple's website and then pick up the product at a store. Apple was "trying to streamline things," says one employee, "but in the process made things more difficult for some customers."
Before her arrival, the Apple Store excelled at three key tasks: selling products, helping customers trouble-shoot their devices and teaching them how to get the most out of their gadgets. "Steve Jobs was really keen on stepping into the store and knowing what to do," recalls a former Apple retail executive, who requested anonymity to speak freely. Mission shoppers who wanted to pick up a pair of headphones or an iPhone could get in and out quickly; those who wanted to learn more about their purchase could spend an hour getting trained by a Creative. If someone brought in a busted iPhone, a Genius would sort it out. Over time, according to several current and former employees, Ahrendts upset that finely tuned balance. "You don't feel like there is much engagement at the front of the store, there isn't a push to people," says the former executive. "The store should be a place where you see upgrades happening."
Before her arrival, the Apple Store excelled at three key tasks: selling products, helping customers trouble-shoot their devices and teaching them how to get the most out of their gadgets. "Steve Jobs was really keen on stepping into the store and knowing what to do," recalls a former Apple retail executive, who requested anonymity to speak freely. Mission shoppers who wanted to pick up a pair of headphones or an iPhone could get in and out quickly; those who wanted to learn more about their purchase could spend an hour getting trained by a Creative. If someone brought in a busted iPhone, a Genius would sort it out. Over time, according to several current and former employees, Ahrendts upset that finely tuned balance. "You don't feel like there is much engagement at the front of the store, there isn't a push to people," says the former executive. "The store should be a place where you see upgrades happening."
