How Does Apple Train Their Employees


How Does Apple Train Their Employees – The jobs of Apple Retail Store employees will begin to change significantly next month. To introduce and sell the Apple Watch, retail employees will be trained to give customers personal fashion and style advice, according to employees familiar with the plans. Until now, Apple Retail has been tasked with recommending iPads, iPhones and Macs with few style options in addition to limited color options.

Apple advocates that retail employees initiate conversations that build trust and allow the employee to serve as a valuable fashion consultant during the purchase process, much like a traditional watch is sold. Over the next two weeks, Apple employees will be holding Apple Watch sales training programs where they will learn brand new sales techniques to promote iPhone upgrades, help with giveaways, and guide customers in choosing a watch and band.

How Does Apple Train Their Employees

How Does Apple Train Their Employees

Apple encourages employees to build relationships with customers to understand their purchasing plans, style preferences and fashion needs. Apple created some personal samples (shown above and below) to prepare employees for the launch. Apple also asks employees to recommend various fashion and style options. Employees were told to comment like “you seem to have a fun style. I think the Pink Sport Band would go perfectly with your style” or “the white belt looks great on you”. Apple offers guidelines for creating fashion and style tips:

Yearly Employee Training Plan Template

Emphasizing style over function, retail staff will be instructed to provide fashion advice like an eyeglass salesperson in an eyeglass store. This is new territory for Apple, a company that has traditionally sold products that sit in pockets and on desks. It’s clear that the new sales techniques have shaped some of Apple’s recent hires from the fashion industry, including Burberry’s Angela Ahrendts and Chester Chipperfield, Yves St. Paul Deneve of Laurent and Catherine Monnier, Patrick Pruniaux of Tag Heuer and Jacob Jordan of Louis Vuitton.

Beyond the psychology of providing fashion advice to customers, Apple streamlines its sales strategy into five key steps:

Before training employees on sales tactics and fashion consulting techniques, Apple briefed employees on the overall Apple Watch sales structure in the store. Apple Watch customers will be able to visit Apple Stores on April 10th to try on the Apple Watch before being able to purchase it on April 24th. Apple Store employees will be divided into four zones (Apple Watch & Sport sales, Apple Watch Edition sales, Q&A) and meeting time (which is not required) will be divided into 15 minutes.

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IPhone 14 Emergency SOS via satellite available today How to test iPhone 14 Emergency SOS via satellite iOS 16.2 adds new settings for iPhone 14 Pro Always-On iPhone 13 vs. iPhone 14: What to buy? Abstract. When Steve Jobs returned to Apple in 1997, he had a conventional structure for a company of his size and scope. It was divided into business units, each of which had its own responsibility for profit and loss. Believing that conventional management stifles innovation, Jobs fired the general managers of all business units (in one day), brought the entire company under one profit and loss statement, and merged the various functional divisions of the business units into one functional organization. Although such a structure is common for small business companies, Apple – surprisingly – still maintains it today, even though the company is almost 40 times larger in terms of revenue and much more complex than it was in 1997. In this article, the authors discuss the so-called The innovation benefits and challenges the leadership of Apple’s typical and constantly evolving organizational model in the belief that it can be useful to other companies competing in a rapidly changing environment.

They are usually organized into business units, each with its own set of functions. Therefore, the key decision-makers – the heads of units – do not have a deep understanding of all the areas under their responsibility.

The company is organized according to functions and expertise is in line with decision-making rights. Leaders cooperate with each other and are well versed in details.

How Does Apple Train Their Employees

Apple is well known for its innovations in hardware, software and services. Thanks to them, it grew from about 8,000 employees and $7 billion in revenue in 1997, the year Steve Jobs returned, to 137,000 employees and $260 billion in revenue in 2019. Much less well known is organizational design and related models leadership that played a key role in the company’s innovative success.

Takeaways From Apple’s Retail Store Employee Training

When Jobs returned to Apple, he had a conventional structure for a company of his size and scope. It was divided into business units, each of which had its own responsibility for profit and loss. General managers led the Macintosh product group, the information equipment division and the server products division, among others. As is often the case with decentralized business units, managers were prone to conflict with each other, especially when it came to transfer pricing. Believing that conventional management stifles innovation, in his first year as CEO, Jobs fired the CEOs of all business units (in one day), brought the entire company under one profit and loss statement, and merged the business unit’s various functional divisions into a single functional organization. .

The adoption of a functional structure was perhaps not surprising for a company of Apple’s size at the time. What

It’s surprising—remarkable, in fact—that Apple has retained it today, even though the company is nearly 40 times larger in terms of revenue and far more complex than it was in 1998. Senior vice presidents are in charge of functions, not products. As was the case with Jobs before him, CEO Tim Cook occupies the only place in the organizational chart where design, engineering, operations, marketing and retail of any of Apple’s major products meet. In fact, apart from the CEO, the company operates without conventional general managers: people who manage the entire process from product development to sales and who are judged by the profit and loss statement.

Business history and organizational theory argue that as business firms grow and become large and complex, they must move from a functional to a multidivisional structure to align responsibility and control and avoid the overload that occurs when countless decisions flow through the organizational chart all the way to the top. . . Giving business unit leaders full control over key functions allows them to do what best suits their unit’s customer needs and maximize their results, while allowing the executives who oversee them to evaluate their performance. As Harvard Business School historian Alfred Chandler has documented, American companies such as DuPont and General Motors moved from a functional to a multidivisional structure in the early 20th century. In the second half of the century, the vast majority of large corporations followed suit. Apple proves that this conventional approach is unnecessary and that a functional structure can be beneficial for companies facing massive technological change and industry upheaval.

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Apple’s commitment to a functional organization does not mean that its structure has remained static. With the growing importance of artificial intelligence and other new fields, this structure has changed. Here we discuss the innovative benefits and challenges of leading Apple’s signature, ever-evolving organizational model, which can be useful for individuals and businesses seeking to better understand how to succeed in a rapidly changing environment.

Apple’s main goal is to create products that enrich people’s everyday lives. This includes not only the development of entirely new product categories, such as the iPhone and Apple Watch, but also continuous innovation within those categories. Perhaps no product feature reflects Apple’s commitment to constant innovation better than the iPhone’s camera. When the iPhone was introduced in 2007, Steve Jobs dedicated just six seconds to its camera at the annual gala event to introduce new products. Since then, iPhone camera technology has contributed to the photography industry with a series of innovations: high dynamic range imaging (2010), panoramic photos (2012), True Tone flash (2013), optical image stabilization (2015), dual-lens camera (2016), height (2016), portrait lighting (2017) and night mode (2019) are just some of the improvements.

To create such innovations, Apple relies on a structure that focuses on functional knowledge. His basic belief is that those with the most expertise and experience in a certain area should have the right to make decisions in that area. This is based on two points of view: First, Apple competes in markets where the rate of technological change and disruption is high, so it must rely on the judgment and intuition of people with deep knowledge of the technologies responsible for the disruption. Long before a company gets market feedback and solid market predictions, it has to make bets about which technologies and designs will be successful in smartphones, computers, etc. Relying on technical experts instead of general managers increases the likelihood that these bets will pay off.

How Does Apple Train Their Employees

Second, Apple’s commitment to offering the best possible products would be undermined if short-term profit and cost goals were the most important criteria for evaluating investments and leaders. It is essential that the remuneration of senior managers of research and development

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