To contact a representative please e-mail us at [email protected] The Apple Experience is in no way authorized, prepared, approved, or endorsed by. no company seems to know better than Apple right now. "The Apple Experience- Secrets to Building Insanely. Great Customer Loyalty" by Carmine Gallo (by. The Apple Experience: Secrets to Building Insanely Great Customer Loyalty.
|Language:||English, Indonesian, Japanese|
|ePub File Size:||17.60 MB|
|PDF File Size:||11.63 MB|
|Distribution:||Free* [*Sign up for free]|
SAP Career Mentor | Topic Tag: download pdf The Apple Experience: Secrets to Building Insanely Great Customer Loyalty by Carmine Gallo rar. secrets to building insanely great customer loyalty carmine gallo ebook pdf at our experience - onboard experience cooking shows apple crisp and cheese. read online now the apple experience secrets to building insanely great customer loyalty carmine gallo ebook pdf at our library. get the apple experience secrets.
Enter your mobile number or email address below and we'll send you a link to download the free site App. Then you can start reading site books on your smartphone, tablet, or computer - no site device required. To get the free app, enter your mobile phone number. Would you like to tell us about a lower price? Read more Read less. Enabled Enhanced Typesetting: Enabled Page Flip: Enabled Matchbook Price: Thousands of books are eligible, including current and former best sellers.
Look for the site MatchBook icon on print and site book detail pages of qualifying books. Print edition must be downloadd new and sold by site. Gifting of the site edition at the site MatchBook price is not available. Learn more about site MatchBook. site Cloud Reader Read instantly in your browser. Customers who bought this item also bought. Page 1 of 1 Start over Page 1 of 1. The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success.
Carmine Gallo. The Presentation Secrets of Steve Jobs: The Storyteller's Secret: Turning the Flywheel: A Monograph to Accompany Good to Great. Jim Collins. Five Stars: Talk Like TED: Product details File Size: Up to 4 simultaneous devices, per publisher limits Publisher: April 13, Sold by: English ASIN: Enabled X-Ray: Not Enabled.
Share your thoughts with other customers. Write a customer review. Read reviews that mention steve jobs carmine gallo secrets of steve insanely great apple experience inspiring your internal setting the stage serving your external apple store presentation secrets innovation secrets pay attention external customers internal clock good book jobs and the innovation steps of service business owner great read read a great.
Top Reviews Most recent Top Reviews. There was a problem filtering reviews right now. Please try again later. Hardcover Verified download. The author could have said and written the same book in one third of the pages, because most of the observations and information are repeated again and again and the writer is a very boring writer.
He can put you to sleep many times during the process of reading the book. Once the vision was established, everything else fell into place. Vision was everything. In fact with the exception of a corporate jet, Jobs lived a humble lifestyle. Microsoft cofounder Bill Gates once visited Jobs at his home and wondered how so many people could fit in such a modest dwelling. He wanted to build a company that would outlast him.
He wanted to build a legacy. Jobs once said Xerox could have dominated the entire computer industry but did not because the Xerox vision was limited to building another copy machine. In other words, two people can see the same thing but interpret it differently based on their vision. Both artists were inspired by innovators who paved the road ahead of them.
I saw Brooks perform a one-man show at the Wynn hotel in Las Vegas in which he captivated the audience for more than two hours. When Brooks walked on stage, he told the audience that for them to really understand his music, he would have to start from the beginning. Brooks explained that his musical career did not begin with his first single. Instead his inspiration started in the s, when his parents would bring home new albums in both country and contemporary styles. If Brooks had played only his hits during the Wynn performance, it would have been a richly satisfying experience for Garth fans.
But by taking his audience on a journey through the music that inspired him, Brooks created an unmatched and memorable experience for everyone in his audience, country and noncountry fans alike. If every retail store had customer service like Apple, the world would be a better place. The numbers were and continue to be astonishing: The story of the Apple experience did not begin with the opening of the first Apple Store at Tysons Corner, Virginia, in It began forty years earlier with the founding of another brand that would be credited with completely reinventing the customer experience—the Four Seasons.
When Steve Jobs first decided to enter the retail business, he hired former Target executive Ron Johnson. Jobs challenged Johnson with this question: The answer was not another computer retailer—or any retailer for that matter. The answer turned out to be the Four Seasons hotel. Just as Garth Brooks did not invent country music, Steve Jobs did not invent exceptional customer service. Both artists, however, copied a great idea, refined it, and took it to the next level.
Like Steve Jobs, Sharp was a dreamer. He refused to settle for anything less than excellence. Beliefs and ideas. Travel-Size Shampoo. Having grown up with three sisters, Sharp learned a few things about women and their travel habits.
The Four Seasons was the first hotel to put shampoo bottles in every room. Would you expect anything less today, even from the lowest budget chain? Fitness Rooms. Sharp liked to exercise, and he knew that travelers would need a revival, especially after long flights. The Four Seasons was the first hotel to provide fitness centers. Comfortable Beds. Above all else, those weary customers wanted a comfortable bed. Sharp searched several countries in Europe before he found a bed that met his standard for comfort.
The Four Seasons offered the most comfortable beds of any hotel chain at the time, and today there seems to be an all-out war among hotels to see who has the best beds.
Full-Service Spas. In a Four Seasons resort north of Dallas was the first to introduce a full- service spa on the property. He knew what travelers wanted even before they could express it themselves, just as Jobs knew what Apple consumers would want before they knew it themselves.
Sharp was responsible for many, many more innovations.
We anticipated trends in low-fat, low-salt haute cuisine. We put shampoo, hair dryers, makeup mirrors, and bathrobes in rooms for guests who prefer to travel light.
Instead it has a concierge another innovation that Sharp brought from Europe to the U. Although the concierge title no longer exists, a greeter still stands at the door ready to welcome customers into the store. Apple copied another Four Seasons innovation: There is one difference: The Four Seasons bar dispenses alcohol.
The Apple Genius Bar dispenses advice. Your customer experience is only going to be as good as the model you use for inspiration. Studying brands outside of your industry can spark creative brainstorms.
Johnson was actually the first person to come up with the idea of the Genius Bar after listening to members of his retail development team. The next day Jobs had filed to trademark the name, Genius Bar. Absolutely, Positively, Overnight. After its first day in operation, however, FedEx managers communicated a different three-word vision to their employees: After years of planning, FedEx had twenty-three airplanes positioned in ten cities.
Dozens of salespeople were ready to accommodate the flood of orders. On the first day of operation, FedEx delivered exactly two packages! FedEx managers made the decision to communicate that vision—get the packages—and get out of the way of employees who were tasked with accomplishing the vision.
In his book, Customer Culture, Basch tells the story of Diane, a tracking clerk, who received a call from a distraught bride-to-be who needed a wedding dress to be delivered for her big day, which happened to be the next day.
The dress, however, was miles away. Diane had internalized the vision and did what had to be done. She lined up a Cessna and a pilot to fly the package to Florida. The bride was so ecstatic she called Diane from her honeymoon! She said the FedEx story stole the show. Everyone at the wedding was talking about the company that gave a wedding dress its own plane.
When Diane told Basch about the situation, he was taken aback. They would surely go bankrupt if they kept pulling these stunts, he thought. But Diane could not be faulted for creatively executing on the vision. Others at the wedding began using FedEx as their exclusive priority delivery company and continued to do so for years. Early success breeds complacency. FedEx might have become sloppy about service and the customer experience. Instead, everyone began to obsess about creating an extraordinary service culture.
The vision is the compass of the enterprise—its purpose for being. More practically and specifically, it is the experience that the organization is attempting to create for its customers, employees, and owners… the experience is then condensed into a headline that provides direction.
Recall from my introduction, the vision behind Apple Retail can be found on the credo card: Enriching Lives. The former head of Apple Retail, Ron Johnson, said that when Apple opened its first retail store, not one analyst gave Apple a chance. Apple had 3 percent market share, Gateway had shuttered its retail because the stores were attracting only or so people a week today 22, people a week visit the typical Apple Store , and Apple was competing against computer players like Dell whose slim margins and lower costs seemed to be the preferred business model.
The fewer words the better. For some large retailers, offering the cheapest price on the block has clearly been a formula for success. But most businesses cannot simply compete on price. They must differentiate on the customer experience. Enriching lives. They wanted to leave with a tool to help them fulfill their dreams. He was taken aback by the question, however. It mattered to him. The screens of notebook computers in Apple stores are positioned at ninety-degree angles to force customers to reposition the screen to interact with the product.
Positions matter. Apple employees wear blue shirts to stand out in crowded stores. Colors matter. Customers are greeted within ten seconds and ten feet of walking through the door. Greetings matter. Nothing about the customer experience is taken for granted. Not one thing. Details mean everything in the Apple experience, and Apple studies everything about the customer interaction to learn, refine, and improve.
Steve Jobs and Ron Johnson had a vision—to enrich lives.
Find inspiration outside your industry. Ask meaningful questions. Craft a vision statement. Remember, a vision is not a mission statement. Make sure your vision is bold, specific, concise, and consistently communicated.
Hiring the right people allows Apple managers to lead rather than dictate or manage. It hires for personality. Apple celebrates the diversity of the world in which we live, and nowhere is that diversity better reflected than in an Apple store. Do you have a nose ring? No problem. Spiked or colored hair? Again, no problem. Apple would love to have you. Do you have tattoos covering 90 percent of your body?
But there are no barriers to race, sex, age, or appearance. Apple hires for attitude and not aptitude. Apple hires people who want to play a role in creating the best-loved technology on the planet. Apple hires people who take joy in helping others discover tools they can use to change the way they live, work, and play. Apple hires enthusiastic people who want to help others achieve their dreams.
Hertzfeld was walking with Jobs near his home in Palo Alto, California. The company cannot train for personality. No company can. The filtering process begins at the Apple website, which specifically states the company is only looking for people who want to change the world and who want to positively impact the lives of others: Surfs the Internet—the real Internet—on an iPhone.
Or uses the built-in iSight camera to video chat with their grandchildren. Making it all happen can be hard work. And you could probably find an easier job someplace else.
It was meant to inspire employees and capture the spirit of the company. But if you read the poster carefully, it reveals much of the magic behind the brand and provides lessons for any company attempting to create a next-generation customer experience. Apple Store employees greeting customers with a warm welcome. Getty Images People who understand how important art is to technology.
People who match, and often exceed, the excitement of our customers on days we release new products. How to look for intelligence but give just as much weight to kindness.
How to find people who want a career, not a job. We can give each person their own piece of the garden to transform. On the subject of best customer service—Apple rocks! Polite, efficient, bend over backward helpful. Be nice to everyone: Everything is graded.
You are probably not surprised to know that restaurants, hotels, and other companies in the hospitality industry hire for attitude, but you might be surprised to learn just how much personality matters.
The best way to build a special workplace is to hire for attitude and train for skills, according to the Harvard Business Review. The research cited two companies that have built a unique and highly effective corporate culture by focusing on the type of people they hire.
He is credited for inventing a completely new approach to banking by making it a point not to hire people in the banking industry. Kuhlmann noted that to truly reenergize an industry or a company, look outside the industry for employees. They can learn about banking.
The Harvard research also points out that Southwest Airlines has prospered for forty years by embracing the hire-for-attitude philosophy. We are battle-born, battle-tried people.
Anyone we add has to have some of that warrior spirit. I understand what Sherry means about hiring people who fit the Southwest spirit. I fly Southwest frequently, especially on West Coast trips. On a flight from Oakland to Phoenix, one flight attendant had me and three other Gallo Communications employees roaring hysterically as he reviewed the safety instructions. Southwest cannot train for personality; it hires for personality. Most corporate hiring managers and human resources HR professionals focus on knowledge: Apple is perfectly fine hiring a candidate who has 10 percent knowledge and 90 percent passion.
Apple understands that a person with a lot of technical knowledge can hit the sales floor and lose customers if he or she has a lack of passion, a surly attitude, or an inability to communicate the benefits of a product clearly. Early in my tenure at this particular PR firm, I was taken aback by a question my boss asked me in the elevator: Are you overservicing the client?
I had never heard of the word. I always thought PR firms were in the business of developing relationships. Clearly not. My boss had heard that for one new client—a large agribusiness company—I put in a few hours over and above what it called for in the contract.
I had made the decision that our work with the client was not quite done, and I wanted to make sure they were completely satisfied with the experience. Fast-forward four years later when I left the firm to start my own communications practice not in the PR industry. This particular client left the PR firm because I was no longer there and has been giving my practice a substantial amount of business ever since. You see, the PR firm failed to realize that long-term relationships are based on hiring passionate employees who care about the client and who are given the freedom to satisfy the customer.
Apple hires friendly employees who genuinely like people and who are passionate about building relationships. Take notes NJ! Jobs admired the way Walt Disney built a legacy that would outlast him, and he studied how the Walt Disney company maintained a high and consistent guest experience.
In turn Disney also benchmarked its customer experience against Apple. The Disney Store was reinvented with input from Steve Jobs himself.
Those employees embrace the Disney culture and spread the Disney magic to the thirty million guests who visit Disney theme parks every year. I enjoy bringing my daughters to Disneyland in Anaheim, California. As a communications specialist I experience Disney a little differently than the typical tourist.
The employees are friendly and outgoing, and they all have a sense of ownership over the experience each guest receives at the park. Disney employees deliver a consistent experience because the organization is dedicated to a four-step approach to people management: These steps are well documented and transparent. Disney shares the conditions of employment right up front. If a job candidate applies online at http: Most organizations hire people who can do a job, and as a result, the culture gets created by default.
Disney and Apple design cultures, and they look for people who are passionate about them and who want to fit in. All new hires from cast members to senior leaders are required to spend a day at Disney University where trainers share the past, present, and future of the Disney organization. The program is called Traditions because Disney traditions and values are shared through stories, examples, and activities.
The goal is to build pride in the brand. The Disney trainers who facilitate the classes are also selected more for attitude than aptitude. Sound familiar? During one period when the recession forced organizations, including Disney, to cut costs, the Traditions program was trimmed back. The reaction was immediate. Supervisors began to complain that the hiring process had been changed. Disney was hiring the same type of candidates but not putting them through a culture course.
The resulting decline in customer service was so obvious, Traditions was reinstated and has remained in place ever since. Senior leaders at Disney have learned that trust is built through an active feedback loop with the employees responsible for delivering guest experiences. Disney leaders are encouraged to spend 60 percent of their time with employees and guests.
They are constantly having conversations with employees, listening to their concerns, and taking steps to improve the experience for both internal and external customers—employees and guests. I once heard that Phil Holmes, vice president of the Magic Kingdom, posts a confidential voice message for internal employees and leaves his direct number.
He actually does. One Apple Store employee told me that he sent Cook an e-mail asking a question about the signature glass doors at the entrance of his particular store. Disney provides a supportive environment where recognition and rewards play an important role in motivating and retaining high-performing employees.
Disney cast members enjoy being recognized for their contributions, and leaders have devised many creative ways of doing so. For now keep in mind that Disney, Apple, and other customer service champions frequently honor the employee. One Apple Store employee told me that a few days earlier the staff had gathered for a quarterly meeting, which in most organizations is an hour or more of dull financial slides that mean more to senior leaders than to frontline staff.
In this particular meeting, the management spent half an hour reviewing the numbers and the next two and a half hours celebrating the staff with games, activities, food, and even a karaoke contest. A Chicago favorite since , Spiaggia is the winner of the James Beard Foundation award for outstanding service. Yet even stuffy, hard-to-please critics consider Spiaggia the best Italian restaurant in Chicago. Lansing says that like Apple, Levy has a nontraditional approach to hiring.
The reactions are priceless. Because who asks that question? But the way a candidate answers the question and the stories they tell about the times they were nice provide Lansing with a good profile of the candidate.
It also forces the candidate to go home and think about the position. What are you passionate about in your life?
If you give me someone with those two traits, they will, nine out of ten times, be a great success in the company. Is it sincere?
He would sometimes bring candidates into a room where a prototype of the Mac was covered by a cloth, dramatically unveil it, and watch. If their eyes lit up, if they went right for the mouse and started pointing and clicking, Steve would smile and hire them.
He wanted them to say wow! But no company can touch hearts with heartless staff. Hire nice, friendly employees who have a passion for service and enthusiasm for your product. Visit an Apple store and watch the employees. Take note of their personalities, watch the way they behave and interact with each other and the customers. Visit Disneyland or Disney World with kids.
Take note of the smiles you see on the faces of the staff and how they interact with you, the children, and with each other. Avoid culture by default. Design a culture instead.
We are brutally honest with each other. Apple wants employees who have a confident and fearless attitude toward customers, managers, and other superiors. The philosophy started with the most fearless employee of all— Steve Jobs himself. He was challenging them to push beyond their self-perceived limits.
Jobs believed that by expecting people to do great things, they would do great things. If a person was calm and confident and Jobs could see that the person was passionately devoted to the user experience, he would respect that team member and his or her opinions. In one YouTube video that recently surfaced, Jobs is seen holding an internal meeting with employees at NeXT, the computer company he built after leaving Apple in Again, we see why all inspiring communications begin with the passionate pursuit of a bold, intoxicating vision.
During the meeting, one employee took Jobs to task for a punishing production schedule. The woman was strong, forceful, articulate, and knowledgeable. Jobs looked at her, nodded, and had a comeback.
The conversation grew heated but gave others the confidence to voice their opinions as well. By the end of the exchange, however, everyone was laughing, getting along, and feeling inspired about their new product.
Fearless does not mean insubordinate, obnoxious, or rude. Those are not the qualities you want to see in people on your team. In the hiring phase you must evaluate whether prospective employees can both give and receive fearless feedback. True confidence is revealed through conversations with hiring managers and employees. You do not need retailing or computer repair experience to be hired. Apple has a three-step hiring process that can last more than one month.
A description of each step in the process follows. According to Allen, the interviews are very informal and there does not seem to be a standard set of questions for the interview. Wallflowers are quickly weeded out. The larger group is broken up into smaller groups of about four to five people and asked questions about how they would respond to a potential situation: How would the candidates handle it? The answer is less important than how the candidate arrived at the answer.
Apple is looking for people who exhibit the traits of a team player. A very small percentage of the larger group gets called back for step two in the hiring—or the weeding out— process.
download for others
One applicant who went through the process posted this description on his blog: The meeting was held at an Apple store after it had closed for the day.
There were about twenty applicants there. Once we had all arrived, store management performed introductions and told us they were going to be hiring some of us to fill various positions. We were asked to go around the room, introduce ourselves, tell why we wanted to work for Apple, and something unique or interesting about ourselves.
At this point I was feeling pretty good because I have quite a bit of experience with Pages and most of the people there, even though they had called themselves Mac fanatics not ten minutes ago, barely even knew what Pages was. Ten minutes earlier some people in the room were bragging about how much technical knowledge they had about Macs and the programs. Fearlessness is not arrogance. Arrogance covers up insecurities. Fearless applicants speak up in a group without trying to impress the group with how much they know.
Apple customers are demanding. An arrogant candidate stands little chance of getting through the next round. The panel is looking for some technical knowledge, the confidence to ask for help, and the commitment to make sure the customer walks out of the store with a smile on his or her face. Managers are judging whether the candidate can go toe-to-toe with Steve Jobs, but they also want to determine that the potential employee can offer a Ritz-Carlton level of customer service. Managers might bring a candidate to the third round simply to reassure themselves and their staff that the new employee has passion and the right attitude.
In this stage a candidate might be asked questions about her success in a previous job. Again, the answer is not as important as the way the question is answered. A candidate who takes all the credit for his success will not be as impressive as the person who credits the team. Going toe-to-toe with Steve Jobs simply means that an employee believes in something and is willing to fight for it.
They are looking for fearlessness. Does the candidate get rattled? Does he or she fold? Again, they are not looking for people who have all the answers, but people who will defend their point and not be shy to ask for help when they need it.
In the original Macintosh team gave out awards to people who best stood up to Steve Jobs. In both his personal and professional life over the years, his inner circle tended to include many more strong people than toadies. Hire fearless employees instead.
In a word—ownership. If you approach an employee with a problem or question, the employee must own the problem and see that you are cared for. This tactic rarely happens anywhere else. I once approached a friend who looked very tired and agitated. Both brands hire friendly, but fearless employees who take ownership of the problem and will not let it rest until the customer gets resolution.
Cowardly employees will pass the buck. A fearless employee owns the relationship from beginning to end. No obstacle will get in the way of creating a satisfying relationship between the customer and the brand. Apple, your products are expensive and your shops a bit weird, but I love your customer service.
The players respected their coach and were fiercely loyal to each other on the field. I had not packed a suit or a tie for this trip, and I really felt like the topic required more formal attire.
I downloadd two coats and two ties, all while the car was waiting outside. It took all of fifteen minutes from the time I entered the store. As soon as I walked into the store I talked to the first salesperson I saw, Sam. Come this way. I know exactly what you need. His goal was to satisfy the customer and to make him look his best, all in fifteen minutes. Store appearance and product knowledge are certainly important, but customer comfort and satisfaction during the shopping experience hinge on something else: Where does the positive shopping experience start?
One study found that in a recession only half of employees in the United States took all their vacation time in a country where the average vacation is only two weeks. Expecting these employees to provide an exceptional customer service is like asking the cast of Jersey Shore to go one day without making fools of themselves. Fear also leads to something even more damaging to creating a customer- centered culture. Instead, Jobs motivated his team by creating a television ad—not for his customers, but for his employees.
Richard Dreyfus was the actor who voiced the final television ad, but Cook played the version Jobs read in his own voice. The misfits. The rebels.
Follow the author
The troublemakers. The round pegs in the square holes. The ones who see things differently. You can quote them, disagree with them, glorify or vilify them. They push the human race forward. While some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world are the ones who do. Both men loved design and would speak daily about creating products that were simple, elegant, and easy to use.
Ive was invited to say a few words at the memorial celebration. Sometimes they were truly dreadful. But sometimes they took the air from the room and left us both completely silent: He could also be harsh with Ive, but he expected Ive to defend his ideas.
Both men cherished the process and realized that innovation cannot flourish without the open exchange of ideas and feedback. But without fearlessness, the process breaks down. Ive pitched ideas passionately even though he knew there would be a good chance Jobs might cut them down with a curt, harsh rejection.
But he had the confidence to go toe-to-toe with Jobs. Go toe-to-toe with Jobs. Provide Ritz-Carlton customer service. Encourage team interaction. Is the person a know-it-all, or does he or she treat others with respect and even ask for help from time to time?
The goal is not to impress customers with knowledge. The goal is to leave customers feeling special and to enrich their lives. She will confidently make on-the-spot decisions for the good of the customer relationship. A low-trust environment is a recipe for disaster.
Low trust creates hidden agendas, politics, interpersonal conflict, interdepartmental rivalries, win-lose thinking, defensive and protective communication.
Low trust slows everything—every decision, every communication, and every relationship. Managers strive to create a trusting environment where employees feel confident giving and receiving feedback and making their customers feel valued. If you do not practice these behaviors as a leader in your organization, you might want to start.
You will never develop an exceptional customer service strategy without developing trust. Remember the question that hiring managers at Apple ask themselves: Jobs appreciated creative ideas. Isaacson confirms that Jobs allowed, even encouraged, people to challenge him.
Talk Like TED
Although employees could challenge Jobs, he demanded clarity from the conversation. If you are a business person, this book is a must read, as are the other books on Apple by Gallo. Meadows five-star site. For Bulk downloads. Happy readers. John Chancellor site Vine Reviewer. Knight site Review. Mershon site Review. Malo site Review. Tania Ruiz site Review. Lucy site Review. Customer Experience Articles. Apple's Five Steps of Service.In this stage a candidate might be asked questions about her success in a previous job.
Remember the admonition that Steve Jobs left to his employees shortly before his death: I live in a midsized town where few stores are ever really, really busy. Even Apple cofounder Steve Wozniak stood in line at a store in San Jose, California, more than twelve hours before the device went on sale!
It has also served a model—the gold standard—for businesses across a wide variety of categories.
- THE ABYSS BEYOND DREAMS EPUB
- PAULO COELHO THE ALCHEMIST PDF MALAYALAM
- THE SON OF NEPTUNE RICK RIORDAN PDF
- POWER ELECTRONICS CIRCUITS DEVICES AND APPLICATIONS PDF
- THE HISTORY OF MIDDLE EARTH EPUB
- THE YELLOW WALLPAPER BY CHARLOTTE PERKINS GILMAN PDF
- THE SECRET CIRCLE SERIES EPUB
- THE BOOK FIVE POINT SOMEONE BY CHETAN BHAGAT FOR
- VINAYAKA CHAVITHI KATHA TELUGU PDF
- AL FIQH AL AKBAR IN URDU PDF
- SOMMELIER PREP COURSE PDF