5. FUTURELAB
COPY MODIFY CREATE DEGREE OF
INNOVATION
Introduce global Modify existing Develop new
formats that already concepts to better concepts, targeting
exist match local needs specific local
segments and needs
4. INNOVATE LIKE ONLY ROMANIANS CAN
8. FUTURELAB
Apple Retail 2001
Sorry Steve, Apple Stores Won’t Work
(Business Week)
Apple Retail 2004: Watch video on
Fastest retailer ever to reach the http://www.youtube.com/watch?
$1 billion mark a year v=m-Y7vZMEPrU
Apple Retail 2006
Fastest retailer ever to reach
$1 billion/quarter mark
Apple Retail 2007
Sales per sq.meter = $ 30,176
(as comparison: BestBuy = $10,643)
HOW DID THEY DO IT?
9. DRIVERS FOR RECOMMENDATION IN ICT
Source: Net Promoter ™ Economics: the Impact of WOM, Satmetrix, 2008 FUTURELAB
10. • Careful segmentation and focus on students, educators and
creative professionals (even now consumer appeal broadens)
• A retail experience differentiated by service before, during and
after sales (Genius bar)
• Scenario or lifestyle Marketing & Sales vs. Product « What do
you want to do ? »
• Style & design
THE RESPONSE
Source: Net Promoter ™ Economics: the Impact of WOM, Satmetrix, 2008 FUTURELAB
11. BREAKING ALL THE RULES
•No commissions
•Team bonuses
•Focus on experience
•Fashion & design people to run computer retail
•Hire for personality, attitude and customer fit …
train the rest
Ron Johnson •High identification: Tshirts, iPod, discounts, …
Target
•3 week immersion at start of job ONLY on
customer relationship skills and understanding
customer needs/lifestyle
• All product training is online (except
geniuses)
• Training on store computers or borrowed
MickeyDrexler laptop
The Gap
FUTURELAB
12. Revenue Growth % 2007 vs 2008
Source: Fortune Magazine, May 5,2008
24,3
13,8
8,4
6,5 6,2 5,5
0,8
HP Dell Apple Xerox Sun NCR Pitney
Bowes
RESULTS
FUTURELAB
Editor's Notes
When you look at the various aspects that drive recommendation in ICT markets, you find the product, yet also key experience variables like Reputation (trust), meeting needs (personalisation), ease of doing business, … Apple has addressed each of these elements with a number of unique elements Careful segmentation allows them to better match the needs of opinion leaders The retail experience with highly knowledgeable staff who literally « lives » the brand has shifted focus from « the sale of a PC and after-sales » to a « hangout for sales, and after sales support + community building) Scenario and lifestyle marketing & sales has further allowed them to package and tailor their offer around computer usage rather than function (e.g. music, video, …) They have stuck to their own styling, which has enhanced the prodcut experience (you cannot live without a good product)
When you look at the various aspects that drive recommendation in ICT markets, you find the product, yet also key experience variables like Reputation (trust), meeting needs (personalisation), ease of doing business, … Apple has addressed each of these elements with a number of unique elements Careful segmentation allows them to better match the needs of opinion leaders The retail experience with highly knowledgeable staff who literally « lives » the brand has shifted focus from « the sale of a PC and after-sales » to a « hangout for sales, and after sales support + community building) Scenario and lifestyle marketing & sales has further allowed them to package and tailor their offer around computer usage rather than function (e.g. music, video, …) They have stuck to their own styling, which has enhanced the prodcut experience (you cannot live without a good product)
As a result, in spite of already being the third largest computer and office equipment company in the Fortune 500, Apple still captures growth rates will in excess of any of its competitors.
