Buying from an Apple store 'used to be a revered thing,' a customer said. 'Now you don’t want to bother with the inconvenience.'
, who had previously run the British electronics chain Dixons. Browett borrowed from the big-box playbook by pushing accessories and warranties. That boosted sales but weakened a culture that preferred to help customers rather than sell to them. In a morale-damaging effort to cut costs, he fired workers, cut the hours of others, reduced overtime and promoted fewer people.
Meanwhile, Ahrendts 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,” said one employee, “but in the process made things more difficult for some customers.
Opinion is divided on the changes Ahrendts made to customer education. For many years, you could pay a $99 annual fee and schedule one-on-one training sessions with an Apple worker. Ahrendts replaced that with Today at Apple, free group sessions where customers can learn to drum on GarageBand, use an Apple Watch or enjoy a concert. The company said that few people signed up for the previous service but that 18,000 Today at Apple sessions are held each week.
Even before Ahrendts’ departure was announced in February, Apple began moving away from her strategy. Stickers and poster boards appeared in stores pushing new devices and initiatives—anathema to Ahrendts’s less-is-more philosophy. The pricey, special-edition watches were long gone, and Apple had introduced lower-priced handsets such as the iPhone XR.
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