Page 193 - The Apple Experience

management does not hire for attitude and if it isn’t committed to designing
a culture of trust and empowerment. For example, in another goose-bump

moment for FRSTeam, a customer service rep had noticed a family portrait

hanging on the wall. The fire had damaged it so badly the glass frame had

actually melted onto the picture, ripping large sections out of it. It wasn’t the

type of article that FRSTeam typically restores, and it appeared irreparable.

But the driver knew Photoshop, and on his own time repaired the portrait. He

meticulously touched up the portrait of the four family members, replaced
the glass, and returned it personally to the family.

The FRSTeam driver who repaired the photo on his own time makes $12

an hour, about the same hourly wage as people on the Apple sales floor.

Don’t ever make the excuse that customer service is directly tied to how

much a person makes in salary or commissions. The FRSTeam driver and

the typical Apple Retail employee are committed to delivering an

extraordinary experience because both brands live the principles revealed in
Part I. The driver doesn’t see his job as simply picking up and dropping off

items, and the Apple employee doesn’t see his or her job as selling

computers. Both have internalized the vision to rebuild lives (FRSTeam) and

to enrich lives (Apple). They are also trained to engage the customer in

conversations that facilitate an emotional engagement with their respective

brands. Don’t “sell” things to your customers. Wow them instead.

CHECKOUT

1. Create wow moments. Think about creating wow moments around your products

or services. Apple employees know how to create such memorable moments for

each product category. Customize the experience by using examples and stories
relevant to the customer.