The Apple Experience: Secrets to Building Insanely Great Customer Loyalty by Carmine Gallo

It’s an awesome experience. I think you’ll be really pleased. As you can see, we are very busy today. I’d love to help you right after this customer, but you might be served more quickly if you request a Specialist using the iPadnext to the computer. Just tap “ask for Specialist,” and someone will be right over.
    Customer 2: OK. I’ll do that. Thanks.
    Specialist: No problem. I’ll come back to check on you. (The Specialist now “owns” the relationship. You will learn more about owning the customer relationship in Part II.)
    Specialist (turning back toward me) : I see you’re holding the eleven-inch MacBook Air. Can you believe how thin and light it is? Pretty cool, isn’t it?
    Carmine: It is. But I think the screen is too small for me. I like the thirteen-inch model better.
    Specialist: I can see why you would like it. It sounds like you’re on the road a lot and you’re not always plugged in to a larger display. (The Specialist repeatedly referred to our previous conversation, demonstrating that she did, indeed, listen to me.)
    By this point in the conversation, another Specialist, “Sam,” had arrived to help Customer 2. But while we were discussing my decision, a third customer interrupted our conversation. Interruptions occur frequently at the Apple Store, and although some customers can be rude, Apple employees treat everyone with a smile and a friendly greeting. If the employees are irritated, they don’t show it. I’ll continue with my observations:
     
Customer 3: Excuse me. I just came in to buy these headphones. Where can I go to ring it up?
    Specialist: I can help you here and get you on your way. I just need your credit card. (Apple employees carry EasyPay devices, specialized mobile checkout systems.)
    Specialist (turning toward me as Customer 3 is fumbling for credit card) : Have you decided between the 128 GB or the 256 GB model?
    Carmine: Well, despite all of the multimedia currently on my computer, it still only takes up 75 GB on my hard drive. So I think I’ll be OK with128 GB of storage. (Although the Specialist is handling another transaction, she is maintaining eye contact with me and nodding in agreement. She is still actively engaged in the primary conversation.)
    Customer 3: Well, that was easy. Thanks.
    Specialist: No problem. Thanks for coming in. We’ll see you next time. (Apple employees end conversations with an invitation to continue the relationship, which we will discuss more in Part II.)
    Specialist: Carmine, it sounds like you’ve made up your mind. I think you’ll be very happy. I can’t wait to hear about your experience. Before you leave, I’ll give you my card so you can contact me with any questions. (By giving a customer a card with a name and number on it and inviting the customer to extend the relationship, employees can turn someone from a “satisfied” customer into a “promoter.”)
    Let’s return to the example of the ice cream parlor to see how the Apple experience translates into another, non-computer-related field. Here are two scenarios of how a customer interaction might play out. The first is conducted by a typical, nonmultitasking employee juggling multiple customers. The second scenario is an example of effective multitasking.

Scenario 1: Ice Cream Parlor
     
Employee: Have you made up your mind?
    Customer: No, I haven’t.
    Employee: OK, I’ll take care of the next customer while you’re thinking.

Scenario 2: Ice Cream Parlor
     
Employee: Have you chosen the flavor of ice cream you’d like to enjoy today?
    Customer: No, I haven’t.
    Employee: Do you like chocolate, vanilla, or strawberry?
    Customer: Oh, chocolate. I love chocolate.
    Employee: So do I! Our flavor of the month is dark chocolate brownie. It’s the richest chocolate in the store, and it’s loaded with real brownie chunks. Please take your time, and I’ll assist the next customer in line while you’re deciding.
    In
Customer Experience
, researchers discovered the