Another notable feature of the stores was the Genius Bar. Johnson came up with the idea on a two-day retreat with his team. He had asked them all to describe the best service they’d ever enjoyed. Almost everyone mentioned some nice experience at a Four Seasons or Ritz-Carlton hotel. So Johnson sent his first five store managers through the Ritz-Carlton training program and came up with the idea of replicating something between a concierge desk and a bar. “What if we staffed the bar with the smartest Mac people,” he said to Jobs. “We could call it the Genius Bar.”
Jobs called the idea crazy. He even objected to the name. “You can’t call them geniuses,” he said.
“They’re geeks. They don’t have the people skills to deliver on something called the genius bar.” Johnson thought he had lost, but the next day he ran into Apple’s general counsel, who said, “By the way, Steve just told me to trademark the name ‘genius bar.’”
Many of Jobs’s passions came together for Manhattan’s Fifth Avenue store, which opened in 2006: a cube, a signature staircase, glass, and making a
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maximum statement through minimalism. “It was really Steve’s store,” said Johnson. Open 24/7, it vindicated the strategy of finding signature high-traffic locations by attracting fifty thousand visitors a week during its first year. (Remember Gateway’s draw: 250 visitors a week.)
“This store grosses more per square foot than any store in the world,” Jobs proudly noted in 2010. “It also grosses more in total—absolute dollars, not just per square foot—than any store in New York. That includes Saks and Bloomingdale’s.”
Jobs was able to drum up excitement for store openings with the same flair he used for product releases. People began to travel to store openings and spend the night outside so they could be among the first in. “My then 14-year-old son suggested my first overnighter at Palo Alto, and the experience turned into an interesting social event,” wrote Gary Allen, who started a website that caters to Apple store fans. “He and I have done several overnighters, including five in other countries, and have met so many great people.”
In July 2011, a decade after the first ones opened, there were 326 Apple stores. The biggest was in London’s Covent Garden, the tallest in Tokyo’s Ginza.
The average annual revenue per store was $34 million, and the total net sales in fiscal 2010 were $9.8 billion.
But the stores did even more. They directly accounted for only 15% of Apple’s revenue, but by creating buzz and brand awareness they indirectly helped boost everything the company did.
Even as he was fighting the effects of cancer in 2011, Jobs spent time envisioning future store projects, such as the one he wanted to build in New York City’s Grand Central Terminal. One afternoon he showed me a picture of the Fifth Avenue store and pointed to the eighteen pieces of glass on each side. “This was state of the art in glass technology at the time,” he said. “We
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had to build our own autoclaves to make the glass.”
Then he pulled out a drawing in which the eighteen panes were replaced by four huge panes. That is what he wanted to do next, he said. Once again, it was a challenge at the intersection of aesthetics and technology. “If we wanted to do it with our current technology, we would have to make the cube a foot shorter,” he said. “And I didn’t want to do that. So we have to build some new autoclaves in China.”
Ron Johnson was not thrilled by the idea. He thought the eighteen panes actually looked better than four panes would. “The proportions we have today work magically with the colonnade of the GM Building,” he said. “It glitters like a jewel box. I think if we get the glass too transparent, it will almost go away to a fault.”
He debated the point with Jobs, but to no avail. “When technology enables something new, he wants to take advantage of that,” said Johnson. “Plus, for Steve, less is always more, simpler is always better. Therefore, if you can build a glass box with fewer elements, it’s better, it’s simpler, and it’s at the forefront of technology.
That’s where Steve likes to be, in both his products and his stores.”
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CHAPTER THIRTY
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THE DIGITAL HUB
From iTunes to the iPod
The original iPod, 2001
Connecting the Dots
Once a year Jobs took his most valuable employees on a retreat, which he called “The Top 100.”
They were picked based on a simple guideline: the people you would bring if you could take only a hundred people with you on a lifeboat to your next company. At the end of each retreat, Jobs would stand in front of a whiteboard (he loved whiteboards because they gave him complete control of a situation and they engendered focus) and ask, “What are the ten things we should be doing next?” People would fight to get their suggestions on the list. Jobs would write them down, and then cross off the ones he decreed dumb.
After much jockeying, the group would come up with a list of ten. Then Jobs would slash the bottom seven and announce, “We can only do three.”
By 2001 Apple had revived its personal computer offerings. It was now time to think different. A set of new possibilities topped the what-next list on his whiteboard that year.
At the time, a pall had descended on the digital realm. The dot-com bubble had burst, and the NASDAQ
had fallen more than 50% from its peak. Only three tech companies had ads during the January 2001 Super Bowl, compared to seventeen the year before. But the sense of deflation went deeper. For the twenty-five years since Jobs and Wozniak had founded Apple, the
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personal computer had been the centerpiece of the digital revolution. Now experts were predicting that its central role was ending. It had “matured into something boring,” wrote the Wall Street Journal’s Walt Mossberg.
Jeff Weitzen, the CEO of Gateway, proclaimed, “We’re clearly migrating away from the PC as the centerpiece.”
It was at that moment that Jobs launched a new grand strategy that would transform Apple—and with it the entire technology industry. The personal computer, instead of edging toward the sidelines, would become a
“digital hub” that coordinated a variety of devices, from music players to video recorders to cameras. You’d link and sync all these devices with your computer, and it would manage your music, pictures, video, text, and all aspects of what Jobs dubbed your “digital lifestyle.”
Apple would no longer be just a computer company—
indeed it would drop that word from its name—but the Macintosh would be reinvigorated by becoming the hub for an astounding array of new gadgets, including the iPod and iPhone and iPad.
When he was turning thirty, Jobs had used a metaphor about record albums. He was musing about why folks over thirty develop rigid thought patterns and tend to be less innovative. “People get stuck in those patterns, just like grooves in a record, and they never get out of them,” he said. At age forty-five, Jobs was now about to get out of his groove.
FireWire
