Apple and understatement aren’t close relatives. Not that they don’t have a right to strut a bit: after all, under its returning co-founder, Apple 2.0 performed the most stunning corporate turn around ever — and shows no sign of slowing down. As a result, product launches, developer conferences and quarterly earnings announcements all turn into opportunities for the company to blow its own horn.
So, when the 10th anniversary of the first Apple Store came by, I expected a big celebration: fireworks, decorated stores, laser engravings on Anniversary Edition iPods, a coffee table book with a Steve Jobs foreword, a speech, a video… Yet, on May 19th, nothing happened. At least publicly.
All we got was a leaked internal poster celebrating 10 years of achievements and learnings:
An eyeful or an eye-chart. You can get a more legible PDF version from ifoAppleStore.com. Or, courtesy of Tech Evangelist Joey deVilla, a version obligingly rendered in text with paragraphs. Longish as it might be, the document is worth reading: it rings true and proud; it is manifesto of Apple’s retail philosophy — and of its impact on the entire company.
I decided there had to be a reason for the official quiet. I wanted to make the anniversary a Monday Note topic, but hearing the silence and unable to ascribe a meaning to it, I decided to bin the topic for a while.
The wait didn’t last long: Ron Johnson, Apple’s Sr. VP or Retail Operation announced his departure right after the June 6-10 WWDC. Divorce papers the morning after the anniversary… The muting of the celebration made (some) sense.
But why did Ron Johnson leave?
Under his tenure, Apple Stores have become the envy of the retail industry, breaking one record after another: revenue per square feet, year-to-year growth, store size, foot traffic and architectural design. (See here for a neat set of Apple Store statistics.)
With such a record, one can easily see Apple’s “retail guru” standing up, declaring “My Job Is Done” and leaving on a high note.
Then, sparing us the rote “spending more time with my family” explanation, Ron states he always wanted to be the CEO of a major retail chain. JC Penney just happened to need a new CEO, this was an opportunity to fulfill a long-time ambition, to become his own boss.
All very logical, but, for a number of reasons, the polished tale doesn’t quite ring true.
First, with 326 Apple Stores, the job isn’t quite done. Exceedingly well done so far, but not complete. For example, after the US, China is now Apple’s second market, it is where Apple experiences its largest year-to-year growth. According to ifoAppleStore.com, the site that does an excellent job of documenting the life of Apple Stores, Apple will open 25 more stores in China by the end of 2012. My own observations of Apple’s third market, Western Europe, lead me to believe Apple is very far from reaching saturation there. For example, with a population of about 36 million, California has 49 Apple Stores. France, with a population of 62 million, only has 7. Per capita GDP differences ($47K vs. $34K yearly) don’t account for the disparity. We can safely assume this applies to Western Europe as a whole, showing how much headroom Apple Stores still have there.
No one knows what the saturation is, fortunes have been lost by those who believe trees grow to the sky, but there is no reason to consider Apple Stores are “done”. One could just as easily call today’s Apple Stores network ‘’a good start’’.
Second, Apple Stores are always evolving. This gets us much closer to the real explanation than my previous point. The never ending stream of changes, the attention ranging from architectural design to minute furniture details all bear another man’s imprint: Steve Jobs’. We’ll recall he picked Bohlin Cywinski Jackson as the architects for Pixar’s elegant headquarters — and kept using the firm for most Apple Stores building or renovation projects. In the process, several Apple Stores became architectural icons. Then, when it came to interior design, Jony Ive, Apple’s Senior VP of Industrial Design took a lead role.
For the ever changing details, watch Steve Jobs proudly take us through the first Apple Store in this 2001 video. And compare with today’s setup.
For amateurs of minutiae, ignore the main checkout podium where MacBooks run transactions and, instead, take a look at a standard product display table. Your friendly Apple Store employee just performed a painless cashectomy using the newer iPod Touch-based portable Point Of Sale terminal. Now, where is the printer for your receipt? Affixed under the table’s main board, upside down, invisible. No unseemly display of non-Apple appliances. For the occasional cash transaction, foreign visitors mostly, a few tables also carry a barely visible cash drawer cut in the side.
Recently, stores reduced space dedicated to accessories, peripherals and, with the Mac App Store in mind, boxed software. This resulted in more room for something called Personal Setup, where an Apple employee helps a customer get started with his/her new purchase.
You get the idea: “Apple”, meaning Steve Jobs, is never satisfied, always looking for ways to improve its stores or, for that matter, anything else Apple.
In the end, in spite of his signal contribution to Apple’s success, Johnson must have felt disenfranchised. Coming in, he brought with him expertise and contacts “Apple” didn’t possess. Over time, Jobs’ keen interest in the matter turned into heavy involvement in every facet of the operation. Apple Stores became Steve’s brainchild, not Ron’s. Hence his decision to look for an opportunity to be really in charge, as opposed to working for a gifted, focused and strong-willed visionary.
Now, why did Ron Johnson pick JC Penney?
He doesn’t need the money, we’re told he made about $400M working at Apple. And JC Penney, to say it politely, isn’t the most attractive of US retailers. Once an American icon, JC Penney is now a tired chain. All the better, some say: Ron Johnson will bring some of the Apple magic and revive the company. This is drawing a very superficial comparison: the two kinds of retail establishments couldn’t be further apart. Apple runs with a very small number of SKUs (Stock Keeping Units), a very short product line. Conventional retailers tens of thousands of different products. Apple is willing to spend tens of millions on a single store, JC Penney never did and very likely never will. Apple products are often elegant, if not iconic, not something that can be said of JC Penney’s merchandise.
Further, it looks like Ron’s CEO title isn’t exactly endowed with full meaning: Reuters and the WSJ let us know his role will be “limited”, at least initially, “focussed on marketing and merchandise selection, while Ullman [the real CEO and Chairman] will oversee the more common executive responsibilities of accounting, finance, corporate strategy and logistics…”
The Ullman in question is Myron (Mike) Ullman, age 64, a veteran retail executive with experience at LVMH’s DFS (Duty Free Stores) business unit and RH Macy, among others. He also sits on the Board of Directors of companies such as Starbuck’s and Global Crossings, and of several Bay Area charitable organizations.
Another unexplained datum is Ron’s start date: November 1st. The most likely but hard to confirm explanation must lie in a paragraph of his Apple exit agreement.
When that date comes, we’ll see if Mike Ullman really handles the reins to Ron or if the Apple alumnus finds himself working for yet another strong-willed boss.
Back to the Apple stores and to Ron Johnson’s legacy: quoting David Berman and his quarterly DeeBee Index, USA Today reports Apple contributed to 20% of “all sales growth by publicly traded retailers in the U.S”, this for the first three months of 2011. One has to qualify the number a bit: it relates to publicly traded retailers only, not to the entire US retail sector. Still, keeping in mind the likes of Walmart are all publicly traded, Apple’s share is surprisingly high.
We’ll now more in a few days, when Apple releases its numbers for Q2, the April to June 2001 quarter.
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12 Comments
The applestores should be compared to fast foot outlets.
Steve’s leadership should be compared to the best of Napoléon.
For the record, Target was the number three discount merchant (behind Wal-Mart and Kmart) and not going anywhere when Johnson initiated “Expect More, Pay Less” and bought designer influence to Target. Revenues and Profits followed. That’s why he got the Apple gig. Remember.
JC Penneys will never be an Apple store, but it gained a greater likelihood of future success with hiring Ron Johnson as CEO. I saw the Target and the Apple success .. expecting a similar good outcome at JCP.
RE: “We’ll now more in a few days, when Apple releases its numbers for Q2, the April to June 2001 quarter.”
REPLY: You meant, of course, the June *2011* quarter, not 2001.
In the end, in spite of his signal contribution to Apple’s success,
Signal or single?
Ron Johnson’s experience and guidance were needed in the store development process in the early years. The rest of Apple had no success nor expertise in retail stores. Most all previous efforts to rely on corporate IT sellers and national retail chains to interact with potential or even existing Mac users were failures and led to decreasing presence of Apple’s products and their image in the marketplace. Everywhere. They had no choice but to go direct.
Yet I still have two gripes concerning Ron Johnson’s leadership:
1.) After Johson made the first $200 million one has to wonder just how valuable his skills were in terms of continuing excessively high compensation. That is an exceptional earnings number that JLG indicates to have grown twice as large. The board should have reeled that in long ago.
2.) His retail team’s international myopia and lack of execution in non-English speaking countries has left money and profits on the table for Apple. Full stop.
Current opened store totals – http://en.wikipedia.org/wiki/Apple_Store
328 opened Apple Stores
296 stores in English language speaking US, UK, Canada and Australia
or
90% in English language speaking US, UK, Canada and Australia
It was 87% three years ago.
Retail is not just about the US. It has been the easy part and Johnson and team proves it. As Apple expanded its international portion of revenue over the last five years, retail stores should have been expanding accordingly and larger sales and profits could have been possible throughout. It did not happen.
Retail stores opened recently in 2011
2011 Q2 store openings – total = 1
324 Altmarkt-Galerie – Dresden (Germany) – March 31, 2011
2011 Q3 store openings – total = 3
325 Saint-Catherine – Bordeaux (France) May 14, 2011
326 La Part Dieu (Lyon, France) – June 4, 2011
327 The Oracle – Reading (UK) – June 25, 2011
Pitiful numbers as Johnson departs.
Article from 16 May 2008 is worth reading in its entirety as it spoke of the issue and how it has always been trouble for American managers.
http://www.macnews.com/content/donovans-views-apple-retail-talk-talk-walk-walk
“Today, Apple is about 50 percent international revenue and about 50 percent in the U.S.,” he [Ron Johnson] said. “We increasingly want to get our retail presence out in the other countries.”
I calculate that 95 percent of the Apple retail stores operate in areas/markets where the first language is English and that will have to change with any expansion into countries where 100 percent of the population prefer to speak their non-English language. This alone requires more bilingual capabilities in managers and staff just to get a store open for business.
Most American managers working domestically in the US will not be exposed to working life outside the US borders. The few differences in operating between domestic states, as well as the local society and habits are much less than what they encounter when operating between countries and regions.
In twenty-five years of living outside the US after being raised a mere 50 miles south of Cupertino for the first twenty four years, I realize the correlation of the lack of international living experience and understanding of differences in markets, society and culture have often led to less than stellar performance by American-based companies (and their managers) operating outside their borders, including those “borders of experience”. A much broader set of skills and viewpoints are required for “better” performance in reaching an increased international retail presence (of so many unique and different countries) and Apple is no exception.
Ron Johnson – Good luck with JC Pennys and their red hot highly demanded products.
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There is plenty Ron Johnson can bring to JCP including the fact that he likely learned much from Jobs and Ives about design that can be translated to stores like JCP (imagine stores within stores, etc).
I think the lack of a celebration is likely more to do with Jobs seeing the AppleStores as a means to an end. He expects this channel to do what its done and can’t imagine how a store that sells such *amazing* (in his eyes) good could possibly fail. That doesn’t mean that there hasn’t been excruciating care lathered onto the Stores and it also doesn’t mean that the Microsoft stores will fare anywhere near as well (their fundamental business premise is so different from Apples). Indeed, that chess game is so one-sided that Jobs is playing it blindfolded.
An interesting link that shows the strength of the concept (in French) :
http://www.journaldugeek.com/2011/07/20/clone-apple-store/
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It’s both amazing and non-surprising that Apple keeps coming out with “the next cool thing”. I don’t think Microsoft will ever really catch up, but I bet if Google wanted to throw some money at it they could. Tough thing for Google is they would have to get more “hip” factor going with their branding. Wait a minute…..do they even have a branding image?
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