Organization Identification and the Success of Apple Stores

Organization Identification and the Success of Apple Stores

For more than a decade, Apple Incorporated has seen a tremendous growth. With the MacBook, iPod, iPhone, iPad and more, Apple’s game changing products have placed it atop the electronics world and made it a premier business model across all categories. During this stretch, as online stores replaced brick and mortar shops, Apple also opened its first retail store. Today Apple Stores are destinations for consumers, fans and tourists all over the world. While the popularity of the products they sell helps bolster the stores’ sales, there is more to the success of these retail havens. According to Lichtenstein, Netemeyer and Maxham (2010) define organization identification as “the degree of overlap between the individual’s self-concept and the perceptions the he or she holds regarding the target organization” (p. 86). It is hypothesized that organization identification between consumers and Apple (relative to Apple stores) is developed from the personal attention consumers receive at the stores and the unique shopping experience; this organization identification is a primary factor in the financial success of Apple Stores.

The type of personal attention customers receive when they enter an Apple Store sets the store apart from other retail organizations. Apple’s retail workforce is made up of individuals who truly live the Apple brand. Graham Marley, an Apple Store applicant, was quoted in David Seagel’s (2012) article saying that he dreamt of working for the company he had always advocated for. Apple Stores have continually attracted applicants who are strongly connected with the company already. Lichtenstein et al.(2010) explain that employees who have a strong identification of the organization will tend to advocate for the brand to customers. This, in turn, encourages the customer to identify with the organization as well (Lichtenstein et al., 2010). Apple, also, seems to have found the balance between ignoring customers and incessant pestering. Katie Hafner (2007) attributes Apple’s retail success to the individualized attention that customers receive from employees. For perspective, Stross (2007) describes that he failed to draw an employee’s attention when he entered a near-empty Sony store. Bhattacharya and Sen (2003) explain that customer interactions with employees is an effective way to communication the organizations identity – providing consumers with information needed to greater develop their organization identification. Through the hiring of brand advocates, and the attention these advocates give to customers, Apple stores are fraught with opportunities for customers to create and strengthen their organization identifications.

Along with interactions with Apple employees, Apple Store customers are affected by the unique and innovative shopping experience. Apple has always been a brand that has distinguished