Apple Sales Meetings

Before Apple opened its own retail stores in 2001, they sold its products through independent dealers and other authorized retailers. Regional managers oversaw independent sales reps who visited dealerships to provide technical support and service. It was a commission-based arrangement: the more units you sold, the more you earned.

IBM’s entry into the market changed the equation. Consumers saw it as a safer purchase, making it easier for reps to sell to dealers. This pushed Apple to develop a dedicated sales force whose members knew the product line inside out and represented the company as Apple employees would.

Sales meetings brought reps together from around the country and the world to share strategies and playbooks for winning accounts. They also gave the Sales & Marketing group an opportunity to train, motivate, and learn from the team.

A dedicated sales force gave Apple more reliable forecasts and greater control over product messaging. It was hard work, and these meetings reflected that: people worked hard and played hard.

I was the creative director for the 1984, 1985, and 1987 sales meetings. These projects came without the usual marketing requirements. The brief was simple: make the three-day gathering memorable, bring its activities to life, and help people connect.

In other words, I got to color outside the lines. Work with artist and illustrators that I normally would not for product marketing.