Steve Jobs and Angela Ahrendts what in common?

Author Tuaw site named Yoni Heysler (Yoni Heisler) believes that between these two personalities have a lot in common.

"The more I read about Angela Ahrendts, the new head of retail at Apple sales, the more I am convinced that she will be a valuable and effective addition to Apple executives. Moreover, the views Ahrendts on retail sales and quality customer service is quite well with Apple's unique culture. It is important. Recall at least the dismissal of Mark and John Peypermaster Brouetta - these people were "not of a feather", so did not stay in the company for a long time.

With the backing of experience in Burberry, Ahrendts well versed in the field of luxury sales - this is the niche where he works and reigns Apple. Looking more broadly, Apple shares Ahrendts opinion that the creation of a truly compelling products that best meet user needs, is paramount.

In early 2013, she gave an interview with Harvard Business Review, which gave details of the beginning Burberry career and how she was able to transform the "old British icon of the global luxury brand. " And then parallels suggest themselves: the path that has done to raise Ahrendts Burberry, in common with the situation, when Steve Jobs returned and revived Apple. In addition, underlying many of its solutions business philosophy, similar to the "apple".

Here are a few quotes for example.

"When I became the head of Burberry, in July 2006, a class" suite "was one of the fastest growing in the world. With its rich history, the main role which played a recognized worldwide trench coats, Burberry brand had to have a lot of advantages. But when I saw my senior managers, who came to our first meeting of strategic planning, something just struck me. They came from all over the world to the city with classic British weather (gray and damp), but none of the more than 60 people was not dressed in a trench coat Burberry. I doubt that any of them at all bought at least one. If our top officials did not buy our products, in spite of the great discounts available to them, how could we expect from these customers purchase a coat at full price? "

Nothing like? Apple executives, in particular, Steve Jobs, has repeatedly stated that Apple makes only such products which they would like to use.

Let's hear more Ahrendts:

"This meant that we have a problem. Despite the rapid growth of the world market, Burberry grew by only 2% per year. The company has an excellent foundation, but it is out of focus our attention in the process of global expansion. We had 23 licenses worldwide, each - for different things. We sold takyu products like clothes and leashes for dogs. In one of our biggest stores on Bond Street in London, he was a department with kilts. There is nothing wrong with each of these products individually, but they are put together in a lot of things-to-all, and in this pile small but exclusive and amazing. "

Again, we can proveti parallel with the return of Steve Jobs to Apple, and the company's subsequent grand transformation. Recall that Jobs returned to Apple, was stunned by the extensive and somewhat confusing line of Apple products. Jobs even once said that if he could not understand the difference between a plurality of selling Apple products, then how could it be expected from consumers?

Take a look at the graph of Apple products from 1995 to 1996:

So without further doubt Jobs has continued to simplify the range of Apple products, focusing on four areas: desktops for professionals and common users and laptops, also for professionals or consumers.

Talking about one of the problems that faced Burberry in 1996, Ahrendts explains that it was against stiff competition from similar companies, for example, Louis Vuitton. Similarly, Apple has never been blindly knowledge market. In contrast, Apple's, creating a premium cell owns the lion's share of profits in the smartphone market.
The parallels do not end there.

Standing at the helm in Burberry, Ahrendts immediately conducted an audit of the status of the brand Burberry and found fragmentation: in their licenses around the world make the same products, but with different levels of quality. Her solution? Superdizaynera hire, capable of restoring the unique Burberry luxury goods. In this role perfectly approached the young designer by the name of Christopher Bailey, with whom Ahrendts worked at Donna Karan and which, according to her, was "sensationally gifted". Parallels? Of course, the adoption of Jobs to work relatively unknown at the time the designer Jony Ive.

The Apple Ahrendts not have to completely rethink the company. In contrast, Apple - well-oiled machine that does not need to be repaired. Instead, the need to focus on expanding and strengthening.

In general, the story she tells about Burberry, looks like a story about the time of Apple Steve Jobs return. Therefore it can be concluded that the company has adopted a perfectly correct solution for their future prosperity.