Apple Customer Service
- 4am-10pm PST
- 23 mins wait
Apple customer service. Get in touch with Apple's customer service department through the following phone numbers, social media, contact form and live chat. For more information about technical support, sales support and repairs, please call the numbers listed below.
Apple Customer Service Phone Numbers
- Customer Service 800-692-7753
- Customer Service 800-676-2775
- Sales Support 1800 92 38 98
- Technical Support 1800 80 40 62
How To Contact Apple
Welcome to Apple. Your call may be recorded for quality assurance.
- I’m an automated system that can handle complete sentences. So please tell me how I can help you today.
- Thank you for calling Apple Care, what kind of iPhone is it? An iPhone 5, a 4S, iPhone 4, a 3GS or say, "It’s a different one."
- Caller: iPhone 5.
- Now, I’d like to get the serial number from your product. This will only take a few steps.
- Please help me look up its details so that the adviser can be prepared to help you.
- You can often find this number on the outside of the device, on the original packaging or in settings under “about”
- If you are ready to give me the serial number, please say, "I’m ready" or if you need more time, please say, "Hold on".
- If you’re not sure where to find it, please say, "Help me find it."
Apple Customer Service Number
Apple Computer, Inc. has undoubtedly changed many of the ways in which we view technology. Apple showed us that utility does not have to come at the cost of aesthetics, and that high end devices can be user friendly. Now the company that changed the way we listen to music with the introduction of the iPod, made us look differently at smart phones with their release of the iPhone, and then broke ground for mobile computing with their release of the iPad, are now setting their sights on changing the way that we watch television by developing what many technology analysts are dubbing the "Apple iTV".
As with many devices that have come from the famous company, the rumors surrounding this Apple iTV has been many, and considering how secretive Apple is with their projects, quite hard to confirm for veracity. Accurately sorting between fact and fiction may be difficult, but with the demand for information about the Apple iTV rising, loyal Apple customers and curious tech buffs alike relish any news that they can get, though understandably, always taking it with a grain of salt.
The rumors of an Apple iTV has long circulated among technology circles for years, with claims that company executives had been planning for its development since 2007, with the late Steve Job's biography revealing that he had "cracked" the method to create a TV with the simplest user interface that people have ever seen. It had been guessed by many that this interface referred to Siri, which even now Apple regards as still in its beta stages. For an Apple iTV to truly live up to the vision of Steve Jobs, several advances in the technology must be made, though many tech analysts claim that with the current developments in Siri as of late, it may actually be coming of age.
The effects of an Apple iTV to the television market would surely be huge. Apple's products have a reputation for rewriting the rules for their niche and causing competitors to look for ways to stay abreast of the huge technological and aesthetic leaps that each product comes with. As to what the new features that an Apple iTV will come with is still a jealously guarded secret. Rumors of voice and motion controlled menus, connectivity with the rest of Apple's devices and what Jobs referred to as the iCloud, and even touch activated screens have bred excitement within the tech community and apprehension with rival companies who are understandably trying to come up with features to rival the Apple iTV when it is eventually offered to the public.
The buzz on the Apple iTV's release sets it at late 2012 or early 2013, with various manufacturers now said to be vying for contracts to produce various parts of the product. Whether or not any of the speculations on the Apple iTV are true or not will have to wait until official information is made public, until then, both customers, technology enthusiasts, and rivals will have to rely on the rumor mills and make guesses on how this latest product will change the television market.
Outside of the workplace, we are all consumers engaged in buying decisions, whether at the grocery store, the consumer electronics store, restaurants and so forth. We take off our "consumer hat" when we walk into our place of work, becoming, instead, a business owner or employee. We shift gears once we get to work, and go about the customer acquisition and retention process by delivering sales and technical spiels to customers that sound traditional, stale and status-quo.
That's not what delighted and engaged us when we went to the Apple® store over the weekend. Our customers were at that Apple store, too. They want us to treat them like they were treated at the Apple store. And once we get to work on Monday morning, we deliver anything but that Apple store experience to our colleagues and customers.
Think about creating transformative deliverables for our workplace customers. These outcomes are generated, collaboratively, with our clients through customer engagement. It's what we experience each time we enter the Apple store. This methodology is taught to each Apple employee, in each Apple store: it is continuous, anticipated and expected by Apple customers.
Customer experience, or the transformative power of customer engagement based on the progression of economic value, was presented by Joe Pine and Jim Gilmore in their seminal 1999 book,The Experience Economy, re-released in 2011 by the Harvard Business Review Press. It's one of the top 100 business books. Recently, I spoke with Maria Vedral and Bob Dean, experience economists, about how customer experience transforms the value of your customer offering in a post-recession economy.
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"Those businesses that relegate themselves to the diminishing world of goods and services will be rendered irrelevant. To avoid this fate, you must learn to stage a rich, compelling experience." (p. 39, updated edition)
Dean explains that Progression of Economic Value (POEV) chronicles the transition of product and service delivery from commoditization (agriculture and manufacturing of goods) into customization (delivery of services, experiences) into transformation. I suggest that you think about where your company appears in this continuum. The majority of manufacturers in the B2B marketplace, still are modeled in the post-industrial mold. Yet we are in a digital millenium where customers can find out just about anything they need to know, simply by researching online. So when, and if, they enter your store or invite you to speak with them, they probably know more about you than you do about them unless you, also, do your homework online.
Part of the problem, according to Vedral and Dean, is that client experience will never exceed employee experience. We all have had a poor experience at a store, hotel, company, or at the airport. The impression we came away with was that the employee probably wasn't happy working for that company. Your clients may be asking themselves the same question. This situation becomes particularly significant when dealing with lean post economic meltdown companies, where too few people are doing too many jobs due to insufficient resources. Employee actions often speak louder than advertising campaigns and the sales spiels they are taught.
Dean spoke of how Apple provides great employee experience which, in turn, translates into great customer experience. Employees see, on a daily basis, how their ability to implement customer engagement is a critical part of the Apple corporate culture. And customers benefit from this employee epiphany. Apple treats their own employees like valued customers, because they are. Keeping employees engaged and delighted is transferred, as a transformative deliverable, to the external customers purchasing the Apple product line.
While modeling your custom manufacturing company after Apple seems like a stretch, guess again. Your internal customers - your employees - may not be happy, let alone engaged in collaborating with each other, in your traditional, siloed corporate infrastructure. Enthusiasm, passion and commitment to your company's deliverables may suffer in the process if you, as the business owner, are not providing a rich and rewarding experience for your internal customers, your staff.
There is tremendous value in your employees paying their cross-functional collaboration forward - towards your customers. Those solutions they provide to your customers are achieved in creative collaboration. The sum of their output becomes far greater than the individual efforts of customer and employee. This synergy can not only result in customer acquisition, it can result in customer loyalty and retention. In today's global economy, this is nothing to sneeze at.
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Customer loyalty isn't about customer satisfaction. It's about understanding customer sacrifice. The status quo equates customer retention with customer satisfaction. Dean feels differently. Customer satisfaction has become an industry to itself. JD Power wouldn't exist today if it weren't for their coveted rankings. Dean asks you to consider whether your customer base feels they make sacrifices in order to do business with your company. While they may tell you they are satisfied, customers may feel satisfied with mediocrity.
When it comes to defining customer sacrifice, all you have to do is think about the airline industry. We pay our money, we take our chances and we sacrifice. All we get is a 5-point customer satisfaction survey after our flight about how well you felt the airline met their own expectations... not yours. They may pay you off in miles if you complain, but the airlines don't work to eliminate the cause of the problem. So the status quo of customer sacrifice for the airlines is perpetuated.
Elimination of customer sacrifice becomes your real differentiator. According to Pine and Gilmore, when a business recognizes customer sacrifice and actually eliminates it, that customer will become loyal and resistant to price.Take the time to consider that your customers feel that working with you and your company is a sacrifice, let alone a compromise. In Vedral's case as a provider of enterprise ERP solutions, she found a software application allowing her to facilitate client discovery across multiple geographic locations, simultaneously. In some cases, this was the first time her customers had worked collaboratively.
Bob perceives that this aspect, using this software, defined Maria's customer offering. The customer comes away impressed. They tell Maria that she helped all the stakeholders buy in to this process. She's now more proactive checking in on customers. Now she can tell the client that is just the first of many experiences during our working relationship. Over time this differentiates Maria's professional services firm, resulting in great referrals. She is communicating authentically that she and her team really cares. You don't get a lot of caring communicated in a 5-point customer satisfaction survey.
Customer experience and customer sacrifice change the way your customers want to work with you. And incorporating customer experience changes the way you work with your customers, as well. You are constantly putting yourself in their shoes and understanding the situation from the customer perspective. It's something to think about as we move forward in today's global economy.
Bob Dean and Maria Vedral's recommended reading list:
The Experience Economy, B. Joseph Pine II and James H. Gilmore
Duct Tape Marketing: The World's Most Practical Small Business Marketing Guide, John Jantsch
All For One: 10 Strategies for Building Trust Client Partnerships, Andrew Sobel
Maria Vedral is President and Founder of SilverEdge Systems Software, Inc, an award-winning Deltek Premier Partner. Under her leadership, SliverEdge has successfully implemented more than 400 client systems across Illinois, Indiana, Michigan, Ohio and Wisconsin.
Bob Dean is a senior executive and catalyst in aligning learning and talent development with business strategy. He has held senior positions with Heidrick & Struggles, Grant Thornton, and Ernst & Young. Bob is now serving as a business innovation consultant to professional services organizations. In 2006, Bob became one of the first ten people in the world to be certified in the models and frameworks of "The Experience Economy".
Babette Ten Haken was trained as a scientist and physical anthropologist. She received her Masters Degree in History and Philosophy of Science and Theology. As a corporate newbie, she identified the common denominator across her skill sets: facilitating simultaneous translation between right-brain and left-brain colleagues resulting in productive and profitable outcomes. Her experience in sales, marketing and research led her to form her company, Sales Aerobics for Engineers, LLC and create her popular blog by the same name. She strongly believes that the fulcrum for leveraging innovation in business development leverages collaboration between technical and non-technical professionals. Her book on this subject, "Do YOU Mean Business? Technical/Non-Technical Collaboration, Business Development and YOU", will be released in March 2012.
Connect with Babette on LinkedIn, Twitter and Facebook. Her blog is http://salesaerobicsforengineersblog.com. To learn more about her book, go to http://www.doyoumeanbusiness.com
The common wisdom is that the iPhone is a consumer play and Apple doesn't particularly care about business users. This may be true, but a study from RDA Global - the salient points of which are provided in an eChannel Line story - is evidence that Apple would be making a big mistake to dismiss this market.
Though a relatively small number of users will buy iPhones for business, they will be influential mega-users who are extremely attractive to vendors and service providers. An extrapolation of RDA Global's survey, which queried 1,027 people, suggests that 15 percent of the 50 million mobile workers in the United States plan to buy the gadget. The survey found something else that should warm the hearts of Jobs and Co.: A big chunk of these people - 28 percent - currently aren't Apple customers.
Thus, paying heed to mobile workers will help Apple win new customers directly (the mobile workers themselves) and indirectly (those swayed by these influential folks' example). Moreover, the first-time Apple customers may move from iPhones to iMacs and other Apple products.
Apple also should note two points in the piece attributed to Chris Seals, the vice president of business development at RDA Global: That power mobile users will tend not to be price sensitive. This is an important factor, since iPhones cost $500 or more. The second point suggests this group may wait for more feature-rich versions of the product before taking the plunge.
How Apple reacts in the enterprise space will be fascinating. There are several threads that bear watching. The key is that the demarcation between consumer and business mobile devices is fading. Apple must understand that mobile workers will use the iPhone regardless of whether corporate policies allow it. It should start mapping its strategy from this point.
Apple is credited with having a keen sense of market dynamics. That savvy will be put to the test. Does the company understand the increasingly symbiotic nature of the consumer and corporate sectors? If it does, its approach will shift. Gartner vice president and distinguished analyst Ken Dulaney pointed out in an IT Business Edge interview that Apple's unwillingness to play the game like other vendors has cost it in the enterprise. So one emerging question: Will Apple adopt policies that business customers find comfortable?
While the nature of its relationship with customers is an important piece of the puzzle, the most telling signs will be the evolution of the device itself. E-mail is the most basic of corporate needs, so how Apple approaches its integration into the corporate infrastructure will be a sure sign of its attitude. So far, at least according to an InformationWeek piece, the BlackBerry far outclasses the iPhone.
That's not surprising at this point. However, vendors such as Synchronica and Visto are lining up with products that, presumably, will raise the iPhone's e-mail game and tackle security issues that have been raised in many quarters. Perhaps Apple does get it: An AppleInsider story says that Jobs has hinted that corporate e-mail support for the iPhone is coming.
Whether this is a tease will provide a strong clue about whether Apple is serious about going after the BlackBerry, Treo and other business-oriented mobile devices or intends to continue its strong focus on the consumer market.
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