A few days ago, as I waited for an item I purchased at the local Apple store to be brought to me from the back of the store, I had the opportunity to observe Apple’s frontline strategy. It involved another floor associate assisting a gentleman considering the purchase of an Apple watch.

Now, you might be thinking, what possible strategy would or could an Apple associate really need? Apple devices sell themselves, right? Wrong—especially in the case of the Apple watch, which was a strategic choice seemingly unrelated Apple’s core business. For many pundits it was a head-scratcher.

That “seemingly unrelated” choice must have had several conditions for success, one of which obviously concerned the retail salesperson’s capabilities: A watch, unlike all of Apple’s other products, is wearable—and a fashion accessory at that. In addition, the Apple watch is fundamentally different. It becomes a visible part of your person, and when the novelty of owning one has worn off, you’re left with the question of whether it reflects your image and corresponding personal fashion sense. It thus requires a new selling capability, one centered on personal image, lifestyle, and fashion.

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