Most American business schools base their teaching on case studies, a method which goes back over one hundred years. Business cases are descriptions of actual business situations.
Information is presented about a company: products, markets, competition, financial structure, sales, management, employees, as well as other factors influencing success. The length of business cases ranges from five to fifty pages. Case studies are based on experience.
Ernest Hemingway, an American author and journalist who won the Nobel Prize in Literature in 1954, once lost a suitcase containing all but two of his manuscripts. The incident occurred when Hemingway was in Switzerland in 1922, before any of his fiction had been published.
The author had met with journalist and editor Lincoln Steffens who wanted to see more of Hemingway’s work, so Hemingway asked his wife, who was in Paris, to bring him his manuscripts. She packed all of the papers that she could find, but while she was waiting for her train at the Gare de Lyon she left her suitcase unattended for a short time, during which it was stolen.
When Hemingway complained about his loss to American poet Ezra Pound, Pound referred to the incident as a stroke of luck. The poet said that when Hemingway rewrote the stories, he would remember all of the good material, but forget all of the bad material. In this way his so-called problem would actually perfect his work.
A persuasive curriculum vitae (resumé) in the American context stresses achievements, awards and areas of special competence. It is not an official document produced by a neutral party such as a government agency or an educational institution, but rather a testament to how what was learned has been applied in the real world.
Resumés in the U.S. are in a way (self-)marketing documents. Americans highlight not only their subject area expertise, but also their character strengths, such as persistence, discipline, teamwork and, of course, leadership. Every American reader of an American resumé knows that they are carefully written subjective statements aimed at a specific effect.
Older Americans know the names Walter Cronkite, Chet Huntley, David Brinkley, Dan Rather, Tom Brokaw and Peter Jennings. They were the most famous news anchormen of the historically dominant television news broadcasters ABC, CBS and NBC. For generations they informed the American people at six o’clock in the evenings about national and world events.
Sunday morning political talkshows are also linked to household names such as Tim Russert, George Stephanopoulos, Bob Schieffer. In style and tone these news shows were tailored to those respective individuals. It was, and still is, a question of branding, with the networks seeking to establish an almost personal relationship between news moderator and the audience, with the hope that viewers would trust the moderator with supplying them with critical news in precise, objective and investigative way.
And it’s no different in American politics, where it is often less about substance and more about personality, character and values, such as marriage, family, love of country and faith. Question marks in those areas mean questionable credibility. Americans first size up the candidate as a person, then they consider his or her politics.
Americans recognize that problems are an inescapable part of life. Physicist Albert Einstein said that “in the middle of difficulty lies opportunity.” Americans, practical and optimistic, believe that “every cloud has a silver lining,” that there’s a “light at the end of every tunnel.” They see a half-full glass which others view as half-empty.
Instead of dwelling on the problem as such, Americans quickly begin the search for opportunities hidden in a given problem. Difficult situations often require making difficult choices. To be persuasive is to demonstrate that you have searched for and identified an opportunity.
The United States has been growing since its birth. Growing in territory, in population, in economic output. For the most part the U.S. has striven for open markets, domestically and internationally. Americans also believe in meritocracy. People should benefit directly from their hard work.
Americans believe in competition. And America has always been a buyer‘s market, with supply outpacing demand. In such an environment, success cannot be attained without active effort to win customers. In America, sales and marketing are critical to success. Simply „building the better mousetrap“ is not enough.
An Amazon.com search on “Buyer’s Market” generates 13,959 results. Book titles include Solution Selling: Creating Buyers in Difficult Selling Markets by Michael T. Bosworth, The New Rules of Marketing and PR: How to Use Social Media, Online Video, Mobile Applications, Blogs, News Releases, and Viral Marketing to Reach Buyers Directly by David Meerman Scott and Buyer Beware: Finding Truth in the Marketplace of Ideas by Janet Parshall. 10.5 percent of native-born Americans between the ages 25 and 64 are employed in the sales industry.
Dale Carnegie (1888-1955) was a lecturer, writer and developer of courses on self-improvement, salesmanship, public speaking, and interpersonal skills. His How to Win Friends and Influence People (1936) was a record-breaking bestseller which remains popular today.
His books and Dale Carnegie Training courses focus on building self-confidence, strengthening people and communication skills, as well as developing leadership traits. Carnegie believed that it is possible to change other people’s behavior by changing one’s own interaction with them.
How to Win Friends and Influence People is number 509 in Amazon.com’s top book list and has over 1,060 customer reviews on the website with 4.6 out of 5 stars rating.
Additionally, it is one of the top 20 “Best Sales Book” on Monster.com. Operating in over 75 countries, Dale Carnegie Training has been in business since 1912, with clients among the world’s most successful global companies.
In the United States, maintaining forward movement is critical to success. Americans purposely set high goals, hoping to “stretch” themselves. And although mistakes will be made, Americans see greater progress in learning from them than in setting modest goals. To be persuasive in the American context means to propose large steps forward and a vision of the future.
Americans say “Shoot for the moon. Even if you miss, you’ll land among the stars.” The 19th century philosopher Ralph Waldo Emerson wrote: “Once you make a decision, the universe conspires to make it happen.” Americans take action in order to make things happen.
The benefits need to be clear, concrete, personal. They must answer the simple question: “What’s in it for me?” When Americans make a purchase the key driver is the personal utility of the good or service.
This practical understanding of value is rooted in the United States’ most important contribution to the field of philosophy. Although Alexis de Tocqueville in Democracy in America writes: “I think that in no country in the civilized world is less attention paid to philosophy than in the United States,” the U.S. became the birthplace of pragmatism.
American thinkers Charles Sanders Pierce, John Dewey and Henry James believed that the meaning and truth of an idea is a function of its observable practical consequences. All ideas are hypotheses which must prove themselves through experience. Statements are validated through action and consequences. Americans prefer practical success – benefit – over principles.
A recent survey of Citibank branches in four countries (the United States, Germany, China, and Spain) was conducted to determine the most effective persuasion methods for employees to use in order to convince their colleagues to do a favor for them. All four countries had very different results.
The survey showed that Americans are more likely to be persuaded to help their colleagues if there’s something in it for them, or if they owe their colleagues a favor. They tended to ask questions like “What will I get out of this?” and “What has this person done for me?”
Germans, on the other hand, were more likely to be persuaded to help if the favor stayed within the rules of the organization. They tended to ask questions like “According to the official regulations, am I supposed to help?”