Celebrity endorsements help in the sale of many products in the United States. A famous person links themself personally to a specific product or service in an advertisement, explicitly or indirectly saying:
“I use this product. It is good. I like it. You will like it, too.” The hope is that potential customers will respond with “I like, respect, admire that celebrity. If it is good enough for them, it must be good enough for me. I‘ll buy.”
Golf champion Tiger Woods signed endorsement deals with General Motors, General Mills, American Express, Accenture and Nike. In 2000, Woods signed with Nike a 5-year, $105 million contract, which became the largest endorsement deal ever signed by an athlete at the time. Woods is frequently seen wearing Nike apparel during tournaments and has a building named after him at Nike headquarters in Beaverton, Oregon.
At some point during the life of every American they hear the figure of speech: “You sell yourself first, then your product or service.” The presenter needs initially to get the audience to accept them as interesting, motivated, experienced, as a person with expertise.
It is the initial hurdle the presenter needs to overcome, the first yes to be gained. The audience needs to be convinced of the messenger before being convinced by the message. Otherwise audiences ask themselves “If the presenter isn’t convinced of himself, why should I be convinced?”
In amazon.com there are 226 results when searching for “sell yourself first.” On YouTube 37,900 videos are found. The bookstore chain Barnes and Nobles sells 24 books related to “sell yourself first” with titles such as: Invisible to Remarkable: In Today’s Job Market, You Need to Sell Yourself as ‘Talent’, Not Just Someone Looking for Work…, Good in a Room: How to Sell Yourself (and Your Ideas) and Win Over Any Audience…, or The One Minute Sales Person: The Quickest Way to Sell People on Yourself, Your Services, Products, or Ideas—at Work and in Life.
The essential link between message and messenger in American culture can be seen in the public behavior of elected officials. To be successful in the American political system a candidate often must embody their party’s political platform. The candidate is certainly more prominent than the party organization, and in some cases more so than its political platform.
The candidate is the Messenger-in-Chief, so to speak. Because they must connect with the voters on a personal level, the candidate’s character, personal life, their biography are examined carefully. American voters choose the candidate as person first, then the message as political platform.
The concept of cult is common in American society. A cult figure is a popular individual who has strong appeal, someone whose reputation is inflated in contrast to their success. The cult of personality or charismatic authority arises when an individual employs mass media in order to establish an idealized image of oneself to the public.
Many American companies – especially those operating globally – link their CEO personally with their products and services. These CEOs are the first and most important salesperson of the company. They maintain a personal dialogue with investors, customers, and key suppliers. They are a constant presence in the media. CEO as CMO – Chief Message Officer.
Some strive for and achieve a kind of cult status. See the late Steve Jobs – Apple, Bill Gates – Microsoft, Jeff Bezos – Amazon, Sergey Brin and Larry Page – Google, a few years back Jack Welch – General Electric, Lou Gerstner – IBM, further back Lee Iacocca – Ford.
The American comedian Bill Burr challenges this in a humorous and entertaining way:
As children Americans learn at an early age to be on – or to be put onto – center stage. As early as Kindergarten, in Show and Tell, they are asked to bring something personal into school: a toy, a stuffed animal, one of their favorite books. They stand before their peers and present.
They practice not only speaking in front of a group – the first experience with public speaking – they learn how to speak about themselves and their feelings. And when they do, they seek from the other children attention, positive feedback, ultimately approval. They are in presentation mode.
It is the same with letter-writing. American children are taught not only to feel free to begin sentences with I. They are encouraged to write in the active, not passive, form. They should write from their individual, personal perspective. Letters are per definition a personal and consciously subjective form of communication.
Despite its name, the Current War is not happening now, but took place primarily in the late 1800s. It was a war fought between Serbian-born, American-immigrant Nikola Tesla and the American Thomas Edison.
Tesla had difficulty convincing the American public to use his alternating electric current to power their homes and businesses. Alternating current (AC) had the ability to provide electricity over long distances much better than Edison’s direct current (DC), which required power stations to be built close together.
Nevertheless, despite the demonstrable superiority of AC to the spread-out American public, Tesla had great difficulty convincing people to use his system of AC over Edison’s DC. This is because Edison was much better at marketing to the American public. He sold himself as well as his product, and also attempted to discredit AC by incorrectly claiming that it was more dangerous, which he demonstrated by publicly electrocuting stray animals using AC.
As a result of Edison’s marketing campaign DC was the standard electric current for many years. However, this began to change after George Westinghouse, an American engineer and entrepreneur, acquired Tesla’s patents for AC and the induction motor.
Westinghouse was much better at selling AC to Americans than Tesla had been, and the first major victory for Tesla’s current occurred during the Chicago World’s Fair in 1893, in which General Electric, using DC, bid to electrify the fair for $554,000, but lost to Westinghouse, who bid $399,000 using AC.
Shortly after this, Niagara Falls Power Company awarded Westinghouse a contract to begin harnessing the power of the waterfall for use, and on 16 Nov 1896 Buffalo, New York began to be powered by AC from Niagara Falls. General Electric also switched to AC, and it wasn’t long before AC destroyed DC. Even Edison eventually switched to the more productive AC.
Door-to-door salesmen have existed for many years. Although it’s difficult to determine when the first door-to-door salesman made his first pitch, door-to-door salesmen gained a lot of their popularity following the release of Death of a Salesman by Arthur Miller in 1949, and by 1952, two percent of the entire American workforce was comprised of door-to-door salesmen.
Many American children’s organizations encourage children to sell products door-to-door in order to allow the children to gain important sales experience. The Boy Scouts of America, an organization aimed at teaching young boys certain values, skills, and self-reliance, encourages its members to sell popcorn, and the Girl Scouts of America, the equivalent of the Boy Scouts, but aimed at young girls, encourages its members to sell cookies.
In the time following the advent of telemarketing and emailed advertisements, door-to-door sales declined considerably. However, these days, with strong anti-telemarketing bans and better-designed spam filters for email, many American companies are returning to using door-to-door salespeople to sell their products.
Many telecommunications companies prefer to use door-to-door salespeople to sell their products. Some modern companies that use door-to-door salespeople include AT&T, Schwan’s Food Company, and ADT Security. In 2010 door-to-door sales was a $28.6 billion industry – a rise from $28.3 billion the previous year.
San Diego. 1996. Political advertisements of every kind must pass the objectivity test in Germany. The Germans expect substance and convincing arguments. And although the private and personal is seeping more and more into German politics, due to the influence of American politics, politicians in Germany are still identified directly with the stands they take on specific issues. They represent the political platforms of their respective parties.
Political party conventions in Germany are held once or twice a year. Their purpose is not to nominate candidates before elections, but instead to debate and formulate policy. At the conventions the stage is dominated by the party, with up to three or four rows of ten to fifteen seats per row occupied by the party elite. Until recently the speaker’s podium was to the side. And even though it has been moved to the center, the thirty to fifty colleagues occupying the stage send a clear signal: “Sure, we have different speakers during the convention. But make no mistake, the party comes first, the individuals politicians and office-holders come second!”
In the summer of 1996, while a political adviser to the CDU/CSU Parliamentary Group in Bonn, I – John Magee – attended the Republican National Convention in San Diego. My job was to accompany and assist Peter Hintze (then Secretary General of the CDU), Jürgen Chrobog (then German ambassador to the U.S.) and Ruprecht Polenz (then Member of the Foreign Relations Committee). Bob Dole and Jack Kemp were nominated, then in the general election beaten badly by Bill Clinton and Al Gore.
Along with meetings with leading Republicans, Peter Hintze was especially interested in observing the details of the convention. Part of his job was organizing and preparing the CDU conventions for Chancellor Helmut Kohl. It is well known that American party conventions serve the primary purpose of presenting to voters a high level of unity, in terms of the ticket and the substance of the party’s platform. Political debate does not take place, and certainly not in full view of the American public. Germany is different. The conventions are televised from start to finish. And the Germans debate, openly, directly, harshly. The German public can follow it blow by blow by television or radio.
The great sensation of that 1996 Republican National Convention was Colin Powell’s speech. Many had hoped that he would be their party’s candidate. Immediately after his 1992 election, Clinton asked Powell to be his Secretary of State, hoping to prevent a Powell-candidacy four years later. Powell had declined respectfully. The arena in San Diego, fifteen thousand strong, exploded in applause when General Powell walked on stage, in civilian clothes, and proceeded to speak directly to the hearts and minds of the American people. From his heart and with great intensity.
Like any and every truly persuasive speaker in the American context Powell used anecdotes, figures of speech and several brief, but very personal stories to convey his message. He wanted to move the people emotionally. Hintze and Chrobog turned to me time and again asking for an explanation of these stories. Was meint er damit? What does he mean? What is he trying to say? The atmosphere in the convention center was electrifying.
Sitting behind the two Germans, and due to the noise level, which had even surprised me, I had to stick my head forward between theirs and literally scream my responses to their questions. It was clear to all three Germans – Hintze, Chrobog, Polenz – that the convention, and General Powell’s speech, were all about emotions.
Germans reject any form of cult of personality. They know relatively little about the men and women running their largest companies. High level management in these companies seldom participate in the marketing of products and services. How would the Germans have reacted to the Dr. Z television ads in the U.S. years ago?
Americans and Germans have very different expectations about how to manage interpersonal conflicts when they arise, which can lead to huge misunderstandings. As part of an ongoing series of articles, an American consultant living in Germany offers some advice.
When Germans and American collaborate, there will be conflict. This is normal. However, their respective approaches to conflict resolution differ. These differences, if not understood and properly balanced, can hinder just and lasting conflict resolution. And unresolved conflict threatens collaboration and success.
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