It is often said that advertising salespeople should not talk about themselves in sales terms.
However, the best salespeople do not just talk about their own strengths, but also about the strengths of others, and how they can apply that to their own businesses.
In this video, Jason D. Fischman, vice president of sales for CKE Restaurants, talks about his philosophy of “talking about my business”.
“I’m not trying to sell anything.
I’m not talking about my company.
I think the way I’ve always worked is, ‘What do you like about the brand?
What’s your biggest weakness?'” he explains.
“I want to show people how I can do better, and I want to be the best marketing person in the world.
So I’m going to be a great salesman.”
Fischmann, who joined the company in 2011, said he was initially hesitant about starting a company because he thought it was too risky.
“It was something that I thought was kind of a bit crazy, like, ‘I’m doing this because I want my kids to grow up in a world where I’m the best in the business,'” he recalls.
But once he started his first year, his sales team became much more collaborative.
“When I started to have more time to work with them, it was a lot easier for me to talk about what I liked about the company, and what I did like, and make sure that we were both on the same page,” he says.
“The sales team has a lot of influence, and they’re very loyal to the brand, so it was easy for them to say ‘no’ to me.”
Salespeople have become a critical part of the marketing strategy of companies such as Coca-Cola, Target and Walmart, as they help build a business and create value for the company.
“We are very conscious about marketing the products, the services, and the products themselves,” says Darryl Roush, executive director of Marketing & Brand Management at the American Marketing Association.
“That’s a big part of our job.”
He adds that marketing is an integral part of his job.
“Salespeople are very integral to a business because of their ability to make money off their sales, and that’s a critical piece of the business model.”
Fichman, who has been at CKE for six years, says his salespeople have been a key part of CKE’s success.
“There are a lot more salespeople than ever before in our company.
There are more sales people than ever, and we are seeing a huge uptick in our sales, particularly online sales,” he said.
“They do so many things, so much more.
They are really, really, great at selling the product.”
The good news is that this is an industry that is rapidly changing.
According to Nielsen, the number of salespeople in the US rose to 1.6 million in 2019 from 1.1 million in 2017, and it is expected to grow to 2.1 billion by 2026.
“Our sales team is now very diverse,” says Fischmacher.
“For example, our sales force is now a mix of women, black and Latino, and younger professionals,” he adds.
“And in the first six months of 2018, we sold more food, clothing, and home goods than any other company in the country.”
As sales have grown, so have their salaries, with salespeople making an average of $60,000 per year.
But the good news isn’t just about the money they make, Fischbomans marketing is also about making the customer feel like theyre in control of their purchase.
“Youre not just in control when you are talking to the customer,” he explained.
“Every time youre interacting with the customer, you are in control.
Youre in charge of the entire experience.
You are not just talking about the product or the experience.
I don’t just talk to the people who come into my store.
I talk to my salespeople.
I have to give them my best product.
I need them to be on my team, and if theyre not on my sales team, I need to make sure theyre on my marketing team.
I dont want to have them say ‘hey, I have a problem with this product or I need this change.
Ire gonna take a shot at it.'”
The salespeople’ success is directly linked to the success of the company’s brand.
CKE has become the biggest fast food chain in the United States, and has a loyal following among millennial consumers.
Fichmann said that if his salesmen were not able to keep their passion and passion for their product high, then the brand would not survive.
“If I could have been that salesperson that would have made sure that the brand stayed strong, then we would not have had such a huge impact on the brand,”