1.
Area Sales Manager
Training Programe

2.
CONTENTSCONTENTS
 MANAGEMENT
 LEADERSHIP
 MANAGERIAL FUNCTIONS
 TYPES OF MANAGER
 COACHING
 JOINT VISITS
 DISTRIBUTION

3.
MANAGEMENTMANAGEMENTMANAGEMENT
IS A PROCESS OF WORKING
WITH PEOPLE
AND
RESOURCES EFFECTIVELY
AND EFFICIENTLY TO
ACHIEVE COMPANY’S
OBJECTIVE.

4.
A MANAGER IS A PERSONA MANAGER IS A PERSON
WHO IS RESPONSIBLEWHO IS RESPONSIBLE
FOR THE PERFORMANCEFOR THE PERFORMANCE
OF OTHERSOF OTHERS

5.
AArearea SSalesales MManageranager
 FIRST LEVEL OF MANAGEMENT
 BEARS MOST BURDEN
 DOES NOT SELL
 BECOMES MANAGER OF “DOER’S”
 ROLE CHANGES FROM SELLING TO
MANAGING.
 DIRECT CONTROLL ON FIELD FORCE,
LEADS AND DEVELOP THEM.
 ULTIMATELY RESPONSIBLE FOR
THE SALES IN A GIVEN AREA.

6.
DIFFERENCE BETWEENDIFFERENCE BETWEEN
MED. REP AND ASMMED. REP AND ASM
MED. REP.
 IS A DOER
 DEVELOPS
CUSTOMERS
 RESPONSIBLE FOR A
TERRITORY
AREA SALES MANAGER
 DEVELOPER (COACH)
 DEVELOP REPS.
 RESPONSIBLE FOR
WHOLE REGION

7.
IN PRACTICE MOSTLY MANAGERS,IN PRACTICE MOSTLY MANAGERS,
UNCOUNSCIOUSLY MANAGE SOMETHINGUNCOUNSCIOUSLY MANAGE SOMETHING
BY DOING IT THEMSELVES.BY DOING IT THEMSELVES.
e.g. SELLING BY ASM HIMSELF IS NOTe.g. SELLING BY ASM HIMSELF IS NOT
MANAGING THE SALES PERSON.MANAGING THE SALES PERSON.

8.
LeadershipLeadership
It is the ability of one’s to get to get others
willingness to follow.

9.
LEADERSHIP
VISION
COURAGE
ETHICS / HONESTY
REALITY

10.
A leader is one who
Knows the wayKnows the way
Goes the wayGoes the way
Shows the wayShows the way

11.
Leadership StyleLeadership Style
Autocratic Leadership: It is an extreme
form of transactional leadership where
leadership uses their absolute power on the
subordinates.
Bureaucratic Leadership: Bureaucratic
leader work “by the book”.
Charismatic Leadership: Charismatic
leaders inspire lots of enthusiasm in their
teams.
Democratic Leadership: They invite

12.
1. Guide/coordinate team members – encourage
teamwork and motivate individuals
2. Provide structure for team – set mission and purpose,
clarify roles and responsibilities, allocate tasks and set
objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges, monitor
performance, delegate and provide CPD support
Key Team Leader Responsibilities

13.
BOSS LEADER
The boss drives his man The leaders inspires his man
The boss depends upon
authority
The leaders depends on good
will
The boss evokes fear The leader radiates love
The boss says “I” The leader says “WE”
The boss shows who is
wrong
The leaders shows what is
wrong
The boss knows how it
is done
The leader knows how to
do it
The boss demands respect The leader commands respect
Takes the credit Gives Credit
DIFFERENCE

14.
Qualities of LeaderQualities of Leader
 Honesty.
 Confidence
 Positive Attitude
 Creativity
 Ability to inspire
(Role Model)
 Commitment
 Ability to delegate
 Communication
 Decisiveness
 Good Listner
 Team Player
 Vision
 Dedication
 Openness
 Fairness
 Competency
 Intellegent

15.
Qualities of LeaderQualities of Leader
 Focusing on delegating instead of doing
 Always try to empower others to do their best
 Praise in public , criticize in private
 Perform for results, not for recognition
 Always be humble
 Always nurture talent surround him
 Always positive because your state of mind affect
your TMs
 Earn respect not demand

16.
Qualities of LeaderQualities of Leader
 Be a role model rather than hero.
 The art of persuasion begin with an open mind,
open ear, not an open mouth.
 Never let your ego get in between you and your
team.
 Understand the fragility and importance of others
self – esteem.
 Make any decision according to the merit rather
than personal liking.

17.
MANAGERIAL FUNCTIONSMANAGERIAL FUNCTIONS
ANALYSIS
PLANNING
IMPLEMENTATION
LEADING, DIRECTING/MONITORING,
CONTROLLING
ACTIONS

18.
PLANNINGPLANNING
ANALYZING CURRENT SITUATION
SETTING PRIORITIES
MAKING STRATEGIES
IMPLEMENTING
MONITORING/CONTROLLING THE
PLAN

19.
A GOOD MANAGERA GOOD MANAGER
CONVERTS PLAN INTOCONVERTS PLAN INTO
RESULTS THROUGHRESULTS THROUGH
IMPLEMENTATIONIMPLEMENTATION

20.
ASM’sASM’s
JOB DESCRIPTIONJOB DESCRIPTION

21.
ASM IS RESPONSIBLE TOASM IS RESPONSIBLE TO
SUPERVISE THE FIELDSUPERVISE THE FIELD
FORCE & SHOULD ENSUREFORCE & SHOULD ENSURE
SMOOTH SALES &SMOOTH SALES &
DISTRIBUTION OPERATIONSDISTRIBUTION OPERATIONS
IN HIS AREA FOR ACHIEVINGIN HIS AREA FOR ACHIEVING
COMPANY’S OBJECTIVES.COMPANY’S OBJECTIVES.

22.
TYPES OF MANAGER
RESULT ORIENTED
1
2 3
4

23.
TYPES OF MANAGERSTYPES OF MANAGERS
1- TOUGH MANAGERS
☺ AUTOCRATIC
☺ RESULT ORIENTED
☺ COMPANY WINS/SUBORDINATE
LOSE
☺ PERCIEVED AS GOOD MANAGERS
BY SUPERIORS

24.
TYPES OF MANAGERSTYPES OF MANAGERS
2- NICE MANAGERS
☺ DEMOCRATIC/PARTICIPATIVE
☺ SUBORDINATE WINS
☺ COMPANY LOSE
☺ PERCEIVED AS GOOD MANAGERS
BY SUBORDINATES
☺ SUPERIOR DOUBTS THEIR ABILITY

25.
TYPES OF MANAGERSTYPES OF MANAGERS
3- EFFECTIVE AND EFICIENT
MANAGERS
☺BOTH COMPANY AND SUBORDINATE WINS
☺ CARE PEOPLE AND RESULTS
☺HELP PEOPLE TO FEEL GOOD
☺CATCHES PEOPLE DOING SOMETHING
RIGHT

26.
TYPES OF MANAGERSTYPES OF MANAGERS
4- USELESS MANAGERS
BOTH COMPANY AND SUBORDINATE
LOSE
NO RESULTS

27.
GREAT MANAGER/ EFFICIENTGREAT MANAGER/ EFFICIENT
MANAGERMANAGER
CREATE POSITIVE WORK
ENVIRONMENT
PEOPLE HAVE THE OPPORTUNITY
AND INCENTIVES TO ACHIEVE HIGH
PERFORMANCE

28.
SITUATIONAL MANGERSITUATIONAL MANGER
E&E + TOUGH MANAGERSE&E + TOUGH MANAGERS
(RESULT ORIENTED)(RESULT ORIENTED)

29.
ITS SCOPE IS TO LEADITS SCOPE IS TO LEAD
THE TEAM WITHTHE TEAM WITH
COORDINATION OFCOORDINATION OF
BUISNESSBUISNESS
DEVELOPMENTDEVELOPMENT
MANAGERMANAGER
PRODUCT MANAGERPRODUCT MANAGER
MARKETING HEADMARKETING HEAD
&&
DISTRIBUTIONDISTRIBUTION
DEPARTMENT.DEPARTMENT.

30.
PURPOSEPURPOSE
ASM IS EXPECTED TO IMPLEMENT
AND MONITOR FIELD SALES
ACTIVITIES.
TRAINED AND DEVELOP TM’s FOR
IMPROVED PRODUCTIVITY.

31.
WORKING RELATIONSHIPWORKING RELATIONSHIP
 EXTERNAL
– DOCTORS
– CHEMISTS
– DISTRIBUTORS
– INSTITUTIONS

32.
WORKING RELATIONSHIPWORKING RELATIONSHIP
INTERNAL
– DIRECTORS
– MARKETING MANAGER
– BUISNESS DEVELOPMENT MANAGER
– PRODUCT MANAGER
– ACCOUNT MANAGER
– STATISTICS DEPARTMENT

33.
COMMUNICATIONCOMMUNICATION
ASM IS CONDUIT BETWEEN H.O. AND
FIELD FORCE.
HE EXPLAINS
POLICIES AND PROCEDURES
FEEDING BACK (UPWARD &
DOWNWARD)
REPORTING
RECORD KEEPING

34.
ROLE OF ASMROLE OF ASM
 HIRING/RECRUITMENT
 TRAINING
 GUIDING/HELPING
 EVALUATING
 REWARDING (PRAISING/REPRIMAND)
 COACHING/COUNSELLING
 FEEDBACK
 REPORTING
 DISTRIBUTION MANAGEMENT

35.
GUIDELINE FOR PLANNINGGUIDELINE FOR PLANNING
THE INTERVIEWTHE INTERVIEW
 GREET/INTRODUCE, INITIATE WITH A
BRIEF SOCIAL CONVERSATION
 USE CANDIDATE ASSESSMENT FORM
 HAVE EYE TO EYE CONTACT AND SMILE
 LISTEN, OBSERVE (BODY LANGUAGE,
VOICE, POSTURE, GESTURES ETC) AND
NOD/ SAY YES OR NOW
 RECORD
 INVITE QUESTIONS AND ANSWAR THEM
 CONCLUDE BY EXPRESSING
APPRECIATION

36.
RECRUITEMENTRECRUITEMENT
BASIC REQUIREMENTS
 NEED
 PRSONAL CHARECTERISTICS
 EDUCATION
 EXPERIENCE
 SKILLS
 ENTHUSIASM/WILLINGNESS

37.
PERSONALITY ATTRIBUTESPERSONALITY ATTRIBUTES
1- PHYSICAL
GRACEFUL, ENERGETIC, GOOD VOICE, DRESS
2- SOCIAL
FRIENDLY, RESPONSIVE, TRUSTWORTHY
3- EMOTIONAL
ENTHUSIASTIC, DETERMINED, OPTIMISTIC,
AMBITIOUS, MATURE

38.
MUST CRIETERIAMUST CRIETERIA
PHYSICALLY/MENTALLY FIT
MINIMUM GRADUATE
AGE 20-25 YEARS
GRACEFUL, MATURE LOOK
GOOD COMMUINICATION
NEED

39.
DESIRABLE CRITERIADESIRABLE CRITERIA
 GOOD HEALTH
 KNOWLEDGE
 EXPERIENCE
 ENTHUSIASTIC
 TEAM PLAYER
 HONEST
 INTIATIVE
LEVEL
 OPTIMISTIC
 INTELLIGENT
 RELIABLE
ACTIVE/ENERGETIC
AMBITIOUS
SOCIAL
PUNCTUAL
DISCIPLINE

40.
““FACTS” PROCEDUREFACTS” PROCEDURE
FIND THE FACTS
ANALYSE THE FACTS
CHECK THE FACTS
TEST THE APPLICANT
SELECT THE PERSON

41.
INDUCTIONINDUCTION
 GREET PERSONALLY AND SHOW
FRIENDLINESS
 INTRODUCE TO OTHER COLLEGUES
 ENCOURAGE QUESTIONS
 WORK OFTEN WITH HIM
 APPRECIATE HIS PROGRESS
 HELP HIM WITH PROBLEMS
 EXPLAIN HIM
– ORGANIZATION
– JOB DESCRIPTION
– AREA

42.
TRAINING/ON JOBTRAINING/ON JOB
COACHINGCOACHING

43.
Give a man a fish and feedGive a man a fish and feed
him for a day. Teach himhim for a day. Teach him
how to fish and feed himhow to fish and feed him
for lifetime.for lifetime.

44.
COACHING
FIELD VISITOFFICE

45.
COACHINGCOACHING
 COACHING IS A
PROCESS OF
OBSERVATION AND
FEED BACK
 IS A FORM OF
FOLLOWUP TRAINING
IN WHICH THE ASM
WORKS WITH TM TO
BUILD SELLING
PROEFFICIENCY

46.
AIM OF COACHINGAIM OF COACHING
TO
ENHANCE/MAINTAIN
PERFORMANCE IN
CONCERNED
ASPECTS
TO IMPROVE OR
REDIRECT
PERFORMANCE IN
AREAS THAT ARE
FOUND TO NEED
IMPROVEMENT.

47.
TIME AND PLACE OF COACHIGTIME AND PLACE OF COACHIG
 IMMEDIATELY PRIOR TO CALL
– WHAT IS PRE-CALL OBJECTIVE (DR’S OR
CHEMIST CALL)
 IMMEDIATE AFTER THE CALL
– ANALYSE
– WHAT TM DID WAS EFFECTIVE ?
– (SET OBJECTIVE)
– INFORM TM ABOUT DATE OF PLAN
FOLLOWUP
 WHAT IS YOUR NEXT COURSE OF
ACTION
 IN ISOLATION

48.
OFFICEOFFICE
OBJECTIVE SETTING
– QUALITATIVE/QUANTITIVE
– QTRLY
– MONTHLY
– WEEKLY
– DAILY
COMMUNICATION
– WITH COLLEGUES
– OFFICE
– DOCTORS/CHEMISTS

49.
OFFICEOFFICE
RECORDS
– SALES MONITORING
– MASTER CONTACT LIST MONITORING
– TOUR PLANS
– WEEKLY REPORTS (SELF)
– DAILY REPORTS (TMs)
– EXPENSE STATEMENT

50.
CAOCHING SALES CALL
IS AN OBSERVED CALL
NOT
A JOINT CALL

51.
FIELD VISITFIELD VISIT
CHEMIST CALL
DOCTOR CALL

52.
FIELD VISITFIELD VISIT
 DISCUSS TODAY’S OBJECTIVE
 DISCUSS DAY’S PLANNING
 DISCUSS THE BAG PREPARATION
(ACCORDING TO PLAN)
 DISCUSS THE AREA SITUATION,
PRESCRIPTION STATUS, SHELF LEVELS,
COMPETITORS AND DOCTOR PROFILE
 VISIT CHEMISTS
 ANALYSE AND DISCUSS THE FEEDBACK
BEFORE AND AFTER THE CHEMIST CALL
 DISCUSS CALL OBJECTIVE
 DISCUSS THE WHAT STRATEGY AND HOW

53.
FIELD VISITFIELD VISIT
DISCUSS THE MATERIAL TO BE
USED
OBSERVE THE CALL
DISCUSS POST CALL ANALYSIS
DISCUSS NEXT CALL OBJECTIVE
DETERMINE THE CAUSE OF ANY
OBSERVED PROBLEM AND PLAN
OF ACTION FOR IMPROVEMENT

54.
FIELD VISITFIELD VISIT
HOLD BRIEF CONFERENCE AFTER
THE CALL, TM WILL BE ANXIOUS
TO KNOW HOW HE DID.
DON’T TAKE NOTES DURING THE
CALL
DO NOT CONTRADICT WITH IN
FRONT OF DOCTORS OR
CHEMISTS.
DON’T EMBARRASS HIM.

55.
ON AON A
JOINT CALL YOU ANDJOINT CALL YOU AND
YOUR TM BOTH AREYOUR TM BOTH ARE
ACTIVE IN SELLINGACTIVE IN SELLING
EFFORTS. AND YOU AREEFFORTS. AND YOU ARE
ACTUALLY HELPING HIMACTUALLY HELPING HIM
TO MAKE A SALES CALLTO MAKE A SALES CALL

56.
JOINT VISITJOINT VISIT
IF YOU ARE BROUGHT INTO
CONVERSATION AVOID THE
APPEARANCE OF BEING UP ON THE
CUSTOMER.
RESPOND TO THE CUSTOMER
OBJECTION IF TM DRAWS YOU
INTO CONVERSATION OR HAS
PREVIOUSLY REQUESTED YOUR
AID.

57.
JOINT VISITJOINT VISIT
AM PLAYS A ROLE OF A
SUBORDINATE IN THE SALES CALL
DURING SALES CALL RM SHOULD
NOT ACT AS A TROUBLE SHOOTER
OR A SUPER SALESMAN
DURING JOINT CALL ASM SHOULD
WORK ACCORDING TO WORK
SCHEDULE OF TM.

58.
JOINT VISITJOINT VISIT
SHOULD DISCUSS THE CURRENT
BRICK AND DOCTOR DURING
FIELD VISIT FROM DCR.
REMARKS MAY BE GIVEN ON BACK
PAGE OF SALES DIARY WITH DATE
AND SIGN.

59.
THE MORE NO. OFTHE MORE NO. OF
DOCTORS YOU VISIT,DOCTORS YOU VISIT,
THE EASIER WILL BE THETHE EASIER WILL BE THE
ANALYSIS OF YOUR TM ANDANALYSIS OF YOUR TM AND
TERRITORYTERRITORY

60.
COACHING AND COUNSELLINGCOACHING AND COUNSELLING
PRICE
PIN POINT
RECORD
INVOLVE
COACH
EVALUATE

61.
DISTRIBUTIONDISTRIBUTION
ONE OF THE 4 P’S OF MARKETING
MIX.
DISTRIBUTOR IS OUR BUSINESS
PARTNER
WE SHOULD HAVE PROFESSIONAL
RELATIONSHIP WITH THEM

62.
ORDER PROCESSINGORDER PROCESSING
DISTRIBUTION SEND ORDER
ALONG WITH DD
SHOULD MAINTAIN 45 DAYS
INVENTORY
ORDERS FORWARDED ON SAME
DAY TO DISTRIBUTOR

63.
DISTRIBUTIONDISTRIBUTION
COMPRISES OF 35 DISTRIBUTORS
ONE MONTH CREDIT POLICY,
INVENTORY AND STAMP POLICY
OF DISTRIBUTOR
FLEXIBLE DISCOUNT POLICY

64.
ON DISTRIBUTOR VISITSON DISTRIBUTOR VISITS
 ALWAYS FIRST CHECK THE STOCK
LEVEL/INVENTORY
 DO THE PHYSICAL COUNT
 ON ISSUES OF COVERGE DISCUSS WITH
THEM AND INFORM H.O.
 SEE THE TERRITORY WISE OR CHEMIST
LEDGER
 AVOID HANDY SUPPLIES i.e. STOCK
CARRYING BY FF.

65.
DOES AND DONTS OF ASMDOES AND DONTS OF ASM
 NO COMPROMISE ON FIELD VISIT.
 WEEKLY MEETING EVERY MONDAY
FROM 3 TO 5:30 (EVENING WORKING
NOT TO BE SACRIFICED)
 SHOULD BE IN THE FIELD BEFORE TM.
 CHANGE IN WORK PLAN SHOULD BE
INFORMED TO H.O.
 SINGLE WORKING in FEW AREAS
 JOIN TM ON CONTACT POINT (NOT AT
HOME OR PERSONAL AREA.
 NO MEETINGS AT HOME OF TM OR ASM

66.
Authority Power
Influence Cooperation
Motivate
Orders & Instruction
Positive Discipline
Fix Objectives
Plan Work
Follow up
Decision & Resolution
Communicate
TMs Evaluation
TMs Selection
TMs Training
Fix Territories & Itineraries
Select & Classify Drs.
Development
Investigate Market
Team LeaderManagement Skills
Development of HR Business Management
ASM,s Job Integrated Parts