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