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DOs & DONTsFor ASMs
LEADERSHIPHR
MANAGEMENT
BUSINESS MANAGEMEN
T
MANAGEMENT SKILLS
LEADERSHIPMaintain Positive DisciplineGive DirectionsGet CooperationMotivateHave InfluenceUse PowerShow Authority
Maintain Positive DisciplineDOs
• Be consistent and impartial when taking disciplinary actions.
• Coordinate and communicate your actions to your SM.
• Contact point follow up.
DONTs
• Misusing Company’s resources.
• Absence from work without permission.
• Malpractices• Unpermitted use of Samples
and Promotional Material.• More than two meetings a
week.• Prolong the meeting time.
Give DirectionsDOs
• Explain directions simply and logically in clear language.
• Check for understanding• Be as brief as possible• Give reasons to explain
background of directions
DONTs
• Directions should not be confusing, contradictory and impractical
Get CooperationDOs
• Recognize the strengths and weaknesses.
• Get the most out of every team member.
• Create confidence and friendly environment.
• Train and guide TMs.
DONTs
• Call TMs at home.• Visit TM’s home.• Stay in the same room.• Share fuel/CNG charges.• Share food bills.• Accept personal gifts.
MotivateDOs
• Praise positive achievements immediately and specifically.
• Acknowledge positive achievements in public.
DONTs
• Delay in appreciation.• Publically reprimand.• Criticize one TM in front of
others.• Abuse• Use Harsh Language• Do personal taunting• Give job threat.
Have InfluenceDOs
• Be a role model.• Have command on all
professional aspects.• Get the most out of every
team member.• Be supportive• Exhibit trust• Keep your promises.• Even working with all TMs
and Areas(up country)
DONTs
• Finish working before TM.• Start late working• Avoid favoritism• Do working with any
specific TM.
Use PowerDOs
• Clearly understand the nature, limitations and its dangers before excercissing the power.
• Get approval of SM before exercising the power.
DONTs
• Avoid unnecessary use of power.
• Avoid crossing the limitations of power (Job threats).
Show AuthorityDOs
• Judicial use of authority• Be a leader than a boss.
DONTs
• Misuse of authority• Try to dominate the team
members.• Over control the
performance.• Abusive language• Humiliating attitude
HR MANAGEMENTEvaluation of personnelTrainingSelection of personnel
Evaluation of personnelDOs
• Regular discussion on strengths and weaknesses
• Developmental plan of TMs• Set objectives and track
regularly.• Include both quantitative
and qualitative aspects.
DONTs
• Recency effect• Favoritism and biases
TrainingDOs
• Product knowledge and basic skills.
• On job coaching• Guidance• Project delegation• Succession planning
DONTs
• Delegation without training
Selection of personnelDOs
• Follow basic criteria of Hiring.
A. Qualification preferably BSc or minimum FSc.
B. Age b/w 21 to 26 yearsC. Experience maximum 2
yearsD. Working in same territory.E. From a reputable company.F. Achieving targets and
generating good value in previous company.
DONTs
• Assume, try to get feedback• Compromise on a poor
candidate.• Get influenced by anyone
(internal or external customer).
BUSINESS MANAGEMENTFixing Territories and ItinerariesSelect and Classify DoctorsDevelopmentInvestigate MarketDistribution
Fixing territories and Itineraries
DOs• All up country towns A,B,C
class should be visited in a quarter.
• Must know city to city distances and time duration
• Cover all potential customers in all localities and outstations.
• Placement of TM as per potential for better productivity.
• Coverage of key customers of all selected specialitties and all major towns by TMs
DONTs
• Avoid non judicial territory fixing.
• Visit a TM base town for less than 3 nights.
• Avoid repeated visits to the same town in a month.
• Avoid visit of the town or area of ease.
Select and Classify DoctorsDOs
• Continuous prospecting of new customer and new areas.
• Complete knowledge of KOLs profile of whole area.
• Building relations with KOLs• Ensure coverage of all
doctors in the list by all TMs with desired frequency.
• Regular review of doctor call list.
DONTs
• Avoid focused working on limited doctors.
• Avoid reliability on few customers or institution
DevelopmentDOs
• Build professional relationship with KOLs.
• Focus ROIs on KOLs and influencers.
DONTs
• Offer any obligation without prior approval of SM.
• Make false commitments.
Investigate MarketDOs
• Chemist call on priority• Regular monitoring• Regular sales analysis• Brick opportunities review• Regular meetings with
distributor regarding opportunity areas.
• Visit other stockiest in the same town.
• Cross check the information
DONTs
• Make hasty conclusions• Make assumptions• Rely on previous feedback
DistributionDOs
• Regular visit and meeting with the distributors.
• Ensure stock inventory at distributor.
• Ensure stock availability at all trade outlets.
• Be vigilant on near expiry stocks and plan liquidation.
• Regular study of product ledger and wholesale retail ratio.
• Randomly check stamping and invoices.
DONTs
• Stock handling and delivery by self or any team member
• Offer any discount to doctor/institution without prior approval.
• Accept dinner, lunch and gifts offered by distributor.
Distribution (CONT)
DOs
• Be updated regarding order sending by the distributor.
• Regular visit and follow up of up country distributors.
• Proactive on long holiday coverage plans.
• Distributor Stock Replenishment Formula:
(Last three months average salesx2.5-current inventory)/2
DONTs
MANAGEMENT SKILLSFix ObjectivesPlan WorkFollow UpAnalysisDecision and ResolutionCommunicationFeedback
Fix ObjectivesDOs
• Set smart objectives (Self and team)
• Document the objectives• Set action plan with
completion date• Itinerary setting self and
team according to objectives
DONTs
• Delay in objective setting• Set objectives verbally• Unfair territory allocation• Unfair budget split
(Performance punishment and Non Performance Reward)
Plan WorkDOs
• Administrative procedures (DCR, MTP, DCTC)
• Use of brick sales data and town wise sales in planning of daily and weekly plans.
• Communication of plan in advance to the subordinates??
• Focus on personal influences of TM while reviewing his plan.
DONTs
• Avoid frequent changes• Avoid unauthorized changes
Follow UpDOs
• Timelines follow up• Activities follow up• Customers follow up• Implementation of action
plan
DONTs
• Delay in timelines
AnalysisDOs
• Analyze DCRs (coverage and frequency) on weekly basis.
• Brick sales review in weekly meetings.
• Town wise, TM value wise sales analysis in monthly meeting.
• Monthly monitoring of ROIs in term of value/ in terms of visits
• Monthly report
DONTs
• Make hasty conclusions• Make assumptions• Rely on previous feedback• Recency effect
Decisions and ResolutionsDOs
• Rationale decisions• Should have rational for
every decision• Timely decisions• TMs should seek to him for
issue resolutions.• Should be player of monthly
meeting.
DONTs
• Avoid delayed decisions because“DELAYED DECISSION IS NO
DECISSION”
CommunicationDOs
• Communication upward/downward/lateral.
• Clear communication• Based on facts• Written communication• Discuss one issue at one
time• Send copies to all marked in
CC
DONTs
• Avoid false communication• Avoid harsh communication
for minor issues.
FeedbackDOs
• Should give immediate feedback
• True and straight feedback• Written feedback• Should also document
positive feedback
DONTs
• Avoid false feedback• Go on assumptions• Avoid gut feelings
DOs & DONTsFor ASMs
LEADERSHIPHR
MANAGEMENT
BUSINESS MANAGEMEN
T
MANAGEMENT SKILLS
LEADERSHIPMaintain Positive DisciplineGive DirectionsGet CooperationMotivateHave InfluenceUse PowerShow Authority
Maintain Positive DisciplineDOs
• Be consistent and impartial when taking disciplinary actions.
• Coordinate and communicate your actions to your SM.
• Contact point follow up.
DONTs
• Misusing Company’s resources.
• Absence from work without permission.
• Malpractices• Unpermitted use of Samples
and Promotional Material.• More than two meetings a
week.• Prolong the meeting time.
Give DirectionsDOs
• Explain directions simply and logically in clear language.
• Check for understanding• Be as brief as possible• Give reasons to explain
background of directions
DONTs
• Directions should not be confusing, contradictory and impractical
Get CooperationDOs
• Recognize the strengths and weaknesses.
• Get the most out of every team member.
• Create confidence and friendly environment.
• Train and guide TMs.
DONTs
• Call TMs at home.• Visit TM’s home.• Stay in the same room.• Share fuel/CNG charges.• Share food bills.• Accept personal gifts.
MotivateDOs
• Praise positive achievements immediately and specifically.
• Acknowledge positive achievements in public.
DONTs
• Delay in appreciation.• Publically reprimand.• Criticize one TM in front of
others.• Abuse• Use Harsh Language• Do personal taunting• Give job threat.
Have InfluenceDOs
• Be a role model.• Have command on all
professional aspects.• Get the most out of every
team member.• Be supportive• Exhibit trust• Keep your promises.• Even working with all TMs
and Areas(up country)
DONTs
• Finish working before TM.• Start late working• Avoid favoritism• Do working with any
specific TM.
Use PowerDOs
• Clearly understand the nature, limitations and its dangers before excercissing the power.
• Get approval of SM before exercising the power.
DONTs
• Avoid unnecessary use of power.
• Avoid crossing the limitations of power (Job threats).
Show AuthorityDOs
• Judicial use of authority• Be a leader than a boss.
DONTs
• Misuse of authority• Try to dominate the team
members.• Over control the
performance.• Abusive language• Humiliating attitude
HR MANAGEMENTEvaluation of personnelTrainingSelection of personnel
Evaluation of personnelDOs
• Regular discussion on strengths and weaknesses
• Developmental plan of TMs• Set objectives and track
regularly.• Include both quantitative
and qualitative aspects.
DONTs
• Recency effect• Favoritism and biases
TrainingDOs
• Product knowledge and basic skills.
• On job coaching• Guidance• Project delegation• Succession planning
DONTs
• Delegation without training
Selection of personnelDOs
• Follow basic criteria of Hiring.
A. Qualification preferably BSc or minimum FSc.
B. Age b/w 21 to 26 yearsC. Experience maximum 2
yearsD. Working in same territory.E. From a reputable company.F. Achieving targets and
generating good value in previous company.
DONTs
• Assume, try to get feedback• Compromise on a poor
candidate.• Get influenced by anyone
(internal or external customer).
BUSINESS MANAGEMENTFixing Territories and ItinerariesSelect and Classify DoctorsDevelopmentInvestigate MarketDistribution
Fixing territories and Itineraries
DOs• All up country towns A,B,C
class should be visited in a quarter.
• Must know city to city distances and time duration
• Cover all potential customers in all localities and outstations.
• Placement of TM as per potential for better productivity.
• Coverage of key customers of all selected specialitties and all major towns by TMs
DONTs
• Avoid non judicial territory fixing.
• Visit a TM base town for less than 3 nights.
• Avoid repeated visits to the same town in a month.
• Avoid visit of the town or area of ease.
Select and Classify DoctorsDOs
• Continuous prospecting of new customer and new areas.
• Complete knowledge of KOLs profile of whole area.
• Building relations with KOLs• Ensure coverage of all
doctors in the list by all TMs with desired frequency.
• Regular review of doctor call list.
DONTs
• Avoid focused working on limited doctors.
• Avoid reliability on few customers or institution
DevelopmentDOs
• Build professional relationship with KOLs.
• Focus ROIs on KOLs and influencers.
DONTs
• Offer any obligation without prior approval of SM.
• Make false commitments.
Investigate MarketDOs
• Chemist call on priority• Regular monitoring• Regular sales analysis• Brick opportunities review• Regular meetings with
distributor regarding opportunity areas.
• Visit other stockiest in the same town.
• Cross check the information
DONTs
• Make hasty conclusions• Make assumptions• Rely on previous feedback
DistributionDOs
• Regular visit and meeting with the distributors.
• Ensure stock inventory at distributor.
• Ensure stock availability at all trade outlets.
• Be vigilant on near expiry stocks and plan liquidation.
• Regular study of product ledger and wholesale retail ratio.
• Randomly check stamping and invoices.
DONTs
• Stock handling and delivery by self or any team member
• Offer any discount to doctor/institution without prior approval.
• Accept dinner, lunch and gifts offered by distributor.
Distribution (CONT)
DOs
• Be updated regarding order sending by the distributor.
• Regular visit and follow up of up country distributors.
• Proactive on long holiday coverage plans.
• Distributor Stock Replenishment Formula:
(Last three months average salesx2.5-current inventory)/2
DONTs
MANAGEMENT SKILLSFix ObjectivesPlan WorkFollow UpAnalysisDecision and ResolutionCommunicationFeedback
Fix ObjectivesDOs
• Set smart objectives (Self and team)
• Document the objectives• Set action plan with
completion date• Itinerary setting self and
team according to objectives
DONTs
• Delay in objective setting• Set objectives verbally• Unfair territory allocation• Unfair budget split
(Performance punishment and Non Performance Reward)
Plan WorkDOs
• Administrative procedures (DCR, MTP, DCTC)
• Use of brick sales data and town wise sales in planning of daily and weekly plans.
• Communication of plan in advance to the subordinates??
• Focus on personal influences of TM while reviewing his plan.
DONTs
• Avoid frequent changes• Avoid unauthorized changes
Follow UpDOs
• Timelines follow up• Activities follow up• Customers follow up• Implementation of action
plan
DONTs
• Delay in timelines
AnalysisDOs
• Analyze DCRs (coverage and frequency) on weekly basis.
• Brick sales review in weekly meetings.
• Town wise, TM value wise sales analysis in monthly meeting.
• Monthly monitoring of ROIs in term of value/ in terms of visits
• Monthly report
DONTs
• Make hasty conclusions• Make assumptions• Rely on previous feedback• Recency effect
Decisions and ResolutionsDOs
• Rationale decisions• Should have rational for
every decision• Timely decisions• TMs should seek to him for
issue resolutions.• Should be player of monthly
meeting.
DONTs
• Avoid delayed decisions because“DELAYED DECISSION IS NO
DECISSION”
CommunicationDOs
• Communication upward/downward/lateral.
• Clear communication• Based on facts• Written communication• Discuss one issue at one
time• Send copies to all marked in
CC
DONTs
• Avoid false communication• Avoid harsh communication
for minor issues.
FeedbackDOs
• Should give immediate feedback
• True and straight feedback• Written feedback• Should also document
positive feedback
DONTs
• Avoid false feedback• Go on assumptions• Avoid gut feelings