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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