This document provides guidance for Area Sales Managers (ASMs) on proper leadership, human resource management, business management, and management skills. It lists dos and don'ts for tasks such as maintaining discipline, giving directions, motivating teams, evaluating personnel, fixing territories, analyzing data, and providing feedback. The document emphasizes consistent, impartial, and fact-based approaches while advising against favoritism, assumptions, delayed responses, and misuse of authority.

2. DOs & DONTs
For ASMs

3. LEADERSHIP
HR
MANAGEMENT
BUSINESS
MANAGEMENT
MANAGEMENT
SKILLS

4. LEADERSHIP
Maintain Positive Discipline
Give Directions
Get Cooperation
Motivate
Have Influence
Use Power
Show Authority

5. Maintain Positive Discipline
DOs
• 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.

6. Give Directions
DOs
• 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

7. Get Cooperation
DOs
• 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.

8. Motivate
DOs
• 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.

9. Have Influence
DOs
• 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.

10. Use Power
DOs
• 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).

11. Show Authority
DOs
• 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

12. HR MANAGEMENT
Evaluation of personnel
Training
Selection of personnel

13. Evaluation of personnel
DOs
• 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

14. Training
DOs
• Product knowledge and
basic skills.
• On job coaching
• Guidance
• Project delegation
• Succession planning
DONTs
• Delegation without training

15. Selection of personnel
DOs
• Follow basic criteria of
Hiring.
A. Qualification preferably
BSc or minimum FSc.
B. Age b/w 21 to 26 years
C. Experience maximum 2
years
D. 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).

16. BUSINESS MANAGEMENT
Fixing Territories and Itineraries
Select and Classify Doctors
Development
Investigate Market
Distribution

17. 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.

18. Select and Classify Doctors
DOs
• 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

19. Development
DOs
• Build professional
relationship with KOLs.
• Focus ROIs on KOLs and
influencers.
DONTs
• Offer any obligation without
prior approval of SM.
• Make false commitments.

20. Investigate Market
DOs
• 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

21. Distribution
DOs
• 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.

22. 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

23. MANAGEMENT SKILLS
Fix Objectives
Plan Work
Follow Up
Analysis
Decision and Resolution
Communication
Feedback

24. Fix Objectives
DOs
• 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)

25. Plan Work
DOs
• 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

26. Follow Up
DOs
• Timelines follow up
• Activities follow up
• Customers follow up
• Implementation of action
plan
DONTs
• Delay in timelines

27. Analysis
DOs
• 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

28. Decisions and Resolutions
DOs
• 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”

29. Communication
DOs
• 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.

30. Feedback
DOs
• 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

32. DOs & DONTs
For ASMs

33. LEADERSHIP
HR
MANAGEMENT
BUSINESS
MANAGEMENT
MANAGEMENT
SKILLS

34. LEADERSHIP
Maintain Positive Discipline
Give Directions
Get Cooperation
Motivate
Have Influence
Use Power
Show Authority

35. Maintain Positive Discipline
DOs
• 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.

36. Give Directions
DOs
• 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

37. Get Cooperation
DOs
• 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.

38. Motivate
DOs
• 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.

39. Have Influence
DOs
• 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.

40. Use Power
DOs
• 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).

41. Show Authority
DOs
• 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

42. HR MANAGEMENT
Evaluation of personnel
Training
Selection of personnel

43. Evaluation of personnel
DOs
• 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

44. Training
DOs
• Product knowledge and
basic skills.
• On job coaching
• Guidance
• Project delegation
• Succession planning
DONTs
• Delegation without training

45. Selection of personnel
DOs
• Follow basic criteria of
Hiring.
A. Qualification preferably
BSc or minimum FSc.
B. Age b/w 21 to 26 years
C. Experience maximum 2
years
D. 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).

46. BUSINESS MANAGEMENT
Fixing Territories and Itineraries
Select and Classify Doctors
Development
Investigate Market
Distribution

47. 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.

48. Select and Classify Doctors
DOs
• 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

49. Development
DOs
• Build professional
relationship with KOLs.
• Focus ROIs on KOLs and
influencers.
DONTs
• Offer any obligation without
prior approval of SM.
• Make false commitments.

50. Investigate Market
DOs
• 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

51. Distribution
DOs
• 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.

52. 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

53. MANAGEMENT SKILLS
Fix Objectives
Plan Work
Follow Up
Analysis
Decision and Resolution
Communication
Feedback

54. Fix Objectives
DOs
• 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)

55. Plan Work
DOs
• 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

56. Follow Up
DOs
• Timelines follow up
• Activities follow up
• Customers follow up
• Implementation of action
plan
DONTs
• Delay in timelines

57. Analysis
DOs
• 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

58. Decisions and Resolutions
DOs
• 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”

59. Communication
DOs
• 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.

60. Feedback
DOs
• 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