This document provides an overview of how to be an effective area sales and channel manager (ASCM). It discusses both the obvious and not so obvious aspects of the job, including delivering sales growth, managing a sales area, and traveling. It also covers learning the ropes through understanding data, people, and processes. The document outlines the growth curve an ASCM experiences from efficiency to motivation to infrastructure to strategy. It discusses key moments in an ASCM's career like the first JC meeting and firing. It provides tips for planning and delivering effective JC meetings. The document shares quotes on leadership and outlines some of the author's experiences and ideas from their time as an ASCM.

1. THE ART OF SALES
Being an Effective ASCM

2. Structure
• The Job (Obvious and Not so Obvious)
• Learning the ropes
• The Growth Curve
• The Moments of Truth
• The JC Meeting
• Planning and Delivering
• Leadership
• Conclusion

3. The Job - Obvious
• Deliver Growth - Sales
• Deliver More Growth - Brands
• Deliver Even More Growth - People
• Manage a Sales Area
• Keep commitments
• Deliver Quarter Endings
• Give returns when asked for
• Travel 144 days a year

4. The Not So Obvious
• Lead - A team of 2/3/4 people
• Lead - A team > 15 people
• Lead - A team of > 100 people
• Lead - A team of > 300 people
• Change lives
• Influence people
• See this beautiful country
• Have fun
• Party like there is no tomorrow

5. Learning the Ropes
• Data
– Zone RR
– Brand contributions (C+ / DFT / Pep)
– Best Ever JC on Key SKU (C+ 8 / DFT 100)
– Contribution to branch T/O
– SKU with higher contribution
– SKU with lower contribution
– PDP structure across depots
– Previous CRM Docket

6. Learning the Ropes
• People
– Area Steno - Continuity in the Job!
• Reliability
• Data warehousing skills
– SO
• Previous appraisals / reputation / requests
– TSI
• Previous appraisals / reputation
• Time in current HQ
• Enthusiasm

7. The Growth Curve
• Growth
– From Efficiency
• From Day One
– From Motivation
• One JC
– From Infrastructure
• One Quarter
– From Strategy
• One Year

8. The Growth Curve
Growth
Strategy
Infrastructure
Motivation
Efficiency ASCM Stint

9. Growth from Efficiency
• Discipline
– Random calls to RS point at 9:00 a.m.
• Back of Control Statement Data
– Letters to TSI who make wrong entries
• Launch Scorecard Reviews
– ECO parameters have to be met
• One Page FOCUS
– Severe consequences for the lack of focus
• JC Meeting - One Day

10. Growth from Motivation
• RS
– Unnati / Newsletter / Regular Meets / Visits
• RSSM
– LEAD RSSM / Letter from ASCM / Gifts
• TSI
– Purple Cow / Moving Ratings / Birthdays
• SO
– Leadership Challenge / Quarterly Career
Review / Family Greetings

11. Growth from Infrastructure
• Coverage
– 300 o/l per lac of population
• Frequency of Coverage
– Twice a week
• Quality of Coverage
– Split beats
• Cutting edge coverage
– Hari Bhari / Shop Score / HHT

12. Growth from Strategy
• FOCUS
– Channel
– Category
– Geography
– Brands
• ENABLERS
– OPS
– CPS
– Trade Activation

13. Growth from Strategy 2001 Size of Nature of Expected Share of
Opportunity Opportunity Growth Growth
Dental 32 23 Share Gain 20 25
Hair Oils 6 11.6 Penetration 24 6
Hair Wash 25 14.6 Visibility 13 16
Skin 33 14.5 Penetration 20 27
Rural 8 18 48 15
96 81.7 73
Focus Categories
ENABLERS / SALES THRUSTS
2001 Plan
5L+ Towns
No. of RSSM 93 142
RSSM Remuneration 2200 3960
No. of Merchandisers 27 134
FOCUS BRANDS No. of O/L 14925 20168
2001 Size of Nature of Expected Share of FOCUS CHANNELS
Opportunity Opportunity Growth Growth <5L Towns Dental Hair Oils Skin
RS Consolidation 88 83 W/S
Cu
Pep
740
750
850
920
Anti CDC
Anti CDC
15
22
11
14
No. of O/L GROWTH 11207 16000 Key Retail
RSMM Remuneration 1800 2200 Grocers/Pr.
Nihar 550 700 Penetration 27 6 Chemists
FAL 520 750 Penetration 44 27 TSI's Rural
Lux 550 630 Anti Chik 15 16 TLSD 190 240
Productivity 76% 85%
No. of TSI's 12 13
Focus Channels
Focus Brands
FOCUS GEOGRAPHIES
2001 Contr. to 2002 Contr. to Share of
Sales Expected Sales Growth
10L+ 60 52 72.6 49 48
Rural 15 13 22 15 27
Focus Geographies

14. The Moments of Truth
• First JC Meeting
• First Market Visit
• First RS Confrontation
• First FF Mistake Detected
• First Presentation
• First Firing
• First Forgiveness
• First Promotion You Engineer
• First Celebration

15. The JC Meeting
• 13 in a year
• One day and you have 13 more in the
market - 13/365 = 3% growth
• Review
– long enough to make it linger
– short enough to ensure it doesn’t fester
• Motivate
– long and constant
– it needs to last 28 days

16. JC Meeting
• Agenda • Fun Capsule
• Review of JC N-1 • LUNCH
• Flash Back JC N YR- • Development
1 Section
• Task at Hand / JC • LEAD RSSM Review
Story • Tour Planning
• OPS Plan • Birthday Celebration
• JC Plan - NUMBERS • Motivational Capsule
• FOCUS - One Page • Concluding Remarks
• FFIS / 1-2-ka-4 • Send Off Game

17. Planning & Delivering
• The Right Balance
– Not down to 200+ SKUs
– Not as general as a Category Number
• The Horizon
– Not too long ( A year !!!)
– Not too short ( A day’s phasing)
• The Rigor
– Intellectual, yet
– Practical at the field level

18. On Leadership
Three Quotes I Love

19. Mike Vance
"Leadership is the ability to establish
standards and manage a creative
climate where people are self-
motivated toward the mastery of long
term constructive goals, in a
participatory environment of mutual
respect, compatible with personal
values.”

20. Stephen R Covey
"Management is efficiency in climbing
the ladder of success; leadership
determines whether the ladder is
leaning against the right wall."

21. Peter F Drucker
"Leadership is not magnetic
personality, that can just as well be a
glib tongue. It is not "making friends
and influencing people", that is flattery.
Leadership is lifting a person's vision to
higher sights, the raising of a person's
performance to a higher standard, the
building of a personality beyond its
normal limitations."

22. My Favorite Leadership
Parable
The Invincible Australian Cricket
Team
“Winning is not everything, it is
the only thing”

23. Core Values
What Makes Them Tick?

24. Core Values
• Competitiveness
– “Son, you just dropped the World Cup”
• Teaming
– “quick to deflect credit, quicker to share
blame”
• Lack of Personal Ego
– Mark Taylor declared when he was 334 not
out
– Waugh focussed on minimizing ‘individual
stardom’

25. Core Values
• Careful Recruitment
– Allan Border for 6 years (2.77 W/L Ratio)
– Mark Taylor despite slump (3.02) W/L
Ratio)
– “Pick a team, then select the captain”
• Abiding Faith
– ‘Servant Leadership’
– One who leads by example, and who has
the holistic well being of each of his
charges very much at heart

26. Processes
• Constant Innovation
– Separate teams for ODI and Tests
– Bowling first on winning a toss
– One percent targets
• Long Term Planning
– Australia A
– Coaching Infrastructure
– Rotation of players

27. Turning Points
Moments that defined Steve
Waugh as a leader

28. 20 Jun 1999: Shane Warne and Waugh
kiss the trophy after victory over
Pakistan in the Cricket World Cup final
at Lord's in London. Australia won by 8
wickets.

29. 24 Aug 2001: Waugh celebrates 100,
diving for his ground, during day two
of the Fifth Test between England and
Australia at The Oval in London,
England.

30. YOUR Area is What YOU Make it
Define Your Expectation Clearly

31. Salesmanship
“Ability to get a person to take as
much as you want them to take,
which in the normal course of
business if they had access to the
same information as you - they
are unlikely to take the desired
amount”

32. HARRY MOOCK VP Chrysler
Describing the ideal man of a
certain profession...

33. He should have...
• the curiosity of a cat,
• the tenacity of a bulldog,
• the friendship of a little child,
• the diplomacy of a wayward husband,
• the patience of a self-sacrificing wife,
• the enthusiasm of a SPB fan,
• the assurance of a Harvard man,
• the good humor of a comedian,
• the simplicity of a jackass,
• and the tireless energy of a bill-collector

34. Some Ideas
From My 2+ years as an ASCM
Articulate an Exciting Vision
Create A Team Identity
Involve Everyone
Communicate

35. Articulate An Exciting Vision

36. We will create a sales system that offers our customers
the best service, variety and quality of products.
We will do this in an ethical manner, by doing the right
things. We will build relationships that result in raving
fan customers, gung-ho employees, pleased third
parties and a supportive community
We want to be the best sales team in the country. When
people think of sales and distribution revitalization,
they’ll think of Personal Products in Karnataka.
People will be flying in from all over the country to
find out how we do it.

37. Create A Team Identity

38. SALES KA ASLI BAADSHAH

39. Involve Everyone

40. THE LEAD RSSM

41. TSI LEADING CHANGE

42. RS PURPLE COW

43. THE SO LEADERSHIP
CHALLENGE

44. Communicate

45. NEWSLETTERS

46. MEETINGS

47. Steve Remedios
1979 – 2004
HE WOULDA DONE SOME
REALLY COOL STUFF
BUT …
HIS BOSS WOULDN’T LET
HIM!

48. My Gurus
Amrit Thomas / Manish Tiwary
Jude Fernandez / Ashok Sharma /
Mahesh Lad / Srichand Bishnani
KNSA - PP - 2002 to YTD

49. Thank You
Steve Remedios
ASCM - PP
KNSA