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.
Description• Makes recommendations based on what is best for.docxcuddietheresa
Description
• Makes recommendations based on what is best for the organization - not oneself.
• Quickly recognizes, corrects and acknowledges own mistakes.
• Looks for ways to save time, resources and/or money.
• Is honest and forthcoming.
• Effectively balances competing priorities and deliverables.
• Balances meeting deadlines and quality.
· Comments
One Step Ahead - Individual Contributor
Description
• Uses facts and data to solve problems and make recommendations.
• Prioritizes work based on a deep understanding of customer needs.
• Embraces decisions once they are made.
• Raises concerns in a constructive way.
• Proactively provides input to potential decisions.
· Comments
Play to Win - Individual Contributor
Description
• Responds eagerly to internal/external customer needs and shifting requirements.
• Suggests ways to align to and support the strategy.
• Challenges the status quo.
• Follows through on commitments.
• Challenges and motivates others to achieve results.
· Comments
Powered by People - Individual Contributor
Description
• Provides both positive and negative feedback to others as needed.
• Proactively works to improve skills or gain new knowledge or skills.
• Asks for feedback and uses it to take action.
• Shares relevant knowledge and wisdom with others.
• Seeks diversity of thought, opinion and approach.
· Comments
...
"What's your day like?" "What do you do everyday?" "What's your job exactly, as startup CEO?" - These are questions I was frequently asked this year by both our new hires, startup founders I had the privilege to mentor through various programs, and during interviews.
If I was asked this question a couple years ago, my answer would definitely be "everything" - same as any early stage startup CEO. But as of 2021, our team at Arincare almost doubled in size, now serving 2,500+ users, and growing 3X revenue, to get there my job has changed a lot. So I think it's good to stop and give it some thoughts about my role and responsibilities as CEO and how it has evolved over the year - all in a deck. Hope it can benefit a larger audience, or at least I can use it to give a clearer answer to our new hires. :)
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career guidance and for Professionals for soft skills enhancements. We are working speading , sharing knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx. Also visit www.slideshare.net and search using key word - earthsoft Read http://tl.gd/jm1gh5 and view picture http://twitpic.com/cept60 http://www.slideshare.net/rrakhecha/efg-activities-of-one-year27-mar2013 Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training/ workshop seeking help of existing platforms Kindly spread to your friends.Thank you! - Earthsoft Foundation of Guidance
Let us make earth little softer.."
Description• Makes recommendations based on what is best for.docxcuddietheresa
Description
• Makes recommendations based on what is best for the organization - not oneself.
• Quickly recognizes, corrects and acknowledges own mistakes.
• Looks for ways to save time, resources and/or money.
• Is honest and forthcoming.
• Effectively balances competing priorities and deliverables.
• Balances meeting deadlines and quality.
· Comments
One Step Ahead - Individual Contributor
Description
• Uses facts and data to solve problems and make recommendations.
• Prioritizes work based on a deep understanding of customer needs.
• Embraces decisions once they are made.
• Raises concerns in a constructive way.
• Proactively provides input to potential decisions.
· Comments
Play to Win - Individual Contributor
Description
• Responds eagerly to internal/external customer needs and shifting requirements.
• Suggests ways to align to and support the strategy.
• Challenges the status quo.
• Follows through on commitments.
• Challenges and motivates others to achieve results.
· Comments
Powered by People - Individual Contributor
Description
• Provides both positive and negative feedback to others as needed.
• Proactively works to improve skills or gain new knowledge or skills.
• Asks for feedback and uses it to take action.
• Shares relevant knowledge and wisdom with others.
• Seeks diversity of thought, opinion and approach.
· Comments
...
"What's your day like?" "What do you do everyday?" "What's your job exactly, as startup CEO?" - These are questions I was frequently asked this year by both our new hires, startup founders I had the privilege to mentor through various programs, and during interviews.
If I was asked this question a couple years ago, my answer would definitely be "everything" - same as any early stage startup CEO. But as of 2021, our team at Arincare almost doubled in size, now serving 2,500+ users, and growing 3X revenue, to get there my job has changed a lot. So I think it's good to stop and give it some thoughts about my role and responsibilities as CEO and how it has evolved over the year - all in a deck. Hope it can benefit a larger audience, or at least I can use it to give a clearer answer to our new hires. :)
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career guidance and for Professionals for soft skills enhancements. We are working speading , sharing knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx. Also visit www.slideshare.net and search using key word - earthsoft Read http://tl.gd/jm1gh5 and view picture http://twitpic.com/cept60 http://www.slideshare.net/rrakhecha/efg-activities-of-one-year27-mar2013 Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training/ workshop seeking help of existing platforms Kindly spread to your friends.Thank you! - Earthsoft Foundation of Guidance
Let us make earth little softer.."
"Nothing happens in the world time somebody sells something to someone"
This PPT covers
Sales Presentation on Introduction to Sales
Sales Pitch , Process
Importance of Pre - Approach ,
Scouting for Opportunity
Customer Communication ,Negotiation ,Guidelines on Mock ,Handling Objections , Drivers for Success in Sales
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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
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).
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
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
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
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
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).
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
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
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