Am Carsyon 3- Am's Role During Jfw

The correct answer is "let the TE do the detailing, sampling, and gifting." This answer suggests that the AM should allow the TE (Territory Executive) to handle the tasks of detailing, sampling, and gifting on their own. This approach allows the TE to gain experience and improve their performance while being coached by the AM. It also promotes independence and responsibility in the TE's role.

The correct answer is "all of the above". When inducting a new TE, AM should make sure that the TE has submitted his testimonials and joining report to HR, received a fieldwork bag and Navdisha ID, and received visual aid and other inputs. This ensures that the TE is properly prepared and equipped for their role.

The AM should appreciate the TE for all that went well during the day and also tell him what all could have been done better. This approach allows for a balanced feedback session where the AM acknowledges the team's achievements and also provides constructive criticism for improvement. By doing both A and B, the AM is able to maintain a positive and supportive environment while also encouraging growth and development within the team.

In this situation, the best course of action would be to analyze the situation, approve Satish's leave request, and also remind him about the task that needs to be achieved in the remaining working days. This approach acknowledges Satish's need for leave while also addressing the importance of completing the task at hand. By reminding him about the remaining working days and the target to be achieved, it ensures that Satish is aware of the expectations and can plan his work accordingly.

In order to manage the crisis of insufficient stock for a fast moving brand at the stockist, planning primary sales with other brands to bridge the gap is the correct answer. This solution addresses the issue of non-availability of stocks by utilizing alternative means to meet the sales demand. By planning primary sales with other brands, the company can ensure that the overall sales target is still met despite the lack of stock for the specific brand. This proactive approach demonstrates problem-solving skills and a willingness to find solutions in challenging situations.

By discussing with the team the need for availability of the new product and asking for solution options, the manager can involve the team in finding a solution to the inventory issue. By providing the benefits of maintaining the required inventory, the manager can motivate the team to work towards achieving the new product objective. This approach promotes teamwork and problem-solving, rather than solely relying on the manager to personally handle the stockist and take orders. It also ensures that the team takes ownership of the issue and actively participates in finding a resolution.

The correct answer is 5 because the question is asking how many days the AM should induct a new TE for. Therefore, the answer is the number of days indicated.

The correct answer is "Post Call Analysis". After observing the TE's performance in the call, the AM should provide feedback through post-call analysis. This involves analyzing the call and identifying any mistakes made by the TE. By conducting this analysis, the AM can provide constructive feedback to the TE, helping them improve their performance in future calls.

In this situation, it would not be productive or fair to get frustrated and shout at the TE or to take on all the responsibilities yourself. The best approach would be to observe and identify areas of improvement in the TE's performance and then work on coaching and skill development to help them become more effective in their role. This approach focuses on supporting the TE and helping them improve, which can lead to better results in the long run.

The correct answer is "All of the above". During retail calls, the Area Manager (AM) must observe the TE's (Territory Executive) relationship with the Chemist, whether the TE is able to ask for non-moving stocks or any other issues with the Chemist, and if the TE is doing RCPA (Retail Chemist Prescription Audit) with quantification of both the Micro Brand and other competitor brands. In other words, the AM needs to observe all of these aspects during the retail calls.

The correct answer is to inform the TE at the beginning of the month after TP is ready. This option suggests that AM should inform the TE about their joint fieldwork plans at the start of the month, once the TP (presumably the work plan or schedule) is ready. This allows both parties to be prepared and coordinate their schedules accordingly.

Post call analysis should be done with the TE by asking whether the objective of the call is achieved or not, appreciating good work done, and asking what could have been done better in the call (areas of improvement). By doing all of the above, a comprehensive evaluation of the call can be conducted, ensuring that the goals of the call were met, acknowledging any positive aspects, and identifying areas for improvement to enhance future performance.

An Area Manager should ideally discuss about the Doctors Call with the TE outside the Doctors chamber just before the call. This is because discussing the call just before it takes place allows for any last-minute updates or reminders to be shared between the Area Manager and the TE. It also ensures that the discussion is fresh in their minds and they can immediately implement any strategies or instructions discussed during the call. Additionally, discussing outside the Doctors chamber maintains privacy and avoids any potential distractions or interruptions during the call.

In order to manage the situation, it is important to visit all the prescribers of the vacant territory HQ and ensure that they continue prescribing medications. This will help maintain the current level of performance and achieve the objectives as an Area Manager for the current month. Additionally, it is also necessary to look for the right candidate to fill the vacancy in order to ensure the long-term success and performance of the HQ. Therefore, both options A and B are necessary to effectively manage the situation.

The best course of action in this situation is to coach the TE on the process and different ways to convert doctors. This approach focuses on providing support and guidance to the TE, helping them improve their skills and knowledge. Threatening or complaining about the TE will not solve the issue and may create a negative work environment. Helping the TE by doing conversions yourself may temporarily solve the problem, but it does not address the root cause and may not be sustainable in the long run. Coaching the TE is a proactive and constructive approach to help them succeed in their role.

An AM should work a minimum of 6 days with HOT TE. This indicates that there is a requirement for AMs to work for at least 6 days in order to fulfill their responsibilities and duties related to HOT TE. Working fewer than 6 days would not meet the minimum requirement for the role.

The analysis is that TE Santosh is focusing only on a specific set of patches and doctors, neglecting other doctor coverage. This is evident from the fact that he repeatedly takes the sales representative to the same doctors in the 3 patches they worked in, resulting in a relatively low overall PCPM sale of only 75k. This suggests that TE Santosh needs to expand his efforts and reach out to a wider range of doctors in order to increase sales.

In this situation, it would be important for the Area Manager to analyze the reasons behind the lack of efforts in the team. By making time to analyze the reasons with the available tools and resources, the manager can identify any potential issues or challenges that may be hindering the team's performance. Additionally, inviting the team for a formal meeting and listening to the reasons they share can provide valuable insights and help address any concerns or grievances. Lastly, motivating and charging the team with the incentive earning opportunity and pride of becoming the number one team in the division can help boost morale and encourage greater effort and performance. Therefore, all of the above actions would be necessary to address the situation effectively.

Starting the day with a morning telephone call with TE is ideal for an Area Manager because it allows for effective communication and coordination with the TE (presumably a team or a superior). This call can help set the agenda for the day, discuss any urgent matters or updates, and ensure that everyone is on the same page. It provides an opportunity to address any concerns or queries, allocate tasks, and prioritize activities. This proactive approach helps in planning and executing the day's tasks efficiently, ensuring a smooth workflow and effective management.

The correct answer is "All of the above." This means that as a manager, you should do all of the suggested actions to avoid situations where stockists are not willing to give the required primary order. By forecasting primary sales at the beginning of the month, monitoring secondary sales versus closing on a weekly basis, and planning activities to increase secondary sales of brands with high closing, you can proactively address the issue and ensure that stockists are willing to provide the necessary orders.

In this situation, it is important for the Area Manager to address the lack of efforts in the team and find ways to improve performance. By making time to analyze the reasons behind the lack of efforts, the manager can identify any underlying issues and take appropriate action. Inviting the team for a formal meet and listening to their reasons can provide valuable insights and help in finding solutions. Additionally, motivating and charging the team with the incentive earning opportunity and pride of becoming the number one team in the division can boost their motivation and drive towards achieving targets. Therefore, all of the above options are necessary steps to address the situation effectively.

The correct answer is "Both A & B." The first priority of a Manager on JFW with TE is to reach the patch 45 minutes before the TE arrives and also to have a pre-work discussion with the TE about the day's plan. Both tasks are equally important and contribute to effective coordination and planning for the day's work.

An Area Manager should do 60% of Developmental Calls. This means that the majority of their time should be dedicated to conducting developmental calls, which involve coaching and guiding their team members to improve their skills and performance. This is important for the growth and development of the team as well as achieving overall organizational goals. By spending a significant amount of time on developmental calls, the Area Manager can effectively support and nurture their team members, leading to improved productivity and success.

Coaching encompasses all of the given options. It involves unlocking the potential of the person being coached, helping them come up with their own solutions, and providing constructive feedback without being tough on them personally. Therefore, the correct answer is "All of the above."

The correct answer is "AM should ask for Brands promoting and Focus brand based on RCPA." This is because during pre-call planning, the AM should inquire about the brands that the TE is promoting and identify the focus brand based on the RCPA (Rx Contribution per Annum) value. This information is crucial for the AM to tailor their approach and messaging during the call, ensuring that they are addressing the specific needs and interests of the customer.