Am Dtf- Am's Role During Jfw

The AM should observe the performance of the TE in the call and give feedback by doing a post-call analysis. This involves reviewing the call after it has ended to identify any mistakes or areas for improvement. By analyzing the call, the AM can provide constructive feedback to the TE, helping them to identify their strengths and weaknesses and make necessary improvements. This feedback can contribute to the overall development and performance of the TE in future calls.

The correct answer is "All of the above." This means that during retail calls, the AM must observe for all of the mentioned factors, which include the TE's relationship with the chemist, the TE's ability to ask for non-moving stocks or address any other issues with the chemist, and the TE's performance in conducting RCPA with quantification of both micro and competitor brands.

When inducting a new TE, the AM should ensure that the TE submits his testimonials and joining report to HR. Additionally, the AM should make sure that the TE has received a fieldwork bag and Navdisha ID. Lastly, the AM should ensure that the TE has received visual aid and other necessary inputs. Therefore, the correct answer is "all of the above."

At the end of the day, 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 accomplishments and successes of the TE while also providing constructive criticism for areas of improvement. This helps in fostering a positive and growth-oriented work environment.

The correct answer is "let the TE do the detailing, sampling, and gifting." This means that the AM should allow the TE (Territory Executive) to perform the tasks of detailing, sampling, and gifting on their own. By giving the TE the responsibility to do these tasks themselves, the AM can observe their performance and coach them accordingly. This approach promotes independence and growth for the TE while also allowing the AM to provide guidance and support as needed.

The correct answer is c. Observe and Identify areas of improvement in TE and work on Coaching and skill development. This option suggests a proactive approach to address the issue by identifying the areas where the TE is lacking and providing coaching and skill development to improve their performance. It focuses on supporting the TE rather than blaming or taking over their responsibilities, which can lead to frustration and a lack of growth for both parties involved.

In this situation, the best approach is to discuss with the team the need for the availability of the new product by asking for solution options and providing the benefits. By involving the team in finding a solution, they will feel more empowered and motivated to overcome the inventory and stockist issue. This approach also allows for open communication and collaboration within the team, which can lead to innovative solutions and a stronger sense of ownership and responsibility. Additionally, by highlighting the benefits of maintaining the required inventory, the team will understand the importance of achieving the new product objective and be more likely to take action.

The correct answer is 5 because the company is looking to induct a new TE (team member) for a certain number of days. Out of the options given, 5 is the only number that fits the context and makes sense in this scenario.

The correct answer is "All of the above." This means that as a Manager, you should do all of the mentioned actions to avoid such situations. By forecasting primary sales, you can anticipate any potential issues and plan accordingly. Monitoring secondary sales versus closing on a weekly basis allows you to identify any discrepancies or problems early on. Planning activities to increase secondary sales for brands with high closing helps to address the issue directly and improve overall performance.

In this situation, it is important for the Area Manager to take proactive steps to address the lack of efforts in the team. By making time to analyze the reasons with the available tools and resources, the manager can identify the root causes of the issue. Inviting the team for a formal meeting and listening to the reasons they share will help in understanding their perspective and any challenges they may be facing. Finally, by motivating and charging the team with the incentive earning opportunity and the pride of becoming the number one team in the division, the manager can inspire them to put in more effort and achieve the targets. Therefore, all of the above actions are necessary to address the situation effectively.

The ideal way for a normal day in the life of an Area Manager to start is with a morning telephone call with TE. This suggests that the Area Manager should begin their day by connecting with TE, which could be a team member or a superior. This call is likely to involve discussing important updates, setting goals, and aligning strategies for the day ahead. Starting the day with this communication helps in establishing clear objectives and ensuring everyone is on the same page, which is crucial for effective teamwork and productivity.

Post call analysis should be done with the TE by asking whether the objective of the call is achieved or not. This helps to evaluate the effectiveness of the call and whether the desired outcome was accomplished. Additionally, appreciating good work done during the call is important as it encourages and motivates the TE to continue performing well. Lastly, asking the TE what they could have done better in the call helps to identify areas of improvement and provides an opportunity for growth and development. Therefore, all of the above options are necessary for a comprehensive post call analysis.

In order to manage the situation of having vacancies in two high performing HQ's while still achieving the objective as an Area Manager for the current month, it is important to look for the right candidate to fill the vacancy. This ensures that the HQ's continue to operate effectively. Additionally, visiting important top prescribers of the vacant territory HQ and ensuring that doctors continue to prescribe medications helps maintain the performance of the territory. Therefore, both options A and B are necessary in managing this situation.

In this situation, the best course of action would be to implement all of the above options. By analyzing the reasons for the lack of efforts, the Area Manager can identify any underlying issues and address them accordingly. Inviting the team for a formal meeting and listening to their reasons can help create an open and honest dialogue, allowing the manager to understand any challenges or concerns the team may be facing. Motivating and charging the team with the incentive earning opportunity and the pride of becoming the number one team in the division can help boost morale and encourage the team to put in more effort towards achieving their targets.

The correct answer is 6 because an AM (Assistant Manager) should work a minimum of 6 days with HOT TE (HOT Training & Education), indicating that they need to be present for at least 6 days to fulfill their responsibilities and duties as an Assistant Manager in the organization.

In order to manage the crisis of insufficient stock for a fast-moving brand, planning primary sales with other brands to bridge the gap is the correct answer. This option allows for the continuation of sales and revenue generation by promoting and focusing on other brands that are available in stock. By doing so, the company can mitigate the negative impact of the non-availability of the fast-moving brand and maintain overall sales performance.

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 the joint fieldwork plans once the TP (presumably a work schedule or plan) is ready at the beginning of the month. This allows both AM and TE to coordinate and prepare for the fieldwork in advance, ensuring a smooth and organized process.

The analysis is that TE is limiting their efforts to a specific set of patches and doctors, neglecting coverage of other doctors. This can be inferred from the fact that TE repeatedly takes the representative to the same doctors and the overall PCPM sales are only 75k. This suggests that TE is not effectively reaching out to a wider range of doctors and patches, which could potentially increase sales.

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. This allows the manager to ensure that everything is set up and prepared for the TE's arrival. Additionally, the manager should also engage in pre-work discussions with the TE to go over the day's plan and ensure they are on the same page. Both of these actions are important for a successful collaboration between the manager and the TE.

The correct answer is d. Coach TE on the process and different ways a TE can convert the Dr. This option shows a proactive approach to help the TE improve their performance by providing guidance and support. By coaching the TE on the process and different ways to convert doctors, it increases their chances of success and helps them generate business in the required pace. Threatening or complaining about the TE would not be effective or constructive in improving their performance.

Coaching encompasses all of the mentioned aspects. It involves unlocking the potential of a person, such as a TE, to enhance their effectiveness during field work. It also focuses on helping individuals come up with their own solutions by providing guidance and support. Additionally, coaching involves being tough on the issue at hand by giving constructive feedback, while being supportive and not tough on the people involved. Therefore, all of the given options are valid explanations for coaching.

An Area Manager should ideally discuss about the Doctors Call with the TE outside the Doctors chamber just before the call. This allows them to have a quick discussion about any important information or updates regarding the call, ensuring that both the Area Manager and the TE are on the same page before entering the Doctor's chamber. It also allows for any last-minute instructions or reminders to be given, maximizing the effectiveness of the call and the chances of a successful outcome.

An Area Manager should do 60% of Developmental Calls. This means that the majority of their time should be focused on conducting developmental calls, which involve providing guidance, support, and training to their team members. This is important for the growth and development of the team and helps in achieving organizational goals. By spending a significant portion of their time on developmental calls, the Area Manager can ensure that their team members are equipped with the necessary skills and knowledge to perform their roles effectively.

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During pre-call planning, it is important for the Account Manager (AM) to ask the Territory Executive (TE) about the brands that are being promoted and the focus brand based on RCPA (Retail Chemist Prescription Audit). This information helps the AM to tailor their approach and messaging during the call to effectively promote the specific brands and focus on the most important ones based on their sales performance. By understanding the objectives of the call, whether it is conversion, improvement, or retention, the AM can align their strategies accordingly. Additionally, asking the TE to arrange the bag and do a rehearsal if necessary ensures that the call is well-prepared and organized.