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SH (QA, Fit in with the Team, Focus, Sales) - Coggle Diagram

- - - - with Marketing Experience, why this is good? Can help prioritize, focus, alignment with marketing team.
    - - Familiar with the product, the team, and stakeholders
  - - - Attractive, because I can report to Kelly. Good to the company and also great for my development in terms of geographic expansion. However, I've been working in marketing for a long time and my recent years are all in specialty care, I wish to sustain my experience in this area.
    - - It is an exciting role that does new and impactful things for the organization; however, I would need more time to pick up and contribute. I'm not 100% confident I'm
- - - - Maturity
        
        Sam、PK
        
        Sharon、Janus
      - Ways of thinking & coaching
        
        做生意導向: PK (剛好)、Sharon (Sometimes to much)
        
        Tracking、保守不犯錯型: Janus
        
        價值布局型: Sam
      - Performance & Gaps
        
        Sam: 優點即缺點。1.會反省但也會想太多。2.太保護members所以member成長的或修正有限。
        
        Sharon: 因為Sales Driven而被promoted的，但too aggressive、需要monitor、也要認知到身為leader的example impact和責任不是只有業績。
        
        Janus: 沒有過多的直接接觸，只是少量觀察，是很保護自己資訊的stype: 可能性是不夠confident、或是以前有不好的鬥爭經驗。個性保守，所以影響team的風氣也偏向保守不夠ambitious。團隊流動率造成業績challenging，但也可能是主管的關係，不確定她在這方面是否有反思。
        
        PK: 正面、執行力強、有can do spirit、夠agile。但是judgement部分可以再觀察, ex. Raphael的區域調整。
- - - - 病床issues (self-pay)
      - 健保比例低
        
        培養慢
        
        Criteria難
        
        過件率
      - Competition
    - - NHIA
        
        送件量提高
        
        現在常說送件追不上下車?
        
        送件品質提高
        
        兒科(不敢使用IS)、風免科(溝通皮膚科照光) 送件提高
        
        再上車率提高
        
        衛教師
      - Self-pay
        
        NPS提高
        
        JAK concerns
        
        Safety
        
        方案
    - - NHIA (AS)
        
        Naive patients
        
        Switch from uncontrolled
        
        審委engagement
        
        SoV提高
        
        Leverage One Airway
      - Self-pay (NP)
        
        Top 50 prescribers
        
        Marketing Events
  - - - Also a differentiation to competitors
      - Successor plan
    - - The way we review
        
        Propose insights, then supported by numbers or other observations
      - Self-identification
        
        Not just event planners/executors
      - DM's example and coaching
        
        DM's capability and filtering
    - - Insight interpretation
      - Winning mindset
      - Communication skills (ask questions, listening, interpretation and objection handling skills)
  - - - Define specific criteria
      - Analyse it works or doesn't work
      - Follow up
- - - - UPN1 50M (38%)
      - UPN2 42.5M (32%)
      - UPC1 19M (14%)
      - UPS1 20.9M (16%)
    - - UPN1 60M (38.4%) +20%
      - UPN2 49M (31.4%) +17%
      - UPC1 23M (14.9%) +24%
      - UPS1 24M (15.3%) +15%
  - - - 健保36% > 45%
      - MS: 健保80%, 自費65%
      - NPS 60+
    - - Patients
        
        EoS AS: 200+
        
        NP: 450+
      - MS
        
        EoS AS: 40%
        
        NP: 95%
      - SoV No.1