CRM for CGT should be PRM
In a recent blog post [1], we addressed the peculiarities of a CRM system dedicated to CGT. We summarized the needed changes in 5 dimensions from the data sources of the various stakeholders to the involvement of the physicians in the end to end lifecycle of the treatment. This blog post takes a more holistic approach and tries to define the boundaries of CRM for CGT companies, discussing the need for capturing product requests in the CRM system.
As an initial step, the commercial process for CGT companies has been defined, highlighting the relevant touchpoints.
A CGT commercial process starts with onboarding of the treatment center, requiring mapping of the various networks of stakeholders. In some cases, apheresis could be done in a different location than the infusion, wherewith it is crucial to map and specify the relationship. Mapping of stakeholders’ capabilities and onboarding status should be captured in the CRM as training and certification of apheresis and infusion centers are key to obtain Center Qualification. While historically, CRM stands for customer relationship management, in the case of CGT, it would be more appropriate to name it partnerships relationship management (PRM).
Once the initial discussion with the hospital has been triggered, the contractual aspects of the discussion must occur, which is outside of the traditional CRM capabilities. Even in PRM, the contracting part probably sits better in an end-to-end contracting tool. Some key attributes of the contracts, such as Technical Apheresis Agreement or Commercial Agreement, may be integrated with the PRM but not the authoring part of the system, which requires capabilities that are better suited for the legal team.
The product request aspect of the process is another tricky question as this is a typical supply chain capability. Nevertheless, the field force would be required to understand the detailed status of each request. Hence it could make sense to have it on the same platform. Potentially, sharing the core platform may be an approach, while a bi-directional real-time integration may be another approach. There is no definitive answer to this point because it would be specific to the overall setup. As long as the field force has access to the status of the request, the requirement for the PRM is fulfilled.
Another set of capabilities would be customer-centricity. There is a need to address the non-treatment related part of the contractual relationship. If there is already a system to address those needs in the company, BASE recommendation would be to integrate it with the PRM. If there is no system in place, the capabilities could alternatively be developed from scratch in the PRM.
Without the details of the pre-existing architecture of the company, it is impossible to provide a definitive answer. Some aspects, such as the contract authoring, seems to fit better outside of the CRM while having a view on the product request status is a must. Therefore, an overarching recommendation would be for CGT companies to think about the end state architecture from day 1 to avoid building too many disparate blocks.
About BASE life science
BASE life science is an innovative and forward-thinking technology, product and service consultancy specialized in creating real business value from digital platforms and data. Our experienced teams are ready to help optimize your technology and business processes within Customer Engagement, Quality, Regulatory, Compliance and Clinical data management.
BASE currently operates from our offices located in Denmark, Switzerland, and Germany, from where we assist customers across the globe. You can safely choose us as your entrusted partner, as we will make it our goal to bring your vision to life.
About the author — Luca Morreale, Head of Operations, Switzerland
Luca is a highly motivated consultant focused on solving commercial & pricing challenges for life science companies through advisory, assessment or implementation services. Being pragmatic and result-driven, Luca is highly capable of leading teams in complex environments to achieve project goals while he has a strong ability to provide insights both at the strategy level as well as the operational level.
Reference
