Flexible solutions. Responsive teams. Data-driven insights.
As you build out your patient support program (PSP), emerging biopharmas (EBPs) have the opportunity to start fresh and incorporate the latest thinking without being tied to legacy design or infrastructure decisions.
This provides an advantage over larger companies who likely have experienced challenges related to siloed patient support operations and metrics that lean toward outputs instead of outcomes. When services are independently designed and measured, the sheer number of metrics becomes complex and overwhelming. It’s difficult to assess the aggregate performance and impact of an overall program, and it's also challenging to optimize investments — or to compare a program’s performance across the organization’s portfolio and against comparable programs.
As an EBP you can avoid these pitfalls and measure what matters by focusing on three imperatives.
In this context, the word “customer” includes active patients, their healthcare providers (HCPs), and the HCP’s office staff who often play a significant role in helping patients start and stay on therapy. But customers also include patients who are getting your product through specialty pharmacy, but haven’t enrolled in your support program.
Customers don’t care how a company organizes their PSP; they care about their own experiences — and positive experiences are crucial for changing and sustaining behaviors. That’s why empathy, clarity, ease of use, and seamlessness are among the main principles that should guide the design of a PSP. These principles should also be baked into the metrics that EBPs routinely measure, monitor, and work to improve.
Consider establishing key performance indicators (KPIs) to measure:
You can consider perception research to know where your company stands with customers and which investments will drive meaningful improvement.
The purpose of a PSP isn’t to have a hub that answers calls promptly (though that’s important). The purpose is to help patients get — and stay — on therapy. That’s an impact that occurs through the orchestration of multiple services.
Consider how you can build a measurement strategy that helps you track impact at the program and enterprise level. That may include a progression of metrics from tactical to strategic, as follows:
Bring it all together with a measurement framework that enables enterprise consistency. Whether you have everything going through a hub and a single specialty pharmacy, open distribution, or a few specialty pharmacy partners, you need orchestration and consistency within and across the elements of your PSP.
When your framework spans from interaction- to program-level metrics, you will be better positioned to demonstrate the operational efficiency of your PSP. You will also be able to support greater agility through detailed insights into what’s working, what’s not, and how you can tune investments to support intended outcomes.
EBPs are diverse in size, maturity, and focus. The key questions — Are we reaching the right patients? Are we performing better in certain populations? — will be the same. But initial priorities may differ:
If nothing else, remember that your service level agreements are NOT your KPIs; by thinking through metrics early and thoroughly, your organization can excel at measuring — and continually improving — the impact of your PSP.
Flexible solutions. Responsive teams. Data-driven insights.
Deploy sales representatives, clinical nurse educators, field reimbursement specialists virtually or in the field to communicate the benefits of your therapy.