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Enhancing Organizational Alignment for Dental Assistants

Improve alignment with dental assistant needs, increase participation, awareness, and membership. Enhance retention and bridge the gap with organized dentistry. Balanced scorecard approach for financial, member, internal processes, and growth initiatives. Focus on financial growth, member profitability, internal innovation, and staff capabilities. Developed by Harold L. Maurer & Marketing General Inc. Presented in November 2007. Proposed structure includes MGI direct marketing programs.

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Enhancing Organizational Alignment for Dental Assistants

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  1. ADAA Balanced Scorecard Process Presented by: Harold L. Maurer Marketing General Inc. ADAA November, 2007

  2. ADAA Balanced Scorecard Process “Businesses Tend to Pay More Attention to Those Items They Have Chosen in Advance to Measure Than Those They Notice After The Fact”

  3. Improve organizational alignment with dental assistant needs Increase member participation Improve Retention Increase awareness/recognition Professional diversity/ demographics Increase membership Narrow the gap between ADAA and organized dentistry ADAA Strategic Objectives

  4. Balanced Scorecard: Financial Programs Member Programs Internal Processes Learning & Growth Initiatives Four Key Areas of Focus: Financial Perspective Member Perspective Internal Business Process Perspective Learning and Growth Perspective Building ADAA’s Balanced Scorecard

  5. Balanced Scorecard: Financial Programs Member Programs Internal Processes Learning & Growth Initiatives Financial Focus Grow Opportunities Sales by Segment: Dental Offices, Individual Members, Military New Products Sustain Existing Opportunities Improve the Profitability of Existing Programs Harvest Decreasing Opportunities Increase Penetration of Unprofitable Members/Programs Drop/Revise Unprofitable Programs Building ADAA’s Balanced Scorecard

  6. Balanced Scorecard: Financial Programs Member Programs Internal Processes Learning & Growth Initiatives Member Focus (Member Profitability) Market Share ADAA Market Universe Market Segments/Marketing Segments Member Acquisition Increasing Share of Universe Member Retention Holding on to Profitable Members Member Loyalty & Satisfaction Understanding Member Needs Meeting or Exceeding Member Needs Building ADAA’s Balanced Scorecard

  7. Balanced Scorecard: Financial Programs Member Programs Internal Processes Learning & Growth Initiatives Internal Processes Innovation Discovering Member/Organizational Needs (Old & New) Developing Processes to Meet Needs Operations Designing New Programs Delivering New Programs Post “Sale” Service Providing Member Service Related to Product Offerings Measurements Investment/Sales/Profits Break Even Analyses Building ADAA’s Balanced Scorecard

  8. Balanced Scorecard: Financial Programs Member Programs Internal Processes Learning & Growth Initiatives Learning & Growth Staff Capabilities Discovering Member/Organizational Needs (Old & Developing Processes to Meet Needs Information Systems Capabilities Designing New Programs Delivering New Programs Motivation, Empowerment and Alignment Measuring Employee/Organizational Improvement Building ADAA’s Balanced Scorecard

  9. Proposed Structure

  10. MGI Direct Marketing Programs Thank You

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