ADAA Balanced Scorecard Process

Presented by:Harold L. Maurer

Marketing General Inc.

ADAA November, 2007

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”

ADAA Strategic Objectives

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

Building ADAA’s Balanced Scorecard

Balanced Scorecard:

Financial ProgramsMember Programs Internal ProcessesLearning & Growth Initiatives

Four Key Areas of Focus:1. Financial Perspective2. Member Perspective3. Internal Business

Process Perspective4. Learning and Growth

Perspective

Building ADAA’s Balanced Scorecard

Balanced Scorecard:

Financial ProgramsMember Programs Internal ProcessesLearning & Growth Initiatives

Financial Focus1.Grow Opportunities

1.Sales by Segment: Dental Offices, Individual Members, Military

2.New Products2.Sustain Existing Opportunities

1.Improve the Profitability of Existing Programs

3.Harvest Decreasing Opportunities

1.Increase Penetration of Unprofitable Members/Programs

2.Drop/Revise Unprofitable Programs

Building ADAA’s Balanced Scorecard

Balanced Scorecard:

Financial Programs Member Programs Internal Processes Learning & Growth

Initiatives

Member Focus (Member Profitability)

1.Market Share1.ADAA Market Universe2.Market Segments/Marketing

Segments2.Member Acquisition

1.Increasing Share of Universe3.Member Retention

1.Holding on to Profitable Members4.Member Loyalty & Satisfaction

1.Understanding Member Needs2.Meeting or Exceeding Member Needs

Building ADAA’s Balanced Scorecard

Balanced Scorecard:

Financial Programs Member Programs Internal Processes Learning & Growth

Initiatives

Internal Processes1.Innovation

1. Discovering Member/Organizational Needs (Old & New)

2. Developing Processes to Meet Needs2.Operations

1. Designing New Programs2. Delivering New Programs

3.Post “Sale” Service1. Providing Member Service Related

to Product Offerings4.Measurements

1. Investment/Sales/Profits2. Break Even Analyses

Building ADAA’s Balanced Scorecard

Balanced Scorecard:

Financial Programs Member Programs Internal Processes Learning & Growth

Initiatives

Learning & Growth1.Staff Capabilities

1.Discovering Member/Organizational Needs (Old &

2.Developing Processes to Meet Needs

2.Information Systems Capabilities1.Designing New Programs2.Delivering New Programs

3.Motivation, Empowerment and Alignment

1.Measuring Employee/Organizational Improvement

Proposed StructureGoals% /$

/Score

Organizational

Alignment

Membership Close ADA Gap

Financial Perspective % / $ / Score

% / $ / Score

% / $ / Score

Lagging/Leading F1

Initiative

Lagging/Leading F2

Initiative

Member PerspectiveLagging/Leading

M1Initiative

Lagging/Leading M2

Initiative

Process PerspectiveLagging/Leading

P1Initiative

Learning & Growth Perspective

Lagging/Leading G1

Initiative

MGI Direct Marketing Programs

Thank You