ADAA Vision Committee Report

Presented by:

Harold L. MaurerMarketing General Inc.

ADAA February 9, 2008

A Leader’s Job:

To Look Into the Future, And to See the Organization Not as It Is…

…But as It Can Become.

Vision Committee Process

Identify and Agree On 3-5 Strategies to Improve ADAA

Develop a Set of ADAA Goals to Reach Within the Next Five Years

Plan & Calendar Programs to Achieve the Key Strategies

Draft a Tactical Plan, Milestones and Measurements for Year One

A Leader’s Job:

To Look Into the Future, And to See the Organization Not as It Is…

…But as It Can Become.

Vision: Three Strategic Objectives

Improve ADAA’s offerings to dental assistants and members needs

Improve the alliance between ADAA and organized dentistry

Increase member participation• Increased Retention• Professional diversity/

demographics• Increased public

awareness/recognition• Increase membership

A Leader’s Job:

To Look Into the Future, And to See the Organization Not as It Is…

…But as It Can Become.

Balanced Strategic Goals

Balanced Plan:

Financial Impact (F)Member POV (M)Internal Business Processes (P)

Learning & Growth (L)

We will constantly address, monitor and measure these four key areas to assure a balanced approach to growth:

1. Financial impact

2. Members’ points of view

3. Internal business processes

4. The ability to learn and grow

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

1. IMPROVE ADAA’S OFFERINGS TO MEMBERS’ AND DENTAL ASSISTANTS’ NEEDS

(L1)Research: membership to understand

specific needs%

Completion

(M1)

Segment ADAA member and prospect population

1. Identify underserved groups2. Identify over-served segments3. Uncover generational

differences

% Completion

(F1)

Develop new programs to meet segments’ needs

1. Senior membership category 2. Lifetime memberships3. Target diverse populations

$ Profit of New

Programs

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

1. IMPROVE ADAA’S OFFERINGS TO MEMBERS’ AND DENTAL ASSISTANTS’ NEEDS

(P1)Leadership development program targeted at important and emerging segments

# New Leaders

(M2)

Audit existing programs and services. Modify, add and cancel programs based on results:

1. Overall profitability & participation

2. Relevance to assistants/members needs

3. Segment-specific gaps or redundancies

# of programs affected

$ Profitability

(P2)

Improve & modernize overall ADAA brand image

% Completion

and Adoption to

Existing materials

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

2. IMPROVE THE ALLIANCE BETWEEN ADAA AND ORGANIZED DENTISTRY

(L2)Identify the “Gap” between current ADAA member service objectives and dentists’ perceptions and needs

% Completion

(F2)Establish new membership category to encourage dental offices to participate actively in ADAA

$ Profit of New

Members

(M3)

Investigate group insurance opportunities for members:

1.Participative group health insurance

2.Group life insurance 3.Partner insurance programs w/ADA

& others4.401K for Dental Assistants

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

2. IMPROVE THE ALLIANCE BETWEEN ADAA AND ORGANIZED DENTISTRY

(L3)

Launch ADA/ADAA “Partnership Initiative”

1. Discover common ground and differences

2. Align ADAA with ADA’s needs and objectives

% Completion

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

3. INCREASE MEMBERSHIP AND MEMBER PARTICIPATION

(F3) Launch zero to six-month lapsed-member retention program

# renewed members

$ ROI

(M4)Design and pilot student member retention program

# renewed student

members

(P3)

Develop formal advocacy program for schools:

1. Enhance relationships with educators2. Advocate training and speakers’ bureau

# School Presentatio

ns# New

Student Members

(L4)

Identify most common job categories within membership; revise materials and programs (gap analysis of members/prospects served)

% complete

Proposed 5 Year Growth Plan

PRIMARY STRATEGY

Focus

ADAA Program Scoring% /$

/Score

3. INCREASE MEMBERSHIP AND MEMBER PARTICIPATION

(F4)

Design and maintain regular membership recruitment program:

1.Direct mail 2.Face to face recruitment at events3.“Embedded” recruitment with

services4.Regular member-get-a-member

rollouts5.Special promotions and categories of

membership6.New federal membership programs –

Army, Navy, Marines, Coast Guard, VA, Peace Corps etc.

Total # new members

5-year ROI

ADAA First Year Tactical Plan by Quarter

MGI and the ADAA Vision Committee

Thank YouFor this Opportunity

And Your Interest in The Vision for the Future

Committee’s Work!

“Businesses Tend to Pay More Attention to

Those Items They Have Chosen in

Advance to Measure Than Those

They Notice After The Fact”