Aspen Dental: Patient Acquisition Cost Analysis
981 words · 20 sections
Document Status
v2 · Last updated Nov 15
Conversations and key moments that inform this document.
No source conversations linked.
What is the baseline patient acquisition cost and what is the target reduction?
AnsweredWhich acquisition channels should the analysis prioritize for cost reduction?
AnsweredHow should the report account for CAC variability across franchise locations?
AnsweredShould the report include patient lifetime value analysis alongside acquisition cost?
AnsweredOverall Score
out of 10
Problem Alignment
Strong problem framing with clear evidence
Scope Clarity
Clear scope with one area needing refinement
Actionability
Recommendations are directionally strong but lack specificity
Client Readiness
Ready for internal use with minor polish
3 improvements suggested
I have access to 3 conversations related to this document. Ask me anything about what was discussed — specific quotes, who said what, timelines mentioned, or commitments made.
What did Judith say about the CEO's position on resource allocation?
In the Discovery Call (Jan 28), Judith mentioned that the CEO requested "more proof points" before committing additional headcount to Home Services. She described it as a disconnect — leadership publicly champions the growth target but won't back it with resources until they see evidence of traction.
In the Strategy Workshop (Feb 3), she elaborated that the CEO's hesitation is partly political — committing resources to Home Services means visibly deprioritizing Pro, which has stronger short-term numbers.
Did anyone mention specific dollar figures?
Yes. The $5B revenue target for Home Services by 2027 came up in all three conversations. David Frank mentioned that 60% of PM capacity is consumed by SRS integration, and Judith referenced $2B+ at risk if targets are missed due to under-investment. No specific budget numbers for the reallocation were discussed — that appears to be what the CEO wants the "proof points" for.
