Optometric Management August 2019 by Jim Thomas

• How do you manage an motivate staff? “managing employees is an art unto itself, as each is unique with different personalities, motivations, and needs,” writes Trudi Charest, R.O. in Manage by Personality.” However, most employees fall into one of four basic personality types: controller, announcer, intellect or insider. By first recognizing the personality, managers can then tailor their approach. For example, the controller will likely respond to competitive situations and recognition.
• How do I respond to a patient who walks with his prescription, purchases glasses elsewhere and then returns with a complaint about them? Neil Gailmard, O.D., recommends first listening to the complaint and then identifying the problem, which could be an issue with the prescription, PD, seg height or frames. The problem will usually dictate the response. For example, a , “frame problem is really not your problem because you did not sell this frame,” writes Dr. Gailmard. The payoff of this effort? The doctor gets recognized ‘as the true expert in visual science.” In addition, “Building goodwill with the patient that converts to loyalty and referrals is worth some time and effort,” notes Gailmard.

For full article: https://www.optometricmanagement.com/issues/2019/august-2019/starting-with-a-question

Satisfying your patients is a full time job. If you don’t treat them right someone else will. Treat them well and they will help you sell!

clearLIGHT advantage and sunSMART lenses are the some of the best lenses they have ever purchased. Make sure to educate them during the sales process. Consumers are sharper than ever. They want information and knowledge. Help them understand, in simple terms why their lenses are better. Remember, they need to be able to explain it to their friends when bragging about their new lenses.

clearLIGHT advantage digital  lenses are clearer, sharper and provide enhanced comfort over traditional lenses. This is because each Rx is custom processed to the patient’s prescription using digital free-form molds. There is no grinding and polishing as with traditional lenses.

Digital Lens                                 Traditional Lens

sunSMART II grey or brown digital lenses are a lighter, faster photochromic lens and are longer lasting and more comfortable than other photochromics options. This is because the photochromic dyes are throughout the entire lens and not just a coating. Combined with the same processing attributes as clearLIGHT , the sunSMART II lens provides an optimum photochromic experience.

Establish Your Market Position – With your Q-2100 Digital Lens System and nanoCLEAR AR unit, you are the most advanced optical location in your area. Use this to your maximum advantage by letting everyone know. Review your advertising, recall notices and patient handouts and tell them about your leadership position.

Faster Service – Look at your past service level from your patient’s point of view. How do you stack up against the competition? With the purchase of your digital lens system and nanoCLEAR AR unit, you can now offer the fastest service in town. In fact, you are the only one that can offer same day AR…not even the biggest guys in town can do that. Use it to make the buying experience at your location more convenient than anywhere else. Broken lens…no problem, change in Rx…no problem, heading out of town and need them today…no problem! Capitalize on your new ability and your patients will remember and tell their friends.

Better Lenses – You are not only using the newest technology, you are producing some of the best lenses available. clearLIGHT lenses offer your patients a new level in clarity of vision. By  processing lenses directly from the liquid plastic to the finished Rx utilizing free form molds, you have eliminated the visual noise inherent in all other lenses. Your patients will see better and have increased confidence in your practice and your staff. Your competitors can’t touch your quality at any price.

Better Photochromics – You now have the sunSMART II photochromic lens that provides maximum patient comfort in all light conditions…your competition doesn’t. sunSMART II lightens faster and will continue to perform with the same vigor even after extended use. Your photochromic has the photochromic material throughout the lens. The lens carried by your competitors does not. Differentiate yourself and you will stand out.

No Expensive Lens Inventory – The irrefutable law of business is that the lowest cost producer wins. You are now the lowest cost producer. Evaluate your stock and then get rid of it. It represents idle cash that can be put to better use. Your staff will sell and your patients will buy what you make and feature. Your patients want the best vision possible and if it isn’t clearLIGHT advantage they are sacrificing visual acuity. Help them see better than ever before.

Everyone Can Operate It – Take advantage of the technology and cross-train your employees. Make sure everyone knows how it works and is comfortable making lenses. Your competition needs his highly skilled lab tech to complete a job. If the tech is off, the customer has to wait. Not at your practice…the customer can always get their eyewear when needed. That’s the kind of service they will tell a friend about.

Lab Talk 20 Tips to Improve Your Lab’s Customer Service by Julie Bo’s

1. Ask customers how you can improve
2. Use technology to your advantage
3. Don’t rely on digital communication alone
4. Offer a resource for quality concerns
5. Set metrics to measure product quality and customer response time
6. Speed ordering and tracking with web-based tools.
7. Help customers understand your process
8. Encourage customers to submit orders throughout the day
9. Define expectations
10. Provide alternatives when necessary
11. Keep you customer service reps well-trained
12. Put a smile on your face before answering the phone
13. Have regular meetings with your entire lab staff
14. Follow up on all customer requests – no matter how small
15. Remember, first impressions count
16. Listen first, then speak
17. Draft customer service standards
18. Give more than expected
19. Capitalize of the power of “yes”
20. Own up to mistakes

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It should be every associate’s goal to present the multiple pair option to all patients. In an article posted on theopticalvisionsite.com, tips were shared to help achieve this goal.

Step One

Sit with the patient and start a conversation about their Rx requirements. Ask questions about the patient, their needs and lifestyle. You might find they need a second pair for:

1. Occupational or computer glasses
2. Photochromics for an active outdoor life style
3. Performance pair for outdoor activities
4. Sunglasses for driving

Step Two

Always bring up multiple pair options. Never prejudge the patient. Always inform of all products available.

Step Three

Always position eyewear as more than just for vision correction. Eyeglasses are a fashion accessory that reflect your style and image. Eyewear enhances your appearance just like a nice pair of shoes, purse or other fun fashion accessories.

Step Four

Always point out the importance of specialty eyewear for sun, sports, safety, as well as performance options.

Step Five

Don’t forget to share multiple pair pricing packages. Point out any 2nd pair or lens packaging options or discounts available.

Utilize the above steps and you will be sure to sell that second pair!

The Q-2100 Digital Lens System allows you to produce lenses in-house at a fraction of the cost when purchased from a traditional lab. Once integrated into your practice successfully, you will see an impressive reduction in outside lab costs. As a practice owner, manager or lab manager, it is important you take an active role in monitoring production and outside expenditures to ensure that you are utilizing the technology to its fullest potential.

• Check your lab bill to see what was produced in office and what was purchased from an outside lab. Are you capturing all progressive, photochromic and AR jobs possible? You should maximize production of jobs that fall in the range of the technology. Remember, you are producing digital designed lenses, some of the best in the industry. Promote the premium products you produce in-house first.

• Check your lab bills and compare the cost to producing in-house. While you are undoubtedly focusing on the most profitable products, verify what you are paying for custom processed single vision and FT lenses. You may find that it is more cost effective to produce these lenses in-house as well.

• Continue to check your outside lab bills for total dollars spent. As with all new technology, there is a certain level of excitement that is present when first purchased. Usage starts out high as the lens unit is new and fun. Over time, production levels may fall as it becomes part of every day operations. Make sure the enthusiasm for the technology remains strong through incentive plans and monthly goals that reinforce your commitment to in-house lens production and practice profitability

• Are you utilizing Vision Dynamics Lab for out of range and expanded product offerings? Vision Dynamics Lab carries a complete array of Optical Dynamics lens products, including clearLIGHT advantage, sunSMART II grey & brown, ultraSUN II, blueVIEW and amplifEYE. As a Q-2100 owner you receive discounted pricing on all Vision Dynamics Lab products and services. Check against current lab pricing to profit even more.

The key to ongoing success is system utilization. The more you make…the more you’ll make.  Your staff is key to maximizing your potential. Educate, reward, monitor, and reinforce your team’s commitment to this new lens technology and you will be successful.

Eyecare Business November by Erinn Morgan

Trend #1 The Big Picture – The store is a tool of communication. And, a successful retail environment must be holistically designed, from the front door to the sales floor to its on line presence. This includes the sign above your door, the welcome mat below, the surface treatments on the walls and floors the stationary that you use, and the nature of your sales associates.

Trend #2 The Product at Work – Across the board, stores are using a plethora of mannequins. Can they also work in optical? Even if employing mannequins in your eyewear displays is not for you, thought-out-lifestyle presentations can still show how the product is intended to be used.

Trend #3 Think Locally – Being locale-specific and connecting with the community is important, too. And who does it better than Anthropologie? One of my favorite presentations done by this retailer was in its San Francisco store on Market Street. The company replicated the Golden Gate Bridge, constructed of boxes of Rice-A-Roni. You can’t get more San Francisco than that.

Trend #4 Get Interactive – New digital and video shelf talkers, and other types of interactive displays, are finding their way into stores across the country. Pick up the merchandise and the shelf talker communicates what the product is – an how it should be used.

Optometric Management

In an article written by April Jasper, OD, she details 7-steps to help O.D.s stay in the game.

1. Evaluate what you have – Take and inventory of what technology you have, what is new and going to be around, and what is going to be replaced.
2. Determine what you want – Shoot for the stars and design the perfect piece of equipment for your practice’s needs.
3. Document what you actually need – Have a check list of the “must have”, “would like to have” and “optional” categories.
4. Investigate your options – Take time to shop around at the various industry meetings.
5. Assess financial obligations and terms – Many times we forget that a technology-focused practice can and will be able to justify greater fees by creating value in the mind of the patient.
6. Remember to plan for implementation – Any equipment purchase is risky if you have not plan for implementation…Also, make certain you have a plan for training your staff on the new technology, including operation and protocols.
7. Develop a practice of distinction – I truly believe technology can be the key to developing a practice of distinction.

As shared by Dr. Pavan Avinashi in Optometric Management, offering your patients a great experience starts with having the right staff.

Foster a staff-centric culture:

1. Proper recruitment – Having the right players on your team starts with thorough selection process: a) start with a phone interview by staff member to assess personality and motivation b) interview in-person with the practice manager c) interview the candidate personally and define the practice’s culture and expectations d) allow the candidate to “shadow” a staff member to see how they interact with patients and employees
2. Define working culture – Hiring the right fit doesn’t work unless you lead by example in creating a happy, comfortable and positive work environment.
3. Motivate staff – The best way to do this is to incentivize your staff, a) daily inter-clinic challenges. This is done sporadically without notice b) monthly challenges, this changes month to month c) annual trip challenge, every month we make budget I put money into a trip fund then once a year we plan a trip where the entire team goes.
4. Implementing touch points – Regular staff meeting are quintessential in maintaining team moral and solidarity.

Optometric Management, by Rebecca L. Johnson

• Start with Vision: A good leader has a clear vision and the ability to communicate it to others in a way that they want to be a part of it.
• Provide Job Descriptions: Most employees want to do a good job. Most often employees perform below our expectations because we have not properly communicated our expectations.
• Continue to Communicate: Role clarity is the first step in moving your team toward the same goal. In employee reviews and meetings, continue to emphasize the objectives of each employee and how his or her goals contribute to achieving the over-arching vision of the business to keep everyone on track.
• Achieve Your Goals: Imaging setting a straight path to a destination, but every time you take 50 steps straight, you take one step to the right. Even though you are moving toward the destination, you will miss the mark. It is impossible for an organization to be successful when there isn’t clear alignment between its objectives and what employees spend time doing.