On Monday June 4th 2018 Canadian Eye Care Business Review hosted a panel discussion entitled: Should I Stay or Should I Go? Exit Strategy Considerations.

Drs. Jeff and Tina Goodhew, independent practitioners from Oakville, Ontario, guide the discussion an expert panel of Canadian Optometric opinion leaders actively involved in optometric practice transactions.  Panelists included:

  • Dr. Daryan Angle  – VP Business Development IRIS (Part of the NewLook Vision Group)
  • Dr. Paul Gray – Director and President of the Member Relations Committee, Optometric Services Inc.
  • Jackie Joachim, Chief Operating Officer, ROI Corporation
  • Grant Larsen, CEO, Eye Recommend
  • Dr. Al Ulsifer, CEO & President, FYi doctors

The webinar provide a comprehensive discussion of factors that indpendent optometric practice owners ought to consider as they approach the important decisions around exiting their practice.  Topics covered include planning, use of a business broker, importance of assembling a trusted team of advisors, various valuation methods and the roller-coaster psychological aspects of a sale transaction.

 

The countries two leading practice aggregators,IRIS and FYi doctors, provided the benefit of their perspectives as did the two leading independent  OD networks, Optometric Services Inc. and EyeRecommend.

The webinar is packed with solid practical tips and information: essential for any practice owner that has selling their practice even remotely on the horizon.

You may watch the video slide show and audio above, or listen to the audio only from the links below.

 


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American luxury eyewear retailer Oliver Peoples will enter the Canadian market this year with its first standalone stores. The popular upscale brand has stores in some of the world’s leading luxury shopping destinations, as it positions itself as a premium retailer for those who can afford its pricey offerings.

The brand’s choice for its first two Canadian stores is keeping in line with its premium real estate selection, choosing to locate its first Toronto store at Yorkdale Shopping Centre in a 700 square foot space near luxury brands such as MontblancPiaget and Van Cleef & Arpels. A Vancouver location will also open on Alberni Street in the heart of the city’s burgeoning ‘Luxury Zone’ — both locations will open this fall, according to the company.

Oliver Peoples is the latest international eyewear retailer to enter the Canadian market. Over the past 24 months, Canada has seen more international eyewear retailers enter the country than at any time in our history. Other popular names include Warby ParkerIllestevaSEEBailey NelsonOllie QuinnMujoshOptical Center, and Acuitis — all of these have recently opened their first locations in Canada, and they’re now in expansion mode.

Los Angeles-based Oliver Peoples was founded in 1987 with a boutique in West Hollywood, and it is now sold in its own boutiques as well as in upscale multi-brand retailers that carry eyewear. Its designers are in Los Angeles and frames are manufactured in Italy and Japan. Oliver Peoples was acquired by eyewear conglomerate Luxotticain 2007.

Frames are “anti-logo” which the company says “appeals to refined consumers”. Prices can be well into the hundreds, which differentiates Oliver Peoples from brands such as Warby Parker, SEE, Bailey Nelson and other recent entrants that offer more in the way of value pricing. Oliver Peoples’ frames are known to be worn by celebrities and the brand has an impressive following on social media.

Oliver Peoples appears to pick premium locations for its stores and in some instances, it’s very clear that the brand is going after a wealthy shopper. In Houston, Texas, for example, the retailer has a store at the prestigious River Oaks District — one might otherwise expect the store to be at the busy nearby Houston Galleria (which also has plenty of luxury stores). In Chicago, Oliver Peoples is located amongst luxury stores on Rush Street just south of Oak Street and the retailer has opened stores on premium streets such as Sloane Street in London, Ortega y Gasset in Madrid, Grant Avenue in San Francisco and Madison Avenue in New York City. Premium mall locations include top names such as South Coast Plaza in Orange County, King of Prussia near Philadelphia, Westfield Valley Fairin Santa Clara California, and others. Oliver Peoples has over 30 stores internationally, according to its website.

Next month, Oliver Peoples will open a location in one of the top malls in the United States — NorthPark Center in Dallas, which is known for its white brick interior as well as a roster of luxury brands that includes the top-selling location for Neiman Marcus.

 

CRAIG PATTERSON

is the founder and Editor-in-Chief of Retail Insider. He’s also a retail and real estate consultant, retail tour guide and public speaker. 

Follow him on Twitter @RetailInsider_, LinkedIn at Craig Patterson, or email him at: craig@retail-insider.com.


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Many optometrists have found success offering a specialized service such as vision therapy, sports vision, or care for low-vision patients. What are the benefits, and challenges, to creating specific niches within optometry?

The primary question every business must answer is: Why should a customer (patient) do business with you rather than your competition down the street? Most of the time the answer is that you have better service or a better product.

In the eyecare business, where the majority of us are all selling the same products (i.e.: glasses, contact lenses, healthcare treatment) from the same companies, is it enough to focus on service to give the answer to the primary question? Having excellent service is essential, but we think that creating a niche for your practice gives you a step up on the competition.

Click the image above to read “How One OD Maintains a Profitable Sports Vision Specialty.”

A common mistake that many small businesses make is trying to be the best at everything. It is next to impossible to be able to achieve that business goal. Your chances for success drop dramatically if you are just trying to be the same as every other practice in town. That makes a fundamental key to success being choosing a niche that your competition has overlooked.

When you choose a niche it makes it easier for you to answer the primary question to your potential patients, and, at the same time, it gives them the answer that they can tell their family and friends why they chose you out of the sea of eyecare practices available to them.

Since the majority of practices focus on healthy eyes with 20/20 vision, we chose to carve out our niche as: There is more to vision than 20/20 acuity. We started by offering specialized services that fall under the umbrella of vision therapy. Our original target audience was children. We believed, and it proved to be true, that if we were able to get the children into the practice, then we would be able to attract everyone around the children – immediate family, extended family and friends.

Word of mouth is still the number one way that most practices find new patients – current patients telling potential patients not only where to go for care, but why. And that takes us back to answering the primary question – why should someone choose you rather than the competition down the street?

In the article “5 Steps to Carving Out a Niche Business,” Step 3 is to put your specialty to the test using the SPAN method. The SPAN method is:

Subtopics – Does your niche require an expert?

Pain – Does your niche help people in pain? (Let’s define “pain” as a “need” that merits attention.)

Attainable – Can you actually provide the solution to the pain?

Numbers – Is the market big enough to matter?

Once you’ve defined your niche, then you must price your services and products. If you are an expert, then you should charge appropriately. A common mistake is to think that if you price your services and products the lowest possible, then you will be attractive to more people. Let’s be honest here, if you have heart problems, are you really looking for the lowest-priced cardiologist? If you want to go skydiving, are you really looking for the lowest-priced parachute packer?

Once you’ve established your pricing, then next steps become:

1) Creating systems in the practice to deliver care with quality and consistency.

2) Hiring and training doctors and staff to work the systems.

3) Putting in place quality-control mechanisms.

4) Marketing to let your local area know about your niche.

Creating a niche practice is the key to success in today’s crowded eyecare marketplace.

References
https://www.entrepreneur.com/article/240812

 

MARK WRIGHT, OD, FCOVD

Dr. Wright is the founding partner of a nine-partner, three-location full-scope optometric practice. As CEO of Pathways to Success, an internet-based practice management firm, he works with practices of all sizes. He is faculty coordinator for Ohio State’s leading practice management program.

CAROLE BURNS, OD, FCOVD

Dr. Burns is the senior partner of a nine-doctor full-scope optometric practice that she built with her husband, Dr. Wright. She is also the COO of a state-wide nursing care optometry practice. Dr. Burns lectures nationally on practice management and staffing issues. Dr. Burns authored the Specialty Practice section of the textbook, Business Aspects of Optometry.


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We met with an industry expert recently and something he said struck us: “No one ever regrets hiring too soon. In fact, employers never hire soon enough!” We often hear concern from our clients that the employees that they have now aren’t working enough, and they resent the idea that they have to hire another employee to increase productivity in the office.

“Productivity” in industry is defined as the effectiveness of effort measured in terms of the rate of output per unit of input. The metric we use to measure staff productivity is Revenue per Staff Hour.  Basically, we are evaluating how much gross revenue is generated for every hour of staff time that is logged. For every staff hour paid, a healthy range is between $110-$130. If the staff is not generating this, it is an indicator that either the office is over-staffed, or that the staff is unproductive. If the office is generating more than this, it is an indicator that the staff is over-worked and in order to increase productivity, it is time to hire more team members.

We also want to evaluate the productivity of each department in an office to ascertain where the gap is. For instance, the office may be well staffed on front desk but short staffed in the dispensary.

In a primary care office that offers optical services, the optical should be generating 30 sales per month per staff member working in this department. If you have a part-time member, use 15 jobs as the guideline. Ultimately, the idea is to gather information that will help you make decisions to increase productivity. If 1 ½ staff are generating 50 or more sales in a month, it is time to consider moving up to two full time staff in this department. If two full-time staff are only generating 50 jobs per month, you may want to evaluate their individual performances and offer coaching and tools to help strengthen their sales skills.

Productivity of the pretesting staff can be evaluated by looking at the percentage of patients visiting for a full exam that have additional diagnostics taken. When 60% of full visit patients are opting for diagnostic testing, there needs to be a staff member dedicated to each doctor with this result.

There are a number of indicators of front desk productivity. If this role is being done well, the no-show rate should be less than 2%. Further, every doctor in the practice should be averaging a similar number of new patients.

Lastly, as a rule, happy and appreciated staff are generally more productive. It is worth the time and effort invested in team building activities, continuing education opportunities and staff incentives. To prove it, measure the productivity before and after implementing any of these activities and you will see a marked difference in productivity.

 

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.


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Patients have diverse lives that go from board room to beach–and sports eyewear should be part of the mix in serving those varied needs.

With knowledge building of the importance to protect eyes, and increase comfort both indoors and outdoors, sports eyewear offers practices an exciting opportunity. You have a chance to not only protect patients’ eyes, but increase their enjoyment, and their performance, of their favorite activities. My practice has made sports vision a niche that includes the rehabilitation of traumatic brain injury patients, sports vision therapy and sales of sports eyewear.

Sport sunwear in Dr. Shidlofsky’s office. He says it’s well worth both prescribing, and selling, sport sunwear in your own office.

I work with three professional sports teams: The Allen Americans (ECHL), The Texas Legends (NBA D-league) and FC Dallas (MLS).

We generate about $50,000 annually just from sports vision therapy. In addition to professional and everyday athletes, I often find sports vision opportunities when I do my back-to-school examinations, and the patient plays competitive sports. I always do a King-Devick test baseline, and educate the parents that if the child sustains a head impact with symptoms, to bring them by the office the next day to determine if they may have had a concussion.

I also generate revenues by prescribing and selling contact lenses to patients whose sports activities make glasses sub-optimal. This includes basketball and football, players, where glasses could easily get smashed into their eyes and face.

 

Depending on the type of sports vision therapy required, I see patients 15-25 times in total.

We sell sports eyewear from Rec Specs, Nike, Adidas, Oakley and Maui Jim. Revenues from sales of these products amounts to $50,000-$60,000 per year .

Invest in Instruments for Sports Vision Therapy
We use the Senaptec Sensory Station, as well as the Senaptec Strobe. We also use FitLights and RightEye. We are in the process of adding Binovi by Eyecarrot for home, and on-field, training. These tools range from $15,000-$30,000. We use most of these instruments, not only on our sports vision patients, but on our traumatic brain injury patients and developmental vision patients, so with the shared value, recouping the investment took us less than a year.

Begin Young with Sports Vision Patients
Teenagers are my most frequent sports vision patients, as parents are already investing heavily in athletic training specific to their sports, supplements, and other elements, to give them the best opportunity to succeed. However, minor league and college athletes are also great patients as they want to get to the next level—and certainly great vision and great vision skills gives them the edge.

Market Your Services
We publicize sports vision on our practice web site, and our practice is sometimes advertised, with a link, on the web sites of the sports teams we have relationships with.

A practice that has not yet established relationships with sports teams can advertise sports vision services on social media, like the practice’s Facebook page, and through e-blasts to patients showcasing new sports eyewear, along with information about the sports vision therapy they provide.

Develop Referral Relationships
I work closely with neuro-psychologists, who monitor concussion treatment for my patients who have experienced a traumatic brain injury. I also work with the athletic trainers on the teams we have relationships with, and I coordinate my work with team physicians. In addition, I work closely with functional neurologists (chiropractors) for several of the teams. Once I prove my value to the medical team and trainers—which sometimes takes time—the referrals to my practice then flow much more easily.

 

CHARLES SHIDLOFSKY, OD, FCOVD

is the owner of Neuro-Vision Associates of North Texasin Plano, Texas. To contact him: dr-s@dr-s.net


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Join Drs. Jeff and Tina Goodhew, Co-Editors in Chief of Canadian Eye Care Business Review, as they host a live webinar on practice exit strategies for Optometrists. They will be joined by five panelists:

  • Daryan Angle, OD (IRIS The Visual Group)
  • Paul Gray, OD (Optometric Services Inc.)
  • Grant Larsen (Eye Recommend)
  • Al Ulsifer, OD (Fyi doctors)
  • Jackie Joachim COO (ROI Corp)

Like many optometrists, your practice is your most valuable asset, representing a significant portion of your retirement savings. Once you decide to sell your practice what do you do next?

This webinar will cover the key things you need to consider when selling your practice, including:

  • Planning in advance
  • Determining the value of your practice
  • Finding a buyer
  • Structuring the Sale
  • Tax planning

The webinar will be held JUNE 4th,  8 PM EDT.

REGISTER NOW for the Live Webinar.

Register

 


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Artificial intelligence has a long way to go to become a fixture in healthcare, but there already are hints of what’s to come.

Harvard Business Review has summarized recent findings. “Consider three issues that get a lot of attention: the use of medical records, the “human touch” in medical care, and the future of jobs in the industry. On balance, are people more glass half-full or half-empty? Our research points to an optimism that may surprise expert observers,” H. James Wilson and Paul Daugherty write in HBR.

The Use Of Medical Information
Patients want their healthcare data protected – and we are required by HIPAA law to do that – but patients will voluntarily share their medical data when it’s in their best interest to do so. Consider the data produced by wearable devices as more people are utilizing wearable healthcare devices.

A recent Accenture survey gave these results showing people are willing to share their medical data with healthcare providers or even health insurers.

• Eighty-eight percent of people are willing to share data from their wearables with either their doctor, nurse, or other health care professional.

• Seventy-two percent are willing to share their data with health insurers.

• Only 38 percent are willing to share their data with employers.

It’s estimated that more than 75 million Americans would use an activity tracker by the year 2021. As we see an increase in wearable devices capable of transmitting medical data we need to consider how we can utilize this information in our patient management protocols. This is important because even though the use of wearables has more than doubled in the U.S. in the last two years, it’s estimated that only 15 percent of doctors say they’ve discussed wearables or health applications with patients.

Wearables give the ability to continuously capture data such as heart rate, sleep patterns and glucose levels. This produces vast amounts of data. Contrast this with a single reading taken on a single doctor visit. Comparing the data taken from wearables with readings taken at a doctor’s visit raises the issue of the accuracy of the data. Wearables do not yet have the accuracy of the gold standard measurements taken in the doctors’ office. This will improve over time. AI gives us the tools to sort through the mountain of data and extract pertinent trends.

The “Human Touch” vs AI In Medical Care
Anyone who’s been frustrated by an automated phone tree when calling a tech company for support, knows how much we desire to talk to a human, but research done by Wilson and Daugherty showed that convenience and efficiency often trumps “Human Touch” care. Their survey revealed:

• Seventy-five percent of people said that AI technological advances (including mobile apps, wearable monitoring devices and smart scales) were important to help them manage their health.

• Sixty-six percent of people said they would use AI-based after-hours services.

• Sixty-three percent of people said they would use AI agents to help them navigate the health-care system.

• Fifty percent-plus said they would use AI-based systems to diagnose their symptoms and to receive emergency advice.

Clearly, patients feel there is a place for the use of artificial intelligence when it provides convenience and efficiency.

The Future Of Jobs In The Industry
There are at least three ways that AI will impact our practices.

1) AI has the ability to analyze copious amounts of data. Consider these two uses of AI.

a. The ability of AI to read the patient record in real time and suggest differential diagnoses, as well as suggest additional tests to administer.

b. The ability of AI to analyze the new drug you want to prescribe and evaluate it for incompatibility against all other pharmaceutical agents the patient is taking, all nutraceuticals the patient is consuming, and all supplements the patient is using, plus considering the patient’s history of allergies.

2) AI has the ability to interact with people through novel types of interfaces such as voice, emotion, or gesture recognition. AI can be used to remind patients to take medication. Chatbots can used to triage patients calling into the office. Machine learning tools can used in the diagnosis and treatment of visual problems such as amblyopia, convergence insufficiency and low vision.

3) AI is able to extend people’s capabilities beyond their natural limits. Robot-assisted surgery is a good example of this in the eyecare world. AI can eliminate involuntary tremors while a surgeon utilizing robot-assisted surgery is operating on the retina.

Click HERE to watch a short video that shows the potential power of AI for conditions like autism, Parkinson’s and epilepsy.

AI is already here. The power of human-machine collaborations is amazing. AI is causing us to re-imagine our work processes. We are excited to see what the near future holds for AI and its use in health care.

 

MARK WRIGHT, OD, FCOVD

Dr. Wright is the founding partner of a nine-partner, three-location full-scope optometric practice. As CEO of Pathways to Success, an internet-based practice management firm, he works with practices of all sizes. He is faculty coordinator for Ohio State’s leading practice management program.

CAROLE BURNS, OD, FCOVD

Dr. Burns is the senior partner of a nine-doctor full-scope optometric practice that she built with her husband, Dr. Wright. She is also the COO of a state-wide nursing care optometry practice. Dr. Burns lectures nationally on practice management and staffing issues. Dr. Burns authored the Specialty Practice section of the textbook, Business Aspects of Optometry.


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It’s not easy being the one in charge. There are multiple pressures on your time. However, how you respond to everyday problems and events in your office sets the example for your employees.

We recently spoke at the OAO and shared this example:

A doctor is getting ready to leave for the day. A patient walks in late. An employee walks back to the doctor’s office and informs the doctor of the patient’s late arrival.   The doctor expresses their irritation with the patient, grumbling that they just want to finish up their day and go home. The next time a patient was late, the staff responded by showing their irritation.

Whether consciously or subconsciously, employees are mimicking the actions of their leaders. The employees will put importance on the same things that they understand the owner is concerned with.

We are always surprised when doctors book training for their staff with no intention of attending. Training is going to be the most effective when everyone hears the same information and the doctors can reinforce the message on a day-to-day basis. Life-long learning is an attitude. Every staff member should feel that the continuing education opportunity will bring something new for everyone. By participating, the doctors are sending the message that they think this is a valuable use of time and are expecting to learn something new as well.

The same applies to Trunk Shows and other special events. It is imperative that the doctors are part of the organization and execution of these days. It takes a lot of extra energy and time to prepare for these kinds of events and, it is critical that the owners support the staff and show their appreciation by being enthusiastic and present.

Patient care will be directly impacted by the example the leader sets throughout the practice. As leaders, practice owners must be careful that their actions are reflective of the actions that would like to see their employees take. From arriving to work on time and leading a quick morning huddle to ensure everyone is ready for the day, to responding with care and consideration when issues arise, the leader’s actions will be the driving force behind their employee’s decision making.

 

KELLY HRYCUSKO

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com.


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One of the key metrics we track in SIMI Analytics is Revenue Breakdown. What products and services are bringing in the most revenue? We compare this to how much time is spent to offer these products and services on the exams side to evaluate the effectiveness of the time invested.

According to SIMI Analytics, a healthy primary care practice brings in 26% of their revenue from exams, diagnostics contribute 10%, spectacles 50%, contact lenses 12% and miscellaneous (OTC products and optical accessories) 2%.

Detailed Breakdown

We often break this down further to look at how much chair time is being dedicated to services as compared to products. For instance, we always evaluate the revenue generated from contact lens assessments in comparison to how much revenue is being generated from contact lenses (both gross and net dollars). As contact lenses have become a commodity, it has become even more important to the financial health of the practice to ensure that the chair time associated with the care of contact lenses is covered.

A number of practices we work with have successfully introduced Specialty Contact Lenses, Vision Therapy, and Dry Eye Clinics as a means to both meet patient needs and increase revenue. In these practices, the Revenue Breakdown in SIMI Analytics looks a little different.

Here’s how you can expect to generate your revenue:

Impact on Staffing Decisions

Note in particular how primary care practices are much more dependent on optical sales for financial health. A practice offering Vision Therapy generates a much greater percentage of their revenue from the services of Vision Therapy versus selling frames and lenses. From this information, the practice can make more sound business decisions. For instance, if your practice is predominantly offering Vision Therapy as the main means of revenue, our recommendation would be to hire a frame stylist for the optical instead of an optician and concentrate your staff cost resources on hiring skilled and passionate therapists for Vision Therapy.

For practices offering medical contact lenses, such as Ortho-K and Scleral lenses, the differences to note are the increased revenue sources from both Exams and Contact Lenses. In this case, the products are much more profitable and it makes sense to expect more revenue from this source as compared to Eyeglass Revenue. Another metric we like to follow in our Contact Lens clinics is sunglass sales. Our expectation is that the revenue from plano sunglasses should be significantly higher. Again, staff decisions will be impacted by this information. Not only do you want to hire someone who is knowledgeable in contact lens care to assist your patients but you will want that person to also be passionate about sun protection. There is also an implication to your inventory decisions. This practice will carry a large selection of plano sunglasses.

The most interesting change in revenue generation for a Dry Eye clinic, besides the increased Exam revenue, is the increase in sales of OTC products. Drops, vitamins, wipes and make-up all contribute to increased revenue in this type of clinic. Given this, it is our recommendation to hire a dedicated staff member to be your Dry Eye Clinic coordinator. This is the person who will confidently explain all the products and solutions to each patient and follow through with after-care instructions.

Whether you choose to differentiate or remain focused on Primary Care, the key to success is to decide on one and stay focused. Keep track of the time it takes you to generate your income and use that information when making decisions about changing or adding extra staff, services, and products.

 

CHRISTINA FERRARI

is the co-founder and managing partner of Simple Innovative Management Ideas (SIMI) Inc. and expert Practice Management contributor for Optik magazine. She can be reached at info@simiinc.com


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Prescription sunwear protects patients’ eyes from ultra-violet radiation and blue light, and increases their comfort and visual quality. And from a practice profitability standpoint, selling Rx sun builds revenues.

With so much to be gained by selling Rx sun, it’s surprising that independent optical shops don’t sell even more. Some 6.15 million pairs of Rx sunglass lenses were sold in the U.S. in 2016, increasing 1.2-1.5 percent yearly, according to The Vision Council. This number represents 7.4 percent of all Rx lenses sold. Reports show that roughly 43 percent of those lenses were sold through independent ECPs.

So where does the other 57 percent choose to buy their Rx sunglasses? Not from your independent practice!

If you and your staff don’t have the know-how to make those sales, the dollars walk out the door to online retailers, to a corporate-owned chain, or to a specialty sunwear shop.

Setting off a particular pair of sunglasses can draw attention to an exciting buying opportunity for patients browsing the shop.

Know the Many Options Available to Your Patients

Polarized solid, or gradient, are the first two choices the patient has. From there, you have many photochromic variations to choose from, including lenses in grey, brown or green, Transitions Vantage (photochromic and polarized) for indoor and outdoor in one pair, and dozens of colors in mirror coatings, blue-guard tint, back-lens AR, racing red tint for mountain biking, and high-contrast amber for golfing.

Talk Rx Sun in the Exam Room

If Rx sunglasses seem to be a difficult sell to your patients, maybe the presentation is coming too late in the conversation, when they are ready to go home.

The solution: Make prescription sunwear a key part of your exam-room conversation with all of your patients requiring vision correction, including presbyopes.

For example, you might say: “Emily, in addition to a pair of glasses for the home and office, I’m prescribing a pair of prescription sunglasses. Your eyes will be more comfortable, and you’ll be able to see much better when doing anything outside, from driving, to walking your dog to doing the activities we talked about, like hiking and biking. Since you also sometimes go boating, I’m also prescribing lenses with polarization, which cuts out the glare from the water, so you can see better and more comfortably. We’re learning more and more about the sun’s harmful effects on the eyes, so it’s important that you wear sunglasses whenever outdoors. Since you also wear glasses, it makes sense to have a pair of prescription sunglasses, so you don’t have to worry about only being able to wear your sunglasses if you have your contact lenses in.”

In the exam room, the OD can also look over the patient’s current RX sunwear and make suggestions about updating the fit, tint, or mentioning the new gradient polarized lenses now available.

Having the OD’s own prescription sunglasses on hand to show off a new style of polarized lens color, or the lightweight styles now available, makes the hand off to dispensing optician much easier.

Have Staff Ask Patients to Bring All Eyewear to Appointment
I can’t stress enough that dialog about the need for Rx sunwear needs should be addressed as early as possible in your office’s interaction with the patient.

Consider planting the seeds for the conversation during the call for an exam appointment. Staff can suggest the patient bring all of their recent eyeglasses, and sunglasses to be cleaned, adjusted and evaluated during their exam. If the majority of your patients now make appointments online, you can program a pop-up bubble to appear with the same message of bringing along all eyewear, including sunglasses, to the appointment, or you can make the request on one of the online forms the patient is asked to fill out.

Placing sunwear in a display case like this one sends the message that this is a special selection of products.

Train Opticians to Show Sunglasses at Same Time as Frame Options
Sunglasses tend to be an afterthought in too many frame sales, when in reality, they should be presented along with frames for new glasses.

While the patient has only asked to be shown frame options, every optician can casually include one or two pairs of sunglasses. Your patients will appreciate the thought your optical puts into also offering them sunglass options.

Your optician might say: “I’d love to see this on you! We just got these new Christian Dior sunglasses in, and I need someone to model this pair to see how it feels and looks. May I see it on you?”

Promote with Special Offers

Sunglasses are most often a patient’s second pair of Rx glasses, so a discount can help to encourage sales. For example: 25 percent off the frame, or 15 percent off the frame and lenses, depending on your profit margin. Making the discount on second pair Rx sunglasses as attractive as possible keeps those sun Rx dollars in your practice’s pocket.

Don’t skimp on frame board space for sunwear. If you feature it prominently, you give more patients the chance to notice it, and make a purchase.

Make Sunwear Merchandise Easily Accessible with Opticians On Hand
Keep your sunglasses out front and easy to try on. Having an optician easily available, and sunwear easy to touch and feel, makes sales more fluid than keeping sunglasses locked away in display cases. Too many locked cabinets make patients feel they aren’t trusted. Being sure you’re properly staffed, and that your staff is out front, keeps theft down and your patients buying. While security today is more important than ever, personal service is paramount.

Greeting every shopper within a few moments of entering your business keeps theft down, and upfront personal care and knowledgeable experts on hand to increase sales.

Avoid the help-yourself atmosphere. Your place of business is not a self-service discount shop. Offering quality sunglasses, and displaying them in such a way that shows their worth, represents how you care for each patient. Prescription sunwear is a premium product that improves patients’ lives.

 

COLLEEN HANNEGAN ABOC CPO

is a licensed optician, and owner of Spirited Business Advisor, a consultancy that works with small businesses, including independent eyecare practices, on how best to serve customers and generate profitability. To contact her: colleenhannegan@yahoo.com


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