VCPN July 2018

vision care

Building, Motivating + Maintaining

product news

KIDS EYEWEAR

YOUR STAFF

Mini-Me Frames

P14

P40

Funky Functional Fun WESTGROUPE SUPERFLEX KIDS

J U L Y 2018 • P RO D U C T I N FO RMA TIO N F O R O PTICA L PE O PL E • V ISIO NCA RE PROD UCT S.COM

Follow Us on Social Media!

David Rips, CEO

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Facebook.com/YoungerOptics Facebook.com/DavidRipsCEO

LinkedIn.com/in/DavidRipsCEO

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Š2018, H-D or its Affiliates. HARLEY, HARLEY-DAVIDSON and the Bar & Shield Design are among the trademarks of H-D U.S.A. Marcolin U.S.A. Eyewear Corp. is a licensee of Harley-Davidson Motor Company.

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Contents.

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ON THE COVER WestGroupe Superflex Kids eyewear combines function with fun. Spring hinges provide durability, comfort and fit, and colors and funky temple detailing make the collection a fun fashion statement.

18 UPFRONT FROM THE PUBLISHER 7 VIEWS 8 THINK ABOUT YOUR EYES 10 Guest Editorial

by Christopher J. Babin, OD and Charlene Walton, OD

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40 BUSINESS SOLUTIONS READY TO RECRUIT 14

by Trudi Charest, RO

HOW TO FIX A BAD HIRE 16

57 RETAIN YOUR BEST EMPLOYEES 22

by Maria Sampalis, OD

A LONG-TERM STRATEGY FOR SUCCESS 25

by Terri Gossard, OD and Jon Weeding

by Charisse Toale, MBA, ABO/NCLE

HOW TO DEAL WITH AN ANGRY EMPLOYEE 26

RECIPE FOR SUCCESS 18

by Beverly Flaxington, CPBA

by Jennifer Trakhtenberg

YOUR DREAM TEAM 20

6 STEPS FOR INCREASING VALUE 28

by Conor Heaney

by Lisë Stewart

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VCPN SPREAD - SFK - JULY 2018.pdf 1 2018-05-24 9:02:40 PM

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Contents.

VC P N J U LY 2 018

JUNE 2018 VOL 18, ISSUE 7

EDITORIAL STAFF VICE PRESIDENT, EDITORIAL John Sailer JSailer@FVMG.com

EDITOR Cara Aidone Huzinec CHuzinec@FVMG.com

p g. 14cus on

ut our f o Chec k o ting , Motiva g in d il u B g intainin and Ma Staf f.

THE ART AND SCIENCE OF FRAME BOARD MANAGEMENT 30

by Evan Kestenbaum, MBA

OVERCOMING A 52% NO-SHOW RATE 32

by Steven Sunder

NEW 34

EYEWEAR + FASHION 360 36 Putting The ‘Fun’ In Functional.

INSIGHT 38 ‘Cool, Comfortable and Classic’

TRENDS 40 #Twinning VISIONCAREPRODUCTNEWS

LONGCHAMP’S LEGACY 45 NEW 48

VISION CARE TECHNOLOGY IN-OFFICE SURFACING 56

Kat McBride KMcBride@FVMG.com

PRODUCTION + WEB MANAGER Anthony Floreno AFloreno@FVMG.com

CONTRIBUTING WRITERS Christopher Babin, OD, Trudi Charest, RO, Beverly Flaxington, CPBA, Terri Gossard, OD, Conor Heaney, Evan Kestenbaum, MBA, Maria Sampalis, OD, Lise Stewart, Steven Sunder, Charisse Toale, MBA, ABO/ NCLE, Jennifer Trakhtenberg, Charlene Walton, OD, Jon Weeding EDITOR EMERITUS Ed De Gennaro, MEd, ABOM EDeGennaro@FVMG.com

BUSINESS STAFF PRESIDENT & PUBLISHER

PHOTO CLINIC 60

Terry Tanker TTanker@FVMG.com

Pad Arm Conversion

EXECUTIVE VP

NEW 61 20 QUESTIONS 62

Shawn Mery SMery@FVMG.com

VICE PRESIDENT, MARKETING

With Alessandro Baronti

VISION EXCHANGE CLASSIFIED ADVERTISING FOR THE OPTICAL INDUSTRY 63 VCPN_MAGAZINE

CREATIVE DIRECTOR

VISIONCAREPRODUCTNEWS

Debby Corriveau DCorriveau@FVMG.com

REGIONAL SALES MANAGER Eric Hagerman EHagerman@FVMG.com

SHOWCASE/VCPN

For subscription information email Sub@VisionCareProducts.com VCPN (ISSN-1549-6716) is published monthly by JFT Properties LLC, 31674 Center Ridge Rd., Suite 104, North Ridgeville, OH 44039. phone (440) 731-8600. Periodical Postage paid at Cleveland, OH and additional mailing offices. Postmaster: Send address changes to VCPN, 31674 Center Ridge Rd., Suite 104, North Ridgeville, OH 44039.

SUBSCRIPTIONS: 31674 Center Ridge Rd., Suite 104, North Ridgeville, OH 44039 or online at visioncareproducts.com. Distributed to qualified optical dispensing locations, chain store headquarters, and optical laboratories. Other U.S. subscriptions are available for $85 for one year; $160 for two years. Contact publisher for overseas rates. Copyright © 2018 by JFT Properties LLC. No part of this publication may be reproduced without written permission of the publisher.

The publisher’s acceptance and publication of any advertising or editorial materials does not constitute endorsement of any product, service, or company by JFT Properties LLC. Throughout this publication, trademark names are used.

Instead of placing a trademark or registration symbol at every occurrence, we are using the names editorially only, with no intention of infringement of the trademark.

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Order online at INSPECSUSA.HANDSHAKE.COM and make the most of our summer promotion!

Toll Free: 844.771.7710

sales@inspecsusa.com

www.inspecsusa.com B O N D E D

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CONNECT with us!

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From the Publisher.

MOTIVATING

THE MAN IN the

R

emember the year you became your own boss?

The anticipation, the excitement and the list of things you wanted to accomplish, and probably have? Now think about today. Still feel the same way? Maybe some of you do; maybe some of you don’t.

Experiencing those peaks and valleys is human nature and, quite naturally, over time we return to our neutral baseline.

A lot has been written about motivating employees, but how do we, as business leaders, motivate ourselves? I’ve been reading a lot about that lately, and there are literally thousands of answers to that question.

Obviously, this article is intended for those who have lost a little spring in their step.

Becoming focused, inspired and motivated really isn’t very hard, but you do have to ask yourself a few key questions.

What will keep me engaged short- and long-term? Is the company I envisioned actually the company I have today? What do “I” want? Yes, it’s okay to ask that question.

Maybe the best summation of the questions you ask yourself is a quote from Dale Carnegie, who said, “Success is getting what you want. Happiness is

wanting what you get.”

Recently, I found a wonderful book in my office, given to me years ago, called The Edge – The Guide to Fulfilling Dreams, Maximizing Success and Enjoying a Lifetime of Achievement. It was written by Howard Ferguson.

Unfortunately, it’s been out of print for some time. I did do a little research and, if you’re interested, you can still find a few of them on eBay. The book has a lot of great sayings and quotes. Ferguson’s motivation and inspiration were his daughters, Lee and Jackie. The opening paragraph of the dedication page says, “People are inspired by different things and/or different people for different reasons. For me, it was a desire to be someone special to my two daughters—to be able to stand for principles that would be important to them and to be the type of person they could be proud to call their father.”

Over the next few months, I’d like to share with you some of what is contained within The Edge. Considering our topic today, I believe The Man in the Glass is an appropriate opener.

This poem was first published in 1934 by Dale Wimbrow.

Mirror THE MAN IN THE GLASS When you get what you want in your struggle for self, And the world makes you king for a day, Just go to the mirror and look at yourself, And see what the man has to say.

For it isn’t your father, or mother, or wife, Whose judgment upon you must pass.

The fellow whose verdict counts most in your life, Is staring back from the glass.

You may be like Jack Horner and “chisel” a plum, And think you’re a wonderful guy, But the man in the glass says you’re only a bum If you can’t look him straight in the eye.

He’s the fellow to please, never mind all the rest, For he’s with you clear to the end, And you’ve passed your most dangerous, difficult test If the man in the glass is your friend.

You may fool the whole world down the pathway of years, And get pats on the back as you pass, But your final reward will be heartache and tears If you’ve cheated the man in the glass.n

TERRY TANKER PRESIDENT/PUBLISHER

Email me at TTanker@FVMG.com V I S I O N C A R E P RO D U C T N E WS . C O M

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Views.

DON’T EAT WHEN

W JOHN SAILER VP, EDITORIAL

e’ve heard it numerous times that during their education eyecare professionals are not frequently exposed to business management information. Nearly as often, we hear that staffing is the number one business-related issue that managers of eyecare practices and optical dispensaries must contend with.

All year we’ve brought you a series of articles on business topics in VCPN’s Business Solutions section (Strategy, Company Culture and Leadership), and this issue continues offering business-related articles, specifically focusing on topics related to human resources (Hiring, Motivating and Maintaining Staff).

Given today’s employment landscape, the need for these staffing articles has never been more necessary. Based on the latest numbers from the Bureau of Labor Statistics, the U.S unemployment rate fell to 3.8% in May 2018 from 3.9% during the previous month. It was the lowest rate since April 2000. That reality points toward continued competition for effective employees.

Employment predictions for the optical field are even rosier.

Specifically for eyecare professionals, the Bureau of Labor Statistics predicts that from 2016 to 2026, employment of opticians is projected to grow 15%, while employment of optometrists is projected to grow

18% during the same time period. These growth rates for both opticians and optometrists are described as “much faster than average for all occupations.”

The reasons for this are clear, according to the Bureau of Labor Statistics: Because vision problems tend to occur more frequently later in life, an aging population will lead to demand for more eyecare professionals. The growth in the older population is anticipated

This issue continues offering businessrelated articles, specifically focusing on topics related to human resources. to lead to greater demand for eyecare services. Increasing rates of chronic diseases such as diabetes also may increase demand for eyecare services because some chronic diseases cause vision problems.

Additional eyecare professionals will be needed to fill prescriptions for corrective eyewear for individuals with conditions that damage their eyesight.

As demand for eyecare professionals grows “much faster than average” over the next decade, the best way that practice managers can prepare for this is to plan, and this month’s

hungry articles on Hiring, Motivating and Maintaining Staff are designed to help you do exactly that. The relevance of these articles to the optical field is optimal because they are written not just by businesspeople but by businesspeople who are also eyecare professionals who have also made it their specialty to manage employees in this particular field.

Their advice couldn’t be more appropriate, offering such pearls as “Don’t eat when hungry,” referring to the practice of hiring before there is an urgent need to fill a position; “Take the time to write a really great ad,” to sell the job by making it sound positive and exciting; and “Ask your employees what their goals are, and then let them know what the company’s goals are,” to ensure that both are in sync, to reference just a few.

The growing need for experienced eyecare professionals is coming to your practice, that is unless you are experiencing it already, and you must prepare for it or be left behind.

Review the sound advice in this issue of VCPN based on the many decades of cumulative years of experience that those who wrote these articles have generously shared with you. It will go a long way toward preparing for your future staffing needs, while making sure you “Don’t eat when hungry,” which could result in bad staffing decisions. n

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Marcolin U.S.A. Eyewear Corp., Tel: 1-888-MARCOLIN, marcolin.com SKECHERS is a registered trademark of SKECHERS USA, Inc. II

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Think About Your Eyes.

motivating YOUR STAFF

By Christopher J. Babin, OD, and Charlene Walton, OD

O

ur staff is an integral part of our practices. They are an extension of the doctor, and their actions reflect directly on our patients’ perception of their visit. With that in mind, how do we maximize our staff’s potential while keeping their and our patients’ needs satisfied?

We believe the first part of this equation is providing the tools necessary to educate our staff regarding their specific job duties.

We as doctors have a wealth of knowledge and should be active participants in educating our staff. This would take a lot of time and effort if we are doing all of this educating ourselves. Utilizing available resources is a key way to supplement the education we provide. The American Optometric Association, Vision Source and state optometric associations all provide educational resources and opportunities for office staff.

Motivating staff, once knowledgeable, can sometimes be challenging. As employees, one of our staff’s primary motivating

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factors is salary. Doctors, as employers, can make this easier simply by offering competitive salaries with benefits (including vacation and sick pay, health insurance and 401k plans). Another method is to provide bonus incentives. For optical departments, this could allow for bonuses once optical sales rise above a predetermined threshold.

For schedulers, a bonus could be tied to

The American Optometric Association, Vision Source and state optometric associations all provide educational resources and opportunities for office staff.

positive work environment so that employees enjoy coming to work. Our office enjoys taking part in out-of-office bonding opportunities. This includes activities that encourage staff to communicate with each other such as experiencing an “Escape Room” together, which requires good communication to solve puzzles and escape.

Other examples include hosting a barbecue, having an office team participate in fundraising walks or races, golf and bowling tournaments. These all serve the purpose of helping our staff feel like part of the team, and when our team is successful we are successful.

Our staff members are often the people our patients interact with the most. With Think About Your Eyes promoting the importance of annual eye exams and vision health, resulting in more than three million eye exams in 2017 alone, there’s never been a more important time to ensure you have a motivated and happy team in your office to take care of your patients. n Christopher J. Babin, OD, and Charlene Walton, OD, are members of Optometric Physicians of Washington and among the 19,000 doctors listed on the Think About Your Eyes online locator. Think About Your Eyes is a nationwide public awareness initiative promoting the importance of an annual eye exam and overall vision health. First Vision Media Group supports Think About Your Eyes as a media partner.

the schedule being filled beyond a certain threshold. Metrics can be a very useful tool to motivate our staff.

Once we have staff we can trust and believe in, we need to do everything we can to maintain them. A large part of this is promoting office morale and providing a

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vision care

product news

Insider.

LAUNCHES, PROMOTIONS, MERCHANDISING, EVENTS AND OTHER THINGS TO KEEP YOU IN THE KNOW FUN AND GAMES Sigmund & Carl, neubau’s special edition sun style, came out in a big way last month at a party at NYC’s The Freehand Hotel, where the company also introduced its new 3D-printed eyewear collection. Guests got to view the eyewear over cocktails, snacks and old fashioned games in the hotel’s game room. Made from titanium, stainless steel and sustainable natural PX material, the Sigmund & Carl unisex model comes in three colorways and incorporates unique textures and shapes that range from classic to bold.

800.223.0180 Neubau-Eyewear.com

RECOGNIZING TALENT

(LITERALLY) REMOTE EYECARE A group of 44 OneSight volunteers traveled to remote parts of the Amazon last month to provide eyecare to more than 2,500 indigenous people who live in three communities along the Amazon River: Muritinga, Cuia and Murai. While vision consultations were conducted inland, two boats were equipped with frames, lenses, a laboratory and technology, which enabled them to provide glasses the same day.

888.935.4589 OneSight.org

Safilo and The New School’s Parson School of Design chose Déshon Varnado as the winner of its second Safilo x Parsons Design Thesis Competition at the 70th Parsons Benefit gala on May 21 at Pier 60 in NYC. The competition involved six thesis-level BFA students who applied their designs skills to create an eyewear prototype. They were coached by Safilo’s Alessandro Marcer, VP, creative director and head of its global design studio in New York. Completed projects can be viewed at GalleriaSafilo.com.

800.631.1188 Safilo.com

To stay informed subscribe to the VCPN INSIDER e-newsletter here: VisionCareProducts.com/VCPN-INSIDER 12 | VC P N J U LY 2 018

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vision care

product news

Insider.

NATIONAL HONOR

GLAM4GOOD DOES GOOD IN PUERTO RICO

Ennio De Rigo, chairman of De Rigo SpA, was awarded the “Cavaliere del Lavoro” title from Italy’s President Sergio Mattarella last month. The honor was given to 25 Italian entrepreneurs who contribute to the country’s national economy and will be recognized at an awards ceremony in the fall. “I am honored to receive the title,” De Rigo said.

“My company has always been like an extension of my family to me, and I am proud to say that, thanks to everyone’s hard work, I have made our name known all over the world, maintaining the values and roots of our family and our community.”

Fashion, accessory and eyewear brands joined forces in May to help pediatric patients and their families along with staff at San Juan’s San Jorge Children’s Hospital with a special #shoppingspree4free event — outfitting them with clothing, accessories, eyecare and eyewear, toys and learning tools. GLAM4GOOD’s emergency aid initiative was intended to help those dealing with critical illnesses and recovering from the aftermath of Hurricane Maria. Participating brands included VSP Global, Marchon Eyewear, H&M, Nickelodeon, Kendra Scott and J. Crew.

800.423.3023 DeRigo.US

888.867.8867 VSPGlobal.com

HIRES + PROMOTIONS Essilor of America promoted Rick Gadd to president, effective Sept. 1. He takes over the position from Eric Leonard, who will assume senior responsibilities for the Essilor Group Jim McGrann was named executive chairman of Healthy Eyes Advantage.

Wiley X appointed Ray T. Hill vice president of retail sales.

THE RIGHT DESTINATION

PLAN FOR ACADEMY Save the date for Transitions Academy 2019, to be held Feb. 3 to 6 at the JW Marriott Grande Lake in Orlando, FL. Nominations for the Academy’s annual Transitions Innovations Awards will be accepted Oct. 1 to 31 and can be submitted online at TransitionsPRO.com/Awards.

For more information about Transitions Academy, visit TransitionsAcademy.com.

For every optical account that agrees to become a L’Amy “Destination, Jr.,” the company will donate 5% of the wholesale price of any style sold through and reordered to the Juvenile Diabetes Research Foundation from May 31 to Aug. 31. Accounts can become a “Destination, Jr.” with a 12-piece “tweener” purchase of any mix of Nicole Miller, Sperry and Champion eyewear lines, and L’Amy will provide P-O-P materials such as countercards, a 12-piece display and branded frame board clips.

800.243.6350 LAmyAmerica.com

David Pierson was named staff liaison to The Vision Council’s Optical Retail Division.

LICENSES + AGREEMENTS Marcolin Group and Swiss luxury brand Bally inked a worldwide licensing agreement for the design, production and distribution of ophthalmics and sunglasses under the Bally brand through December 2023.

SOM Eyewear signed a 10-year exclusive licensing agreement with Aeronautica Militaire.

Tuscany Eyewear announced it will no longer distribute Porsche Design Eyewear, and Rodenstock USA, LLC will assume distribution.

800.848.1506 Transitions.com

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Hiring.

READY

TO

recruit

FOLLOW THESE FIVE STEPS TO BUILD A GREAT EYECARE TEAM.

By Trudi Charest, RO

D

o you ever go into a business and immediately feel an amazing vibe and energy? Chances are that business has taken the time to hire the right people and develop the right office culture.

Recruiting and hiring today is different than even just a few short years ago. The way you need to entice someone to reply to your ad has changed. Where to post your job has changed.

How often you need to recruit has increased as the newer generation does not stay at their jobs as long as the previous generations have in the past. So, what do you need to do?

You need to get good at hiring.

Recruiting is often reactive. Someone quits and you panic and start the process of hiring a new employee. It can be painful because you are usually not prepared. Here’s how to change all that by making yourself “ready to recruit.”

Last note: getting proactive about recruiting and hiring is a smart business strategy.

The next time an employee gives you notice you will be grateful for the process you have put in place to make it easier and more effective. n

Trudi Charest, RO, is the co-founder of 4ECPs, a business resource company for eyecare professionals; 4ECPs has six divisions – marketing, training, jobsites, social media, payments and events. Visit 4ECPs.com or email Trudi Charest at Trudi@4ECPs.com.

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5 STEPS TO HIRE PROPERLY

GET PREPARED

Start a binder or an online file

where you are going to keep all of your recruiting documents and files. Store everything in here from job ad samples to resumes submitted to postings for future reference. Getting organized to recruit takes the pain away from trying to find all of your hiring documents. Some of the tools for your file:

1

• Job Ad Samples • Resumes • Interview Questions • Assessment Summaries • Reference Checklist • List of Where to Post Jobs

WRITE A GREAT

JOB POSTING

The best advice is to take the time to write a really great ad. I see over and over again ads that are not at all enticing, in fact almost downright negative. You would likely never apply to those postings, so why would anyone else? Think of it like writing a promotional sales ad for your office. You are “selling” the job position to someone. It needs to be positive and exciting. It needs to speak to your audience and potential new employees, all of whom are interested in what’s in it for them?

Think of what would appeal to you as the benefits of working in your office:

2

• No Weekends or No Sundays • Only One Late Shift Per Week • Closed On Long Weekends • Continuing Education or Licensing Paid For • Staff Retreats • Medical Benefits • Professional Atmosphere and Great Team Environment Make someone want to work there.

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Hiring.

POST IT EVERYWHERE

In order to find great people, you

need to let people know you are looking. Businesses often make the mistake of posting to one job board or on social media, and while that can be somewhat effective you want to get a good response. Having a list on hand of the best places to post a job will help you quickly get the posting out to the masses so you get responses fast. Here are a few places you can utilize:

3

• Free Job Boards: Indeed, Zip Recruiter, Simply Hired • Industry Job Boards: Covalent Careers, LocalEyesite, Jobs4ECPs, imatters, Corporate Optometry Careers • Industry Forums: ODs on Facebook, Optiboard, Opticians on Facebook • Social Media: Facebook, Twitter, Instagram, LinkedIn • Association Boards: state and national optometry and opticianry boards • Community Forums And Jobsites: search your local area for job board opportunities • Post a notice in your office or on your practice window.

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REVIEW RESUMES

As the resumes start coming in,

take the time to really review and vet candidates. Keep in mind that a resume certainly does not dictate whether a candidate will be good or not. In my experience, some great employees have written bad resumes and cover letters, and some sub-par employees have written amazing resumes. Keep an eye out for red flags:

INTERVIEW

Now you are ready to start inter viewing candidates. Here are a few tips to ensure that the interview process is a great experience for both you and the candidate:

• Gaps In Employment History

• Ensure it is in a private area, not a food court or a public space.

4

5

• Set aside the appropriate amount of time for the interview (don’t try to rush it between patients).

• Moving Around to Numerous Employers • Short Stints of Work History

• Spend the first few minutes making the candidate relax; they are likely nervous.

• Spelling Mistakes

• Be prepared with a list of questions; don’t wing it!

• Grammar Issues

• Ask direct, behavioral and situational questions to ensure you get the candidate to talk about past behavior, which indicates future behavior.

• Lack of Relevant Experience • Being Over Qualified for the Current Position

• Be clear in the interview what the expectations are of the position so there is no gray area.

• Don’t do all the talking; ask lots of questions and listen to truly get an understanding of the personality of the candidate.

• Let the candidate ask questions at the end of the interview; it will show you if they have done any homework on the office or the job. .

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Hiring.

HOW TO

FIX

a bad hire

WHEN IT’S APPARENT THE PERSON YOU JUST HIRED IS SIMPLY THE WRONG FIT, FOLLOW THESE STEPS TO QUICKLY REMEDY THE SITUATION.

By Charisse Toale, MBA, ABO/NCLE

L

ike it or not, you’re eventually going to make a bad hire. Even if you do everything right in the hiring process, you’ll find that it still doesn’t work out perfectly. So, instead of beating yourself up about it, find a way to gracefully undo the mistake.

You’ll usually know something’s wrong in the first 90 days. The new person will be late completing projects, won’t have the skills you might have thought or won’t seem to be putting in a lot of effort. But most of the time you’ll find that the person just isn’t the right fit. They don’t really get along with—or “get”—the team. It’s less what they do than how they do it.

The longer you keep the wrong person on, the worse the mistake becomes. Problems compound as the recruit’s performance puts more demands on the people around them and they start getting dragged down too.

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BAD HIRE EXIT GUIDE Here are a few guidelines for extracting yourself—and your new recruit—from a mistaken hire: 1. Most often it’s not them, it’s you: The most important thing to remember when you’re preparing to let a new hire go is that you made the mistake, not them. You or your team probably should’ve caught the issue during the interview and reference-checking process. Or perhaps you made mistakes onboarding. In any case, don’t take your mistake out on the new hire. You made the call; now you have to unmake it.

2. Do it fast: It’s no fun realizing you made a hiring error and that it’s up to you to deal with it. But once you know, you have to take action. If you let the error sit untouched long enough, it can grow into a full-blown personnel disaster. Bad mojo from the hire can spread like a disease. If things get bad enough, other team members can threaten to quit or projects can get derailed.

This isn’t a regular firing situation where you’ve tried to help a longer-term employee get back on track with feedback and coaching. This also isn’t about deciding that the person can no longer keep up with a job they were once well suited for.

This is a new hire, and because they are not yet a functional part of your organization, you’re doing both them and yourself a favor if you take care of the problem before it goes too far.

3. Be human about it: Remember that the new hire is about to lose a job they just got and may well be upset and embarrassed. Be gracious and gentle. Remind the person that, sometimes, good people are simply not the right fit for certain jobs, even if they’re talented and hardworking.

Let your recruit know that they will be better able to thrive in a job and environment that’s more suitable.

4. Help with the transition: If this was your mistake, you should make sure the V I S I O N C A R E P RO D U C T N E WS . C O M

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Hiring.

You or your team probably should’ve caught the issue during the interview and reference-checking process. person has a soft landing upon leaving the position. If you can’t find a job inside your organization, help find one outside, whether it’s by offering to be a reference, arranging for introductions, or brainstorming ideas. If possible, try to give enough severance to buy the person time to find a new job. And when it comes time to make the announcement, help craft a true but kind public reason for why they’re moving on so quickly.

5. Offer parting feedback: If you simply show people the door without giving them any insight into the reasoning, they may not be better off at their next job. There are certain liability issues you need to be careful about when discussing performance, but if the person is open to it, you ought to be able to find a way to offer constructive feedback on how they can improve.

Many people will want to hear how they can grow and do better, and opportunities for that kind of information are relatively rare. By the same token, you might also ask the person if they noticed any ways

you or your organization can improve.

It takes two to make a poor fit, and perhaps there’s something you can do better in the future.

You’ll never have a perfect batting average with hiring, but if you ignore your own mistakes and hope they go away, you’ll be doing a major disservice both to your organization and to the person you hired. Put yourself in their shoes. If your new boss was certain you weren’t the right person for the job, would you rather that they tell you or that they pretend everything was okay? It’s always best to face mistakes squarely, do our best to address them, and move forward. n Charisse Toale, MBA, ABO/NCLE, is president and senior recruiter of imatters eyecare staffing, a network of over 150,000 active and passive eyecare professionals with solutions for every budget and hiring need. Visit imatters.net, your go-to resource for hiring ECPs.

4 RED FLAGS NEW HIRES CAN WATCH OUT FOR Sometimes the shoe is on the other foot and the new hire can avoid not fitting in by avoiding companies that raise the following four red flags on the day of the interview . . . even before being hired.

Morale is low among your future colleagues: While your interviewer is typically going to be the decision maker, it’s crucial to meet the other staff working there. Ask for an opportunity to meet the people who work there and be very suspicious if your future employer is trying to “hide” them from you or prevent you from talking to any of the staff. Getting a good sense of the atmosphere and collegiality among them will give you insight into your future job happiness.

1

A high turnover among staff: Employees don’t just up and leave when they have a good opportunity. If there is high turnover at an organization, it is perhaps one of the biggest red flags available. This is even worse if it is occurring across different

2

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departments and could speak volumes about a toxic environment in the company.

You get a bad impression from the interviewer: When you sit down face-to-face with your interviewer, does that person strike you as a good communicator and a reasonably pleasant person, or is it obvious that they are somewhat lacking in that area? A poor interviewer can be a telling sign of poor management skills in the future.

3

Your interviewer is hesitant or reluctant to answer questions about the opportunity: During your interview, your interviewer should open up the conversation to any questions you might have about the company or the position in general.

Avoidance or complete reluctance to give you the opportunity to ask your own interview questions is a red flag and indicates that your future employer is either hiding something or knows about as much about the career as you do.

4

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Motivating.

RECIPE FOR

success HERE ARE THE INGREDIENTS YOU NEED FOR MOTIVATING YOUR EMPLOYEES.

By Jennifer Trakhtenberg

G

rowing teams, developing talent and creating an engaged workforce are concepts we frequently hear as crucial to success. While it helps to keep these in mind, it is more valuable to determine why employee matters are key to profitability. For eight years, I have had the opportunity to work for ClearVision Optical, a family-owned fashion eyewear distributor steeped in a rich history centered on making each day better for someone else.

With that as our driving force, I lead our Talent Management (HR) team to think about how we can provide outstanding internal customer service to our employees every day. My role is unique in that it allows me to innovate, inspire and collaborate in all matters related to the people of our organization, as well as our culture and philanthropy. We have been recognized as a Best Company to Work for in the state of New York for four consecutive years, an award largely determined by employee feedback. Some days we face a rollercoaster of challenges, but this honor reflects the fact that we are doing something right most of the time.

In difficult moments we are forced to question: • What is the business case for instituting values?

• Why should I take the time to develop and groom talent?

• How can I make my team feel a sense of ownership?

• Who on earth should I hire?

• How do I keep the whole team marching in the same direction?

• When will investing in talent actually pay off?

Countless research shows how profitability is directly linked to an engaged workforce. In

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the book The Culture Code, New York Times bestselling author Daniel Coyle cites a recent Harvard study which found that having a strong culture can boost net revenue by 756% over a ten-year period!

Our employees are the frontline to our customers. If we help our team members feel like part of an internal community, support their skill development and ensure that they feel empowered to make great choices on our behalf, it translates to an excellent customer experience. We all know that a single interaction can easily determine how willing that customer is to come back, and if we throw in social media, to tell all of their friends.

We look to learn from the best to always keep innovating and improving. There are large companies known for leveraging great employee experiences in order to capitalize on top customer experiences: Ritz Carlton, Nordstrom, Zappos, Southwest Airlines, Starbucks and more. While it is fantastic to look to the big guys and adopt some of their inspiring ideas, I typically caution that it is more important to remain authentic to your culture and values.

We have embraced a concept coined by author, Bo Burlingham, in his book Small Giants. We are consciously not a huge corporation, but instead we are scaled to allow for a personal touch, a collegial atmosphere, a connection to our community and a robust team committed to winning together.

During my career, I have had the opportunity to participate in three different company cultures, and I have worked at companies ranging from big to small. Fortunately, each cared deeply about creating an engaged workforce because the leadership understood the value of

human assets. At CVO, our recipe for success is simple, yet intentional, and the ingredients may be just what your business needs: CONTINUOUS COMMUNICATION AND FEEDBACK. When there are mechanisms in place to voice opinions, share ideas, identify concerns and offer input, issues are resolved more quickly, and folks feel heard. This can range from structured feedback by way of surveys or suggestion boxes to the more informal such as hallway conversations. We developed a Living Room Chat, a comfortable environment akin to a small focus group where a few team members voice ideas. In this safe space, there are no bad ideas and everyone is heard. A “raise-your-hand” philosophy means at any level with any tenure your ideas are interesting and should be shared.

A

LEARNING AND INNOVATION. In business you never know which wave is coming next, but you always have to be prepared to surf! With this in mind, we nurture a culture filled with employees who favor saying “yes,” being flexible and experimenting. Helping individuals embrace change takes time, but if we collectively strive for it and celebrate progress, it sets an example. This is how we implemented 3D printing into our product

B

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Motivating.

You will be amazed how your business evolves when employees create new opportunities to meet the needs of your current customers. development cycle, which has provided us with tremendous benefits in speed to market.

This growth mindset requires training and patience to get everyone on board as well as tolerance for mistakes. You will be amazed how your business evolves when employees start to create new opportunities to meet the needs of your current customers.

A SHARED LANGUAGE. Getting everyone on the same page allows you to work quickly and efficiently. It also helps employees develop a shorthand so core concepts don’t have to be explained. At CVO, we talk about a “burnt toast morning” as one where you woke up and things just haven’t gone right. Our team understands that everyone experiences those days and we should support the person having one. However, this must be the exception rather than the norm. Each culture has customs and a language woven into its fiber, and through that, camaraderie is created. What are the key phrases that align your team with your business? Are those the ones you want them to rally behind?

C

WORKING HARD, PLAYING HARD. We often say that we spend more time at work than at home. It is our responsibility to create an environment where everyone wants to be. For us, that comes to life in our physical space being bright and inviting and implementing small things that make employees feel special, such as our fall festival, bake sale or chili cookoff (after all, food is family). We also encourage giving

D

back by inspiring philanthropy (we completed 50 unique community initiatives in 2017!) and offering good old-fashioned fun (kickball, indoor s’mores, sandwich-making relay).

WHEN WE WIN, WE SHARE. Being part of a team ascribes a sense of belonging, and that translates to the idea that each individual’s contribution matters. If every employee takes accountability, they will creatively handle complex customer concerns. If they believe their input matters, they will effectively work together on a new product. When we pair that with recognizing them for going above and beyond, the “good stuff” is reinforced and they want to do more. At CVO, we have a “Kudos” program, where employees can recognize each other for doing something exceptional, helping out or living the values of the organization. We share these notes of appreciation and reward these positive behaviors as role models.

Our tool kit may sound like too much to endeavor for any small business. The reality is that leadership must believe in the importance of treating employees as esteemed members of the success recipe and the value of selecting the right individuals to participate in the company.

Whether you implement one or all of these tools, I hope you will take away a bit of inspiration and the understanding that an investment in quality employees is an investment in the future of your business. n

E

Jennifer Trakhtenberg is senior talent leader of ClearVision Optical in Hauppauge, NY.

SHARED VALUES SURPASS SKILLS A large part of the equation is in the hiring. There are elements of science, art and luck in the selection process. That said, there are ways to reduce variability and make a more informed hire. We avoid “shopping while hungry” as that may lead to a desperate hire rather than a great addition. Skills are important, but shared values and alignment with your culture are more impactful. With an individual who is open to learning, you can often teach the job, however it is nearly impossible to educate someone on being more compassionate. You know best what your customers need and how you want that delivered. The person selected should be equipped and energized to serve in that way. Our interview process is purposely robust to ensure we vet candidates from different vantage points (several interviews on different days, work samples, opportunities to shadow an employee, social interaction over lunch, sometimes a presentation). This affords us loyalty, low turnover and a diverse culture rallied behind our shared CVO mission.

Our existing employees want to grow and develop, which can be challenging in a business that favors being flat and entrepreneurial over leveled hierarchy.

We encourage individuals to view growth as taking on new duties, attending new meetings, assuming exciting projects and creating more internal influence. We set expectations of what growth might look like and encourage active participation in our business and with our culture.

Leadership can emerge in different ways and is not solely about overseeing people.

:BUILD YOUR OWN MOTIVATING MODEL I have seen colleagues try to create a one-size-fits-all model for motivating employees. While that shortcut sounds fantastic, there are many factors to energize a team. I encourage you to:

• Solicit input from those closest to the matter; this often yields the best approach because their direct insight is invaluable.

• Try a few of these tips and right-size them to suit your company.

• Embrace the journey of working with talented individuals and share your passion with them daily.

• Pilot a few small tweaks to see how they are received.

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• Look to the companies that you admire for smart ideas and test them out.

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Motivating.

your

DREAM TEAM

THE SECRET TO ENSURING YOUR SUCCESS AS AN INDEPENDENT PRACTICE IS TO BE THE MOST ENTHUSIASTIC PROVIDER IN YOUR AREA.

By Conor Heaney

I

t used to be you could just open a practice, get a sign and a phone number and grow a practice that way. You just needed to turn up and deliver “okay” service, and you would get enough patients and customers. Today we’re living in very different times. The odds are increasingly being stacked against you. There is now a long list of things you must do if your practice is to grow and thrive in today’s conditions, and the most important must from the list to ensure your success as an independent practice is to be the most enthusiastic provider in your area.

No ifs. No buts. For your practice to reach its potential this is a must. Look around and you’ll see that as a customer yourself you’re attracted to places of business where the staff is enthusiastic. Enthusiasm is good for business, good for customer service, good for morale and good for the economy. The problem is most business owners are sloppy about making themselves the most enthusiastic provider in their area.

DIFFERENTIATION I have set my practice up to be enthusiastic about eyewear. We work with niche

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independent eyewear brands that command premium prices, and we go out of our way to differentiate our practice from the average optometry practice in every possible way.

Recently, we exhibited at a local wine fair as a way to get in front of potential new clients and start some new relationships.

As a customer yourself you’re attracted to places of business where the staff is enthusiastic.

This event alone demonstrates the amazing power of enthusiasm if you build it into your practice.

The contrast in enthusiasm between my team and all the other exhibitors at the wine fair was black and white. The staff at

the majority of stands simply poured wine and answered questions if asked. Otherwise a lot of them looked like they’d rather be somewhere else. My team on the other hand caused a stir. All of it fueled by enthusiasm (not alcohol). We had the busiest stand in the place, and we were the only ones not serving free wine. That alone says something.

The other staff hid behind their stands.

My team members were the only ones to get out front and engage people in conversation. We had a free prize drawing that over 200 people gave their full contact information to enter. We had 50 specific leads from people who we had discovery conversations with. We gave out goody bags that attracted people to us. We had little badges made up with our eyewear logo that people saw others wearing, and they came to search us out because they wanted one. We had an instant camera for a bit of fun so we could take photos of people wearing eyeglasses.

Our stand attracted attention while all the others just looked the same. Enthusiasm.

Enthusiasm. Enthusiasm.

The effort and thought and energy that went into making a success of this event happened because of my staff’s enthusiasm for what we do and the people we serve.

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Motivating.

Our job as practice owners is to set very high standards and help everyone believe they can achieve them.

Everyone else just kind of turned up. My team did everything for this event by themselves. I simply booked it, directed and gave some strategic input. I was in Ireland during the event while my team enthusiastically gave up their Friday and Saturday evenings for this event. They wanted to do it because they are enthusiastic. All I did was relentlessly pursue the goal of becoming the most enthusiastic provider in our area.

SEE ENTHUSIASM Start by setting this goal for your practice and your team. Relentlessly pursue it. Lead your team toward it. At Jones and Co. Styling Opticians the first bit of training any new staff member gets is how to greet clients: SEE them. Smile. Eye Contact. Enthusiasm.

Start there and never let up on making enthusiasm a standard operating procedure.

All highly successful practice owners have built a team around themselves. The fact is you can’t do it alone. If you rely only on your own sweat and hard work you will quickly reach the limit of what you can physically get done. Working smarter and being personally highly organized helps, but it will only get you so far. You still have a limited personal capacity.

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versus “in” your business. Everybody understands the concept, but to make the principle work you need to build a highly skilled team around you. The components are: 1) Build a team, 2) Ensure they are following an effective system, and 3) Ensure they are highly trained.

The most important and profitable use of my time today is the time I spend communicating with and training my team. Whether you fully realize it yet or not, it is the most profitable use of your time too.

Our job as practice owners is to set very high standards and help everyone believe they can achieve them. My team members know I care about the little details but that it is their job to attend to them. Working with and through others is by far the most effective way to do things. Having a team that understands what you want and who are keen to follow is your greatest source of leverage.

Most practice owners are the bottleneck in their own business. Without realizing it, the person who is working the hardest becomes the one who chokes the growth of the practice. If you are trying to get results through your own brute force and effort, it’s time to pause, reflect and start working through others. n

Optometrist Conor Heaney’s practice, Jones And Co. Styling Opticians of Manchester, England, has the highest average eyewear sale in the U.K. at over $1,200 (£900). He is director of Optical Success Academy, working with independent practices to help them differentiate and successfully increase optical sales revenues. His free report “The 9 Keys That Unlock the Hidden Profits In Your Practice” is available at OpticalSuccessAcademy.com.

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Maintaining Staff.

RETAIN YOUR

BEST

employees

GOOD MANAGERS Your managers are among the biggest factors that may help retain an employee or push them to look for a different job. They will have to learn to manage your employees in a more proactive manner by showing employee appreciation through their effective use of emotional intelligence.

COMMUNICATION When you talk to your own employees or those of other companies, one complaint that will likely stand out is that management does not interact with them or ask for their opinions. You will have to open the lines of communication with your employees and ask their opinions on any move that the firm might be making that directly impacts them. It might help you figure out some serious underlying problems within your business that might have gone beyond your notice.

OFFER EMPLOYEES OPPORTUNITIES, AND PROVIDE THEM WITH GOOD MANAGERS AND A SENSE OF COMMUNITY TO KEEP THEM STICKING AROUND.

By Maria Sampalis, OD

O

ne of the major challenges for a business is to hire highly skilled employees who will be committed to the company and keep their responsibilities in mind. However, what many businesses do not realize is that a much more difficult task is keeping those employees, especially considering the availability of numerous jobs that might offer your skilled employees a good salary. But the offer of a better salary is not the only reason your employees may be lured away. In fact, they might be leaving due to issues present in the company itself, which will end up costing the company a lot of revenue and, ultimately, profit.

When you notice a couple of employees resigning, rather than panicking, you should design a plan that will help retain the remaining employees.

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When you notice a couple of employees resigning, rather than panicking, you should design a plan that will help retain the remaining employees.

OFFER OPPORTUNITIES A lot of people may leave the company if they feel that the role they are in is not helping them grow and offers no better opportunities in the near future. Every employee wants to grow and wishes to be working in a company that will present them with opportunities to learn new things. Hence, you will need to devise or look for opportunities that your employees can take advantage of.

SUPPORT THEIR GOALS When you open the lines of communication be sure to ask your employees what their goals are, and then let them know what the company’s goals are. Relay the goals of the company in such a way that it will help you link the goals of the employee with those of the company. Explain how doing certain tasks for the company will help them achieve specific goals as well.

COMMUNITY A lot of employees enjoy the psychological and mental peace that they might get in their company, which may be one reason they stay. When a person feels that they have a good boss, good colleagues and everyone supports each other, they might not want to lose that for another company even if it offers them an opportunity for a better salary.

This sense of togetherness is not available in a lot of companies, so many people might not want to let that go. n Maria Sampalis, OD, of Sampalis Eyecare in Cranston, RI, is founder of Corporate Optometry on Facebook, CorporateOptometryCareers.com and the Corporate OD blog. She offers strategic planning services through Corporate Optometry Consulting.

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Maintaining Staff.

A LONG-TERM

STRATEGY FOR

success

By Terri Gossard, OD, and Jon Weeding

A

s an eyecare provider, your professional life likely has become a series of acronyms. HIPAA protects patient privacy. MIPS helps to ensure quality care and encourages consistency. OSHA assists in keeping everyone safe. Documentation takes longer, staffing costs more, insurance companies pay less and the expectations of your role as a provider continue to rise.

As the hours you spend on non-patient care continue to increase, the reason you went to optometry school – to take care of patients – might be starting to take a backseat to all these other expectations. If this describes your practice, it might be time to start looking for industry partners for assistance.

Outsourcing tasks that require specific skill sets is a long-term strategy for success in many industries, including healthcare.

Outsourcing allows a practice to focus on its core mission of taking care of patients while hiring specialized vendor partners to assist with the routine tasks required of a successful and compliant practice. It can be a cost-effective way to save time, control costs and improve operational performance.

To determine if outsourcing is right for your practice, here are three key areas to consider.

IS YOUR STAFF’S TIME BEING UTILIZED EFFECTIVELY? Is your current staff able to confirm appointments to decrease “no show” appointments and keep your schedule full? Are they verifying eligibility prior to the patient being seen? Are they collecting copayments and deductibles at the time of the appointment? Would the bottom line of your practice improve if your staff’s focus shifted to these patient-oriented tasks while someone else did their other work?

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DOES YOUR TEAM HAVE THE NECESSARY SKILL SETS TO ACCOMPLISH TASKS? Is your billing team experienced or are they learning as they go? Does your staff need specialized training before you can ensure your HIPAA and compliance manuals are up to date and accurate? Is your risk assessment completed on an annual basis with all required audits and reporting functionality in place? Do you know how to test your contingency plan? Does your team have a resource they can call with questions? Would your

If you answered “yes” to one or more of these questions, outsourcing may be a beneficial solution. team’s time be better utilized in consulting with an outside vendor for billing and compliance tasks, allowing them more time for enhanced patient interactions in the office?

ARE YOUR STAFFING DOLLARS BEING SPENT ON YOUR CORE MISSION? Is the increasing cost of salary and benefits prohibiting you from hiring the most skilled team members? Is your high personnel cost prohibiting you from meeting financial goals for your practice? Could outsourcing services be more cost effective for your practice?

If you answered “yes” to one or more of these questions, outsourcing may be a beneficial solution. Your next step is to find vendor partners to work with that are specialized in the tasks you will be assigning to them. For example, if you need help with billing and compliance issues, insurance audits and risk assessments, you should find an industry expert in that field. However, if you

DETERMINING IF OUTSOURCING IS RIGHT FOR YOU AND CHOOSING THE BEST VENDOR PARTNER WILL NOT ONLY BUY YOU MORE TIME BUT WILL IMPROVE YOUR RESULTS AS WELL.

are looking for business accounting or marketing assistance, you should target vendors with those skill sets. Many practices work with more than one outside vendor.

Once you have identified one or more vendors that you think may be able to help you, talk with their management team and make sure you are comfortable with their mission, vision and values. Outline your work expectations so pricing can be accurate and complete. Understand how your account will be staffed and who you can contact regarding questions or concerns.

Finally, evaluate the final contract to make sure it outlines your expectations, contains no surprises and will be a true value added to your practice.

During the onboarding phase, plan on allocating some time for in-office staff to assist any new vendor partners with questions or information needed to get started.

You should also develop a plan to shift your staff’s time to work that enhances the patient experience while still allowing for some time each week for vendor interactions as needed. Successful outsourcing includes strong communication between the vendor and the practice.

Finding the right partners will assist you in getting back to what you love – taking care of patients. The most important acronym in your practice soon may be, “OMG, I should have done this a long time ago!” n Terri Gossard, OD, executive director of ABB Optical Group, serves as a consultant for its practice management division, Primary Eyecare Network. Contact her at TGossard@ ABBOptical.com or visit PrimaryEye.net. Jon Weeding is president of CS EYE, a leading compliance and billing partner for eyecare practices. Contact him at 763.551.0232 or Jon@CSEye.biz or visit CSEye.biz.

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Leadership.

HOW TO DEAL

with an Angry Employee AS A LEADER, IT IS YOUR RESPONSIBILITY TO OBSERVE, ACKNOWLEDGE AND DISARM ANGER BEFORE IT BECOMES A PROBLEM FOR YOUR BUSINESS.

By Beverly Flaxington, CPBA

I

t takes all kinds to make a workplace function. Unfortunately, some of those kinds can be employees who are disgruntled, discouraged or overtly upset—either with you as the boss or with the company.

People who are upset act out in a variety of ways. Some might come into your office and yell and curse, others might adopt a passive-aggressive stance and not admit they are upset but make sure they aren’t productive for you, and others can turn their anger or frustration internally and become depressed and lower-functioning.

As a leader, it’s important both to recognize the signs of an angry employee and to know how to deal with them effectively.

Telling someone who is yelling at you to “just calm down,” for example, isn’t going to work very often.

Why do employees get angry in the first place?

Sometimes employees look at others in the company and think they themselves are “better” or “more effective” but perceive the other person to be treated in a more supportive fashion or rewarded more often.

This perceived, or real, inequality leads to a lack of confidence in both them as well as in the management doling out the rewards.

Sometimes employees get upset because they are given tasks or roles in the company that they are ill-suited to fill. The introvert

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who gets stressed by interacting with people and who is asked to sell may do it but could stew inside at being asked to step so far out of their natural comfort zone.

Other employees may irritate a colleague.

They may have annoying habits, talk down to someone else or provide incorrect information. In some cases they may overtly try to sabotage another person. The employee who is on the receiving end of the subtle or overt behavior may become increasingly angry at being picked on or subjected to the behavior.

In other cases, the employee may be undergoing personal issues and dealing with something outside of the workplace that impacts their attitude on the job. Divorce, difficulty with children, an ill child or parent can all be sources of stress that manifest into anger, particularly when the employee doesn’t feel they are being supported by their boss or the workplace. These upset, frustrated and angry employees can come across in different ways.

As a leader, you want to watch your employees for signs of changes in behavior. Is someone appearing to sulk in meetings more often, are they giving short clipped answers when they were formerly a talkative person, are they responding to innocent questions with hostile answers?

Most employees shift their behavior in subtle ways at first and then more noticeably if the behavior goes unchecked. As the leader, you want to be sure you are in touch with the behavior of your staff or that you are

Anger that isn’t noticed and addressed can turn into one of the dramatic cases where someone ends up getting hurt.

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Leadership. encouraging your managers to know what’s happening with each of their people.

Anger that isn’t noticed and addressed can turn into one of the dramatic cases where someone ends up getting hurt by the angry employee.

Once you have identified the shift in behavior, or you decide to address an employee who is regularly nasty or negative, there are a few things you should do in order to deal with the person effectively.

SEEK TO UNDERSTAND The common desire is to squash the negative, angry behavior, but as outlined here, there are many reasons why your employee could be angry.

Many people have never been taught to deal with uncomfortable or negative emotions. They don’t know how to manage themselves, and so they act out in ineffective ways.

While you can’t condone the negative, angry

behavior in your workplace, you can first approach the employee with compassion and an observation that something must be wrong.

You can start by saying something like, “It’s just not like you to be so sullen in our Monday meetings, Hugh. Is there anything going on that is impacting you negatively?” or “I’m a bit concerned. I’ve observed you speaking in a very angry tone to Stella, our receptionist, and she has mentioned being afraid to talk with you. Has Stella done something? Is there a problem we need to address?”

It’s important to get the dialogue going without being accusatory but rather by uncovering the source.

IDENTIFY Specifically, identify what the employee is doing. Don’t just say, “What’s up with the lousy attitude lately, Mark?” Your definition of “lousy attitude” may be different from Mark’s. Sometimes people know exactly what they are doing, but many times they don’t.

Be clear and specific: “I detect a negative undertone to a lot of your comments lately.

For example, in today’s meeting you said ...” or “The customer said you were behaving in an angry manner. What happened?”

The more specific and exacting you can be, the better the employee can understand what they’ve done.

BE DIRECT To find out exactly what’s going on, deal directly with the employee not with their colleagues. Too many times a manager or business owner will ask around to try to learn information about the employee in question.

They may seek input from a friend or colleague of

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the person—something like, “Hey, do you notice anything strange about Ed lately?

What’s going on?”

It can seem innocent, as if you are just trying to validate your interpretation by asking others, but it is very disruptive and hurtful to the employee you are querying about. If you want to know what’s going on, go right to the source.

BE A MODEL Model the behavior you want to see. Many times those in charge don’t realize the messages they are sending by the behavior they favor.

If you tend to outbursts in meetings, speak harshly to employees when they do something wrong, or “stew” when you are upset about things going on in your company, your employees will get the message that this type of behavior is okay.

They might even interpret it as the favored approach. Watch yourself and see what employees see.

Most people don’t learn well how to handle their emotions, especially negative ones.

It’s very likely that at some point you will be faced with an employee whose behavior you reject. Try using one or more of these approaches and see if you can’t turn their negative behavior into something more positive. n Beverly Flaxington is a certified professional behavioral analyst (CPBA), hypnotherapist and career and business adviser who specializes in helping managers and employees deal with difficult workplace relationships, performance issues and goal achievement.

Her business and financial books include the award-winning “Understanding Other People: The Five Secrets to Human Behavior” and “Make Your SHIFT: The Five Most Powerful Moves You Can Make to Get Where YOU Want to Go”; The-Collaborative.com.

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6/25/18 9:17 PM

Strategy.

6

steps FOR INCREASING THE VALUE OF YOUR BUSINESS

HERE ARE SIX ACTIONS TO INCREASE THE VALUE OF YOUR BUSINESS AND THE LIKELIHOOD YOU WILL REALIZE THAT VALUE IF AND WHEN YOU SELL IT.

By Lisë Stewart

1

CREATE YOUR OWN EXIT STRATEGY Your exit from the business will happen by design or by default. By taking the time to plan when, or how, you might like to leave the business you increase the likelihood that your plans will come to life. For example, you might prefer to work hard in the business until the day you sell it. Or, you might like to ease out of the business slowly, allowing a new management team to gradually take over. You might even decide you want to stay in the business until the day you are physically unable to perform any longer.

Whatever your desired future plans, be sure to let others know those plans and be sure to also put in place the mechanisms that will allow them to happen. Make sure you know how much money the company needs to generate—either by a sale or through a pension plan—to finance your retirement if

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0718_VCPN_Strategy.indd 28

necessary. By doing so, you’ll be prepared for the future and will have a company that can survive beyond your tenure.

2

DEVELOP A STRATEGIC PLAN Once you know how much money the company needs to generate to support your future, you’ll need to make sure it is in the best shape possible to achieve those financial goals. A strategic plan (see sidebar, “Breathe Life Into Your Strategic Plan”) is a simple document that outlines how you will grow the company and meet the goals necessary to create profitability, increase your market share and develop a strong team to support these efforts. The strategic planning process adds credibility and viability to your future plans. It provides the necessary reality check: Can the business actually provide you and your family with the means you need? If not, what changes do you need to make to your exit strategy?

3

DEVELOP YOUR BENCH STRENGTH If you are considering selling your business but you are still the key rainmaker, innovator, salesperson and problem-solver, you are lowering the value of your company. Smart business owners focus on developing a strong management team that can eventually replace them. This management team needs to share the vision, understand the goals and become an integral part in the growth and success of the business. In the end, the business should be able to thrive whether or not the owner is still active in it.

4

CREATE TURNKEY TOOLS Potential buyers often look for businesses that are both profitable and relatively easy to run. If they have to come into the business and make a lot of improvements, learn how to be able to run the operation through trial and error and rely heavily on institutional

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Strategy. knowledge that is not currently documented, they will be less likely to pay the asking price. If you want to make your business look more attractive to a potential owner, make it easy for them to be successful!

5

CREATE AND MAINTAIN SOUND FINANCIAL DATA A wise prospective buyer will engage in a serious process of due diligence. Make sure there are no surprises. Have at least three to five years of solid financial information that really tells the story of your success. Include your budgets with variance, your profit and loss and balance sheets, along with your tax returns. Show a solid trajectory of growth, and be prepared to explain any anomalies. Also, be honest and transparent.

If trust is broken during the process, this will be used to negotiate a lower selling price—if any negotiation happens at all.

6

IDENTIFY YOUR UNIQUE SELLING PROPOSITION What sets you apart from your competition?

How can you communicate what is truly special about your business? A useful, easy-toread prospectus will tell a prospective buyer what the vision for the company is, describe how the value in the business has been created, and how it will be maintained. It will highlight the success of previous strategic plans, the strength of the management team, the experience of the employees and the unique features of your products and services.

It will clearly paint the picture for a prospective buyer of the benefits they can expect to reap as a result of investing in this business.

Remember, your exit from your business will happen by design or default. Planning ahead ensures it happens by design and that you reap the rewards of a lifetime of dedication and hard work. n Lisë Stewart is founder and director of Galliard Group, a training and consulting firm specializing in family-owned and closely held businesses. She is a nationally recognized author and speaker who draws on her 25+ years of experience to share practical advice for ensuring sustainability of family businesses.

Contact her at LStewart@GalliardGroup.com.

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BREATHE LIFE INTO YOUR STRATEGIC PLAN Only about 10% of business owners develop a strategic plan. In fact, most owners have a lot of plans and goals for the company but tend to walk around with those in their head.

Many leaders are concerned that writing their goals will mean they’re trapped into a course of action that really needs to be more nimble to adjust to a dynamic market. Some worry others may judge their ideas or be critical or skeptical about the practicality of the plan.

Those who take the time to write out their ideas, share them with key managers and, finally, cascade the plan down through the organization, are far more likely to achieve their goals. In addition, a short, simple written plan helps everyone in the company understand where the business is going, what the priorities are and how the company plans to achieve them.

In this way, more people can pull together to work toward the agreed vision. Unfortunately, even those companies who take the time to write a plan rarely use it. The reality is most of these plans simply become “shelf documents,” gathering dust and creating guilt on the part of the developers. Or worse, the company has paid an expensive consultant to create a document that never sees the light of day.

A strategic plan should be a living document with a solid foundation in the form of a clear vision for the future and short list of the core values that drive decision-making in the company.

Then, leaders who wish to focus on results will identify a few broad goals. These are statements of desired direction—key areas in which you want to experience performance and change. They need not be measurable but should lend themselves easily to objective setting. Goals rarely change and may succeed from one planning era to the next.

To support those goals and move to action, develop specific, measurable objectives.

They should meet the S.M.A.R.T. criteria: SPECIFIC: They are tangible outcomes and real activities. For example, to increase the number of first time customers who become repeat customers by 50% in one year.

MEASURABLE: Can we tell if it has been accomplished?

ACHIEVABLE: Can we really do it?

REALISTIC: Should we really do it?

TIME BOUND: When could we expect to see results or measure the results?

Finally, break the objectives down into manageable steps or tasks and be clear about your priorities—what is urgent and where will you see the biggest return for your investment?

It’s important to keep the plan alive in the eyes of your managers and supervisors as well as the rest of the company. Sharing the plan widely can be a little daunting, and yet it’s important to let team members know what it is, how it drives behavior and what their roles are in achieving the company’s goals.

You might consider holding regular meetings in which the plan is the key topic of discussion.

Once an objective is met, set a new one.

A step-by-step process could include: 1. Share the plan with small groups of employees and briefly explain the process senior management went through to produce it.

2. Explain why the values are important and why senior management wants the values to become part of the culture.

3. Explain that goals are directional and big picture and may rarely change, while objectives are specific and measureable and may change when accomplished.

4. Stress this is a living document and will be updated regularly to meet the needs of customers and the company.

5. Explain how the senior management team is holding itself accountable against the plan.

6. Offer to answer any questions. Be prepared to answer questions regarding “what’s this got to do with me?” and let them know as the senior management team becomes more comfortable with the planning process and issues of accountability, more team members will be involved in updating the document.

Finally, monitor, measure and motivate.

Update and review the plan at least quarterly. Encourage the use of the plan in all areas of business. This plan has impacts for all areas of the business. Make sure it’s seen as important, influential and positive.

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6/25/18 9:39 PM

Brand Management.

THE ART + SCIENCE of

Frame Board Management CURATING FRAMES IS AN ART, WHILE MANAGING THEIR SALES IS A SCIENCE; HERE’S HOW TO COMBINE THE TWO TO ENSURE THAT YOUR OPTICAL IS CONSISTENTLY AS PROFITABLE AS POSSIBLE.

By Evan Kestenbaum, MBA

H

ow would you care for $30,000, $40,000 or $50,000 worth of artwork on the wall in your home? Very carefully, right?

The average practice has art on its walls too – in the form of frame inventory – often in the $40,000 range. What is your strategy for caring for and curating your collection?

If 50% of your office is dedicated to optical, then 50% of your rent is warehousing frames.

Those frames need to ‘earn their keep.’

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LET’S TALK ABOUT ART In the case of frames we are seeking to tell a story through the brands that we carry. To do this well you need to ask yourself, “Who do I want to be?” The answer is different for every practice.

For a practice that is 60% driven by vision plans, then a mix that is profitable within those plans is necessary. It is necessary, however, to also include a combination of higher end frame brands so private-pay patients feel they received good value as well.

The average practice will have 900 to 1,000 frames. A minimum of 800 is recommended. We have found that low selection translates to low capture rate.

When you invest in a frame brand, own that brand. Have 30 to 40 pieces for both men and women that showcase the selection.

This gives patients confidence that you believe in the brand as well; if you trust the brand, they can too.

Many practices separate the men’s collection from the women’s collection, but this diminishes the value of the brand you invested in. Tell a complete story by merchandising all the frames from one line together. This sends a more powerful and confident message.

Add signage to drive home the brand and tell the story. When you consolidate brands you become a more important customer to that brand, and that loyalty will pay off.

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Brand Management.

When you go to your favorite museum you may notice that different collections will be featured, and pieces will move from time to time. The same approach is important for your frame collections. Occasionally moving frame brands from time to time will keep their appearance fresh in your practice.

LET’S TALK ABOUT SCIENCE Art often draws an emotional response. We often can get caught up in the emotion of a piece. This holds true when purchasing frames. What’s more, the people who make the purchasing decisions, our salespeople, are emotional by nature.

We do need to know what our salespeople are seeing and hearing from patients.

Keeping up with trends is important too. But ultimately, the collection of frames we are curating is a business decision. If 50% of your office is dedicated to optical, then 50% of your rent is warehousing frames. Those frames need to “earn their keep.”

Measure your turnover rate quarterly.

Take the number of frames sold per quarter and multiply that by four, one for each quarter, to get the estimated number of frames you will sell in a year’s time. Then divide that result by the number of units you keep in inventory. For example, if you sold 10 of a specific brand of frames in the first quarter while keeping 20 in inventory, the formula would be: 10 x 4 = 40 yearly units; 40 ÷ 20 = 2, which is your turnover rate.

We are looking for a turnover between 3 and 3.5. Therefore, the brand in this example is underperforming. Based on which brands are underperforming or overperforming, your frame board metrics will help you make better decisions on the brands to keep, expand or retire.

Tell a complete story by merchandising all of the frames from one line together.

EDGEPro software provides tools specifically designed to look at your metrics by brand and help you make good data-driven decisions, such as Practice Breakout, which lists brands, total units and patient paid dollars.

The trick to doing this well and really knowing your numbers is to keep the same number of units in inventory for six months. That base line will help keep the data consistent.

When you measure by brand, over the course of a year a story will emerge. You will see which brands are moving and which struggle. You may notice that a specific location of your optical is a “premium space” and moving a struggling brand to that prime real estate will help it achieve the goals you set.

WHAT ABOUT SUN? First, you need to decide if you are going to be in the sun business or not. Going half way with sun is a recipe for failure. Having six or seven lines and offering six to eight pieces for each will result in near zero sales. At a minimum, pick two lines and have 40 to 50 pieces for each. Is that a big commitment? Yes, but that is what it will take to be successful with sun.

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YOUR CURATED COLLECTION Consultants in the area of frame board management can offer excellent advice on how to get started. The key though is consistent measurement, and software is available to aggregate your metrics to help you do this. Supermarkets measure the success of products on their shelves by looking at sales per square foot. You too need to remember you have tens of thousands of dollars in inventory, plus rent, invested in your frame collection.

Keep measuring so the frames will keep moving! n Evan Kestenbaum, MBA, is chief information officer of GPN Technologies, providers of EDGEPro eyecare industry analysis software, and co-owner and business manager of Optix Family Eyecare in Plainview, NY.

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6/26/18 11:45 AM

Scheduling.

Overcoming a

A 52% NO-SHOW RATE

AS ONE CLIENT’S EXPONENTIALLY INCREASING NO-SHOW RATE CLIMBED TO AN ALL-TIME HIGH, IT WAS TIME TO TAKE STEPS TO CURB THIS GROWING PROBLEM.

By Steve Sunder

I

n a location where the no-show rate was historically 17%, this practice was experiencing an increase in the number of patients not showing up for appointments to an office record of 52%. Something had to be done.

TRACKED AND CALCULATED Defined as the number of patients who fail to arrive for their scheduled eye exam appointment, the no-show rate must first be tracked, calculated and measured. You must know your practice’s no-show rate before you can address it.

If you’re using a computerized practice management system to book your patients’ appointments there is normally an electronic workflow in the system for your staff to document if patients show up, cancel, reschedule or don’t show

up for their appointments. Practice management systems typically have a “Reports” area where there would be a Cancellation and No-Show report. This report may segment the cancellations and no-shows by patient, appointment type, provider, date or time. It can run the no-show rate by week or by month.

Additionally, you may need to run a Provider Production report that tracks the number of exams seen by the optometrist for the week and/or month. An example of a Provider Production report is shown below. To calculate your office no-show rate, divide the aggregate number of no-shows for the time frame you’re measuring divided by the total patient exam visits by the same time frame, as follows: no shows ÷ patient visits x 100 = no-show rate.

0718_VCPN_NoShowRate.indd 32

MEASURED AND COMPARED With your no-shows tracked and calculated, how do you measure and compare to your colleagues and the industry? Per Sendhub, the optometric industry average patient no-show rate is 12%. How does your office compare to the industry?

In the case of my client, we knew the office’s historical no-show rate of 15% based

MONTHLY PRODUCTION SUMMARY PERIOD

PRODUCT NAME/SERVICES QTY AMOUNT % CONSULTATIONS 99274 Confirmatory Consult, Mod. Comple Total Consultations CONTACT LENS EXAM FEES 92015 Refraction Total Contact Lens Exam Fees DIAGNOSTIC SERVICE FEES 92285 Photography, External/Gonio Total Diagnostic Service Fees EXAMINATION FEES 92002 Exam - Intermediate New 1 65.00 2.32 92004 Exam - Comp New Patient 92014 Comprehensive Exam - Est 99201 Exam - Brief New Patient 1 30.00 1.07 99202 Exam - Limited New Patient 2 110.00 3.93 99203 Level III, New 2 156.00 5.57 99204 Level IV, New 99212 Level II, Established 1 45.00 1.61 99213 Level III, Established 1 69.00 2.46 99214 Level IV, Established Total Examination Fees 8 475.00 16.95 TOTAL SERVICES 8 475.00 16.95 32 | VC P N J U LY 2 018

No-shows negatively impact the office performance and financials with lower generated revenue/income. You and your staff will be underutilized as you’re not seeing patients and generating revenue, which will ultimately increase your office overhead costs. No-shows decrease the efficiencies of your office, costing you revenue of up to $250,000 per year!

YEAR-TO-DATE QTY

AMOUNT

%

1 1

52.00 52.00

0.22 0.22

2 2

40.00 40.00

0.17 0.17

260.00 136.00 981.00 60.00 495.00 1,170.00 1,680.00 45.00 690.00 630.00 6,147.00 6,239.00

1.09 0.57 4.13 0.25 2.08 4.92 7.07 0.19 2.90 2.65 25.87 26.25

1 1 4 2 13 2 9 15 14 1 10 6 76 80

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Scheduling.

• patients have the option via the electronic reminder call to reschedule their appointment if needed • the second appointment reminder call is scheduled two days before the appointment • the system provides the office with an electronic version of the confirmed and non-confirmed appointments

on the practice location demographics that we measure monthly in order to observe trends to determine whether they are increasing or decreasing. We saw no-shows for this particular office at 14%, then spike to 43% the next month, and the following month spike again to 52%! Here is the measurement and the calculated lost revenue:

MAR

APR

MAY

No Show Rate

14%

43%

52%

23

22

19

43.1%

-78.8%

-117.9%

$11,410

$43,463

$41,133

Operational Days Variance From Average No Show Revenue Loss/Gain

They were on a declining path that was affecting their gross revenue by $40,000 per month, so we conducted a forensic investigation to determine the cause; we already knew the effect.

MEDICAID = HIGH NO-SHOWS First, I reviewed the practice’s revenue streams for any anomalies and discovered the office had applied to more Medicaid plans. In my own practice management in which I acquired optometric offices, I observed a trend that Medicaid plans resulted in high no-shows, around 30%, so offices would double and triple book to offset them.

My gut feeling was that this office may have been experiencing the same trend.

My recommendation to the office administrator was to pull historical daily schedules with patient names and insurance plans, run the Cancellation and No-Show reports for the same period, and document the no-shows by the insurance carrier. After about two weeks we analyzed the data and had our answer. The exponential increase in no-shows was directly from the Medicaid plans, costing the office over $84,000 in lost revenue over two months!

The administrator and I also reviewed the current no-show process, because it had been working well prior to the spike. The current no-show process was: • a dedicated electronic patient notification system is used • scheduled patients are tagged with an electronic reminder notification • the first automated appointment reminder call is scheduled for four days before the appointment V I S I O N C A R E P RO D U C T N E WS . C O M

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The optometric industry average patient no-show rate is 12%. How does your office compare?

The remainder of the year no-show trend was in the mid to high teens, nowhere near what could have been a major financial issue. As of today, the office is maintaining its historical no-show rate, the best we can expect from the patient demographics and acceptable to the physician/owner and practice administrator.

The office no-show procedure has proven to be effective and is re-evaluated quarterly or when we encounter another anomaly. n

• staff manually calls patients who do not confirm via the electronic notification system • the third notification call is scheduled for the day before the appointment The administrator and I composed the executive summary with the action plan and presented it to the practice’s physician owner. Upon reading the summary the physician made the executive decision to stop seeing the high no-show Medicaid plans.

With the directive of the physician/owner, the administrator communicated with the staff regarding future appointment requests from those Medicaid plans.

The no-show rate for the fourth month came in at a year low of 5%!

Steven Sunder is the president of Sunder Vision Solutions, providing eyecare business consulting since 1998. He has held senior executive positions in eyecare practice management with budgets higher than $10 million, and he is president of an optometric merger and acquisition company in a tri-state region.

Contact him at Steve@SunderVisionSolutions. com, or visit SunderVisionSolutions.com.

MAR

APR

MAY

JUN

No Show Rate

14%

43%

52%

5%

23

22

19

22

43.1%

-78.8%

-117.9%

80.3%

$11,410

$43,463

$41,133

$4,228

Operational Days Variance From Average No Show Revenue Loss/Gain

RECOMMENDATIONS FOR A NO-SHOW PROCEDURE You should have a no-show procedure in place. a. Create a no-show policy b. Include patient requirements such as: i. Follow-up to be made by patient one month before appointment due date ii. Create a patient appointment pop-up in practice management system if the patient

does not call to make an appointment iii. Staff to call the patient to schedule c. Automated call to be done four days, two days and one day before appointment d. Text can follow the same schedule e. If patients don’t confirm, staff call x days before or call patients on the wait list to fill the schedule

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6/26/18 11:52 AM

New. NEW RESEARCH AVAILABLE FROM THE VISION COUNCIL First quarter 2018 market research reports are available from The Vision Council. They include the Consumer Barometer Report, the OTC Readers Index Report, the Plano SG Index Report, the Plano Sunglasses Up to $30 Report, the TVC Report Card, the Detailed Market Analysis Report, the Quarterly Market Overview, the Canada Market Overview and the Sports Sunglasses Report. These reports contain top-line and demographic data on the prescription lens, ophthalmic frame, plano sunglass and over-the-counter readers (OTC) markets, including data on aggregate unit and dollar sales.

866-826-0290 TheVisionCouncil.org

APP ENABLES ECPS TO ACCESS BLACKFIN INFORMATION ECPs can use the new Blackfin Airstream Clients app to improve their interaction with the frame company’s products. Two sections, one for opticians and the other to share with end consumers, can be used to browse the company’s eyewear catalog, show the latest videos and find out the latest news about the brand. Orders can also be managed. The Blackfin Academy section contains brief snippets of information to keep ECPs constantly updated. The interactive app is available for both Android and iOS platforms.

877.889.0399 Blackfin.EU/App

NEW STEREOTESTS FOR CHILDREN INCLUDE LEA SYMBOLS

ECPS INVITED TO NOMINATE NON-PROFITS TO RECEIVE GRANTS

Three new stereotests for screening young children are available from the Stereo Optical division of Essilor Instruments. The three new stereotests, including LEA Symbols, the Original Stereo Fly, Butterfly and Randot, are designed to screen the vision of young children and supplement the extensive existing Stereo Optical product line. Lea Hyvarinen, MD, created the LEA Symbols in 1976 and designed the circle, square, apple and house so that each symbol measured visual acuity similarly.

Now in its fifth year, ABB OPTICAL GROUP’s ABB Cares community grants program is again seeking nominees of nonprofit organizations to receive funding. This year, ABB OPTICAL GROUP will award one ABB Cares Platinum grant of $5,000, two Gold grants of $2,500 each and four Silver grants of $1,000 to charities nominated by professionals in the eyecare industry, including optometrists, opticians and office staff. U.S. 501(c)(3) organizations are eligible. Applications for this year’s ABB Cares program are open until Wednesday, Aug. 1, 2018.

800.344.9500 StereoOptical.com

800.852.8089 ABBOptical.com/ABBCares

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YOUR INDUSTRY YOUR CAMPAIGN

YOUR SUCCESS. Think About Your Eyes drove 3.4 million eye exams and $752MM additional industry revenue in 2017.

Your practice is your biggest investment.

Take full advantage of the campaign that’s invested in your success.

Go to thinkaboutyoureyes.com/enroll to join or upgrade to Premium.

Please support the organizations that make TAYE possible.

Untitled-2 1

6/26/18 1:07 PM

PUTTING THE

IN

‘FUN’

functional WESTGROUPE SUPERFLEX KIDS INSPIRES INDIVIDUALITY THROUGH COLOR WHILE ENSURING DURABILITY, COMFORT AND FIT.

0718_VCPN_360_WestGroupe.indd 36

6/25/18 11:05 PM

360.

198

196

195

The campaign images highlight the new styles while inspiring kids’ individuality with frames that express their true selves. unction and form come first in WestGroupe’s Superflex Kids, designed for both fit and, ultimately, for fun.

The function comes from their spring hinges for extra durability, comfort and fit. The colors and funky temple detailing make the collection a fun fashion statement for kids of all ages.

The Superflex Kids 2018 advertising campaign “Express Your Colorful Self!” was

inspired by the Hindu Holi festival, a celebration of fun, love and fertility. Just like the Superflex Kids collection, it is all about color.

The campaign images highlight the new styles while inspiring kids’ individuality with frames that express their true selves and style.

With color as the main theme, Eyes on the Trends “Back to School” comes with a new look and new features. Bamboo pencil crayons evoke adult coloring books and their effect to stimulate creativity. An interactive digital aspect is also new. You can download

WestGroupe V I S I O N C A R E P RO D U C T N E WS . C O M

0718_VCPN_360_WestGroupe.indd 37

855.455.0042

the HP REVEAL app from the app store to follow WestGroupe and create your own art to share.

“We are thrilled with the new Superflex Kids campaign and Eyes on the Trends,” said WestGroupe chief operating officer, Michael DeBono. “The new materials are a great way to showcase the new kids’ frames in one place. It is also handy for ECPs to have these materials in their waiting rooms as they offer their customers something fun to do while waiting for their appointments.” n

WestGroupe.com

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Insight.

‘cool, comfortable AND classic’

VELO OPTICS FRAMES NOT ONLY FEEL GOOD ON THE FACE BUT ALSO UPDATE CLASSIC ‘60S EYEWEAR DESIGNS WITH A COOL AESTHETIC.

A

simple conversation about how they felt there was a lack of stylish eyewear for presbyopic men led Greg Hofeldt, MD, and Chris Covello, OD, to launch Velo Optics. Working in the same Massachusetts eyecare practice, the ophthalmologist and the optometrist merged their artistic interests to remedy this situation and launched a new eyewear line that now encompasses both men’s and women’s frames.

Launched in 2016, Velo Optics is not only available from their practice, Center for Sight in Fall River, MA, but the line is also available at four other locations, another one in Massachusetts and three in Rhode Island.

“This soft launch will be followed by four to five more optical shops next month, see what it takes to maintain those, then add four to five more opticals at a time,” Hofeldt told VCPN. “We’ve done well so far with reorders from each location,” Covello added. “We plan to branch out soon, but first we’ll keep it to some of the more local places, support them to see what styles work and build the brand.”

The name for the frame line came about

38 | VC P N J U LY 2 018

0718_VCPN_Insight.indd 38

as serendipitously as the conversation that launched it. “The name Velo is a shortened version of Covello, and Velo is also the word in French for competitive cycling,” Hofeldt said.

“Which is something I do,” Covello added, saying that he cycles 50 to 100 miles every week. A subtle yet distinctive bicycle chain link icon on the front of every frame references the name.

The journey from idea to reality led Hofeldt and Covello to learn about computer-aided design (CAD) and the 3D printing of prototypes to investigating manufacturing opportunities the world over, from the U.S. to Italy to Japan and ultimately to China. “We first spoke with many places in the U.S., which were either inundated with work or cost prohibitive,” Hofeldt said. “Then we went to Italy, which told us, ‘If you want well made frames we send ours to China,’ and then we went to Japanese manufacturers, and they said their best factories are also in China. So we talked to I don’t know how many manufacturers and trialed five manufacturers until we found the right company in China, which is doing nice work for us.”

Currently, the styles are all made from acetate but will eventually incorporate metal and possibly wood as well. To develop them, Covello tapped into his design background (he had illustrated textbooks in college), taught himself CAD and took advantage of 3D-printing technology to create some prototypes. Working all day in an eyecare practice gave them a captive audience of test models.

“We look at frames on faces all day and noticed subtle ways that they don’t fit with bridges that are too small, eye sizes too large and temples that are way too short,” Covello said.

They designed hundreds of 3D-printed models and started trying them on friends and family. “We liked the idea of 3D printing because you can really get a sense of what you’re creating, but it excessively irritated our families when we kept asking them to try on frames,” Covello said.

Marketed under the tagline “cool, comfortable and classic,” Velo Optics styles are a play on classic ‘60s eyewear designs, making them more modern and up-to-date. Velo Optics’ newest line will be out in the next couple of months. n V I S I O N C A R E P RO D U C T N E WS . C O M

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Trends.

# TWINNING THESE KIDS’ FRAMES FEATURE THE SAME TRENDY STYLING AS THE ADULT COUNTERPART, ENSURING YOUNG PATIENTS ARE THE “MINI-ME” OF MOM OR DAD.

DE RIGO REM LUCKY BRAND LEFT D711; RIGHT D812

DE RIGO REM LUCKY BRAND D212

DE RIGO REM LUCKY BRAND D711

TURA GEOFFREY BEENE G402 TURA GEOFFREY BEENE BOYS G904

De Rigo REM 800.423.3023 DeRigo.US CustomerService@DeRigo.US Tura 800.242.8872 Tura.com 40 | VC P N J U LY 2 018

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Trends.

L’AMY AMERICA CHAMPION CU102202

L’AMY AMERICA CHAMPION CU2014 L’AMY AMERICA CHAMPION CU702301

LUXOTTICA RAY-BAN RB3025

LUXOTTICA RAY-BAN RJ9506S

L’Amy America 800.243.6350 LAmyAmerica.com Support@LAmyAmerica.com Luxottica 800.422.2020 Luxottica.com V I S I O N C A R E P RO D U C T N E WS . C O M

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Trends.

SAFILO POLAROID PLD D813

SAFILO POLAROID LEFT PLD D811; RIGHT PLD D812

SAFILO POLAROID PLD D310

CLEARVISION OPTICAL STEVE MADDEN SM KAYTEE

CLEARVISION OPTICAL STEVE MADDEN SM KANDII

Safilo 800.631.1188 Safilo.com Info@Safilo.com ClearVision Optical 800.645.3733 CVOptical.com CService@CVOptical.com 42 | VC P N J U LY 2 018

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Trends.

KENMARK EYEWEAR LILLY PULITZER CHASTEEN

KENMARK EYEWEAR LILLY PULITZER FULTON

KENMARK EYEWEAR LILLY PULITZER CHASTEEN

OAKLEY FROGSKINS 009013

OAKLEY FROGSKINS XS OJ9006

Kenmark Eyewear 800.627.2898 KenmarkEyewear.com Oakley 800.733.6255 Oakley.com V I S I O N C A R E P RO D U C T N E WS . C O M

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Trends.

WESTGROUPE SUPERFLEX KIDS SFK-186

WESTGROUPE LEFT SFK-198 RIGHT SFK-186

WESTGROUPE FYSH UK F-3600

MARCOLIN GUESS GU2666

MARCOLIN GUESS TWEEN GU9177

WestGroupe 855.455.0042 WestGroupe.com Info@WestGroupe.com Marcolin 800.345.8482 Marcolin.com InfoUSA@Marcolin.com 44 | VC P N J U LY 2 018

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Event Focus.

LONGCHAMP’S

legacy

AT LAST MONTH’S 2018 ACE AWARDS, LONGCHAMP RECEIVED THE PRESTIGIOUS LEGACY AWARD.

A

fter just celebrating its 70th anniversary, Longchamp was honored with the Legacy Award at the Accessories Council’s ACE Awards black-tie gala held at New York City’s Cipriani on June 11.

The third generation French company, best known for its number-one selling Pliage women’s handbag, recently licensed its first-ever eyewear collection to Marchon Eyewear. “Since the beginning, our strengths have been our ability to lend our unique aesthetic and vision to a wide range of products,” Jean Cassegrain, Longchamp CEO, told VCPN. “We started with smoking accessories and have evolved to expand this to new product categories, our latest venture being our eyewear range. We are honored and grateful that our eyewear venture has received recognition by the Accessories Council Excellence Awards, and we are certain that this only enriches our history.”

The company is already experiencing the

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opportunities expected from branching out into eyewear, according to Cassegrain, who accepted the award from Marie Claire’s Anne Fulenwider. “Our partnership with Marchon has allowed us to develop a collection of sunglasses as well as eyewear that is both true to Longchamp’s spirit and resolutely modern,” he said. “The addition of eyewear has expanded our rich accessories universe, which has opened doors to new encounters such as that with the ACE Awards.

In turn, this also widens the scope for potential new accessory development.”

Following its own long history in other accessories categories, Longchamp felt it was important to be selective when choosing a partner for its first-ever eyewear collection.

Cassegrain said, “In entering the eyewear category, we sought a partner who conformed to our standards of quality and savoir-faire while upholding our brand values. We took our time to ensure we had found the right fit.

This was important to us as all Longchamp

The addition of eyewear has expanded our rich accessories universe . . . this also widens the scope for potential new accessory development. products need to meet the same high standard of quality, from handbags to ready-to-wear to eyewear, and this becomes especially significant with partnerships where we do not own the manufacturing process.”

The company’s most recent successful foray into eyewear is not only a reflection of its past endeavors but also an indication of what’s to come, Cassegrain implied. “This new accessory is a welcomed addition to completing the silhouette of the Longchamp woman. As a truly French accessory, its rapid success is no surprise and signals the importance of this project for our brand and its accessories expansion,” he concluded. n J U LY 2 018 VC P N | 45

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L E N S

T E C H N O L O G Y

AVAILABLE IN OAKLEY® AUTHENTIC PRESCRIPTION LENSES

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LENS rxprogram OAKLEY

THE OAKLEY AUTHENTIC PRESCRIPTION COLLECTION IS ENGINEERED WITH PREMIUM PERFORMANCE MATERIALS, INNOVATIVE TECHNOLOGIES AND ICONIC DESIGNS PRIZM LENSES With technology engineered to optimize contrast, Prizm lenses are grounded in decades of research and born out of an understanding of the complex way the eye interprets color. The company analyzes each environment to determine which colors are important to see, and Oakley Innovators adjust the color filtering to fine tune the specific wavelengths of light that make the eye perceive color more vividly. A variety of Prizm Everyday and Prizm Sport lenses are now available with prescription, giving athletes and consumers a true Oakley authentic advantage.

HIGH-WRAP A digital free-form design, Oakley True Digital II technology optimizes vision, minimizes blurring and reduces peripheral distortion with consistent power control across the entire field of view. Oakley True Digital II reduces power error (the change in the optical power of the lens as you look through various points) and expands the prescription range for Oakley high-wrap frames

while reducing thickness up to 40% for a comfortably lighter lens. In both Rx sun and optical styles, Oakley True Digital II comes in seven designs — SV Standard and SV High Rx, PAL Standard and PAL High Rx, and PAL Sport-Specific (Golf, Cycling, Fishing) — up to an 8.75-base curve with a power range of +4.00D to -6.00D.

SOLUTIONS FOR SPORT Oakley sports performance eyewear merges Oakley Prizm Sport lenses, protective coatings, digital surfacing technology, frame technologies and progressive lenses for specific sports and other outdoor activities.

The OTD progressive cycling lens is built to create sharp vision at a rider’s natural

head position (chin down, eyes rotated up), and gives riders a clear view of the bike’s computer; best with Prizm Road or Prizm Trail lenses in a performance frame such as Field Jacket and Racing Jacket. The OTD progressive golf lens incorporates a wide vision zone for the fairway, an intermediate zone to hit the ball with a more natural head posture, and a near zone for the scorecard; best with Prizm Golf or Prizm Dark Golf lenses in a golfers’ frame such as Targetline. The OTD progressive fishing lens incorporates a distance vision zone built to scan, cast and spot fish as well as a close vision zone to bait a hook or tie a fly; best with Prizm Deep Water Polarized lenses in a high-wrap frame for fishing such as Turbine. n

OAKLEY, INC. Oakley.com 800.733.6255 V I S I O N C A R E P RO D U C T N E WS . C O M

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New. Launch

IMAGEWEAR TRANSFORMERS This debut collection includes two stainless steel (Adventure and Elite) and four acetate models (Shield, Shadow, Mission and Smash), which take inspiration from Transformers characters. Frames come in two colors each, such as satin black, satin navy, red and tortoise. Frames incorporate the signature “Autobot” shield on the temple tip, and shapes include rectangle and square.

800.414.7656 ImageWear.com

SMASH

ADVENTURE

MISSION

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New.

WESTGROUPE SUPERFLEX KIDS

BRILLENEYES DUTZ EYEWEAR

STYLE: SFK-196

ACETATE KIDZ

Eight styles for boys are a sporty casual take on “dad” looks, while 10 models for girls feature laser-etched detail, 3D-printed patterns and glitter touches. All models come with spring hinges for durability and are constructed from acetate, stainless steel or a combination of both.

STYLE: DK168

Three unisex models feature acetate frames in either modified round or modified rectangle shapes.

Color combinations include brown/blue, brown/yellow, brown/ green, light blue/yellow, blue/black and pink.

949.215.9661 BrillenEyes.com

855.455.0042 WestGroupe.com

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OGI EYEWEAR

DE RIGO REM

A&A OPTICAL

OGI KIDS

CONVERSE KIDS

PEZ EYEWEAR

STYLE: OK337

STYLE: K307

STYLE: P151

Available with optional sun clips, seven new models come in round, rectangle and cat eye shapes.

Marbled fronts and opaque temples on style OK338 add a feminine touch, while OK337 features jewel-toned fronts and spring hinges for comfort and durability.

OK339 incorporates striped acetate and a keyhole bridge for a trendy vibe.

Boys’ model K307 features a bold round frame shape constructed from high density acetate that is compressed to create a thinner, lighter frame.

Adjustable nosepads and tapered stainless steel temples with matching tips are finished with the star chevron emblem. Color choices are black/blue, tortoise and blue/gray.

Bright colors on acetate frames of styles P151 and P160 include cable temples and pediatric fits for infants. Parallel lines in rose or navy create a fun twist on style P151, while P160 features multi-laminated acetate available in navy with sky coloring inside and black with red coloring inside.

888.560.1060 OgiEyewear.com

800.423.3023 DeRigo.US

800.492.4465 AAOpticalCo.com

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New. Sub Collection Launch

TURA GEOFFREY BEENE BOYS Designed for boys and inspired by dads, this new sub-collection mimics the brand’s men’s eyewear line. Six models include two plastics, three stainless steel with plastic temples and one stainless steel style with metal temples. Each model comes in two colors: black and either slate, blue or brown. GB900 incorporates a custom lamination technique to add color on the temple tips, and the sporty G902 features a thin metal profile with two-tone plating. The rectangleshaped G903 includes a second layer of color on laminated acetate.

800.242.8872 Tura.com

G902

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G900

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New.

TODD ROGERS EYEWEAR JACKSON ROGERS WICKED COLLECTION STYLE: WICKED SMART

Four unisex and one girls’ model are constructed from acetate with OBE hinges for added durability. Frames are available in several colors, ranging from translucent hues such as blue, red and purple, to combinations such as tortoise fronts and colored temples. Shapes include round and rectangle.

800.601.0620 JacksonRogersEyewear.com

L’AMY AMERICA SPERRY

MODERN OPTICAL

STYLE: HARKEN

MODZ KIDS

Four styles (two for boys and two for girls) come in either handmade acetate or stainless steel with a 180° flexing spring hinge system for custom fit and comfort. The girls’ Harken style is a soft rectangle shape and comes in three color combinations: black/purple floral, tortoise/turquoise floral and mulberry/pink floral.

800.243.6350 LAmyAmerica.com

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STYLE: CARNIVAL

Four styles include silicone nosepads and spring hinges and come in three color combinations, matte fuchsia, matte black/mint and matte black/hot pink. The unisex Seesaw style combines a stainless steel front with TR-90 memory temples, while Carnival for girls incorporates a stainless steel front and handmade zyl temples.

800.323.2409 ModernOptical.com

MARCOLIN SKECHERS KIDS

KENMARK EYEWEAR

STYLE: SE1149

LILLY PULITZER

Two boys’ and three girls’ models include fun, playful patterns on temples and colored temple tips. Metal and acetate frames feature spring hinges and a variety of color choices, including satin navy and matte brown over red for boys and satin plum and red over crystal fuchsia.

800.345.8482 Marcolin.com

STYLE: EMONI

Three ophthalmics for girls come in three colors each in either full acetate (Emoni), full zyl (Dossie) or a combination of metal and acetate (Imogen).

The rectangle, semi cat eye-shaped Emoni model features cutaway detailing on the frame front to reveal another layer of acetate.

800.627.2898 KenmarkEyewear.com

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New. Sub Collection Launch

NW5152

NW5154

MARCHON NINE WEST Four styles for pre-teens, teens and petite women launched last month feature shapes such as full-rim cat eye, modified square and rectangle in sizes that range from 47 to 51. Faux pearls, metal studs and glitter are combined with gradient, color-blocking and ombrĂŠ techniques. Frame materials include injected plastic, zyl and metal and incorporate a small heart cutout and a laser-etched Nine West logo on the left temple. Three additional models are scheduled to be released in September.

800.645.1300 Marchon.com

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New.

ZYLOWARE

SAFILO

SPECS4US

SHAQUILLE O’NEAL SQUAD

KIDS BY SAFILO

ERIN’S WORLD

STYLE: SA0005

STYLE: MODEL 11

Designed for pediatric patients up to age 8, frames are flexible, lightweight and stable with a lower bridge and temples that bend horizontally for a secure fit around the head. Shapes include round and square with transparent hues of red and blue and fun graphics such as sharks, lightning bolts and dots.

Models are especially designed for patients with low nosebridges and come with a titanium flex memory bridge and 180° spring hinges or TR-90 material for durability.

Models are offered in more than 20 colors, such as light green, red, gold demi and bright blue.

STYLE: 511Z

For younger guys with an active lifestyle, Shaquille O’Neal Squad is lightweight, durable and flexible with memory metal temples and comfort grip temple tips. Bold pops of color reflect today’s athleisure trendsetting style.

Style 511Z comes in black and black crystal (shown), and both feature the SHAQ logo engraved on the temple.

800-765-3700 Zyloware.com

800.631.1188 Safilo.com

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800.586.1885 Specs4US.com

ALTERNATIVE EYEWEAR, PLAN ‘B’ EYEWEAR NANO VISTA STYLE: ARCADE

Models come with Nano solar clips for UV protection and are constructed with Siliflex material for lightweight flexibility and durability. Each sun clip is polarized and features patented Blue Block technology to block harmful blue light. Sun clips are available in either standard or mirrored lenses.

888.399.7742 AlternativeEyes.com

CLEARVISION OPTICAL DILLI DALLI STYLE: MUDSLIDE

Five styles for kids ages 6 to 12 are named after sweet treats: Rocky Road, Mudslide, S’mores, Brownie and Choco Chip.

Frames shapes include modified rectangle and square, and styles are available in four colorways such as black, cherry, raspberry and forest green.

800.645.3733 CVOptical.com

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light under

control

TM

light-undercontrol.com Transitions is a registered trademark, and the Transitions logo is a trademark of Transitions Optical, Inc. used under license by Transitions Optical Limited. Light Under Control is a trademark of Transitions Optical Limited. Š2018 Transitions Optical Limited. Photochromic performance is influenced by temperature, UV exposure and lens material.

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Frames by Caroline Abram

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style

IN

SIGHT

TRANSITIONS LENSES OFFER EYEGLASS WEARERS STYLE AND COMFORT.

DETAILS According to a survey from Transitions Optical and the Center for Generational Kinetics, patients find being transparent about cost, offering a variety of lens options and emphasizing the convenience of eyewear options can make the shopping experience easier and more enjoyable. Eyeglass shopping is not only impacted by important factors such as cost or insurance; recommendations also affect purchase decisions, and the research found that eyecare professionals have a strong influence, especially when it comes to Transitions lenses and style.

generations, while Gen X rated cost transparency highest as a way to improve their experience.

Furthermore, the survey found that eyeglass wearers are the most influenced by eyecare professionals when making purchasing decisions— with 61% of all generations feeling this way. All generations consider eyeglasses to be a part

BACK STORY The research shows that when it comes to purchasing eyeglasses, consumers are most likely to be influenced by others on the topic of style, with 70% of people saying this. Style was the highest influential feature among all generations surveyed, followed by cost at 51%. Although all generations seek influence on the topic of style, millennials report much higher input from others regarding style than other generations. Millennials also find cost as less of a barrier than other

* Transitions Signature style colors and Transitions XTRActive style mirrors are available beginning July 16, 2018 from Essilor of America.

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of their style, especially Millennials at 69%. This provides an opportunity to bring style into the conversation when assisting consumers with their purchase—and it’s easier than ever with multiple ways to customize Transitions lenses.

WOW FACTOR Transitions lenses automatically adapt to changing light to help the eyes seamlessly adjust from clear to dark and everything in between. Further, there are a number of options to offer patients for a variety of lifestyles and personalities.

Transitions Signature lenses, which are fully clear indoors with an optimal tint outdoors, are now offered in seven colors*: the three iconic colors of gray, brown and graphite green; and the four new style colors of amethyst, sapphire, emerald and amber.

Transitions XTRActive lenses, which offer extra protection from light outdoors, indoors and even in the car, are available in gray, brown, and graphite green. Additionally, Transitions XTRActive lenses are now available* with a style mirror coating in gold, silver shadow, red, pink, blue and green. These mirror options offer a mirror finish outdoors and a light reflection with a hint of color indoors.

For more information on the research from Transitions Optical and the Center for Generational Kinetics, visit TransitionsPRO. com/Generations. n

TRANSITIONS OPTICAL, INC. TransitionsPRO.com

800.848.1506

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Free-Form.

surfacing

OPTOTECH SUPERSTORE

IN-OFFICE

INSTALLING AN ON-SITE SURFACING LAB CAN BE A MAJOR ENDEAVOR; THIS GUIDE WILL HELP YOU BUILD ONE FROM SCRATCH.

A

n eyecare practice with its own surfacing lab controls quality and has confidence in its product. With the ease of purchasing a compact digital lens-generating system, practices can make their own uncut lenses while reducing costs and increasing profits. With a surfacing lab, you can also offer private label lenses and premium service for even faster turnaround, such as same-day or next-day service.

Once your practice has made the strategic decision to build a surfacing lab, you need a plan. From the layout to the logistics of managing supplies, there’s a lot of work to be done.

SIZE AND LOCATION What is the current volume you will put through the lab? What is the expected lens volume in the next five years? How much inventory do you want to have on hand in both semi-finished lens blanks and finished stock lenses? Do you plan to own an anti-reflective (AR) unit, or do you plan to outsource it? The answers to these questions will help determine your necessary lab size.

If you plan to do your own AR, work with the equipment manufacturer to determine what size coater you need and the amount of space it will require. Keep in mind the amount of space to prep the lens and where the space will be so

it has the least amount of dust and/or debris around. The best AR is done in a clean room environment. Many practices have had great success outsourcing their AR work, and there are many AR providers that will negotiate great prices and turnaround times with quality results.

Make sure you have all the appropriate utilities required, including electrical, plumbing, water, compressed air and IT. Data lines run throughout the facility for all the machines to communicate. Wi-Fi can be sensitive in the lab environment so get some professional advice. An IT closet or cabinet to keep the servers in may be needed to run certain equipment. It is important to have proper airflow and air conditioning in this area as well as in the lab.

The air compressor should be large enough and have a good filtering system to limit moisture and particles. Make sure an industrial sink is available and that plenty of air lines run through the facility.

BUDGET FOR WORKFLOW Once you’ve figured out the amount of space you need and the budget for it, shop around for the best price. Be sure to include enough space for growth while maintaining a comfortable workflow.

Some equipment may need to be put in place by special riggers and may need to

maneuver through difficult spaces. You must also plan for the storage of consumables and tools, with consideration for continued growth. Worktables and counters come in handy for several tasks, including equipment maintenance. If the surfacing lab plan does not have a conveyer system, consider rollers and pushcarts.

Work with the equipment provider to determine the workflow. Equipment suppliers are among your best resources as they have robust experience and examples to share.

While most newer equipment is plug and play, it only works if you have the appropriate plugs. Also be sure to get feedback from your staff and, if feasible, bring in a consultant.

Include dedicated space for people to go behind closed doors, such as offices for high-level employees and a break room for meals and downtime.

EQUIPMENT AND SUPPLIES Do the research, shop around, and buy top-quality equipment and consumables from manufacturers who will stand behind them, such as Coburn Technologies, Inc.; DAC Vision; Optek International; Optotech Optical Machinery Inc.; Satisloh North America, Inc.; Schneider Optical Machines; and Super Optical International.

Lab management software will help run

Coburn Technologies, Inc. 800.262.8761 CoburnTechnologies.com CustomerCareCenter@CoburnTechnologies.com DAC Technologies 800.800.1550 DACTechnologies.com DACTech.NA@DACTechnologies.com Optek International 727.522.2301 OptekInternational.com Sales@OptekInternational.com OptoTech Technologies Inc. 877.412.8350 OptoTech.de/En/En InfoRx@OptoTechUS.com 56 | VC P N J U LY 2 018

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Free-Form. what progressive lens designs you’ll offer.

The practice can have brand name designs, private label designs, or both.

You’ll also need consumables such as polishing pads, compound and alloy.

Another consideration will be spare parts and diamond cutting tools for the generator.

Certain parts need replacement sooner than others. Having the part on hand reduces the risk of the lab being shut down while waiting for a part from the manufacturer.

THE DOTTED LINE It’s important to find the right manufacturers

surfacing personnel from either wholesale labs or retail optical offices with surfacing departments. Individuals with technical experience and military backgrounds can be a good fit. Keep in mind that digital equipment is very user-friendly, so a technically skilled and self-disciplined person can be easily trained.

Every practice is unique, so you may need to add other elements to your plan to suit your requirements. Remember that a formal project plan is crucial to ensure that no aspect of your lab has been overlooked and to easily track the status of the project

INVENTORY Lens blanks can be sourced easily and quickly from different places. If the practice has a same- or next-day turnaround promise, it will need to carry more inventory. Another factor is what you want to focus on for materials and lens types. If the practice has a goal of selling more backside free-form progressives, then the inventory will be simpler to manage. If the practice does a large number of lined multifocals, you’ll need to decide how much of that product to stock. Keep in mind that the more inventory you move, the better negotiating power you’ll have with lens suppliers.

One of the most exciting aspects of starting a digital surfacing lab is determining

and suppliers and have formalized, written agreements with them. Also, create policies and procedures for all of your lab processes, as it’s very important to document them in print. If there is a change in staff, the new employee can reference the plan to know how something should be done or how a relationship with a manufacturer or supplier is constructed. Remember that even though they are in print, these documents can be adapted if needed.

Hiring the right staff can be one of the biggest hurdles for any business, but especially for a new surfacing lab. Write clear job descriptions, then look for the right individuals. You’ll want experienced

and modify it as needed.

Training is one of the most important components of starting a surfacing lab.

When ECPs don’t invest in training, they often ultimately pay for it in mistakes and inefficiencies after implementation. A strong, well-thought-out training program is essential, and manufacturers can help plan the process.

Don’t forget to let everyone know what you can now offer. Marketing can be fun and doesn’t have to be expensive. Consider social media marketing to get the word out for minimal expense.

Once your in-office surfacing lab is set up and the word is out, it will be time to watch your practice grow. n

COURTESY OF SATISLOH

the lab smoothly. This system will keep track of your orders, manage your inventory, and allow all the equipment to communicate with each other and the lens design software.

There are a few lab management software applications to consider. ECPs want to find one that consistently meets their needs. Talk with different manufacturers including the equipment manufacturer to see what they have to offer. Find out if they are familiar with your practice’s other software applications in case the different applications need to communicate. Ask what services they offer and check their references.

Satisloh North America, Inc. 800.866.5640 Satisloh.com Info.USA@Satisloh.com Schneider Optical Machines 972.247.4000 Schneider-om.com Info-USA@Schneider-Om.com Super Optical International/FastGrind 800.543.7376 SuperOptical.com Bert@SuperOptical.com V I S I O N C A R E P RO D U C T N E WS . C O M

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MR. BLUE

Taking your practice further with full automation and personalization

NEKSIA

Racing through your workload with the next generation KAPPA

MR. ORANGE

Raising the standard of efficiency with precision and high-end comfort

DELTA 2

Covering all the essentials to reinvent simplicity

WORLDWIDE LEADER IN FINISHING SYSTEMS In-house lens finishing enhances patient service and gives your practice a competitive advantage.

Essilor Instruments makes in-house finishing easier and more profitable to help you grow your practice.

Our finishing offerings range from the all-in-one Delta2 system to the trusted Neksia, and premium Mr. Orange and Mr. Blue edging systems: Experience — Celebrating 50+ years of best-in-class R&D and manufacturing of lens finishing systems Quality — ISO 9001-certified, Essilor Instruments performs quality-control procedures at all stages of the manufacturing process Service — All services performed by Essilor Instruments certified technicians Let us show you how Essilor Instruments can benefit your practice.

855-393-4647

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MID-RANGE

ROBUST EDGING SYSTEM ideal for in-house finishing RACE THROUGH WORKLOADS WITH NEKSIA, THE NEXTGENERATION KAPPA.

BACK STORY Speed, precision and ease of use define Neksia, which is offered with or without drilling. Neksia has a full range of finishing functions: tracing, centering, blocking, edging, grooving, safetybeveling and polishing. It can also handle a wide spectrum of premium lenses and frames. Neksia has a user-friendly touch screen, extended frame tracking, and fast and precise lens centering so ECPs can access the setting quickly.

WOW FACTOR

DETAILS Neksia, from Essilor Instruments, is built on a reliable and durable platform that combines a high-performance edger and frame-tracing system with a computer-assisted centering and blocking device. Together, they work seamlessly to optimize workflow. Neksia is an

ideal edger for in-house finishing. ECPs who install the Neksia finishing product will soon realize a quick and sizeable return on their investment. They can now replace patients’ lenses and frames at a faster rate and in doing so, ramp up patient satisfaction.

With Neksia, Essilor Instruments combines years of experience in high-performance and precise edging into one of the most userfriendly and productive systems yet. One practice manager said: “Our Neksia has completely changed the way our lab operates.

The speed and efficiency has allowed us to double our lab’s output. The Essilor team that installed the Neksia was second to none. They had the unit installed and had us completely trained in just a few hours. This speaks to the knowledge of the sales manager and also to the ease of the Neksia system.” n

ESSILOR INSTRUMENTS USA EssilorInstrumentsUSA.com Info@EssilorInstrumentsUSA.com 855.393.4647 V I S I O N C A R E P RO D U C T N E WS . C O M

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Photo Clinic.

PAD ARM

conversion

CONVERT PLASTIC FRAMES TO ADJUSTABLE PAD ARMS IN MINUTES.

I

The Pad Arm Conversion Kit includes 16 pairs of pad arms, 16 pairs of nosepads and screws, a special mounting tool, a pin vise and drill bit.

n four simple steps, using just the tools and hardware provided in the Pad Arm Conversion Kit from Hilco Vision, you can add adjustable pad arms to plastic frames.

1

Cut down the nose piece with a burr and polish.

3

Clamp the pad arm with the mounting tool. Push the pad arm into the hole.

2

Drill the holes to the proper depth.

4

Attach the nosepad to complete.

HILCO VISION 800.955.6544 HilcoVision.com CustomerService@Hilco.com 60 | VC P N J U LY 2 018

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Video at HilcoVision.com/lp/videos V I S I O N C A R E P RO D U C T N E WS . C O M

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New.

EYENAVISION INTRODUCES CHEMISTRIE COMPLETE Chemistrie Complete Eyewear takes Eyenavision’s patented Chemistrie magnetic clip technology a step further by blending the micro-magnets into the frame. Previously, Chemistrie Clips were attached with a micro-magnet embedded into lenses. Six new Chemistrie Complete styles are available in three colors made in Italy from premium acetate. Each patient who purchases a Chemistrie Complete frame will also receive a gray, brown or G-15 Chemistrie clip. Additionally, 24 polarized sunlens colors, including solid, mirror and gradients, are available as add-ons.

ZEISS PLANO LENSES, NEW APP FROM DYNAMIC LABS

888.321.3939 Eyenavision.com

Dynamic Labs and ZEISS have partnered to offer three additional plano sun lenses: the Skylet Road driving lens, the Polarized Polyamide lens made with a nylon-based lens material and Dual gradient lenses. Dynamic Labs also launched a mobile app for both smartphones and tablets to view products, place orders and learn about monthly promotions without having to access the website. The app can be downloaded on both iTunes and Google Play.

888.339.6264 DynamicLabs.net

AUTOMEYES MEASUREMENT TECHNOLOGY RECEIVES PATENT

TRANSITIONS AND ESSILOR ADD COLORS AND MIRRORS

Capable of taking optical measurements using a single image of the patient, with or without the frame, Automeyes Optical Solutions simplifies the process for ECPs while ensuring accuracy. The technology uses a smartphone or tablet’s camera to take sophisticated optical measurements in just a few simple steps. Customers can also take their own photo wearing frames and submit that to the ECP for measurement calculations. The technology works in conjunction with all major lens manufacturers, and free trials are currently available.

Transitions Optical and Essilor of America have announced Transitions Signature lenses in four new style colors and new Transitions XTRActive style mirrors in six colors. The new Transitions Signature colors (sapphire, amethyst, amber and emerald) join the existing colors of gray, brown and graphite green. Transitions XTRActive style mirrors come in gold, silver shadow, red, pink, blue and green. Outdoors these lenses have a mirror finish, while indoors the mirror fades to a light reflection with a hint of color.

877.725.8654 Automeyes.com

800.848.1506 TransitionsPRO.com

V I S I O N C A R E P RO D U C T N E WS . C O M

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20 Questions

WITH

ALESSANDRO BARONTI

Alessandro Baronti became De Rigo REM’s president for North America in January of 2018. He oversees the American team and reports to the board. His 30 years of optical experience started with Optyl Italia and then Luxottica, starting as a sales consultant then VP of sales for the U.S. Western region and most recently as VP of industry relations and education for Luxottica for the U.S. and Canada. Here VCPN’s John Sailer interviews Baronti as he takes on his new role with De Rigo REM. 1. What’s your business philosophy, and how does that inform your management? It’s about

leadership and dedication. I believe in leading by example and always say to people who work for me, “I will never ask you to do something I haven’t done myself.”

2. You volunteered as a paratrooper in Italy.

What lessons did you learn? I graduated from

the Paratrooper Military Academy as a Lance Corporal in ‘89. It was a mandatory one-year service. If I have to do something, I want to do it with meaning and really learn something.

From my training, I learned about discipline, about commitment and about never giving up. I learned that everything is possible as long as you want to do it. For me, the biggest lesson I took away was about dedication. The first day I trained, I had 80 pounds of military equipment and had to run five miles with boots on tough ground and I thought, “I will never be able to do this.” I knew that I couldn’t give up so I built a mental toughness. If you adopt that mindset, you can overcome obstacles that you never thought could be possible.

3. You have a degree in agronomy from The University of Florence. How did that prepare you for business? I can tell you how a plant

feeds, its genetics and its life cycle. I pursued this degree for a philanthropic purpose, specializing in how to help third world countries develop plans to take a deserted area and convert it into an agricultural area as well as to teach people how to become self-sustainable by creating agriculture to feed a village.

I reference this quite often in business as it has taught me a lot about the principles of life.

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4. How did you end up in eyewear? My father was an executive for Optyl so I grew up in the world of eyewear. When I moved from Italy to the United States, I was only 25 years old. On a whim, I quit my job, sold my house and got on a plane to America— the land of opportunity. When I arrived in Cincinnati, I had nothing but a piece of paper and some money from selling all of my belongings. The only thing I could think of was, “What will I do tomorrow?”

I had a degree in agronomy, so I bought a vendor license and opened a landscaping company. For six months I mowed grass during the day and washed dishes at night. I got to a comfort level where I felt I was ready to go back to my roots in eyewear so I applied for a sales position at Luxottica. And so it began.

5. What advice would you give salespeople in general and eyewear salespeople specifically?

In a sales transaction, you can either give or take. If you take, it’s a transaction and it ends there. In our business, it’s not just a transaction. It’s about the relationship that you build with your customers. It’s ongoing. You cannot just take, you have to give and whatever you can contribute in terms of delivering value, you will get back in sales. If you can make that person feel that you really care about them and their business, the sales potential can be huge.

6. What advice would you give eyecare professionals? No matter where you work in

your practice—the optician, the technician, the front desk operator—be involved with the whole practice, not just with one aspect of the business.

7. What advice would you give ECPs to make sure their frame boards are appealing? Less

is more. We tend to think we need all of a particular product, but sometimes when we have too much, we confuse people. I give a full course on this topic.

8. You provide a lot of education. What do you find is the information most in demand by eyecare professionals? Eyecare professionals are

very curious about how to connect to evolving consumer expectations. Doctors are doing a fantastic job addressing patient expectations on the medical side, but there is a lot of know-how training that needs to be delivered to the optical department. One of the courses that I teach is focused on running an effective optical dispensary. This not only covers how many frames or what types of brands you need based on your demographics but how you can properly transition the patient to understand their evolution as they journey from patient to consumer.

9. You were recently named president of De Rigo REM. How did this come about? I am

very grateful for all the experiences I have had in my career. Being an educator myself, I have a constant need to learn and knew in my gut that it was time to move on, do more, and express myself. The most important thing is to work for someone that gives you the ability to grow, which I saw in De Rigo REM. I studied the company, got to know the leaders and found an opportunity to do something significant.

10. What makes the company unique? De Rigo is one of the largest in the world that is V I S I O N C A R E P RO D U C T N E WS . C O M

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20 Questions

WITH

ALESSANDRO BARONTI

privately owned. It’s a family business and a true Italian company. They do not warrant any political control in the North American market, so nobody can say, “I don’t like your company because it has an affiliation with managed vision care or retail.” I want to be a company that people work with because they want to, not because they have to.

We offer many unique solutions to the independent eyecare professional from our dynamic educational platform with an extensive library of learning tools to in-depth brand expertise with a vast range of in-house capabilities spanning across marketing, PR, creative and social media. We have the full ability to help our customers develop an organic advertising campaign or offer digital support such as creating a Facebook or Instagram page, telling them what is relevant to post, how to post and the frequency.

We help the independent eyecare professonal in a challenging business environment become more profitable by understanding the frames and quantities they need and how they can trade up in a managed vision care environment with our products.

11. What strengths have resulted since De Rigo acquired REM to form De Rigo REM?

The acquisition gave REM the opportunity to expand its international presence and become a key player in the North American market. Before the acquisition, REM had an amazing culture but it was small in relation to both domestic and international market expansion. Along with financial stability, the integration gave REM access to De Rigo Vision’s world-renowned manufacturing as well as an iconic brand portfolio across luxury, fashion and lifestyle.

12. As an Italian company, what does De Rigo bring to the American market? De Rigo just

celebrated 40 years with a global presence in most parts of the world. At one time, De Rigo was on the New York Stock Exchange and then pulled back and is now a privately held company. This was used as a strategic financial move to grow the business internationally. Today, De 64 | VC P N J U LY 2 018

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Rigo has over 1,000 retail operations in Europe that support additional strength as a vertically integrated wholesale and retail business for the European market.

13. What brands specifically address the U.S. market? On the REM side, our brands include

Converse, John Varvatos, Lucky Brand, and Jones NewYork, which have been specifically designed for the American market. From De Rigo, we also launch a curated collection of product in the U.S. twice a year from CH Carolina Herrera, Chopard, Furla, Nina Ricci and Police.

14. Now that you’re president of De Rigo REM, what are your plans? Elevate the com-

pany by elevating the people. We start with the people and grow the company step by step.

My goal in the next few years is to be the fourth or fifth frame company in the United States. By doing so, I can start to make a difference by helping the industry with a philanthropic purpose as well as supporting more educational efforts.

15. How would you say the U.S. market differs from other countries? Managed vision

care. It’s a system that doctor’s don’t like and is something that doesn’t exist outside of the U.S. When I came here 26 years ago, managed vision care was affecting business maybe 10% to 15%, and now it is around 70% to 75%. Some do more than 60% with one managed vision care company.

16. Any other differences? In many other markets of the world, an optical environment is a destination for patients not only to take care of their eyes but to also buy eyewear and sunglasses. In the United States we do not sell sunglasses effectively through our independent eyecare professionals, and the majority is sold outside the practitioner. This has to do with a lack of education on the consumer side.

17. Anything else about the direction the U.S. market is headed? If you cannot adapt

to change, you’re going to be extinct. Three years ago Vision Watch said that one-third of independent eyecare professionals will not be in business in five years unless they learn how to adapt. Look what happened. Last year, 680 independent practitioners were acquired by private equity.

18. What differences do you see among the different regions of the U.S. market?

There is a huge difference between the inland and coastal markets. The Midwest is two or three years behind fashion trends, which can be an advantage because they know what is coming.

19. Any similarities? An optometric practice is an optometric practice wherever they are, and they’re facing the same problems and challenges of managed vision care, inventory assortment and profitability. You could be in Ohio or Miami and have a similar experience. In Florida, the buyer will tell me that they don’t buy sunglasses because they cannot sell sunglasses. Well we’re in Florida, the Sunshine State. The only thing you have to do is go outside and there is a need for sunglasses. In Ohio in the wintertime with snow on the ground, they tell you, “We cannot sell sunglasses in the wintertime.” Well, if there is snow, there is reflection which is much brighter and more intense on the eyes.

20. What’s next for Alessandro Baronti?

This is a long-term move for my career. I took over a company with a beautiful journey. My main goal is to look back and say, “Look at how many people I helped along the way.” I’ve been in optical for almost 30 years and don’t know everything about the industry but as long as I can keep learning and growing, I’ll keep going. n V I S I O N C A R E P RO D U C T N E WS . C O M

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Your Donations at

Photo Credit Brien Holden Vision Institute

Work

Your donations will help support more programs like the first ever School of Optometry in Haiti. After almost 5 years in planning, the school has welcomed 17 new students to the Bachelor of Vision Science program.

Pierre Christopher (pictured) was delighted to commence his 5-year degree on November 6th.

The creation of locally trained optometrists will be a huge benefit for the 70% of the population who currently have little or no access to eye care services. Within 10 years, there will be at least 80 new locally educated eye care professionals who will be providing eye care to more than 360,000 Haitians per year.

A regular donation to Optometry Giving Sight will help transform even more lives.

To learn more or to donate today please visit: givingsight.org or call 1-888- 647-4483

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18-006 ©2018 Zyloware Eyewear. Shaquille O’Neal; Rights of Publicity and Persona Rights: ABG-Shaq, LLC. shaq.com

Designed For The Younger Team

FRAME STYLE QD 512. SHAQUILLE IS WEARING STYLE QD 118.

ZYLOWARE EYEWEAR 1.800.765.3700 WWW.ZYLOWARE.COM #WeAreZyloWAre

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