As we begin the new year, dba asked a group of leading regional optical retailers what they have established as their priorities for 2015. Below are the answers to the following question from groups operating in various areas throughout North America.

Q: What are the top two objectives you will prioritize for your business in 2015?

 

David H. Hettler, OD, Drs. May & Hettler, Alexandria, Va.

With a tougher economy, we are focused on tightening policies related to tracking credits and inventory. It's easy to have these overlooked as it requires management time and attention. Strict procedures need enforcing to help the bottom line. Reducing shrinkage is a related topic by doing inventory tracking on a regular basis.

 

 

 

 

Edward Beiner, chief visionary officer, Edward Beiner Group, Miami, Fla.

The two objectives we have set up are growth and operational efficiencies. Employee training does not fall too far behind.

We have three new locations scheduled over the next three years, with another three projects in discussion. We will be opening our first boutique outside the state of Florida in New York City (Freedom Tower) scheduled for later 2015, a second location in Orlando for 2016, and in 2017 we will be opening another location in Miami, taking us from twelve locations to fifteen.

Due to all of the growth and the potential to open multiple locations in 2016 and 2017, we need to use 2015 to not only grow our infrastructure but also to make sure that we are operating at a highly efficient level to ensure that our guests will continue to experience the same level of service at every location no matter how many boutiques we are operating.

We are taking a number of steps to ensure the success of our upcoming growth: bringing on new team members at the corporate level in different departments including shipping/receiving, accounting/finance, and marketing; redesigning and increasing the square footage of the corporate office so that each department can work more efficiently individually and as a group; creating a centralized lab system that oversees everything from ordering lenses to finishing; and staff training and professional development.

Our staff training and professional development program is something that has been a work-in-progress over the past few years. This year we have broken it down into four core concentrations which will provide a mixture of opportunities throughout the year:

  • Experiential, which can range from visiting a digital surfacing lab to better understand the process, to spending a day fishing to see the benefits of polarized lenses first-hand.
  • Product Knowledge, which is more of a traditional format that updates staff on new product releases or updates them on current top-selling collections.
  • Professional Development, which are usually a full day of team building and discussion that in one way or another discusses the individual employee and their goals that can be used at work or in their everyday life.
  • Corporate Standards, which is led by corporate leadership on things that need improving or new systems that will be executed on the store level.

 

Darren T. Horndasch, president and CEO, Wisconsin Vision, New Berlin, Wisc.

For Wisconsin Vision, Heartland Vision and Eye Boutique, our top two objectives for 2015 include any opportunities to grow and expand our locations. We will look to expand organically and/or through acquisition. Our strategy will be to assess our current market areas and determine voids where we may be able to fill in, to seek opportunities outside of our present service areas and finally to develop a new brand that will launch early this year here in Wisconsin, Wisconsin Vision, LTD.

Wisconsin Vision, LTD. is more of a boutique version of our standard locations. It will provide more in-store experiences for the brands that are represented and focus on "empty nesters" and young professionals.

The second key objective for 2015 will be to work more closely with our staff to engage them deeper in what we refer to as "wildly important goals." We provide all of our locations with data related to their specific location, company-wide data and goals that we have set for them individually.

However, it is very difficult for staff to focus on a dozen benchmarks while maintaining in-depth product knowledge, providing excellent customer service and managing vision insurance, so we have narrowed these goals to two simple and attainable goals—increase lifestyle pairs and convert exam-only patients to sales. By providing our staff with the support and tools to address these goals, even with a static patient base, we can improve our revenue, which will give us the confidence and means to further grow and expand our locations.

 

John D. Marvin, president, Texas State Optical, Houston

Current plans were developed from goals set in 2013 as part of a five-year planning process. We will continue to work that plan in 2015 and concentrate on the two priority areas of 1) training and education for our members and their associates and 2) implementing a set of brand service standards through which the TSO brand will increasingly be defined.

In 2012 TSO's doctor leadership committed to a long-term strategy of consistent growth through adding new members and clearly defining a strategy for building and strengthening the brand. Since that time, the network has worked with members in developing the specifics of the brand strategy. Major consumer research studies were conducted in 2013 and 2014 that included awareness and perception quantitative research in all of the major markets as well as qualitative studies for defining the brand message and its identity.

Through this work it was recognized that the foundation for growth and strength of the TSO Network will be the strength and power of the TSO brand and the experience patients have when visiting a Texas State Optical member location.

To create consistency and distinction in the patient experience with the brand, TSO developed a framework of brand service or patient experience standards. This includes the entire process from the patient's first contact with a member location to set an appointment through each step in the exam and dispensing of prescription eyewear.

Successfully delivering on this consistent and distinct experience requires continual training and education of members and their office associates. To accomplish this, the TSO membership was divided into four regions, each consisting of 30 to 35 members. An experienced optometric, practice manager was hired for each region to be responsible for the successful development of members in their region.

Quarterly review meetings are held in each region with members to assess the progress that is being made. In addition, regional, bimonthly roundtables with office associates are used to stay focused on how best to address the challenges to delivering the TSO patient experience.

 

Alan Ulsifer, OD, CEO and president, FYidoctors, Alberta, Canada

The industry is changing more rapidly than anyone could have imagined. Many see it as a threat and are becoming conservative in their approach, but we continue to see opportunity and will continue to invest in two main areas—competitive infrastructure and the patient experience.

Last year we completed an enterprise system conversion, including a common EMR program. Installing this in over 100 locations was no easy task, but it gave us the ability to create platforms simply unavailable to most practices. We will continue to automate back-end functions, expand web services, initiate our omni-channel strategy, and enhance our ability to communicate with our patients in ways that are meaningful to them as individuals. We have a belief that those who embrace the right technology and infrastructure will have a distinct advantage in the future.

Our second key area of focus will be to continue to improve our patient experience. We launched our "Patient Pathway" program a year and a half ago. This is a comprehensive program that defines the FYidoctors brand and the experience we are striving for. It is a complete training platform with multiple resources behind it from both a technology and a coaching platform.

The ultimate measure of success is our automated "Net Promoter Score" platform. We continue to believe the best "experience" and "culture" will win in the future and continue to make them a high priority in our company. Most people think they deliver a great experience, but few actually measure it, make it a part of their culture, and apply defined coaching to improve it. This is not easy for any company or practice, but if it can be achieved, it is extremely powerful for any company serving the public.

 

David Brown, ABOC, NCLE, optical director, Houston Eye Associates, Houston

Houston Eye Associates' top two objectives for 2015 will be focused on our staff and frame selection. Over the last two years we have made significant improvements to our optical infrastructure, and since then we have increased our capacity. This foundation will allow us to significantly grow our optical operations. However, it will only be as successful as our best employees.

While we believe that collectively we have the finest group of opticians within the greater Houston area, we have not done the best job communicating our expectations to them. This year we are focusing on retention, people behaviors and growth. We want to set obtainable goals for our optical staff that has equal emphasis on leadership as well as performance.

Our other main goal for 2015 is to continue to refine our frame selection and establish a level of continuity between our various locations. Our turn ratios are critical. The industry seems to be content with the 80/20 rule when it comes to frame selection. However, that means you have significant dollars just sitting on your frame boards. We are focused on identifying the products that sell, and by performing statistical analysis on our existing data we plan to outperform industry averages.