29th June, 2009
Essilor Acquires Another Independent Lab
A reliable source reports to us that Essilor is acquiring McLeod Optical with locations in Maine, Rhode Island, and Connecticut.
Popularity: 3% [?]
Posted at 11:12 am | Comment (1)
20th March, 2009
New LifeRX Poly Trifocal and 1.74 Fin SV
The first poly photochromic trifocal is now available in the LifeRx 7×28 gray and brown.
Also Seiko 1.74 is now available in AR coated finished stock.
Popularity: 79% [?]
Posted at 1:11 pm | Comment (0)
2nd March, 2009
The Free OpenOptix ABO Study Guide: Update
The first official “complete” version of the OpenOptix ABO Study guide is now available.
Many thanks to everyone that has helped with this project so far!
While the guide is complete now, in the sense there is infomation under each section, I do not consider it finished. In addition to the immediate improvements and editing that still need to be completed, my hope is that those who have contributed, continue to help improve the document; those that use the document for training, provide feedback; and those that use the guide to study for their exam, let us know where we need to improve. In this way it will continue to improve over time and ultimately become the best training resource available for ABO certification and basic optical training.
In the mean time, please let us know what you think!
Popularity: 87% [?]
Posted at 2:01 am | Comments (4)
23rd February, 2009
The Free OpenOptix ABO Study Guide
A little over a year ago, I started the OpenOptix initiative. Taking some inspiration from projects such as MIT OpenCourseware, I wanted to see if we could take the concept of open source and apply it to optical knowledge projects. The intent was to encourage people in the optical community to work together in creative ways to improve the industry and ultimately optical care around the world.
More specifically, the initial goals I spelled out (meant only as a starting point) were as follows:
By providing free and open access to optical education [and information] the goals of the OpenOptix initiative are to:
• Improve optical care worldwide by providing free and open access to optical training materials, particularly for parts of the world where training materials and trained professionals may be limited.
• Provide opportunities for optical professionals of all skill levels to review and improve their knowledge, allowing them to better serve their customers and patients
• Provide staff training material for managers and practitioners
• Encourage ABO certification and advanced education for opticians in the U.S.
• Inspire innovation, creativity, and collaboration in the optical professions.
Pretty lofty, I know. But hey, shoot for stars, maybe you’ll hit the moon.
So, today, with your help, we’ve published the first version of the OpenOptix ABO Study Guide. While not 100% complete, hopefully it will still provide some value and, with your continued help, only improve over time. The guide is free for anyone to use, print, publish, modify, or whatever as you see fit. All we ask is that you maintain credit for the contributors of the document, share the document with your friends and colleagues, and consider making a knowledge contribution (additions, corrections, clarifications, images, diagrams, etc. as long as they are original non-copyrighted works) to help improve the guide.
In addition to the ABO Study Guide, we have launched two other OpenOptix related projects over the past year:
The Free Lens Availability Database
I sincerely hope that you will benefit from the OpenOptix project in some way, tell your friends about it, and together we nudge the optical world in a positive direction.
Popularity: 100% [?]
Posted at 2:22 pm | Comments (2)
22nd January, 2009
The Value of an Optician
Salaries, opportunities, and respect all seem to be trending downward. Thanks to a number of contributing factors, the value of an optician is on the decline.
So, what does the future of opticianry hold and what can opticians do about it?
There are obviously no easy answers and the state of the economy is not making it any easier. One thing is certain, all the complaining in the world about low salaries or dreaming about being viewed as scientists or medical professionals will not turn things around. Opticians as a group, as well as individually, need to look for ways to increase their value to both their employers and their customers.
John Seegers, optician, author, and college instructor has taken an active role in affecting change. John sees a stronger educational focus on practical knowledge and movement away from some of the more technical and outdated material studied today in opticianry programs, as an important first step. “They should be spending their time learning insurance, sales, repairs, technology, current trends, fitting, adjusting, customer service, business skills, and lab work.”, Seeger writes. I would also add a greater emphasis on soft skills as being critical. The ability to educate and relate to customers is grossly undervalued. John has spent considerable time and resources compiling an online library of practical opticianry knowledge. The breadth of knowledge he has put together on OpticianWorks.com is quite impressive and certainly worth some of your time.
What are your thoughts on the problems opticians face and how to address them?
Popularity: 84% [?]
Posted at 5:12 pm | Comment (0)
21st January, 2009
Signet Armorlite is Absorbed
I know this is old news by now, but since I have been chronicling Essilor acquisitions, here it is…
Essilor has agreed to buy Signet Armorlite, a U.S. manufacturer of opthalmic lenses with revenues of more than $130 million. Essilor did not disclose how much it paid for Signet Armorlite.
Popularity: 82% [?]
Posted at 5:17 pm | Comment (1)
19th December, 2008
Lens Availability Database - Update
We’ve made a significant number of changes to the Lens Availability Database with this latest release which we are now finally calling a beta. Many of the changes made were on the backend improving the data handling and uploads. These changes should be evident through increased accuracy and number of lenses displayed.
A few asthetic changes were also made including row numbering and contrasting row shading. We are also making headway on cleaning up and standardizing multifocal naming.
Perhaps, most notably, names and terms in the search results are now linked to wiki pages on openoptix.org. This allows optical community members to add and maintain related information beyond what is available in the application for the benefit of themselves and others. While I’ve started creating skeleton wiki pages and populating others, not all terms are linked to active pages. However, creating a page is simple enough, so feel free to create your own or add information to an existing page. In fact, please do, this is what it is there for. To simplify creating a new page, you can and edit and copy the code behind existing pages to start with a basic format and add your own information. Wiki help is availiable on openoptix.org or on wikipedia.org.
One more thing on editing wiki pages: while you are allowed to edit pages without registering and logging in, I would ask that you consider doing so. This will facilitate future communication and collaboration among people interested in participating and building the wiki.
I truly hope you can use and enjoy the new features. Still more to come.
Let me know, if you have any questions, comments, or suggestions.
Happy Holidays!
Popularity: 86% [?]
Posted at 1:31 pm | Comment (0)
11th December, 2008
The Collective Targets Larger Hosts
On the heels of the recent purchase of independent stand-out Collard Rose, the collective grows stronger larger with the acquisition of one of the largest independent optical laboratory remaining in the U.S., as well as two other sizeable independent labs. Reliable sources confirm Essilor has purchased Pech Optical, Rite-Style (http://eyeoverheard.wordpress.com/2009/01/30/a-message-from-rite-style-optical/) and Cherry Optical in an effort to slake the seemingly insatiable thirst for market share.
Popularity: 85% [?]
Posted at 12:49 pm | Comment (1)
10th November, 2008
Gandhi on Customer Service
The following is from a 2000 business advice column in the The Hindu newspaper:
Dear Hilka,
Whoever said the customer was always right never worked with my customers. Half the time I just feel like screaming at them to behave or go away, but I realise this is inappropriate. However, how can I get them to be more polite so that I stop dreading going into work every day?
Sincerely,
Needs-a-Vacation
Dear Needs,
IT was Mahatma Gandhi who in a speech in South Africa in 1890 said: “A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption of our work. He is the purpose of it. He is not an outsider of our business. He is part of it. We are not doing him a favour by serving him. He is doing us a favour by giving us the opportunity to do so.”
Yet, don’t you wish that certain customers would just spare us the favour of this opportunity? Unfortunately, there is little to be done to correct someone else’s bad behaviour unless our products or services are in such demand that we can risk alienating them. A recent article in a New York newspaper described the owner of shoe repair shop whose work was so superior that the rich and famous line up to have their very expensive shoes repaired by him. He orders these society ladies and superstars to stand in line and wait their turn, to stop making so much noise with their chatter, and generally to be polite. Any individual who does not behave, risks not being served. Few of us have the luxury of being so superior to our competition that we can afford to alienate customers. If, unlike this shoe repair owner, your products or services are not the best by far, you can only work on your own attitude.
Think of extending enlightened hospitality to your customers. Greet them when they enter, offer to help them and then be sure to do so. Some customers are cantankerous or rude by nature, and there is little you can do except remind yourself that they have the problem, not you. Keep your emotional responses in check and try being extra nice; it may be a novel experience for them. It is important not to respond in a hostile or defensive manner. You are only the sounding board for whatever it is that has made them so disagreeable. Listen without interruption to make the person feel valued. Courtesy and attentiveness help make the customer happy, though not necessarily more polite. If your efforts all seem to be in vain, a mood booster for you might be to remember that they will soon be on their way out the door again. If nothing else, you’ll feel virtuous for your efforts.
If, however, the customer has a legitimate complaint, listening attentively is crucial to help you get to the heart of the problem. Then, emphathise with the customer. Acknowledge that you, too, would be upset if something like that happened to you. Once the customer feels understood, it is much easier to progress to a resolution. Don’t forget, though, to clarify and reiterate the points of the complaint as you perceived it and ask the customer for confirmation to make sure you really did understand one another correctly.
Ask the customer how the problem can best be resolved. Too often, we assume we know what it will take to make the customer happy and offer them the world when an apology would have been sufficient. And, when we go to extremes to try to make a customer happy, we are often left feeling abused by and resentful to that customer.
Once you are clear on the required course of action that needs to be taken, stay with the customer if at all possible until the problem is resolved. If you have to go to another department or seek someone else to help you, ask the customer to accompany you so the person does not feel abandoned. If that is not possible, explain where you are going and how long it will take. If the customer is on the telephone, offer to call back promptly rather than leaving the person on hold interminably.
In conversation with the customer, be wary of spouting “company policy” or telling them that they are the only one with this problem. Avoid, too, a litany of excuses. Blaming your supplier will cast doubt on all your merchandise. Blaming the problem on being so busy makes them feel as though they don’t matter. Focus instead on a simple apology and on the resolution.
Should a customer become verbally abusive, extricate yourself politely and firmly. Avoid getting huffy. Comments like, “I do not have to tolerate such rude vulgarity,” will only inflame the person further. The best solution with abusive or difficult customers is to turn them over to your supervisor or manager as quickly as possible. Never engage in a verbal sparring match, even when you have an overwhelming urge to do so. It is a losing battle for you.
One of the great lessons for you in this is to make sure that you treat other people well when you’re the customer. All too often, people who serve others become the rudest and most demanding when they are the customer…but then, some are also the nicest because they remember what it feels like to have to tolerate intolerable behaviour.
Cheers,
HILKA KLINKENBERG
http://www.hinduonnet.com/2000/10/15/stories/1315046y.htm
Popularity: 94% [?]
Posted at 11:00 am | Comment (1)
30th October, 2008
NEW! Lens Availability Database
It’s finally here! Over the past year we have been developing a lens availability tool that imports data directly from lens manufacturers and summarizes the data into five categories, including PALs, multifocals, SF SV, and finished stock, to provide the most current and complete picture of lens availability in one place. The database includes PAL identifiers within the details of each progressive lens as well as tool for matching identifiers to a particular lens.
We currently have lens data for HOYA, AO, Sola, Zeiss, Younger, X-Cel, Essilor, Varilux, Signet Armorlite, Pentax, Seiko, and VisionEase with Rodenstock, Definity, and others soon to follow.
You can access the tool here:
Lens Availabilty Database and Progressive Lens Identifier
We are still considering the application an alpha release, which is to say a very early version. Very soon we will be adding new features, data, and improving useabilty, so your feedback at this time is very important. If the application is helpful to you, please, let us know what improvements you would like to see made and/or what features you would like to see added.
Update:
Rodenstock lens data is now loaded and available.
Popularity: 95% [?]
Posted at 10:30 pm | Comment (0)
28th October, 2008
Internet Opticals: Bane or Opportunity?
Internet opticals are becoming increasingly difficult to ignore. Optician’s seemingly self-serving warnings of poor quality, improper fit, and less-than-optimal vision, appear to be falling on deaf ears. The bottom line is, for many people… well, “the bottom line,” particularly in the midst of severe economic downturn. Combined with a rising chorus of consumer advocates, vision sites, and news organizations, extolling the outlandish savings found online, internet opticals seem poised to change the way people think about purchasing eyewear.
When viewed from a consumer perspective (without optician bias), it is hard to argue with eyewear that can be purchased at a small fraction of what it can be purchased for in a traditional dispensary. Even if the first pair doesn’t work out, a second or even third can be purchased for still less than a single traditionally purchased pair. While not for everyone (and maybe not even for your target customer), the savings does appeal to a wide audience.
I think the following quote from Ira of glassyeyes.com, advocate for consumer savings via internet opticals, sums up the attitude well:
I don’t have a problem with paying for any of these services if I feel I need them — and some truly do. I’m not, however, going to pay an extra $350 for what equates to a half-assed extended service plan. It doesn’t take a “rocket surgeon” to pop a new screw in or replace a nose pad. Heck, even other adjustments aren’t impossible (there are all sorts of videos online — from opticians — explaining how this can be done at home with no special tools).
Perception is reality.
As with any kind of change, you have three possible responses:
1. You can ignore the change and pretend it doesn’t exist.
2. You can complain about the change and call people stupid for participating in it.
3. You can embrace the change and look for opportunities.
Here is one opportunity I see:
Start by developing a pricing model for all your standard optical services. Do not be ridiculous or vindictive about it, but come up with fair pricing. Post and/or publish your prices and charge the internet or bargain retail shoppers accordingly. Perhaps even consider catering to this niche.
If the cost-conscious are not your niche, when your customers make a purchase, present them with a gold card entitling them to all the services on your list free of charge. Also, consider other, unique benefits customers might receive as a “gold card holder” just to make them feel special. Make your offering about the experience as much as the eyewear.
Then empower your employees to break the rules. Allow them offer free services and make people walking in off the street just needing an adjustment or nose pad feel special. Take a chance on generating word of mouth or capturing a life-long customer.
Be creative and care about your customers.
Folks that buy their eyewear online still may need your services, maybe not today, but someday. It probably doesn’t make much sense to go out of your way to be rude or alienate them. If you do: best-case scenario, you may have lost some business; worst-case scenario: you’ve generated negative word of mouth for both your business and opticians as a whole.
Popularity: 88% [?]
Posted at 9:42 pm | Comment (0)
27th October, 2008
In-House Edging Library
Jobson has put together an online resource for in-house edging, called the Partnership for In-Office Edging. The website combines past articles from 20/20 and Vision Monday to provide a valuable library for those considering or running an in-house finishing lab.
Popularity: 19% [?]
Posted at 10:13 am | Comment (0)
17th September, 2008
The Problem with Dating ODs
Savage Chickens by Doug Savage. Thanks Dr. Langford.
Popularity: 27% [?]
Posted at 9:29 am | Comment (0)
16th September, 2008
The Perfect Storm of Customer Delight
I have to admit, I love Costco. I know they fall under the category of Big Box stores so many people love to hate. However, the difference between Costco and most Big Boxes is Costco knows how to deliver a customer experience. Their friendly staff, ever-changing product selection, consistent quality, regular coupon mailers, lenient return policies, and competitive pricing, combine to create the perfect storm of customer delight.
I got my first iPod four or five years ago as a Chistmas gift from a non-Costco source. Unfortunately, it wasn’t long after, maybe a year and a half, when the hard drive failed. By that time, the slimmer, sexier, video iPods had come out. So, rather than paying $150, or whatever it was, to have my original iPod repaired, I headed down to Costco to get a brand new replacement. While waiting to pick up my purchase at the cage in the front of the store, I struck up a conversation with a sales associate. I told him about my disappointment with the failure of my original iPod. He explained to me that even though the iPod was almost two years old, if I had purchased it from Costco, he could have refunded my entire purchase price.
…I was blown away!
Fast forward two and a half years: the headphone jack in my now not-so-new iPod (purchased from Costco) started to go bad. Having never forgotten the conversation I had with the Costco sales associate. I gathered up all the components I could find, placed them in an old iPod box, along with the heavily scratched iPod. I searched for the receipt, which I was certain I had kept, but was unable to unearth. So, with little hope, I headed down to the nearest Costco.
I set the old box of parts and the scratched up iPod sans receipt on the return desk. They asked me what the problem was. After explaining the headphone jack had gone bad, they looked up the original transaction and immediately refunded the entire purchase price to my credit card, no questions asked. …WOW!
Why shop anywhere else?
Now, my only dilemma is whether to purchase a higher capacity iPod Classic for $100 less or upgrade to a fancy new iPod Touch.
How are you creating a perfect storm of customer delight?
Update: Costco has amended their return policy on electronics.
I decided… rather… my family decided on an iPod Touch. When I retuned to Costco, I noticed these little 90 day return policy stickers. Upon doing a little research, it seems I am really behind the curve on this one. Apparently Costco changed their return policy on electronics last year as a result of excessive abuses. I can only assume they honored the old policy for my iPod since it was purchased before the policy change. While disappointed, knowing that people were using the policy to obtain free paid upgrades for their high definition televisions and MP3 players, the change is certainly understandable. The 90 day return policy on electronics remains one of the best in retail.
Update: Disappointment #2
After getting my our new iPod Touch home, I quickly realized Costco is not yet carrying the second generation devices that came out earlier this month. Since the 2G’s Nike+ compatibility and external volume control/speaker were high on the list of features I desired, it looks like I will be utilizing the 90 day policy.
Popularity: 26% [?]
Posted at 3:48 pm | Comment (0)
15th August, 2008
Strategy vs. Tactics
A couple good posts were written this week on strategy vs. tactics which boil down the importance of seeing the bigger picture and being more proactive vs. reactive.
Seth Godin writes about the role of patience and perseverance in a successful web strategy. However, the ideas are applicable to virtually any plan for success.
Simon Sinek discusses how being more proactive and less reactive can alleviate stress and lead to greater success in business and in life.
Popularity: 24% [?]
Posted at 5:35 pm | Comment (0)
8th August, 2008
Sales Lessons from a Turkish Rug Dealer
A fascinating account of an unintended purchase
While much of this story makes me squirm in my chair, reminding me of tactics used by timeshare sales weasels, there are some valuable takeaways here. First of all, I’m not entirely convinced the Turkish rug salesmen’s gestures were not somewhat genuine; then again that could just my naiveté or wishful thinking. In any case, there is definitely something to be said for putting the interests of your customer ahead of the sale, for freely offering something of value, for trying to establish a rapport or even a relationship before selling your goods or services, particularly if your motives are genuine. Even if you don’t make an immediate sale, good will and a pleasant experience go a long way toward building future business and positive word of mouth.
Thanks Guy Kawasaki
Popularity: 24% [?]
Posted at 11:22 am | Comment (0)
6th August, 2008
Don’t Tell Me What Not to Do!
Simon Sinek, renowned business author, speaker, and consultant writes in his blog about American’s tendency to tell people what not to do. Don’t smoke. Don’t eat junk food. Don’t litter. Don’t vote for candidate X. He points out the ineffectiveness of this strategy and suggests, as a test, to tell someone, “Don’t think of a pink elephant.”
Telling people what not to do is ineffective for two reasons:
- Our brains cannot process negatives. For example: we cannot quantify darkness or coldness. We can only measure each in terms of its positive counterpart, light and heat.
- Telling someone what not to do (or even what to do), imposes your dogma upon them, strips them of their power to choose, and removes value from the equation.
On the other hand, telling people about your purpose, your beliefs, their options, or the benefits of choice A or B, places the power and the accountability in theirs hand and allows them to make their own value judgments.
I can’t help but think optical professionals often fall into this trap with their customers. Don’t get your eyes examined at Wal-Mart. Don’t buy your glasses from the internet. Don’t buy your contacts from 1-800. And whatever you do, don’t post your [consumer] questions on Optiboard! When faced with these kind demands, it becomes more likely the customer will respond with, “To heck with You. You don’t care about me. You just want my money. I’ll do what I decide to do.”
Value can only be perceived, if the buyer is accountable for their own decision instead [of] being pressured to do what you think is the right thing to do. This has nothing to do with the quality of the product or the service - telling someone not to eat McDonald’s because it’s bad is good advice…just not as effective as telling them to eat broccoli because it’s good.
Popularity: 24% [?]
Posted at 1:59 pm | Comment (0)
1st August, 2008
Holy Spectacles Batman!
Seemingly, time even catches up with superheros. “Quick, Robin. To the Bat-tician!” …something light for a Friday.
Popularity: 24% [?]
Posted at 9:05 am | Comment (0)
30th July, 2008
Is the Customer Always Right?
Dr. Neil Gailmard (not pictured here) is an ECP practice management consultant and author of Optometric Management’s Tips of the Week. This week, Dr. Gailmard hits the nail on the head with his take on customer service and the ECP.
In my experience, this is where eye care practitioners (ECPs) just don’t get it. Most of us don’t think of ourselves as “retail” and we want nothing to do with the rules of good retail business. In fact, many ECPs try to distance themselves from any perception of retail by completely rejecting the mantra of the most successful retailers: let the customer win. By doing so, ECPs hope to teach the general public that they are health care professionals and the retail rules don’t apply. ECPs generally adopt an attitude that says the customer is not always right; we do things our way and you can take it or leave it.
The problem is that society is changing the rules fairly quickly and consumers today have little regard for the old standards. In my view, you can’t train the public; it’s simply too large and too powerful. Of course eye care is part of health care, but there are large differences among the various health care disciplines and we must accept eye care for what it is.
Adopting a customer is always right philosophy creates a practice culture that will guide your staff to the behavior you really want to see. The very difficult complaint cases that rise to the top and cause you stress are the ones that employees pay attention to and learn from. When you let the patient win, even when it’s clear that you didn’t have to, you send a valuable and positive message to your staff. Your action in such cases may make you feel like you were overly generous, but the resultant employee behavior, over time, will be excellent service and pleasant attitudes. Without occasional extreme examples of caring and giving from practice leadership, employees tend to be overly-protective of the practice and therefore too hard on patients.
The customer is always right culture results in extreme patient loyalty that will create great demand for products and services. Demand is the factor that is sorely missing in most practices. Oh, we get used to low demand and the ECP will likely rationalize the situation and say he or she doesn’t want a bigger practice, but great patient demand converts to great net income. It converts to higher fees, less dependence on vision plans, advanced equipment, better employees and a thriving optical. Patient demand is the key to the kind of practice you dream of owning.
Popularity: 24% [?]
Posted at 11:12 am | Comment (1)
17th July, 2008
Resistance is Futile?
On the heels of the announcement of their intention to assimilate acquire Satisloh, Essilor announces the assim acquisition of two more U.S labs; Oregon based Deschutes Optical and Alabama based Optimatrix. With recent VSP acquisitions/venture agreements with Tri-City, Ultra Lens, Perfect Optics, and Legends, make you wonder how many independent labs are left. Anyone keeping count?
Popularity: 25% [?]
Posted at 11:59 am | Comment (0)
