Tag: SIMI Inc.

Developing a Strategy

Finance|Wealth, Practice Metrics & Benchmarks, Resources

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When we are asked to help set up brand new practices, one of the first things we work on with our clients is strategy.

Sure, you could probably open a new optometry practice in the right location and get enough traffic to survive. But what if you want to do more than just survive? What if you want to thrive?

Aspiring owners should have Goals, Actions and Priorities as defined here:

  1. Goals: Achieve a revenue, profit, or market share target. For example, achieve 10% of gross revenue through diagnostic testing.
  2. Actions: This outlines what needs to happen. This one can be as simple as “open a new office.”
  3. Priorities: Define areas of investment for time, resources, or capital for advancing the company, such as increasing brand awareness in digital channels.

While, Goals, Actions, and Priorities may help inform the creation of a strategy, they’re not equivalent to your strategy.

There are a number of things you need to consider in order to formulate a strategy. First, what are your strengths and passions? This will help you formulate your service and product offerings. Next, evaluate the landscape. Who else is offering a similar service? How will you create a unique experience  to drive traffic to your location instead of theirs?

One of my favourite examples to illustrate how different strategies play out is the coffee shop. For most of us, we have a few different options when it comes to coffee. We may choose differently depending on the circumstance. For instance, if I am just grabbing a coffee to drink while driving, my go-to place is Tim Horton’s. If we have a client meeting, we often choose Starbucks for a more formal feel. If I am meeting friends and we decide to get a bite to eat, I choose the local coffee establishment that offers larger tables and a wider selection of lunch options.

How will you make the experience in your office different? Why will the consumer choose your office over someone offering similar services? You need a strategy.

Roger Martin and A.G. Lafley provide an excellent framework in Playing To Win to help you define a strategy through answering five big questions:

  1. What is our winning aspiration?
  2. Where will we play?
  3. How will we win?
  4. What capabilities must be in place?
  5. What management systems are required?

The answers to these questions will help you formulate your strategy. From there you can plan the steps to bring that strategy to life. Every decision should be evaluated against this strategy to ensure they are aligned.

 

KELLY HRYCUSKO

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

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Leadership by Example

Human Resources, Managing Others, Training & Onboarding

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

We recently spoke at the OAO and shared this example:

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

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

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

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

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

 

KELLY HRYCUSKO

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

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Managing Working Relationships

Human Resources, Managing Others

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Work place relationships are not always harmonious and it is natural to experience occasional disagreements and conflicts. In fact, one of the biggest challenges in any office is managing working relationships. The truth is, working with other people is hard – even when you like them! However, poor work relationships can add unwelcome psychological stress which may have a detrimental effect on work performance, motivation levels, and overall job satisfaction, so it is important to not simply try to ignore the conflict.

As consultants, we are keenly aware of the impact they can have. Much of the work we do is very dependent on these relationships being healthy. For example, it is difficult to run a staff meeting focused on improvement with employees who are more interested in pointing fingers. It is impossible to gain buy-in for a new process if the employees are not convinced that the practice owner will follow through.

Like other types of relationships, the relationships in the workplace can be improved. The onus is on the practice owner to take a leadership role in the change of dynamics in the office.

As a first step, try implementing these strategies.  As you model this behaviour to your staff, challenge them to do the same with you and their coworkers

1. Validate the Person’s Feelings Before You Do Anything Else

Before responding to a negative comment or pushback, try imagining why someone might be acting the way they are. Identify how you would feel if you were in their position, and then validate that feeling.

For example, when you ask an employee to tidy up the dispensary before they leave for the day and they reply that a co-worker should do it. Before responding, first try to identify why they might be making this request. Maybe they feel like they are always the one asked to stay late. Maybe they have a commitment after work and are feeling stressed about making it on time. “I imagine that you are feeling overwhelmed.”

I know it sounds a little hokey, but this works wonders. By trying to empathize (even if you think the person is wrong) and then validating what they’re feeling, you will be able to shift your attitude from frustration to empathy.

The employee feels heard, too. Nine times out of ten, they’ll calmly reply, “Yes, I do feel overwhelmed.” It’s like identifying the feeling takes the hot air out of the situation. Reiterate the request and perhaps ask if they would like to come in early the next day to complete the task instead of staying tonight.

2. Say What You’re Actually Thinking—and Say it Clearly

To avoid awkward conversations, use this simple formula:

the change you’d like + why the current option isn’t working + why your preference is better

For example, an employee feels like it is too much work to bill directly to insurance. Constructive feedback is fine, but complaining won’t solve the issue. Phrase your response something like, “I’d like us to brainstorm a way to make this more manageable. I’d prefer if you provided me with specific feedback about what takes so long as that will help me to implement ways to make the process more manageable for you. In order to meet the needs of our patients and to ensure you get your bonus, we need to implement direct billing.”

As you become more comfortable telling people what does or doesn’t work for you, being more assertive will become easier. Even better, it will make your working relationships stronger and more honest.

Sometimes it is difficult to change the dynamics of the relationships because they are so deeply entrenched in the way that the office operates. In a few instances, we have recommended bringing in a third party mediator to help facilitate the creation of healthier working relationships. The third party listens to everyone’s point of view and then starts bringing the parties together to “air out the laundry”. It is surprising how effective this can be as it allows all parties to felt heard and makes them more ready to move forward.

While the concept may seem foreign initially, it makes sense.  Therapists are called upon everyday to guide people through challenging personal relationships.  The strategies and tools that they employ are effective for any type of relationship.

We have recommended and seen this type of intervention in a number of our offices.  The therapist offers each individual an opportunity to vent their concerns independently so they feel heard and validated. The therapist then mediates conversations between coworkers who aren’t seeing eye to eye. The therapist provides tools and feedback to help everyone move forward.

If you are having issues with relationships in your office, start by trying to change the dynamic yourself.  If that is not successful, do not hesitate to reach out for professional help. The entire practice will benefit.

 

KELLY HRYCUSKO

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

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Motivating Staff in an Optometrist’s Office

Human Resources, Managing Others, Talent Acquisition, Training & Onboarding

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There are few jobs that I can think of that demand the level of skill that is required to be effective as an employee in an optometric practice. The ideal candidate will exhibit a strong attention to detail, excel in customer service and sell like a superstar – all the while managing in an often fast-paced environment of ringing phones, walk-ins and pick ups.

How do you attract, grow and keep exceptional staff?

After determining what the needs of the office are, it is also important to reflect on what is most attractive about working in your office. Consider what the alternatives are to working in your office from the perspective of wage and aspiration. From this point of view, there are a number of attractive benefits to working in a health care practice. This type of occupation is gratifying to someone who has a strong sense of accomplishment when they have truly helped someone. Often the working hours are better than some comparable retail positions.

Many of the offices that we work with offer a Health Spending Account (HSA). This is a more cost-effective and egalitarian way to offer insurance coverage to your office, particularly if you are a smaller office with 10 employees or less.

Complimentary Eye Exams are a fairly standard benefit offered in most practices. Not only does it ensure everyone in the office appreciates the value of the eye exam in the practice, it also follows a “practice what you preach” philosophy when it comes to regular eye exams.

We often advise clinics to offer a set number of “at cost” glasses and/or contacts to each staff member. They can use all 3 or 4 pairs for themselves or they can extend the offer to friends and family.  This way, it is fair to all staff members, whether they are single, married, with or without children. For many employees, being able to extend a discount to friends and family provides a sense of feeling important, and that can be very motivating!

We screen hundreds and hundreds of candidates for our clients. One of the most common reasons candidates give for wanting to move to a new position is for “growth” and new opportunities. One of the easiest ways to provide that opportunity is through Continuing Education. We often advise our practice owners to be very clear about this benefit. The clinic is paying for the employee to grow and obtain new skills. The intention, of course, is that the employee will use those skills to improve the performance of the current clinic. The reality is, it is the employee who gets to put those new skills on their resume and there is value to that.  The point is that the employee should recognize this as a benefit that is, and should be, mutually beneficial.

Something as simple as a title with authority can offer a higher sense of ownership to the role and impact performance positively. For instance, consider these job titles; Front Desk Manager, Patient Flow Coordinator and Gallery Supervisor. Reinforce the idea of the responsibility of these titles as you hand off patients, “I am going to introduce you to our Front Desk Manager who will be able to assist you with those appointments and explain the solutions we discussed further.”

Considering all the duties and the skills required to be effective in this role, it is advisable to set up compensation that is reflective of that effort. Having a lower base wage is fine as long as a profit sharing bonus structure is also in place. This way, as the clinic performs because of everyone’s contributions, everyone reaps the rewards of that success.

One of the fundamental pieces in employee motivation is constant contact with the owner. When the owner draws the line between the result and the employee’s efforts on a regular basis, the employee feels encouraged and supported.

Lastly, we recommend that you find out what exactly motivates each of your staff members. While this could be done through observation, it may be prudent to ask the employee directly what makes them feel connected and engaged at work and strive to build in a system that accommodates that.

 

CHRISTINA FERRARI

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

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Keep on Track Financially with a Budget

Accounting Basics, Finance|Wealth, Resources

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“Show me the money!” is a famous line from the movie Jerry Maguire. We’ve also heard it from our clients. How much should I expect to be in my bank account each month?  How much should I spend on new equipment? And even, where did the money go?

Ultimately, the answer to all of these questions is found in the practice’s budget. The budget is a roadmap for how to manage the practice’s finances. Many practices, however, don’t have a budget. The best way to create a budget is to follow an idealized P&L and actively manage it to achieve financial success.

All this takes time and dedication. However, if you want to see success in your optometric practice, it means not just working in the business, but on the business as well.

Keep in mind too that the budget of the practice must support the strategy the business has chosen to adopt. For instance, equipment costs may be a higher percentage of gross for a practice that has decided to specialize in Dry Eye and is investing in new equipment to support that revenue stream.

Below are the Key Parts of a P&L and some considerations for each category.

REVENUE

The top line of the P&L is Revenue or Gross Revenue. This is all the money coming in from all sources; professional fees, spectacle lenses, frames, contact lenses, therapeutics and other items. How much you are projecting to grow this line is directly related to the Goals you have set out for the year. There are many things that can impact Revenue; if you are introducing a new service, bringing on a new associate, or investing in marketing, among others.

EXPENSES

Cost of Goods Sold (25% of gross revenue)

The next line to analyze is Cost of Goods Sold. The highest expense category, it is difficult to get it below 25%. A practice that has more than 12% of gross revenue coming from contact lenses will have an especially tough time due to the low margins in contact lens sales. Buying Groups, and more recently, Buying Alliances, are a great way to reduce product costs since they are able to offer volume discounts to their members. As a general rule for primary practice, 35% of the COGs is spent on frames and sunglasses, 40% on lenses, 20% on contact lenses and 5% is on therapeutics. Running a specialty practice will have a slightly different COGs breakdown depending on the focus. Product cost is the expense that you have the most control over.  Provide this budget to your buyers and insist that they stick to it.

Staff Costs (19% of gross revenue)

Staff cost is normally the second largest expense category. This category should not only include wages but also paid holidays and staff retention strategies, which could include continuing education opportunities and staff bonuses. There is a real cost to recruiting and re-training. It is beneficial to invest a little more in nurturing your current staff to ensure a positive work environment to avoid having staff turnover.

Operating Costs (8% of gross revenue)

This category includes everything needed to run the practice but is not directly associated with sales. From telephones and computers to office supplies, the prices for these items should be researched and optimized. Ideally, we would like to see this number around 8%.

Overhead (6% of gross revenue)

Rent, utilities, building insurance, maintenance and cleaning are all part of this category. Obviously rents fluctuate depending on location. Our recommendation is that you allocate more for this category if it means you will have retail visibility and accessibility in terms of parking. As a general rule, this number should represent approximately 6% of gross revenue.

Marketing (5% of gross revenue)

Traditionally, optometrists have not spent a lot in this category. At one time, minimal ads in the Yellow Pages and the local newspaper were all that were necessary or allowed. Increased competition, particularly in the form of the internet, has necessitated a change in thinking.

Equipment (2% of gross revenue)

Testing and exam lane equipment is a fundamental necessity to the clinic, and so gets its own category. As well as needing to maintain the diagnostic equipment and paying for the lease, owners need to account for the depreciation of the equipment and the eventual necessity to replace and update all equipment. 2% of revenue should go towards keeping your equipment current and relevant.

PRACTICE NET (35% of gross revenue)

Once all of the expenses have been paid, the Practice Net is what remains.  The associate(s) and the owner are paid from this balance.

With a goal of increasing productivity by 10%, this is how a practice budget might look:

By laying out a budget, and managing it diligently, you will be able to anticipate how much money you can expect to earn this year by making great decisions that adhere to your budget.

 

KELLY HRYCUSKO

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

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Get Staff Buy-In with a Team Huddle

Human Resources, Managing Others

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As mentioned in our October article (“By the Numbers: Make Better Decisions”), Optometrists as business owners need to set goals for their business year and make plans to attain them. There are three key success factors in ensuring your plan achieves your goals. Number one: monitor progress frequently. Number two: get buy-in from staff. Number three: strong leadership.

Set Goals with Input from Staff

The beginning of the year is a great time to make goals! We recommend setting aside time during office hours for a staff meeting that is dedicated to this agenda item alone. Start by communicating some of the goals you have in mind for the office. Goals can be anything from a Gross Revenue target, to how many patients you see a day, to reducing wait times. Ideally, allow the team the opportunity to help shape the goals and offer suggestions on how to attain them. Their contribution is what will lead to a higher probability of success.

To keep “eyes on the prize,” consistent reinforcement and updates are crucial. The most effective way is to have regular monthly or weekly staff meeting and a daily huddle. Big retailers do this well. Every day, the team gathers for ten minutes before the doors open and they discuss that day’s goals and targets. The huddle will look different from office to office depending on the goals.

For instance, here is what the huddles could look like for three different types of goals:

  • Goal – Increase the Monthly Number of Patients Seen
    Give a daily update on how many new patients and full exams you saw yesterday and the plan for today. Specify how many recalls need to get done and by who. Talk about what Google or Facebook ads will be running today. Ask the front desk staff how many parents/caregivers they will ask to book an appointment, and when they last had an eye exam.
  • Goal – To Increase Gross Revenue
    Give a daily update on what gross revenue was achieved yesterday and the plan for today to hit that target. Each member of the team should outline what they are going to do today to contribute to the daily revenue target.
  • Goal – Reducing Wait Times
    Give a daily update on the wait time yesterday and the plan for today. Each team member should outline what they are going to do to help the doctor stay on time.

Some offices print out a day-sheet beforehand and make notes that the rest of the team will review. Ideally, each team member would come prepared having reviewed each patient for the day. This type of planning provides two benefits. One: the staff can plan out who needs to be in which department and when. Two: staff will have a list of goals to accomplish for the day, which contributes to greater employee satisfaction.

Staff Looks to the Practice Owner for Leadership
Strong leadership is of utmost importance. The practice owner needs to make the team huddle a part of the work day and insist that all members of the team participate. The owner should lead the team huddle, emphasizing the information that is most important and asking clarifying questions when team members are sharing information.

Finally, the intent of the team huddle is to build energy. Therefore, keep the meeting short. Fifteen minutes is the maximum length of time it should take, five minutes is ideal.

Be sure to end the huddle on a high note. “We’ve got this! Let’s give every patient today the best experience possible.” Sincere encouragement goes a long way!

 

KELLY HRYCUSKO

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

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Tie Your Staff Incentive Program to Gross Revenue per Doctor Day

Finance|Wealth, Human Resources, Practice Metrics & Benchmarks, Resources

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Any well-oiled machine works smoothly because all the moving parts work in synchrony with one another. So too does a  successful Optometry practice.

We are often asked what the best way is to motivate staff. Although there is merit to rewarding staff individually based on very focused goals and targets, one of the best ways to motivate for team effort is a group incentive based on total gross revenue.  The basic premise is that if everyone performs well at their assigned tasks, the team will meet their goals.

For simplicity’s sake, a practice can set monthly targets based on a percentage increase over the same month last year. A more strategic approach is to set targets based on revenue per “Doctor Day”.

Calculating Doctor Day Revenue
You can calculate revenue per “Doctor Day” by dividing the number of patients you see in a month by the number of days there is a doctor available for an entire day (7 hours) in a month.

Two doctors seeing patients in one day equals “2 doctor days”. For example, Dr. Opto generated an average of $80,000 each month and was in-office for an average of 20 doctor days each month.  Dr. Opto’s revenue per “Doctor Day” is $4000.  We recommend building in a 10% increase and then using this as your target. So in this example, the target revenue per “Doctor Day” for Dr. Opto would be $4400 per “Doctor Day”.

To get started, set up an excel spreadsheet with gross revenues targets for each doctor day in the office. The next step is to ensure that every member on your team understands how their efforts contribute to the attainment of the “Doctor Day” Revenue Goal.

Setting goals based on Doctor Days makes the incentive program fair, since we know that we need a doctor in the office. If the doctor takes two weeks off in July, then the targets should reflect this: some months like February are shorter with less Doctor Days, and March is a longer month with usually more Doctor Days. The targets need to match.

Fairness in the incentive program will enhance staff buy-in.

Link Behaviours to the Targets

Setting goals will only be effective if staff can see a direct link between their behaviours and the results.

Here are some tangible actions that can be established for each department:

Front desk staff

  • Understand and follow scheduling rules
  • Practice scripts to ensure they are ready to answer the more difficult objections and questions
  • Ask to book in family members that haven’t been seen in a while

Pre-testers

  • Anticipate who will need what testing
  • Check insurance coverage

Gallery staff

  • Make note of if and when the patient last purchased
  • Ask to give current glasses, including sunglasses, a “tune up”
  • Check insurance coverage

Lab Staff

  • Make sure jobs are ordered and received promptly.
  • Ensure jobs are delivered to patients in pristine condition

Doctors

  • Make notes on each patient on what tests and products you are anticipating the patient will need
  • Practice a solid hand-off to staff
  • Make solid, multiple-solutions recommendations from the exam room

Getting staff to contribute to this list and make suggestions to the above will further enhance buy-in to the program.

In the beginning, the owner of the practice should keep track of the results and share them with the team each day. This is a chance to rally the team spirit and encourage enthusiasm for the day ahead.   This is a great opportunity to reflect quickly on things that went well and things that did not go so well in the previous day. Once this routine is well established, many offices are able to successfully pass this role to their office manager.

It is key for staff to make the association between proactively engaging with patients to offer solutions rather than passively serving patients and improving the revenue per Doctor Day.

Lastly, when it comes to motivation, it is important to keep the reward and the positive result as close together as possible. We recommend either rewarding at the end of the month or quarter, but we wouldn’t recommend waiting longer than a quarter.

Sharing a percentage of the gross revenue at the end of the month is a great way to celebrate success!

 

KELLY HRYCUSKO

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

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Improve Your Holiday Promotions

Advertising & Promotion, Digital Marketing, Marketing, Resources

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There are a number of ways to help boost sales in your optometric practice this Holiday Season.  They are all based on the concept of filling a need—a basic marketing and sales concept.

Every year, many insurance benefits go unused. Reminding patients to use their health benefits before they are reset helps the patient optimize the value of this asset. “Use it or Lose it” campaigns are especially effective when they are combined with ideas that would benefit the patient. These ideas can be anything from a second pair of back up glasses to daily contact lenses for special occasions.

With the change of season also comes a change in extra-curricular activities. Consider a central display and marketing pieces aimed at the skiers and snowboarders in your practice. Be sure to include the idea that it is possible to buy a gift certificate for this purchase. A grandparent, for instance, may not know which goggle will work best and will appreciate the gift card idea.

There are actually a number of products in the office that are well suited to gift giving. The trick is to present ideas! Set up a pretend mantel with stockings filled with lubricating drops, vitamins, eye wipes, omega 3 drops, and contact lens solution.

Optometric clinics can also take advantage of the classic retail sale of Boxing Day. Offering blow out prices is a great way to move stale inventory and boost your year-end cash flow. Also, bringing in new stock gives the clinic energy and focus for the new year.

The holidays are also a perfect time to support your brand by giving back to the community. Many consumers want to support retailers who give back. Choose a charity that is near and dear to the practice owner’s heart. We have seen everything from giving a 20% discount for bringing in an item for the Local Food Bank to getting $25 off sunglasses for bringing in an item for the local SPCA.

Whatever promotions you choose to do, put resources into making professional marketing pieces to support the promotions.  You would not expect to walk into a mall and find notices created by the staff up in the store shops windows. The same holds true for your offices.  Make sure marketing pieces are made for all platforms, including in-house digital promotion and for social media networks.

If you haven’t taken advantage of the Holiday Season this year, don’t fret.  Make a plan for the entire 2018 year. Include plans for all of the major retail days. The further ahead you plan, the more success you will have.

 

 

KELLY HRYCUSKO

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

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How to Convince Undecided Clients

Differentiation | Business Strategy, Practice, The Patient Journey

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One of the more difficult situations to handle is a customer who can’t decide whether or not to buy.  Their indecision can cause a lot of frustration for staff, particularly if other patients are waiting for help.  There are a number of strategies that can help alleviate the stress of this bottleneck.

The first step is to make sure that your offerings are clearly laid out, including costs.  Create pricing tools that offer choices in different categories.  For example, clearly show your customers the cost difference between lens technology and material options.  Highlight what other features are available, including photochromic material and anti-reflection coating.  With the choices clearly laid out, it will be easier for the client to select what makes the most sense for them, in terms of benefits and price.

Make sure your staff understands the difference between a feature and a benefit.  While anti-reflection is a feature that is offered on most lenses, the benefit to the patient is being able to see better, particularly at night, which is a common patient complaint. In their own words, staff can explain that by way of letting more light through to the back of the eyes, anti-reflection coating can actually help patients see better!

Story telling helps illustrate the benefits most effectively.  If your staff has a personal experience or anecdotal experience from another patient that helps highlight the benefit of a product, encourage them to share it with patients.

Offering a satisfaction guarantee can also help move the needle.  Patients who are well informed will make a great choice for themselves. Being able to make a clear, informed decision also reduces the risk of buyer’s remorse.

Demonstration can be an incredibly powerful tool. Have a pair of polarized sunglasses and a pair of tinted lenses for demo purposes only. Invite patients to take both pairs outside and see the difference for themselves. Experiencing the benefit for themselves can help the patient arrive at a decision.

If a patient is having trouble narrowing down their frame selection, there are strategies that can assist them in the process of elimination. Use a decorative shopping tray in which to place all the finalists. Which is your least favourite between these two choices? Is it fair to take that one out of the decision pile? Once you have narrowed the selection to two or three, sit down with the client to discuss primary and secondary pairs of glasses.

Contact lenses are a commodity product. They can be shopped and purchased easily from many different sources.  Price is usually a deciding factor. Be sure to inform patients about rebates, as many are unaware of them and it can be the reason they decide to buy. For convenience, also offer to ship the contacts directly to the patient’s home.

Most ODs are selling drops and vitamins as a convenience for patients. It is important to stock this product in different price points and break it down to a cost per day for the patient. Stocking these products also reinforces the importance of the recommendation. Like contact lenses, many of these products are a commodity, so offering selection and choice helps the consumer to feel more confident in their purchase.

Practitioners who offer specialty services like Vision Therapy or Customized contact lenses, can face skepticism and price objections. Particularly if the service is new to them, the patient may lack confidence in the effectiveness of the intervention. Testimonials on the website and in writing can help build confidence and make the decision-making process easier for the patient.

With all of these strategies, the key idea is choice.  Take the time to review all of the choices and you will encounter fewer indecisive clients.

 

CHRISTINA FERRARI

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

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