Connect with us

John Marvin

Too Many Eyecare Practices Skip This Crucial Step — and It Hurts Them in the Long Run

Instead, most just hope for the best.

mm

Published

on

In your eyecare business, ask yourself: What kind of optometry do you want to practice? What sort of eyewear do you want to sell?

This article originally appeared in the March/April 2014 issue of INVISION.

DID YOU KNOW that in growing your business, you can decide what type of practice you want and the kinds of customers you want to serve? It really is up to you. So ask yourself: What kind of optometry do you want to practice? What sort of eyewear do you want to sell? Who is your “ideal customer”?

Most practices never really set these goals. They just open their doors and hope for the best. But this means your practice is left to circumstances and the ups and downs of economic, demographic and regulatory changes. By deciding not to decide, you choose to let others decide what kind of practice you own.

If you do not have a clear picture of the practice you want and the patients that you desire to serve, here’s what you need to do: Take one hour. Shut off the computer and phone. Close the door. Focus on deciding what you want.

Using paper and pen, with words or pictures, create a detailed description of the characteristics of your ideal patient. How old are they? Are they male, female, low income, middle income, high income, do they have families? Are they urban or suburban, millennials or baby boomers? Do they pay for their care with cash or with third-party payments?

The bottom line is this: Who are your high-value customers? Who are the customers or patients that will bring you the most business and cause you the least grief, year after year? You won’t necessarily exclude patients who do not fit your ideal. But this exercise will begin to guide decisions on how you will run and grow your practice. You’ll get insight into your practice’s physical design, its policies and — most importantly — the types of products and services that appeal most to those whom you desire to serve.

Advertisement

There is not a single best “type” of practice. Your business is yours; you get to decide. Some very successful practices focus on high-end frames, with professional optometry services offered as a convenience. Other optometrists feel a call to serve Medicaid or low-income patients and help them see the best they can. Our field includes practices that cater to children, or to athletes. Each model has its advantages and disadvantages. The important point is that you must decide on what type of practice and patient that you most want to serve. Once you’ve made this decision, your next steps will become logical. You’ll see a clear path of actions to create the type of practice that will appeal most to your target group of customers.

You will look at your business anew, asking, “Is this the kind of place my desired customers will want to visit? Do our customer service policies and conveniences appeal to my high-value customer? What type of inventory will they find most appealing? What type of services best suit their needs?”

You’ll also have new insight on how to best communicate to this group of customers. What are the issues that are most important to them? What community activities will provide you with the greatest exposure to them? What are their favorite social media platforms, radio stations and TV networks? How can I best go about building a relationship with them?

It is a fundamental truth that people associate with those most like themselves. So use this truth, and focus on getting referrals among friends and family of your best customers. The more you appeal to the customers and patients you have decided you value the most, the more referrals you will build from this group.

Building a successful practice is not about finding a magic gimmick or chasing after the latest trendy idea. Building a successful practice comes from making yourself appealing to those you wish to serve. And it beats simply hoping for the best.

 

Advertisement

Advertisement

SPONSORED VIDEO

SPONSORED BY WALMAN OPTICAL

Don’t Lose Patients to Online

In this compelling video, Dr. Mile Brujic of Premier Vision Group discusses all the ways that your practice beats the online competition—hands down! The formula for success? Don’t sell yourself short and acknowledge all the benefits that you, as a provider, give to your patients.

Promoted Headlines

Want more INVISION? Subscribe to our newsletter.

Comment

John Marvin

Introducing Amazon Eyecare and Eyewear

Relax, it’s not happening… yet. But there is a lot we could learn from their use of behavioral data.

mm

Published

on

IN MY EXPERIENCE, the most frequent Key Performance Indicators (KPIs) that eye doctors use are: 1) How much is today’s deposit? And 2) How many appointments are on the books for tomorrow?

It may seem simplistic, but many people reading this article will agree, it’s a ritual many eye doctors go through at the end of every work day. It’s a good start, but far from enough to perform with a competitive edge.

Podcast: More Ways to Motivate Your Own Eyecare Business Team
INVISION Podcast

Podcast: More Ways to Motivate Your Own Eyecare Business Team

Podcast: Why Can’t We All Just Get Along?
INVISION Podcast

Podcast: Why Can’t We All Just Get Along?

Podcast: Try Not to Blink Talks About the Business of Cannabis, and Its Role in Modern Healthcare
Try Not to Blink

Podcast: Try Not to Blink Talks About the Business of Cannabis, and Its Role in Modern Healthcare

We live in a marketplace driven by data. In our industry, there are courses at major conferences to teach ECPs the KPIs they should measure and manage and how often. Our practice management software can produce countless reports. It can be overwhelming, not to mention time consuming, to keep up with all of the information being produced.

But in eyecare and eyewear’s ever-changing environment, the effective use of data will be the difference between success and irrelevance. We must move from transactional data to behavioral data.

For decades, we’ve used transactional data —measuring what happened in the past — instead of using that data to tell us what we need to do to increase sales and service delivery tomorrow. But with a profession populated in large measure with small independent business people, it is difficult to build, much less afford the type of data systems needed to compete in today’s marketplace.

At a conference I recently attended, the question was posed, “What if you woke this morning to read that Amazon had announced they are going to invest big in the delivery of eyecare services and eyewear before the end of 2019, what would you do?” It is a very good, and not wholly unreasonable, question.

I think the reason people fear Amazon’s entry into our profession is that we know how good they are at competing. We know how much we like using them and how intimidating they are to anyone who has to compete with them … just ask Walmart.

Amazon’s real power is their use of both transactional and behavioral data. Have you ever purchased something from Amazon and for the next two weeks, everywhere you go on the web there are ads associated with what you just purchased? They studied purchasing behaviors and know that a majority of people who buy X will also buy Y if given the opportunity. They are using historical data to predict future purchasing.

With an online analytic program for the independent ECP, we could begin to understand what happened in the past and think about how to use that to impact the future. For example, if you knew a significant percentage of patients who purchased two or four boxes of contact lenses at exam purchased additional boxes within six months, then you could communicate with those patients right when they are most likely to repurchase.

However, this requires new capabilities in data collection, new tools and software for analyzing this information, and most importantly, a new way of thinking about the information being created in our businesses.

The future is not coming, it is here and those who are willing to think differently today will be the ones who will be relevant tomorrow.

Continue Reading

John Marvin

Why Do So Many ECPs Ignore the Power of Personal Touch?

Remember: your convenience is never as important as investing personally in relationships.

mm

Published

on

IN THIS TIME OF digital communication it’s easy to lose sight of one of the most important aspects of interaction — the personal touch.

In a month when stores are filled with expressions of affection, would those of us in a serious relationship send a digital Valentine’s Day card? (If you don’t understand the problem with this, let me save you some heartache, don’t do it.) There are occasions when only something personal will connect in a way that matters.

Teen Sees Color for the First Time — Watch Her Reaction
Videos

Teen Sees Color for the First Time — Watch Her Reaction

Video Shows Just How Fabulous Eyeglasses Were in the ’50s — Take a Look
Videos

Video Shows Just How Fabulous Eyeglasses Were in the ’50s — Take a Look

He Recorded a Song with His Optometry Equipment — and Absolutely Killed It
Videos

He Recorded a Song with His Optometry Equipment — and Absolutely Killed It

For years there has been a push to move practice owners into the digital age with websites, Facebook pages, and Instagram accounts. Practices have discarded traditional recall cards and embraced digital patient communication platforms. Now with preprogramed software, thousands of emails and text messages can be sent to communicate with patients.

I love this new digital age and all it gives us the ability to do. However, now and again, I am reminded of the power of the personal touch. I’ve recently had two experiences that emphasized this.

The first occurred with my wife. We decided to plan a long weekend to celebrate her birthday where we could enjoy some sun and sand. While by the resort pool, her phone rang. She didn’t recognize the number, but decided to answer it anyway. I watched as her curiosity turned into a smile. She said, “Thank you, thank you very much, that means a lot to me,” then hung up. She told me it was her eye doctor just calling to wish her a happy birthday.

You should know that my wife is two, maybe three, years past due in her annual eye exam, but that didn’t matter. Calling his patients on their birthday is important to him. He could have his digital communication program automatically send out a birthday email, but it just isn’t the same. It’s the time and commitment that lets his patients know he cares. It tells his patients that they have a relationship to him, not just a file or a spot on his schedule.

The second is when I recently purchased some eyewear from one of our network doctors. I was told they would be ready for pick up in about a week and they would notify me when it was ready. About five days later, they left a voicemail letting me know I could pick them up when it was convenient. Up to this point, the experience was pretty conventional. However, what happened next is impressive.

A couple of days after picking up the glasses, I received a handwritten thank you from the young lady who dispensed them. It was personal and even contained a comment regarding a topic we had casually discussed. Wow! I was impressed. Then a few days later, the doctor called to make sure I was pleased with the product and service. A phone call from the doctor after a handwritten thank you note from the optician, after a personal call to let me know my eyewear was ready? That is impressive.

All of that could have been automated — it would have been far more convenient for them and, arguably for me — but, in this instance, convenience is not as important as investing personally in the relationship. There is power in the personal touch.

Continue Reading

John Marvin

Sometimes Pulling the Goalie is the Best Decision to Make

Three examples of when and how you should go on the offensive.

mm

Published

on

MALCOLM GLADWELL IS ONE of my favorite authors. You may be familiar with his best-selling books David and Goliath, The Outliers, Blink and The Tipping Point.

In a recent episode of his podcast Revisionist History, Gladwell discusses his only rule for living: Pull the Goalie.

Hockey fans will know the meaning of this term. In some instances, a hockey coach may “pull the goalie” during a game to provide a sixth attacker and create an offensive advantage. However, when a coach chooses to do this, and under what circumstances, is controversial since it can make them defensively vulnerable.

It’s an allegory for the science of decision making. Deciding when to act or not act is something ECPs do all the time. And, as in hockey, those decisions can be second guessed and criticized by others.

I want to highlight three examples of when a business owner should decide to “pull the goalie” to create an advantage.

Hiring staff. If you are like most, you are constantly trying to determine if you have enough staff, should hire more, or let someone go. There are countless opinions about this. Most owners, like hockey coaches, are conservative in their decisions. If we think five staff members is the right number, we may try to operate with four. It is, after all, less expensive. We tell ourselves, “I would rather have four excellent people and pay them well than five who are mediocre.” But then one of our four all-stars leaves. Now we have three all-stars having a difficult time delivering the quality of service and care we expect. Everyone is frustrated, so we decide to hire someone. The first person with any optical or optometry background is hired whether or not they are the best fit. Now if we had pulled the goalie early and hired a fifth person, we could still have delivered the high level of service and taken the time to interview and hire an additional person. It is a dangerous cycle. The staff is shorthanded, which frustrates everyone and the result is a greater risk of additional turnover.

Correcting a problem. Reluctance to do so is the result of three stages:

1) Denial, where we attempt to convince ourselves we don’t have a problem. We rationalize, justify and procrastinate. Like in hockey, we tell ourselves, “We are only down one goal, we can still win.” The longer we stay in this state the worse our problems become.

2) Attempting to minimize the effect of the problem, since it is less disruptive than doing what is necessary to solve it. We move a difficult person into another position, we attempt to work out the delivery issues with the supplier to avoid changing vendors. We spend a lot of energy trying to avoid making a decision.

3) Accepting reality and recognizing we should have pulled the goalie early and avoided the problem all together.

Embracing innovation. Too many ECPs are waiting out the clock and hoping for the best. They believe that somehow, someway, all of the competition, innovation, changes in reimbursement, and demanding consumers will just go away. It will go back to the way “it used to be.” This is a dangerous place to find yourself. The competition just gets stronger. What used to be a secure and predictable practice begins to lose ground. Other services and providers are offering more and charging less. The industry itself is fighting to stay relevant. The best advice when you find yourself in this situation is to pull the goalie early and go on the offensive. Attend meetings, conferences, visit innovators, learn about the consumer. Fight to grow, build and win.

The good news is that many won’t and that gives you the advantage.

Continue Reading

Advertisement

Advertisement

Advertisement

Subscribe


BULLETINS

Get the most important news and business ideas for eyecare professionals every weekday from INVISION.

Facebook

Most Popular