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Ohio Optical Casts Spell on Clients With Harry Potter-Themed Contest

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FACEBOOK AND FOURSQUARE, Yelp and YouTube, Twitter, Tumblr, Vine and Viber: an incantation worthy of Severus Snape. Figuring out how to make them work magic, while tapping into the cultural zeitgeist, can be daunting. To quote Snape in Harry Potter and the Half-Blood Prince (out of context, to be sure) they’re “a many-headed monster, which, each time a neck is severed, sprouts a head even fiercer … than before.”

Fine, Snape was soliloquizing about the “Dark Arts,” but we think his spirit has been channeled by Eisenbrei Plaza Optical, a nearly 45-year-old practice in Canton, OH, now run by the founder’s son. Mark Eisenbrei realized he could use social media and pop culture “to communicate our business, education and other promotions.” After a few experiments, he came up with something fun: a Harry Potter-themed Facebook contest.

THE IDEA:

Eisenbrei Plaza Optical was founded by Mark’s parents, Maurice and Betty, in 1963. Mark took over three years ago, but recently got more active online. “The social media contests started within the last few months,” Eisenbrei says. As July approached, some bookworm in the back office realized the birthday of one of the great bespectacled fictional characters was approaching. Someone else stumbled upon an old Halloween costume. The stars aligned and a Facebook contest was born.

“We’re longtime fans of the boy wizard,” says Eisenbrei. “We launched the campaign during his birthday month of July. Harry Potter is one of the most famous bespectacled characters of all time. It’s a part of his identity, like many of our customers. The goal was to connect with current customers and to draw in new ones.”

THE EXECUTION:

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To enter the “Harry Potter Prize Pack” giveaway, fans had to like, tag a friend in, and share an image that the store posted on its Facebook page. While third-party contest apps make it easy to capture emails and convert sales, Eisenbrei went with a simple timeline contest. These have their advantages: quick and cheap to launch; newsfeed-based; easy to enter; immediate exposure. “We simply used our Facebook page,” Eisenbrei says. “We dedicated one evening to taking pictures to serve as posts. We filmed several videos.” Staff went through each response to the store’s graphic. Those that hadn’t followed directions were eliminated. The names of the remaining entrants were recorded, and the winner plucked at random from a glasses case. The prize included a hardcover of Harry Potter and the Socerer’s Stone, a $5 Books-A-Million gift card, and other Potter goodies.

THE REWARD:

Eisenbrei sees Facebook primarily as a branding and community-building tool. By these criteria, the contest succeeded. “The reaction was very positive and [the contest] well received. The online response was overwhelming; we had the most shares ever on our Facebook page. People had fun with it, that is what matters. We wanted to show off our lighter side.” You don’t survive for four decades without being adaptable. The “Potter” Facebook contest demonstrates not only the embrace of a new marketing tool, but also a creative spirit, finger on the pulse of modern culture and a willingness to listen to next-generation team members, allowing a venerable practice to maintain visibility across eras.

“It helped us connect with customers and has given our optical exposure like never before,” says Eisenbrei. “We reached so many people. This put our business in front of a whole new audience.”

And the winner? Holly Rembiesa is in Hogwarts heaven. “Considering she had just visited a Harry Potter festival in Kent, OH, the weekend before she won, she was very excited.”

PHOTO GALLERY (11 IMAGES)

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Do It Yourself: Run a Social Network Contest

1. Need help? Try a third-party app like Heyo, Wishpond or Shortstack to run your contest, or else go it alone and invite people to enter by liking, sharing or tagging a post.

2. Ground rules. Facebook has rules to run contests. Having fans like a post to enter a contest was banned until recently. There are still some restrictions: invmag.us/101702

3. Narrow it down. What type of contest is it? A sweepstakes? Photo contest? Why not put entrants to work designing your new logo or voting on which line of eyewear to add?

4. Easy does it. To kick off your contest, announce it via a status update and add the rules and relevant info to the first comment. Avoid long text updates — keep it punchy and fun.

5. Toss the tags. Keep hashtags out of your contest-related posts, comments and updates. Studies show they dampen response.

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After years covering some of the farther flung corners of the world of business journalism, Heath has more recently focused on covering the efforts of independent eyecare professionals to negotiate a fast-changing industry landscape. Contact him at heath@smartworkmedia.com.

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Best of the Best

This Office Manager Got Her Staff to ‘Own’ the Patient Experience. Here’s How…

She came up with a nine-step program for employees.

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CINDY BRUNER, PRACTICE manager at Professional Family Eyecare, which has offices in Coldwater, St. Mary’s and Greenville, OH, says new employees will never add to what they already know if you don’t set expectations when they start; otherwise you set them up to fail. As she sees it, it’s her job to help them understand this. “When you have long-term employees it’s easy to become ‘Magoo’ and do and say things without realizing how they’re perceived by customers, and by … teammates.” Managers, in her view, should “help staff understand that as co-workers we are customers to each other, not just the patient.” To accomplish this, she created her own training program for implementation at the practice, “9 Steps to a Phenomenal Patient Experience.”

THE IDEA

A few years ago, Bruner came across a book titled 10 Steps to a Phenomenal Patient Experience: Customer Service Secrets for the Eye Care Team by Sharon Alamalhodaei, COMT. After getting the nod from owners Dr. Jillynn Bruner and Dr. James Dickman, she combined what she learned from this with resources picked up at a Patient’s Voice skills clinic to create a list of steps that fit the culture and patients at Professional Family Eyecare. As a final touch, Bruner incorporated the “Love Dare” concept, borrowed from the marriage counseling book of the same name based on a set of 40 daily principles. “Instead of 40 days,” she says, “I broke the steps down into nine weeks. My owners described their vision of what they want their practice to be known for and with my 25 years of hospital management training I pulled my resources together and away we went.”

THE EXECUTION

Staff and doctors were given a quiz to ascertain their perceptions of how customer service impacted business. Then she handed out a “Commitment to the Practice Standards Accountability” form. Staff were asked to return this with statements explaining how they would contribute to the standards outlined on the form.

According to Bruner, the nine steps are: 1. Who’s the Boss? 2. Give Patients more Than They Expect . . . Respect 3. Handle Difficult Patients & Situations with Finesse 4. Be Ultra Aware of Time 5. Be Extremely Knowledgeable and Professional 6. Use Amazing Phone Skills 7. Be ‘On’ Stage 8. Listen to and Learn from Patient Feedback 9. Work as a Team!

Every Monday for nine weeks, staff were sent the steps in an email and at the end of each they signed an agreement to “uphold/own” the Phenomenal Patient Experience. Later, staff were given an “Own Each Patient’s Experience” accountability form and given seven days to document examples they utilized from the nine steps. Their Team Lead had to sign off.

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Getting staff to cooperate with something new is “always an eye roll” Bruner says, but it soon became part of the work process.

THE REWARDS

Implementing the plan was “most definitely worth it” Bruner says. “I was told by a wise doctor that if you take care of your patients, they will take care of you. This is true; if you give the patients a phenomenal experience, they will return and … share their experience with others.” The result is new and returning customers, which helps financially but also “sets our expectations of how we want our customers treated.”

Bruner urges managers to spend time with staff and let them know it is their job to “own each patient’s experience.” This “builds satisfaction, loyalty and referrals by creating a positive patient relationship. Staff learn to listen before responding,” she says. “That’s what patients truly want — to be heard and understood.”

Do It Yourself: Implement a customer experience training program

  • RECRUIT THE DOCS. Employees may be reluctant at first; having the doctors participate helped her staff buy in, Bruner says.
  • INTEGRATE. “We have monthly staff meetings and there is always a customer service topic following the program implementation,” she says.
  • TWO-WAY STREET. As a manager, be open to whatever new ideas, behaviors and skills suggest themselves as a result of the program.
  • KEEP IT UP. Bruner feels such programs are most useful when done once a year with staff.
  • UP FRONT. Bruner has all new hires participate in the program immediately and lets them know that this is part of the “behavior” portion of their 90-day evaluation.

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Best of the Best

This California Lens Lab Has an Inspiring Recovery Story

They were burned to the ground in last year’s wildfires. Six months later, they’re thriving.

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SOMETIMES, THE THINGS that make you the best of the best are born of tragic necessity. On Nov. 8, 2018, the Camp Fire, the deadliest wildfire in the U.S. in a century, raged through the Northern California town of Paradise, destroying it entirely. Eighty-six people died in the blaze, which destroyed more than 18,000 structures. Among them was Paradise Lens Lab, which the day before had just celebrated its seventh anniversary.

THE FIRE

“I was headed to work a little before 7am,” recalls owner Gary Bates of that day. “It was a clear day but off to the side, where the sun was coming up over the hill I could see either clouds or smoke around the sun.” After about an hour at work, Bates headed to a lookout point 200 yards away. “The flames … were racing up the hill towards the back of the lab.”

A brief discussion about what they might be able to save was soon abandoned. “The Fire Department was telling people it was time to run.” There were five staff including Bates working that day; all got out, but all lost their homes. A few days later it was confirmed that the building and all its equipment was lost.

The rebuilt Paradise Lens Lab in Chico, CA. ‘It took us about three weeks to get our first edger and start the buildout,’ says owner Gary Bates.

THE REBUILD

That weekend, Bates and wife Tammy’s first thought was to move to Oregon. “But we just decided we had too many people relying on us. We had to give it a shot. That day we were out looking for commercial real estate” in Chico, CA, 15 miles west of Paradise.

Already reeling from the loss of his business, a second shock followed: “I thought I was insured fully, you know, rookie business owner.” Bates’ insurer informed him that on the $400,000 worth of equipment and stock he’d lost, he was covered for just $3,500. Help was at hand, however. Prior to opening Paradise Lens Lab, Bates, who’s been in the optical industry since 1989, had worked at Coburn Technologies. He was able to marshal some contacts there to get some edgers delivered within a matter of weeks. Later, Satisloh came through with a donation of brand new digital equipment. And a group of local doctors he does a lot of work for gave Bates $50,000 to help him start back up. “The generosity and kindness was amazing right after the fire,” he says. Most importantly, Bates’ customer base came through, pledging to stay with him.

Not everyone was so helpful, though. According to Bates, one major industry player “actually tried to poach my business. They went into all my shops, and promised them all this awesome pricing to ‘help them out.’”

Thankfully, things moved fast. “It took us about three weeks to get our first edger and start the buildout.” He was able to take some customers back almost immediately, though some were asked to be a little patient, as he didn’t want to underserve anyone. “Within a month and a half we were able to get them all back and provide excellent service for them all.”

THE POSITIVES

Many in this situation would see it as an insurmountable setback. But the Bateses have been rewarded for their determination. He says that whereas before Paradise Lens relied on conventional surfacing, with the new equipment, they can now process digital freeform lenses. Amazingly, business is actually up about 32 percent from before the fire. “We’ve gotten more customers; people have reached out to us wanting to give us their business.” And while they still live in their travel trailer, because of a post-fire housing shortage, they’re philosophical. “At least we have a travel trailer,” Bates says.

The rebuild at Paradise is now fully finished. “We’ve been complete for about three months now. It took us just a little over three months to build out and get all the equipment, get everybody trained and up to date,” he says.

PHOTO GALLERY (13 Images)

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Best of the Best

Let This Texas OD Tell You About a Way to Serve Underprivileged Patients in Your Area

Helping kids see has never been easier.

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IT’S A SIMPLE, sad fact that in this country millions of children are dependent on charitable organizations, and the doctors who work with them, for their vision exams and eyewear. On the local level, many practices encounter community members in need, and even if the ODs are willing to donate their time, providing the hardware — like frames, lenses and finishing —is a hurdle that is hard to overcome. Luckily, there are resources to tackle just this problem, and doctors making the most of them, like Dr. Jerry Gundersheimer, owner of Eye-Do Optical in Sherman, TX.

THE IDEA

Gundersheimer has been a member of the Sherman Noon Lions Club for 25 years, and has been providing free eye exams and eyeglasses to needy schoolchildren in Grayson County, Texas for the vast majority of that time. His optical manager, Albert Yougas, got wind of the Changing Life Through Lenses Program from the non-profit Essilor Vision Foundation (EVF) via Eye Do’s Essilor rep (you don’t have to be an Essilor customer to join the program; see below). This created an opportunity for the club to save the expense of the lenses, frames and lens finishing, the cost of which is now picked up by EVF. They have been doing so for at least six months now.

THE EXECUTION

The partnership has been highly successful, according to Gundersheimer, who has seen about a hundred kids or so since it began. With its help, he has also been seeing adults on behalf of the Sherman Evening Lions Club. “The Essilor Vision Foundation has been a dream come true for us. They are so easy to work with. The lenses they provide are of superior optical quality, too.”
According to Gundersheimer, Essilor will walk you through the steps it takes to send the glasses in for Rx-ing. “It’s a no-brainer,” he says.
EVF also has programs for optician-owned boutiques, including See Kids Soar, an in-office donation campaign that gives optical staff the tools they need to raise funds for underprivileged kids who are going without eyecare.

THE REWARDS

“As optometrists,” says Gundersheimer, “we took an oath to make certain that no individual in our community lacked for proper vision care.” The Changing Life Through Lenses program, he says, “helps each of us to fulfill that portion of our oath.” He adds that it has created goodwill for his practice throughout his community via word-of-mouth, and the satisfaction that comes from serving those we live with who can’t otherwise afford their vision care needs.
Gundersheimer says there may be financial benefits in the form of others hearing about his benevolence, and thus widening his paying patient base, “But truthfully, if this is the motivation for entering into this particular public domain, you are doing it for the wrong reason! The benefits are more emotional, and that is far more rewarding, in my opinion.
“We will continue to avail ourselves of this relationship as long as the Essilor Vision Foundation will continue to provide this amazing program.”

Do It Yourself: Partner with Essilor Vision Foundation

  • CALL YOUR REP. “My advice to anyone who wishes to utilize this program,” says Gundersheimer, “is to contact your Essilor rep and see how easy it would be to help those very deserving individuals out.”
  • NO REP? NO PROB. You don’t have to be an Essilor customer to participate. Create an account here: changinglifethroughlenses.org
  • NOT AN OD? Essilor Vision Foundation’s See Kids Soar program can help your optical retail biz raise funds for kids who can’t afford vision care: evfusa.org/get-involved/see-kids-soar-enrollment
  • TESTIMONIAL. Watch Dr. Gundersheimer discuss his experience with the program here: invisionmag.com/051901
  • SMALL PRINT. EVF will ask you to sign an agreement; among the requirements are an NPI or license number. Patients must be at, or below, the poverty level and without insurance to qualify.

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