EYE CLINICS
Repeat Visits and Optical Counter Sales in an Eye Clinic
A regular patient came for glasses two years ago and has not been seen since. The clinic knows her number, but nobody has called. Meanwhile, the optical counter holds frames bought last year that no customer has ever picked up or asked about.
We work on the clinic's business routines: repeat-visit lists, refraction room time, how the optical counter is stocked and priced, how staff are paid and what the owner reads weekly. Examination, prescription and clinical decisions remain with your optometrists and doctors.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01Patients come back for spectacles and review only when they feel a problem, and the clinic has no list showing who has not visited in a long time.
- 02The refraction room is used inconsistently because optometrists and doctors each book their own way, and patients wait while a room sits empty.
- 03Frames are bought on a supplier's visit and priced by eye, so some sit unsold for a year and others sell out the week they are bought.
- 04Lenses are ordered from a lab for each job, and delays or remakes are not logged, so the cost of errors never appears on one sheet.
- 05The optical counter staff earn a fixed salary with no incentive, while the clinic's best margin comes from the products they handle least.
OUR FOCUS AREAS
Where the work
usually starts.
- 01A repeat-patient list by last visit date, grouped by those due at six, twelve and twenty-four months
- 02Refraction room hours booked against hours open, for each optometrist
- 03Frame stock by price band, age on the shelf and sales in the last quarter
- 04Lens jobs sent to the lab, with promised date, delivery date and remake reason
- 05Optical counter margin by product type, with a floor below which discounts stop
- 06A simple incentive on the counter sale that rewards margin and not only volume
- 07Customer pickup reminders when finished spectacles are ready
START THIS WEEK
Things you can do
before you call anyone.
- Take one hundred patient records from two years ago and tick which have visited again. Write the number. The remainder are your first recall list, and the count tells you what it is worth.
- Hypothetical example: a frame bought for ₹900 and priced at ₹1,800 earns ₹900. If it sits for fourteen months, the money tied up could have been used elsewhere. Sort your shelf by age.
- For one week, log every spectacle job that came back late from the lab, with the reason. At week end, call the lab and read the list to them.
A PRACTICAL ENGAGEMENT
Start with the priorities
that matter most.
We begin by understanding how your business runs today, find the gaps, and agree the scope in writing. Recommendations are shaped around your team, your resources and your goals.
- A recall list layout, with weekly calling targets and a script for the front desk
- A frame stock and ageing sheet with a rule for markdown and reorder
- A lens-job tracker covering lab, promised date, delivery and remake
- A counter incentive note written for your owner approval, with an example calculation
Not the right fit when: Settle first any complaint about a diagnosis, a registration problem for the optometrist or a lab dispute needing a professional. A clinic that has not yet opened has no recall list to build.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
