LASIK AND REFRACTIVE SURGERY CENTRES
Pricing, Counselling and Laser Time in a Refractive Centre
A software engineer visits for a screening, takes the brochure home and compares three centres for two months. The laser at the clinic runs only two days a week, and the counsellor has left the engineer's number in an old register.
We help the owner with business routines: laser and theatre time, counsellor follow-up over a long decision cycle, package pricing, finance arrangements and the weekly sheet. Candidacy, surgical choices and what the centre may claim stay with your surgeons and the regulator.
Discuss your priorities ↗COMMON CHALLENGES
The pressures
we often see.
- 01The laser is the biggest fixed cost, but it is booked for surgery on two or three days, and the centre has never looked at what else could fill the other days.
- 02Prospects take weeks or months to decide, and the follow-up is a single call after the screening, so many drift away without a reason being recorded.
- 03Packages list a fixed price, but add-on tests, drops and follow-up visits are charged separately, and patients feel misled at billing.
- 04Finance or instalment options are arranged through outside lenders, and the front desk explains terms differently each time.
- 05Screening visits bring in no fee yet use technician and optometrist time, and nobody has counted the cost of those who never return.
OUR FOCUS AREAS
Where the work
usually starts.
- 01Laser hours used per week against hours available, split by surgery days and idle days
- 02Screening-to-surgery conversion by counsellor, and the reason given when a prospect declines
- 03A follow-up calendar spaced across the weeks a prospect is likely to take, with a short log of each call
- 04A package breakdown showing every item that is included and every item that is billed extra
- 05Finance partners' terms collected on one sheet that the desk reads from
- 06Cost of a screening visit in staff time, against the number that become surgeries
- 07Surgeon and optometrist schedule matched to laser days so patients are not rebooked
START THIS WEEK
Things you can do
before you call anyone.
- List the screening visits from three months ago. Mark which converted. For those that did not, note how many were called more than once. You will probably see a pattern.
- Hypothetical example: if the laser is available thirty hours a week and runs twelve, it is at forty percent. Ask which days could be used for additional lists or for consultations.
- Read your package sheet aloud to a staff member who is not in sales. Note every question they ask and add the answers to the sheet.
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 counselling and follow-up plan covering the weeks after a screening, with a log for each prospect
- A one-page package and price sheet that includes the extras, ready to hand over
- A laser-time sheet for the owner showing used and idle hours each week
- A short note on finance options for the desk, describing terms as supplied by the lenders
Not the right fit when: Hold this if a complaint about a surgical result, a question on advertising claims or a licensing matter is open. Qualified professionals or the regulator decide those. A centre without a laser yet has nothing to schedule.
Explore a business audit ↗LET’S MOVE YOUR BUSINESS FORWARD
