eyecare professional magazine january 2010 issue

January 2010 • Volume 4, Issue 25 • www.ECPmag.com

LIGHTWEIGHT EYEWEAR / PAGE 6 DISPENSARY JOB EXPECTATIONS / PAGE 16

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LIGHTWEIGHT EYEWEARHelp keep your patients “light-headed” by offering the latest inExtremely Light Eyewear.by Amy Endo, ABOM, CPOT

STRATEGIC MANAGEMENTIn today’s optical environment, in-depth strategic management is more important than ever.by Warren McDonald, PhD

ECP JOB EXPECTATIONSUnclear job expectations are costly and can hurt the practice’s bottom line.by Ginny Johnson, LDO, ABOC

PROGRESSIVE LENSESKeep up with the latest in Progressives and help your presbyopicpatients see their best.by Carrie Wilson, BS, LDO, ABOAC, NCLEC

THE ART OF MANAGEMENTThere is a certain set of skills that every effective leader should have.by Judy Canty, ABO/NCLE

OPTICAL MYTHSDebunking eleven optical myths that have endured over the years.by Elmer Friedman, OD

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On The Cover:Silhouette®

800-223-0180www.silhouette.com EDITOR/VIEW .....................................................................................................4

MOVERS AND SHAKERS.................................................................................24

OPTICAL DISORDERS.....................................................................................30

DISPENSING OPTICIAN .................................................................................34

ADVERTISER INDEX .......................................................................................46

INDUSTRY QUICK ACCESS ............................................................................47

LAST LOOK .......................................................................................................50

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Publisher/Editor . . . . . . . . . . . . . . . . . . . . . . . Jeff Smith

Production/Graphics Manager. . . . . . . . . . . Bruce S. Drob

Director, Advertising Sales . . . . . . . . . . . . Lynnette Grande

Contributing Writers . . . . . . . . . . . . . . . . . . . Judy Canty,

Dee Carew, Harry Chilinguerian, Timothy Coronis,

Amy Endo, Bob Fesmire, Elmer Friedman, Lindsey Getz,

Ginny Johnson, Jim Magay, Warren McDonald,

Anthony Record, Carrie Wilson

Internet Coordinator . . . . . . . . . . . . . . . . . . . . Terry Adler

Opinions expressed in editorial submissions contributed to EyeCareProfessional Magazine, ECP™ are those of the individual writers exclusivelyand do not necessarily reflect the opinions of EyeCare Professional Magazine,ECP™ its staff, its advertisers, or its readership. EyeCare ProfessionalMagazine, ECP™ assume no responsibility toward independently contributededitorial submissions or any typographical errors, mistakes, misprints, ormissing information within advertising copy.

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EyeCare Professional Magazine, ECP™ is published monthly by OptiCourier, Ltd.Delivered by Third Class Mail Volume 4 Number 25TrademarkSM 1994 by OptiCourier, Ltd.All Rights Reserved.

No part of this magazine may be used or reproduced in anyform or by any means without prior written permission of thepublisher.

OptiCourier, Ltd. makes no warranty of any kind, eitherexpressed, or implied, with regard to the material contained herein.

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Purpose: EyeCare Professional Magazine, ECP™ is a publication dedicated to providing information and resources affecting thefinancial well-being of the Optical Professional both professional-ly and personally. It is committed to introducing a wide array ofproduct and service vendors, national and regional, and the myriad cost savings and benefits they offer.

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Copyright © 2010 by OptiCourier Ltd. All Rights Reserved

EEYECAREPROFESSIONALMagazine

Myopia on the Rise

Editor / viewby Jeff Smith

4 | EEYECAREPROFESSIONAL | JANUARY 2010

Icame across a story last month that you may find of interest. It seems thatoccurrences of myopia have dramatically increased in the United States over the last 30 years.

Between 1999 and 2004, the prevalence of myopia was two-thirds (66%) higherthan it was between 1971 and 1972, according to Susan Vitale, PhD and colleagues,of the National Eye Institute in Bethesda, Md., as reported in the December Issueof Archives of Ophthalmology.

Reuters Health reports that from 1971 to 1972, it was found that about 25 percentof Americans had myopia. Between the period of 1999 to 2004, it increased to 42percent, making the occurrence of myopia 66 percent higher than in the early ‘70s.

Dr. Vitale told ABC News, “While myopia is pretty easily treated, when a lot ofpeople – 40 or 50 million people – it ends up costing the U.S. about $2 to $3 billion annually. So it’s an important problem if it’s on the increase.”

The study did not examine the causes of this drastic increase. Aside from thegenetic component, I would think an obvious reason would be the increased useof digital devices in everyday life. I’m no Ophthalmologist, but as every aspect ofour lives becomes more dependent on reading pixels on a screen (and eventuallyin 3D), I would think the prevalance of nearsightedness will only increase.

Leaving aside ocular dystopian predictions of the future, this month’s issueincludes the usual mix of editorial, education, and entertainment:

Amy Endo introduces the latest in ultra-lightweight eyewear for the New Year.Dr Warren McDonald stresses the importance of detailed, future focused strategicmanagement in today’s optical world.

Ginny Johnson uses her experience as a Mobile Optician to illustrate the need forclearly defined job expectations in order to facilitate a productive work environ-ment. Another essential component to a productive practice is an effective manag-er, as noted by Judy Canty.

It is vital that ECPs stay on top of all the Progressive lenses in the marketplacetoday - says Carrie Wilson - in order to offer the best vision care possible. ElmerFriedman debunks many popular optical myths that have endured over the years.Timothy Coronis emphasizes the importance of listening to your patients in orderto expand your “lens toolbox”.

This is only part of what this month’s issue has to offer, and please remember thatall of our articles are also available online at: www.ecpmag.com.

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EXTREMELYLIGHT

1. Tifosi OpticsThe Tifosi Optics Envy™ is a sunglass you’ll quickly forget you haveon at all. Because the open-framed Envy is made of ultra-tough anddurable Grilamid TR-90 and shatterproof polycarbonate lenses, it islight at just 21 grams. This sunglass also has hydrophilic rubberadjustable temples and nose piece and ventilated lenses for increasedairflow and anti-fog. www.tifosioptics.com

2. LINDBERGThe Spirit collection has now been expanded to include new templedesigns in titanium plate and acetate combined with beautiful newlens shapes. The new temples illustrate LINDBERG’s perfect masteryof the latest and most advanced technologies in which thin eleganttitanium and acetate parts are fused together to form unique eyeweartemples. www.lindberg.com

3. MORELLightec combines brushed stainless steel fronts with airy temples in asanded double-coated acetate finish, giving the product a fluid andmodern appearance. For women: the curvy and gentler shapes of theframe retrace a look with moderate lines and a light contemporaryfeel. The result is perfect harmony of lines and materials, providingmen and women with a light, robust and comfortable product withcharacter. www.morel-france.com

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EYEWEAR

WHAT IS EXTREMELY LIGHTWEIGHT EYEWEAR? It could fall into several categories: beta titanium, pure titanium, stainless steel, 3 piece rimless, and lightweight plastic or nylon, to name just a few. What theyhave in common is their simplicity of design and the fact that they areextremely comfortable to wear and hypoallergenic, while offering endlessscope for color combinations and individual solutions.

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4. ProDesignESSENTIAL 1213-1219: Primarily created to complementsmall to medium sizes, ProDesign now introduces its newjunior/petite adult range. Fashion meets timeless design inperfect balance, stressing that style has no age.www.prodesigndenmark.com

5. Jee ViceSweety: The vintage shape and lively hues add flavor to elegance. The frame has metal accents but is very light and thin to allow for a large field of vision. The shades areavailable in colors White, Black, Purple Fade, and Gold.The dark lenses can also be swapped out with prescriptionlenses at any point. Sweety’s are made with TR90 framematerial, which makes the glasses lighter and more comfortable. www.jeevice.com

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6. BBH EyewearStyle #820542: Available in Plasticand TitanFlex combination,9g only. It comes in three colors:30 Gun/Black, 60 Matte Brown,and 70 Matte Blue, in size:53-19-140. www.bbheyewear.com

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Eastern States Eyewear

The Exces 3064 is one of the signature pieces of the “Don’t BeInvisible” collection, and features TR-90 temples, and a new,highly flexible, easily adjustable material. It is available inblack, green, brown, and burgundy and each temple has aspecific design to match its coloration. www.eseyewear.com

Silhouette

The new Titan Minimal Art Special Edition line boastsunique, retro-futuristic lens shapes to frame their wearer’sface. With two lens styles designed especially for women andtwo others for men, the collection allows each individual toexpress their unique personality. With a deliberately generoussize, the lenses were made with a special coating to create asoft gold or silver sheen, emphasizing the exclusive appeal.www.silhouette.com

Cinzia DesignsWith the success of the current PocketEye collection, comes a second genera-tion filled with new shapes and colorsalong with the addition of a brand newsun reader style. Its telescopic templesand foldable frame come packaged in a compact aluminum case with mirror,making it easy to keep your readers byyour side. www.cinziadesigns.com

Revolution Eyewear

Ed Hardy Lites are a rimless collection from RevolutionEyewear. Ed Hardy Lites are a 3 piece drill mount that usesGrilamid TR90, an extremely lightweight material. The temples have a unique 3 dimensional look. Also, the templeartwork resists staining that might be caused by make-up.www.revolutioneyewear.com

Modo

Linea is Modo’s inspiration for design and color. This innova-tive sub-collection comprises Modo’s most expressive designsand color palettes. Style 4012’s block titanium fronts arematched with beta-titanium temples for extraordinary lightness, matched with flexibility and strength.www.modobiz.com

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support your visionadidas.com/eyewear

sport inspired

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Silver Dollar Optical

Introducing the cld938 from the Club Level Designs collection, this combination rectangle shape frame featuresmemory zyl temples that have the added benefit of springaction temples without the spring. This extremely lightweightframe focuses on comfort, fit and style for the guy on the go.Available in size 50-20-135 and in colors: khaki, chrome and tuxedo. www.silverdollaroptical.com

Tura

The T076 features a stainless steel rectangular shape frontwith linear temple design for a cutting edge look. It’s available in sizes: 52-18-135 & 54-18-140. www.tura.com

MykitaTwo feminine berry shades, purple red and violet, color upMYKITA’s metal collection. Applied in many coats by hand,the new lacquer colors will be available in female modelsAbby, Alma Jodie and Olivia. Alma violet has already provenitself to be a best-seller. 80’s oversize trend setter Roxannealso convinces the younger girls in trendy violet.www.mykita.com

Ray-Ban

RB 8303: These rimless sunglasses boast a front with a highlyoriginal metal bridge: the perfect choice for those who love asleek and simple look. Extremely lightweight and functional,with face-hugging contours, this model guarantees top comfort in any situation. www.ray-ban.com

adidas

Ambition is adidas’ new, sport-inspired ophthalmic collection. Speaking to the active-lifestyle consumer, andincorporating high-end materials and innovative technolo-gies, Ambition delivers the style, durability and comfort that consumers have come to appreciate from adidas Eyewear’ssports performance sun products. All models feature the newHybrid Memory Hinge™. www.adidas.com/eyewear

Combining the best in design, ground-breaking techniques,and high-tech materials, lightweight eyewear have superstrength and flexibility. There are so many possibilities inselecting these frames for your customers. Lightweight eyewear is offered in a variety of colors that can emphasize a cool, trendy statement.

Amy Endo,ABOM, CPOT

[email protected]

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The 21st Century OpticianWarren G. McDonald, PhD

Professor of Health AdministrationReeves School of Business / Methodist University

THIS MONTH we will begin to evaluate a management process that is futurefocused— strategic management.

Many of you have played some level of sports, and will remem-ber your coach developing a strategy that would allow yourteam to be successful. That is our topic for the next few months,developing techniques to assist the Eye Care Professional in thedevelopment of similar strategies.

Most ECPs receive little to no education in management, butare expected to run million dollar organizations by the seat of their pants. It takes more than luck to succeed in today’scompetitive environment, and I hope we can provide a betterunderstanding of the processes involved in the strategic management process in the next few months. And alwaysremember, it is a process, and not a one time activity.

One of my favorite authors, Steven Covey, wrote a book most of you have read called The Seven Habits of Highly EffectivePeople (1989). His book has been utilized by organizations andindividuals countless times to improve efficiency and effective-ness, and this series of articles will attempt to use the conceptsCovey described to provide the contemporary ECP with toolsto help them better understand the need for not just effectiveoperational management (day-to-day activities), but strategicmanagement as well. Strategy is what we use to help us to besuccessful into the future, and we all want our organizations tosucceed beyond today. To get there requires the use of effectivestrategy to accomplish the goals we develop for ourselves, and it takes the entire organization to accomplish the task.

The 7 Habits

Covey studied highly successful people for many years prior towriting the 7 Habits, and found some similarities of those high-ly successful people that are just as important today as they werein 1989. A summary of each of the habits are:

Be Proactive – Organizations and individuals that wait forsomething to happen will never be successful. Covey found that

the thousands of people he studied were all people who madethings happen. They did not wonder what happened, or justtook what came down the pike...they were proactive, and madetheir own luck!

Begin with an end in mind – All of these folks had a thing wecall “VISION”. They were able to see down the road to whatcould be, not what used to be! They developed an idea of wherethey wanted to go and went there.

Put first things first – These highly successful people prioritized, and accomplished the major goals, rather thanbecome bogged down in little details that actually caused themto detour from the path they wanted to walk down.

Think Win-Win – Covey noted that all of the subjects he stud-ied attempted to be fair in all their business and professionalrelationships. They did not take undue advantage of those theydid business with, but were ethical in their dealings. Importantfor any organization is that long-term customers remain withthe organization for a long time. This win-win concept allowsus to better maintain our current patient/customer base andtheir referrals.

STRATEGIC MANAGEMENTFor The Eye Care Professional, Part I

STRATEGIC MANAGEMENTFor The Eye Care Professional, Part I

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JANUARY 2010 | EEYECAREPROFESSIONAL | 13

Seek first to understand and then to be understood – We mustlisten to those we serve. We can learn exactly what the customerwants if we just listen. If not in their best interest, then we canpersuade them to go in another direction with the right expla-nation, but often we spend a lot of time telling patients whatthey need without a clear understanding of their wants. Inmany cases, we lose them to our competitors who may take thetime to more effectively hear them.

Synergize – In organizations, there must be synergy. All theparts must work together to provide maximum efficiency.Individuals who can provide that synergy are the most valuablepeople in the organization.

Sharpen the saw – Covey found that all those he studied tooktime to renew. They spent time with family and friends, andrenewed their personal life through activities outside of work,such as church. He found that the most successful continuallyrenewed their knowledge, and maintained the competitiveadvantage that up-to-date training provides.

Notice that the first three of Covey’s habits are individual innature. The second three have to do with our interactions withothers. And the final...requires the wisdom to know when torenew, either as an organization or an individual. Yes, organiza-tions should renew themselves as well. Organizations may beunable to take a vacation, but they can do many things to put afresh face on the day-to-day operations. Good leaders take thetime to celebrate victories and recognize individuals, helping torenew their organizations.

Many of us never take time to enjoy the fruits of our labor.Covey’s 7 Habits provide a framework for success and I willbase this series of articles on his writings, and try to provide theECP with methods to help guide their future development.Aristotle wrote many years ago that, “We are what we repeated-ly do. Excellence then, is not an act, but a habit”. If we can fol-low Covey’s 7 Habits - we are not guaranteed success - but wecan put ourselves in a much better position to succeed.

The Nature of Strategic Management - What is It?

The health care marketplace is in flux now more than at anyother point in my 56 years, and I suspect more than at anypoint in the history of the United States. The Health CareReform debate rages on, and many think we will see some kindof reform this coming year. Most agree it is necessary, but thedebate on the methods used is significant. That leads us to thetremendous need to a greater strategic focus for all ECPs...largeand small. If we are to even survive, much less thrive, we muststrategically view the landscape. We must prepare for changeseven before they arrive, and strategy is how we accomplish thattask. It is our “crystal ball”.

Strategic Management: The Beginning

Early on, the term long-range planning was used to describethis process. For many years, health care was a stable environment. Things did not change much. Hospitals did 10-year plans and often they saw little change, if any. AfterWWII, the economy became more volatile, and we lookedmore towards strategic planning. The difference is simply this;long-range implies more of a time period approach, whilestrategic planning implies more of a “readiness for change”kind of view with periodic evaluation of the services and products we provide.

Then we began to view the process more as an organization-wide function, and the term strategic management took hold.All facets of the organization, from accounting to engineeringbecame a part of the strategic focus of the organization, versusjust the planning department of old. Now this is not a newterm. In fact, it has been used in health care for over 20 years,but in today’s environment, we must remember that strategiesare now ultra-important to our staying power. Through thisseries, we will investigate the process of strategic managementin-depth and hope that it provides some assistance to you in better managing your organization. ■

Ralph, Robert and Ron CotranRalph, Robert and Ron Cotran

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New catalog features a quality line of stock, pre-printed and custom printed Op-Tags™ and labels. Arch Crownmakes your marketing efforts more attractive before, during andafter the sale with Op-Tags™ and labels. It’s easy to choose the rightOp-Tag™ or label to fit your store’s image.

Turn browsers into buyers with ArchCrown promotional Op-Tags™ and staticcling vinyl labels. Pre-printed promotionalOp-Tags™ and labels are designed to bringspecial attention to sale and new merchan-dise. Promotional Op-Tags™ and labels are acost-effective method of stimulating sales... it’sthe professional way to price and promoteeyewear. Arch Crown has over three decadesof experience in computer pricing and bar codetechnology. Bar code systems are designed inconjunction with software developers in the eyewear and frame industry to provide efficient,usable price tagging and labeling.

Arch Crown has the Op-Tags™ and labels to fit your store’s image. For free samples and new catalog, call toll free 1-800-526-8353 or visit us at Vision Expo East Booth 3307.

Arch Crown Op-Tags™ & Labels plus Bar Code Technology 2010 Catalog

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Essilor International signed an agreement last monthto acquire FGX International Holdings Limited, the lead-ing designer and marketer of non-prescription readingglasses in the U.S. in an all-cash deal valued at approxi-mately $565 million. The all-cash transaction includesthe repayment of FGX’s net debt of approximately $100million. The proposed transaction price represents$19.75 per FGX International share.

Headquartered in Smithfield, Rhode Island, FGXInternational reported 2008 revenue of $256 million,generated mainly in the U.S. and Canada, and hasapproximately 375 full-time employees. Its products,which also include sunglasses, are sold in over 68,000retail locations, including mass merchandisers, drug-stores, ophthalmic retailers and department stores. FGXInternational’s portfolio of eyewear brands include FosterGrant, Magnivision, Angel, Gargoyles, Anarchy,SolarShield, PolarEyes and Corinne McCormack, andalso holds licenses for brands such as Ironman, LeviStrauss Signature, Body Glove and C9 by Champion.

“This acquisition is in line with Essilor’s strategy ofprocuring the resources needed to provide a qualityoffering that covers different eyewear market segmentsaround the world in order to meet a wide range ofneeds. It also strengthens the company’s business baseand enhances its growth prospects,” said HubertSagnieres, Essilor’s COO and CEO designate. “Demandfor non-prescription reading glasses is growing. In addi-tion, the market fits well with our prescription lens busi-ness and is supported by favorable demographic trends.FGX will benefit from our international distribution net-work while we will leverage FGX’s brands and expertiseto deploy this new offering around the world.”

Alec Taylor, CEO of FGX International commented.“This proposed merger is of major significance to FGXInternational. Essilor’s global reach will be of consider-able strategic value to market our products on a world-wide basis and will greatly enhance our competitiveposition. Essilor’s global footprint will allow us to expandour presence in Europe, Asia and other parts of theworld, while continuing to focus on growing our NorthAmerican sales in over-the-counter reading glasses andpopular-priced sunglasses.”

Essilor to Acquire FGX for $565 Million

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Continued on page 18


Some job expectations of ECPs are no-brainers. Everyoneagrees that our patients are top priority. Right?

We always strive to provide them with the best possible visioncare. Don’t we? We like to believe that we go above and beyondour call of duty. Therefore, it’s clear to us why we do what wedo. Isn’t it?

Then why in the optical world are there so many ECPs workingday in and day out “unclear” about their job expectations? A group of adults floundering around in attempt to provideexceptional patient care and retention. That works, right?

I ask ECPs, only to receive vague replies:

“It’s not my job, or at least I don’t think it is, but it might as well be.”

“The person responsible for that job is no longer here, so whoever has time usually tries to take care of it.”

“Nobody cares as long as we get the work done.”

“I figured out a different way to make this work, I just need to run it by the doctor.”

“I think we need to have a meeting soon, we should havealready had one.”

“I’m not sure and I don’t have time to answer your consultingquestions.”

Let’s not forget about the “co-worker blame game”. The gamethat can go on and on with no winners. It is often played infront of patients. There’s no limit to the number of players.I have seen these games end with an exit interview, job abandonment, or even text message job resignation.

“Take this job and shove it, I ain’t working unclear no more!”

Unclear job expectations are costly and can destroy the practice’s bottom line. The results: mistakes, loss of patients,staff turnover, and jeopardized reputations. To try and put dollar amounts on these results would be mind boggling.

Calculators aside, no one in the practice should be exempt fromhaving a copy of their job expectations with purpose on paper.Mental notes work great for some aspects of this industry,so just have your brain transfer those to paper. That way there’slittle chance for confusion or fuzzy visions.

Your practice’s mission statement should be framed and displayed. When what matters to the practice is clear and agreedupon, everyone seems to feel more confident in their ability tomeet and exceed expectations. Open lines of communication inappropriate areas of the practice are essential.

Managing OpticianGinny Johnson, LDO, ABOC

“Take This Job and Shove It, I Ain’t Working Unclear No More...”

THE MORE PRACTICES I frequent as a Mobile Optician, the more I recognize thevast need of clarity on a touchy subject.

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Having frequent mini meetings to discuss the schedule, expec-tations, patient flow, personal computer/cell/text usage willreveal valuable information. Some offices have daily meetings,I must say I greatly admire those that do. Mini meetings aregreat as long as they aren’t spent beating the same dead horse.If a dead horse isn’t removed from the practice, the whole placestinks. Even the patients can smell it. Remember, the patient istop priority. Bury the horse.

Job expectations should represent the way you want yourpatients handled. Avoid ridiculous, humanly impossible work-loads. They do not need to include a long “laundry list” withevery single little task. Don’t hire someone “on a whim” andconstantly change their job expectations.

Use this checklist, and tweak it. Stop “on a whim” behavior.

ECP Job Expectations Checklist

• Make sure to cover the legal bases (HIPAA, FLSA...etc)

• Job Title, Hours, Location, Benefits, Pay Rate

• Mission Statement

• Proper chain of command

• List of Primary Job “Fun”ctions

• Training

• List the machines, tools, and equipment that will be used onthe job

• Explain how the ECP will interact with patients, co-workersand vendors

• Leave room for practice growth and job flexibility

• Review and update

• Sign and date document

• Distribute copy to ECP

Be prepared. Before bringing someone new into the practice,ask the current staff for their input on hiring. Be sure to definethe new hire position to match your practice’s needs. Have theapplicants interview with managers, doctors, and someone theywill be working closely with, if possible.

Make sure your interview questions are legal to ask. Ask open,closed, hypothetical, behavioral and logical questions. Answerall questions that the applicant may have. Check references,check references, and check references. If the applicant makesthe cut, invite them back for shadowing with the practice inaction. If all goes well, sign them up!

Training a new hire properly is essential and not for everyone.Timing is everything. Always be up-front with new hires andlead by example. Current staff likes a chance to put their two

cents in about working in the practice. Make sure to schedule amini meeting to introduce and welcome them. Inform all staffof new hire’s position and answer any questions. Work with thenew hire on reaching a mutual comfort level of their job expectations. The new hire may have optical experience “out ofthe whazoo” but each place of employment is unique in its own way.

Cross training aka job swaping can be an interesting challenge.Training your staff to be proficient at different job “fun”ctionsmay keep the practice running smoothly in the event of avacant position. Notice I said “may”. No one wants to work in aco-worker’s position and be “thrown under the bus” for tryingto help out. Cross training needs to a positive experience for staff members to thrive. Try it to cure staff boredom ordown time (it works fast). It can also reveal hidden talents,increase practice knowledge, help the bottom line and savesomeone’s sanity.

The art of good communication is vital to those in charge ofreprimanding staff members. Have a copy of the ECP’s signeddocuments on hand. Reprimanding should be calm, in private,constructive; not destructive. Unfair or unpredictable treatment usually ends up affecting the entire staff.

The way the staff is treated reflects the way the patients aretreated. All disciplinary action should be documented andsigned. Address all performance problems as quickly as possible. When the boss is aware of the situation and fails toproperly address it, everyone is taking mental notes and comparing them. Not good.

Keeping our language and behavior “office appropriate”is mandatory. That means the entire time you are on the premises and “on the clock”. As ECPs we need to remember thatpatients trust us with their vision needs. That’s a huge responsibility. They select our practice over many others.The average patient visits their eyecare provider every 2 + years.

During that short visit to our practice they are more than likely watching every move we make. Don’t blow your chanceat providing exceptional patient care. At the next mini meetingyou should define “office appropriate”. I know, I know, I amgoing to hear it from some of my colleagues for pushing themini meetings. Would you rather play the guessing game?Everyone in the practice deserves to be “in the know”. ■

“Unclear job expectations arecostly and can destroy the

practice’s bottom line.”

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Luxottica Group and drugstore.com, inc. (a leadingonline retailer of health, beauty, vision, and pharmacyproducts), last month announced a strategic, multi-yearecommerce alliance to expand online access to contactlenses in the North American market.

Valerio Giacobbi, executive vice president, businessdevelopment, Luxottica Group, commented, “This agree-ment is a key step in Luxottica’s goal to increase con-sumers’ awareness of contact lenses as an important visioncare option. Together with annual eye exams and high-quality eyewear and sunglasses, contact lenses are anexcellent alternative for total eye health in a way that suitsconsumers’ differing lifestyles and needs.”

Under this exclusive agreement, Vision Direct, Inc., aleading online contact lens retailer and a wholly-ownedsubsidiary of drugstore.com, will collaborate with LuxotticaGroup to develop branded, contact lens ecommerce sitesfor the company’s North American business, and providecustomer care and fulfillment services. The alliance willenable Luxottica, starting with its retail brands, to offer a

comprehensive solution for consumers to convenientlypurchase contact lenses in-person, by telephone or online.In addition, the two companies will pursue synergies suchas purchasing contact lenses on behalf of the alliance.

Dawn Lepore, CEO and chairman, drugstore.com, inc.,commented, “Luxottica is a market leader and their retailbrands are among the best known in the industry—we arevery pleased to be able to utilize drugstore.com’s ecom-merce platform and our strengths in online technology,marketing, customer care and fulfillment on Luxottica’sbehalf. This alliance represents an unparalleled opportunityto extend our partnership strategy, a key growth driver forthe future, to our vision business. Together we will developa great customer experience that we believe will grow theoverall market for vision products.”

As of Sept. 30, 2009, Luxottica operated 2,939 opticalstores across North America, including LensCrafters andPearle Vision. The new contact lens ecommerce servicesare expected to launch in mid-2010.

Luxottica and drugstore.com Form Alliance to Expand Contact Lens Services in North America

JAN2010.qxd 12/22/09 5:07 PM


VISUALLY, PROGRESSIVE LENSES provide the best vision for all lifestyles; since a progressive has a prescription for all the field of vision in front of the patient, it meets all of theirvisual needs.

These are the same reasons that educated presbyopes are select-ing progressive lenses more and more often. Because of this,ECPs have to be educate themselves on which progressives areout in the marketplace and how they relate to each other interms of design, form and function.

Know the Lens

Believe it or not, there are over 200 progressive lenses on themarket, and a differentiating factor between ECPs is theamount of knowledge they possess that lets them dispense thelens most suitable for the patient’s lifestyle. Although it isimpossible to commit to memory all the advantages and features of every progressive, it is important to recognize andknow lenses manufactured by the larger companies. A few ofthese companies include Seiko, Hoya, Essilor, Signet Armorliteand Shamir.

Seiko

Seiko Optical Products, though it is not well known by con-sumers, is a world leader in the manufacture of progressivelenses and is responsible for many advances in progressive lensdesign. Seiko holds the patent on 100% back surface design,which it utilizes in its Succeed & Supercede free-form lens prod-ucts. According to the manufacturer, these lenses:

“Utilize a perfect sphere on the front surface of the lens, whicheliminates the front curve distortion that is responsible for theswim and sway effect many people experience when wearingPAL lenses. Seiko’s back surface design three-dimensionallyfuses the patient’s entire Rx (sphere, cylinder, axis, add powerand prism) onto the back surface of the lens, creating a visual

experience that cannot be matched by conventional front-sur-face or split surface designs. Seiko PALs also provide intermedi-ate and near zones that are up to 35% wider than conventionalprogressive lenses.” (www.seikoeyewear.com)

Hoya

Hoya has progressives in numerous price points. These progressives include the Hoyalux™ ID, Hoyalux™ ID Lifestyle,Summit and GP Wide. All allow for greater peripheral visionand less distortion, but the most advanced progressive is the ID.The ID is a completely customized lens that follows the naturalpatterns and movement of the eye. The manufacturer states that:

“Our patented Integrated Double Surface Design (IDSD)process shapes the vertical component (which affects magnification and distance) into the front of the lens, and thehorizontal component (which affects the power changes fromside to side) into the back. The two surfaces are then integratedusing Balanced View Control, our computer vision evaluationthat analyzes and corrects any Skew Deformation, ensuring theclearest vision in all directions.”

In other words, vision is more stable. Previous non-adapts dueto distortion or the “swimmy feeling” that sometimes occurswith a progressive should be able to wear the ID without feelingdiscomfort. (www.hoyavision.com)

Essilor

Essilor is one of the most well known lens manufacturers today.Essilor has a wide range or progressives within its family andcan fill up an article just on its own, but it’s important to knowthat they manufacture the Varilux® and DEFINITY® lines, aswell as Natural®, Adaptar®, Accolade™, and Ovation®. Each lens has its own set of fitting rules and advantages.(www.essilorusa.com)

Through the LensCarrie Wilson, BS, LDO, ABOAC, NCLEC

Thinking Progressively:Using PALs to Satisfy Your Patients

PROGRESSIVE LENSES are the lens of choice for presbyopic patients. Cosmetically, progressives provide the patient with visual fields for distance, inter-mediate and near, without the age revealing lines of a flat top bifocal or trifocal.


JAN2010.qxd 12/22/09 2:26 PM

Choose the award-winning design of KODAK Precise® Lenses adapted for small frames. The design is digitally added to the lens mold for accuracy. It provides ample distance and reading areas with smooth power progression for a more natural wearing experience.

Kodak and the Kodak trade dress are trademarks of Kodak, used under license by Signet Armorlite, Inc. Precise Short is a trademark and Precise is a registered trademark of Signet Armorlite, Inc. ©2009 Signet Armorlite, Inc.

WHEN A

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Signet Armorlite

Signet Armorlite’s KODAK Unique Lenses are digitally-createdbackside progressives designed with Vision First Technology™.This technology provides a broad view in a clear distance area,smooth graduation of power for easy adaptation, gentle binocular balance for quick, clear object recognition and visual quality often compared to single vision lens. State-of-the-art technology is applied at each step. Corridor length is selected for each patient’s Rx based on the frame size andshape, monocular PD and fitting height. This ensures the bestoverall visual performance for nearly any B measurement, largeor very small. This lens is available in 50 materials.(www.signetarmorlite.com)

Shamir

Shamir uses a patented manufacturing process called EyePointTechnology®. A type of computerized lens surfacing, it calcu-lates lens performance on multiple surfaces of the lens usingindex, prescription, center thickness, vertex distance as well asother factors. By utilizing this technology, the manufacturerpromises greater peripheral vision and clearer vision.(www.shamirlens.com)

Finding the Answers

With all the different lenses on the market, the ECP is bound tocome up with something new and unusual. When this occurs,there are several resources available to help him or her find theinformation needed.

Online

There are several online communities where eye care profes-sionals can ask and answer questions on progressive lenses, aswell as other topics. The largest of these is Optiboard.

Optiboard.com is an online optical community strictly for theECP. Although there are several forums available, there is onestrictly for progressive lens discussion. Laramy-K Optical(www.laramyk.com) is another valuable resource available tothe ECP. An independent optical laboratory, they have a websitethat has useful tools for identifying progressives. The main toolthey offer is the Interactive Progressive Lens Chart application.It is an interactive lens database that has the progressive lasermarkings along power and adds ranges, as well as materialavailability. ECPs can also find an excellent resource atwww.opticianworks.com.

Publications

The Optical Laboratories Association publishes the ProgressiveLens Identifier Book. This book helps dispensers identify a lenseither by symbol, company, add range, minimum fitting heightor lens name. It also includes a list of Trademarks and recently-discontinued lens designs.

Providing for the Patient

Now that the ECP has the information, it is now up to him orher to pass the information on to the patient in an easy tounderstand format. The most effective way to do this is to useGood, Better, Best, in which the Best is always explained first.When using this format, it is important to take the patient’sprescription, lifestyle, frame selection, and material choice into consideration. See below for an example using the manu-facturers listed above.

Knowledge of the different progressive lines and how they fitand work is essential to the eye care professional. By knowingwhat progressives a patient is currently wearing and how theprogressives in the dispensary compare, the ECP can exceed thepatient’s expectations by providing the best vision possible. ■

JAN2010.qxd 12/22/09 2:27 PM

Drivewear, NuPolar and Image are registered trademarks of Younger Optics, Torrance, CA. Transitions and the swirl are registered trademarks and SOLFX is a trademark of Transitions Optical, Inc.

now available in polycarbonate image®

So advanced they even activate behind thewindshield, Drivewear® Transitions® SOLFX™

lenses provide drivers with the best visual acuityfor the driving task. Drivewear cuts glare andbright sunlight in both driving and outdoor conditions.

Combining NuPolar® polarization andTransitions® Photochromic Technology, these lenses make the driving task safer and more comfortable for all your patients. Available in single vision, Image® progressive and new Flat Top 28 lenses.

For more information for your patients, look for the Drivewear Owner’s Manual with each prescription. Today’s best driving lens is Drivewear.One sunlens for driving, and for living.

Visit www.drivewearlens.com

OVERCAST BEHIND WINDSHIELD BRIGHT LIGHT

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PRODIGY OPTICAL, INC.314 SE Ivy Ave.

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Ph: 877-597-5252Fax: 877-597-5250

younger_0110.qxd 12/21/09 11:08 AM Page 5

24 | EEYECAREPROFESSIONAL |JANUARY 2010

Movers AND ShakersHVHC

Jim Eisen, chief operating officer of Eye CareCenters of America (ECCA) since October2008, moved up to become the 438-storechain’s president last month. In addition,ECCA’s parent company, HVHC, named Jeff Smith, OD, to the new position of executivevice president and chief medical officer,effective Jan. 1. Smith was most recently execu-tive VP of the For Eyes Optical chain. He alsopreviously worked with Luxottica Retail, PearleVision and Cole Managed Vision.

Eisen joined ECCA in June 2008 as executive VP of stores;he was previously with Jo-Ann Stores, and had prior experi-ence as VP of store operations for Luxottica Retail’s licensedbrands operations, formerly Cole Licensed Brands. DavidHolmberg held the title of ECCA president until Eisen tookover that role.

Tifosi OpticsTom Cox has joined Tifosi Optics as Director ofSales & Operations. Cox is a veteran sales executive in the golf, footwear, and sportinggoods industries, having held senior sales andmarketing positions at Bite footwear, AetrexWorldwide Mizuno Golf, Rawlings Sporting

Goods, and Ektelon Racquetball.

Robertson Optical LaboratoriesDavid Provow has joined Robertson OpticalLaboratories of Columbia, SC as lab manager.He is the former director of LabHarmonization of Carl Zeiss Vision, where hewas in charge of standardizing the processes for17 North American and 10 South American

labs. Prior to Zeiss, he was chief operating officer ofRodenstock, North America.

Lou Robinson has started as a new sales representative,serving central and northern Florida forRobertson Optical Laboratories of Atlanta(Loganville), GA. He brings 40 years of experi-ence in the optical industry. Robinson wasrecently employed with Apex OpticalLaboratories of Orlando. Prior to Apex, he was

an independent sales representative with May Optical andRally Optical.

EyeVertiseOptical website developer EyeVertise hasappointed Steven Freed from EyewearTechnology Group as its Sales Representativefor the United States and Canada. EyeVertisecreates websites for OD’s and MD’s to helpthem provide their patients with educational

information and streamline appointment scheduling, alongwith HIPPA approved medical forms to be completed online.

Kenmark GroupKenmark Group’s Sales Award winners for 2009 include: Territory Manager of the Year –Pat Gantt. The Rookie of the Year – DanielleLundquist. The Consistent ExceptionalPerformance – John Mancine. The PioneerAward – Loreen Armaolea. Rising Star Award –

Brenda McMinn. Legend Award – Howard Galkin.

UAB School of OptometryJohn Amos, OD, dean of the University ofAlabama at Birmingham’s School ofOptometry since 2000, announced last monthhe will step down as dean and return to theschool’s faculty on Dec. 31, with plans to retireseveral months later. Amos first joined the UAB

School of Optometry faculty in 1972.

VisionWebChris Rice has joined VisionWeb in the newlycreated position of director of sales, reportingto Ken Engelhart, VisionWeb president andCEO. Prior to joining VisionWeb, Rice held various sales and marketing positions during

11 years with Jobson Medical Information.

Carl Zeiss MeditecDr. Christian Müller is to be appointed as a new member ofthe management board and chief financial officer of Carl ZeissMeditec AG, effective Dec. 15. Müller will succeed BerndHirsch, who left the company at his own request on Nov. 30.Müller, who has a PhD in business administration, began hiscareer with the Carl Zeiss Group in 2002 in the area of audit-ing and risk management.

Jim Eisen Steven Freed

Pat Gantt

John Amos, OD

Chris Rice

Jeff Smith, OD

Tom Cox

David Provow

Lou Robinson

JAN2010.qxd 12/22/09 2:27 PM

otection, UV, Sports Safety, Industrial Safety, Protective Eyewear, Home afety, Vision Protection, UV, Sports Safety, Industrial Safety, Protective yewear, Home Safety, Vision Protection, UV, Sports Safety, Industrial afety, Protective Eyewear, Home Safety, Vision Protection, UV, Sports afety, Industrial Safety, Protective Eyewear, Home Safety, Vision Protection, V, Sports Safety, Industrial Safety, Protective Eyewear, Home Safety, Vision otection, UV, Sports Safety, Industrial Safety, Protective Eyewear, Home afety, Vision Protection, UV, Sports Safety, Industrial Safety, Protective yewear, Home Safety, Vision Protection, UV, Sports Safety, Industrial afety, Protective Eyewear, Home Safety, Vision Protection, UV, Sports afety, Industrial Safety, Protective Eyewear, Home Safety, Vision Protection, V, Sports Safety, Industrial Safety, Protective Eyewear, Home Safety, Vision otection, UV, Sports Safety, Industrial Safety, Protective Eyewear, Home afety, Vision Protection,

The Vision Council’s programs help you enhance your career, your practice and your

community’s vision health. For more information, visit www.thevisioncouncil.org. N E W Y O R K

Learn AboutVision Protection

Friday, March 19

4:00 pm – 6:00 pm>> Priceless Vision: It’s a Trust Thing

Course 2403

To register, visit www.visionexpoeast.com

Eye injuries are the leading cause of vision loss inone eye are the second leading cause of vision loss intwo eyes. Most eye injuries can be prevented and eyecare professionals have the opportunity to help protecttheir patients.

Adding vision protection to your practice can protect your patients’ vision while also expanding your patient base and diversifying your revenue. Did you know:

• Approximately 75 percent of computer usersexperience some form of computer eye strain.

• Each day 2,000 workers receive medical treatment for work related eye injuries.

• Forty-five percent of all disabling eye injuriesoccur at home.

• Every 13 minutes, someone visits an emergencyroom with a sports related eye injury.

By using the “Inquire. Inform. Introduce.” strategyfor each vision protection category you can educate

your patients about vision protection. The VisionCouncil’s Vision Protection Committee is pleased tooffer continuing education on this important strategythrough its course “Priceless Vision: It’s a Trust Thing”on Friday, March 19 from 4:00 pm – 6:00 pm.

This course will review the prevalence of eye injuriesthat occur from sports, around the home and in theworkplace. Home and workplace issues associatedwith computer usage will also be discussed. In addi-tion, ways to educate your staff to make sure yourpatients are protected from the needless loss of sightthat occurs from eye injury will also be outlined.

Be sure to sign up for this exciting new seminar andprovide an important service to your patients.

Priceless Vision: It’s a Trust ThingFriday, March 19, 20104:00 pm – 6:00 pmCourse #2403

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VCA_0110.qxd 12/22/09 3:12 PM Page 1

Win a Dream Vacation Plus Cash & Prizes with Seiko’s Independent

Lab Free-Form Stimulus Package

Seiko Epson Corporation owns the intellectual property rights (patent #6,019,470) in the United States, to produce/distribute/sell/market lenses that combine the toric and

progressive powers onto the back surface (eye side) of the lens. • Transitions and the swirl are registered trademarks of Transitions Optical, Inc., Pinellas Park, FL 33782

Seiko Epson Corporation owns the intellectual property rights (patent #6,019,470) in the United States, to produce/distribute/sell/market lenses that combine the toric and

progressive powers onto the back surface (eye side) of the lens Transitions and the swirl are registered trademarks of Transitions Optical Inc Pinellas Park FL 33782

Rite-Style OpticalOmaha, NE 800-373-3200

The Lens WorkSun Valley, CA 818-771-0055

Winchester OpticalElmira, NY 800-847-9357

Macedon, NY 800-426-9114

US OpticalEast Syracuse, NY 800-445-2773

Rochester OpticalRochester, NY 585-254-0022

Robertson OpticalLoganville, GA 770-554-3000Columbia, SC 803-254-9381Greenville, SC 864-370-2015

Luzerne OpticalWilkes-barre, PA 800-233-9637

Central OpticalYoungstown, OH 800-322-6678

Digital Eye LabHawthorne, NY 888-305-3300

Laramy-KIndianola, IA 800-525-1274

Italee Optical Los Angeles, CA 213-385-8805

Integrity Optics Midland, TX 432-438-0438

*Manufacturing partners listed above. View our complete list of manufacturing & distributing partner labs on our

website at www.seikoeyewear.com

MH Optical Supplies S. Hackensack, NJ 800-445-3090

MJ OpticalOmaha, NE 800-634-9461

Pelican OpticalSarasota, FL 800-862-0966

New Hampshire OpticalConcord, NH 800-852-3717Lewiston, ME 800-288-7997

Nexus Vision GroupCentral Carolina Optical 800-324-4233

National Optical 800-489-5367New South Labs 800-849-0075Optical Supply 877-950-2037

Western Carolina Optical 828-258-1706Wholesale Optical Supply 800-585-2352

Available from these Independent Labs*Patented Back-Surface Free-Form Technology

JAN2010_SEIKO.qxd 12/21/09 11:12 AM Page 2

Win a Dream Vacation Win a Dream Vacation Plus Cash & Prizes with Seiko’s Independent Plus Cash & Prizes with Seiko’s Independent

Lab Free-Form Stimulus PackageLab Free-Form Stimulus PackageFebruary, March & April 2010 • Receive a prize card with every

pair of Seiko Internal Free-Form PAL or 1.67 Super MV Lenses

Receive a scratch-off card with every pair of Seiko Internal Free-Form or double-aspheric 1.67 Super MV single vision lenses that you

purchase from a participating independent lab during the months of February, March & April, 2010. Scratch-off prize: $1 to $100 cash, or

chances to win Seiko watches and clocks. Each card returned will be entered into a drawing for a Hawaii Dream Vacation worth up to $5,000

(grand prize), a flat screen TV (second prize), or $500 American Express Gift Card (third prize). We recommend you save and submit all entries

at the end of the promotion, but no later than May 31, 2010. Cash will be paid by check on or about June 30, 2010. Grand prize drawing held

June 15, 2010. Fraudulent, mutilated, incomplete, or illegible cards will not be honored. We are not responsible for lost, late or misdirected

mail. For complete details, visit www.seikoeyewear.com.

JAN2010_SEIKO.qxd 12/21/09 11:13 AM Page 3


SOME OF US WANT TO BE MANAGERS; some of us don’t.Some of us will be comfortable with the responsibility; some ofus would rather be somewhere else...anywhere else.

Our feelings about management and being in a managementposition are inextricably bound by our experiences with beingmanaged...as an employee, a volunteer, a student or in anynumber of positions where we reported to a higher authority.We share tales of the best and worst of managers, but we focuson the real horror stories. No wonder that when offered a man-agement position, many of us accept with some very real con-cerns about our ability to do the job.

There are many types of managers and management styles anddifferent situations and organizations need different manage-ment styles and skills for their success.

Tough economic times may require a more authoritarian style,while an organization that thrives on creativity may require thisauthoritarian style to be more flexible than usual. A good man-ager has a solid sense of self and self-confidence and is capableof running an office, department or organization. There arecertain skills that are necessary for every manager:

• The ability to identify problems with employees

• Communication and listening skills

• The ability to compromise

• Intelligence

• Creativity

• The discipline to stick to a plan

Yet the most important facet of effective management is theability to lead, to motivate and to bring out the best in everyemployee. An effective leader is fully vested in his or her success,the success of the team and of the organization.

To further define leadership is to break it down into leadershipstyles. Transactional leaders focus on the exchange of resourcesfor work performed. Rewarding good performance and dealing

quickly with poor performance, interpersonal issues and atti-tudes. Transformational leaders are able to instill a sense ofhigher purpose rather than just reaching short-term goals.Developing that inner drive allows employees to excel in theface of obstacles. Transactional leaders will do well enough,however transformational leaders will soar.

When Managers go BAD

We know who they are. We’ve worked for at least one in ourcareers. But do we really know what turns a manager into amicro-manager?

Small Business Resource (www.smbresource.com) definesmicro-management as exercising excessive control of a projector group of people. Unfortunately the point at which controlbecomes excessive is a bit fuzzy. Manager and employee oftenhave different ranges for what they consider to be excessive.

There are many reasons why a manager becomes a micro-man-ager. They can be personality driven or skill driven. Personalitydriven micro-managers may believe that no one can do some-thing as well as he/she can. He or she may be reluctant to pro-vide adequate training, fearing that they may be overshadowedby another employee. While this ego-driven attitude may makethe micro-manager feel indispensable, it often prevents themfrom being promoted. He or she is indispensable only in thatspecific department.

A manager may hire competent people to bring in new ideas orprocesses and then begin to feel threatened by those ideas thatare outside of his or her experience. The competencies thatmade the employee an attractive and potentially valuable assetnow becomes the reason for micro-managing.

“When you’re not a manager, what you produce is your value tothe company,” says Paul Glen, a Los Angeles-based consultant.“When you move into management, you’re rewarded for mak-ing other people more productive rather than producing your-self. You need to redefine that measure of success so you don’tget involved in production anymore.”

Optical ManagementJudy Canty, ABO/NCLE

The Art of ManagementFew of us are “born managers” or “born leaders”. Most of us are promoted into

management positions through hard work and the determination to succeed.

JAN2010.qxd 12/22/09 2:28 PM

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According to Identity Marketing, “The micro-manager lackseither the awareness or the ability to ‘let go’ of this need to control the process, outcome, or people involved.”

The costs of micro-management are high. It can erode anemployee’s sense of self-worth, creating anger and frustration.These feelings of powerlessness will lead to losses in productivi-ty, excessive absenteeism, internal theft and high turnover.It squashes individual accountability and ownership of tasks andcreates a bottleneck that ends at the micro-managers desk. It sti-fles creativity and the ability to develop innovative solutions to problem-solving.

As a middle manager at a large corporate optical retailer, I estimated the cost of recruiting and training a new employee atabout $9,000. That was in the early 1990’s. Imagine what thecosts of high turnover are now.

The Way Back

The key to backing away from micro-management is self-aware-ness and a commitment to changing behaviors. Take time forsome serious introspection to determine how and why theseself-limiting habits have taken root.

Ask for feedback from peers and staff members, keeping in mindthat you may not get the answers you need until you’ve asked mul-tiple times. And for heaven’s sake don’t kill the messenger!

Ask for time with your boss to redefine your role as a managerand what benchmarks you can set to measure your success.Remember that your boss wants you to succeed at least as muchas you do.

Define and understand the differences between being helpfuland meddling by learning to delegate. There is a huge differencebetween being “kept in the loop” and hourly reports. Trust yourstaff to do their jobs.

Being a Great Manager

Create a team. Just like T-ball and Little League, everyone gets toparticipate. Emphasize honesty, trust and respect so that every-one is on the same page with the same goals to reach.

Define the mission. It’s not always about the money. It’s alsoabout being part of something greater than yourself, of knowingthe importance of your job to the success of the mission.

Dispel fear. Encourage creative thinking, by acknowledging thatsometimes things just go wrong. The important thing is to con-tinue to think. Sometimes you need to allow the team to “fallforward” until the goal is reached.

Be a coach. Teach, encourage and correct, but most importantlylead by example. Offer the skills you have when they’re needed.Understand that your skills are just another set of tools.

Allow employees to “out-grow” their jobs. Encourage educationand self-improvement. Cross-train at every opportunity. ■

JAN2010.qxd 12/22/09 2:29 PM



Optical DisordersSharon Shepherd, ABOC, NCLE

The most common form is the partial orcomplete absence of the iris which usuallyaffects both eyes. The iris is the colored area of the eye surrounding the pupil andregulates the amount of light entering theeye. The word aniridia is derived from Greek meaning an– “without” and -iridia “iris”.

Unlike some other congenital defects, aniridia only requires themutated gene be carried by just one parent for the condition todevelop in the fetus. The gene remains dominant at that pointwith a 50% chance of being given to each child born to that parent carrying the mutation. Found in about 1 out of every60,000 to 90,000 live births, parents often become concernedwhen the pupils of the child are very large, and do not constrictwith changes in light intensity. Aniridia can be diagnosed witha simple eye examination by an ophthalmologist. A thoroughdilated examination to include refraction, intraocular pressure,and a detailed look at the retina are all necessary to establish thepresence of aniridia and to observe any other structures of theeye that are affected.

With the under development of the eye, patients are left proneto numerous ocular anomalies, which can have a profoundeffect on daily life and even cause permanent loss of visualcapacity if not diagnosed, treated, and continuously monitored.

Nystagmus: an involuntary movement of the eyes. The intensi-ty and direction of the movement can vary greatly in each individual who suffers from it.

Cataracts: a clouding of the lens of the eye. This condition canbe treated with surgery, replacing the clouded lens with a newman made lens.

Glaucoma: an increase in the pressure of the eye, glaucoma cancause permanent vision loss if not treated due to damage to the optic nerve from the excessive pressure. Once glaucomadevelops, the increase in pressure causes damage to an alreadyundeveloped optic nerve. Treatments include drops, oral medication, and in some cases surgery where a drain is made or inserted to allow proper circulation and drainage of fluid inthe eye.

Amblyopia: a loss of vision in the weaker of the two eyes.

Ocular hypoplasia: an under development of structures ofthe eye including, the fovea, retina, and optic nerve. Thepatient’s ability to process images correctly through the entireneurologic route is affected. For example, foveal hypoplasia willgive the patient little or no ability to see details such as someone’s facial features.

Corneal opacifications: a clouding of the cornea, this can happen over time and requires surgical intervention in the wayof a corneal transplant. Like other organ transplants, cornealtransplants can fail due to rejection by the body.

Microcornea: is an unusual thin and flat cornea, which makesfitting and wearing of contact lenses very difficult.

As aniridic children age into adulthood, they will be faced withslowly declining vision as the condition progresses, along withthe natural aging of the eye. This occurs not from the aniridia

Aniridia is a rare congenital condition where a mutation of thePAX 6 gene on the 11th chromosome causes the under

development of the eye and other body systems.

Aniridia

JAN2010.qxd 12/22/09 2:29 PM

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itself, but from the ocular complications that usually occur likethe ones listed above. Although it varies with individuals, thevisual acuity of an aniridic is commonly 20/200, monocular (ineach eye) and considered legally blind. Use of low vision aidsallows the patient to retain personal independence and self-sufficiency in the world. Numerous options are available withitems such as Close Circuit Television (CCTV), large printbooks, and magnifiers, to name a few. Some feel that evenlearning to read Braille will maintain and encourage adaptationto everyday life activities. These services are available throughseveral organizations on the local, state, and national levels.Many of these services are covered by government and someprivate insurance companies.

The condition of aniridia can also effect adequate developmentof other body systems, causing further medical complications.Many suffer from intellectual impairments like mental retarda-tion and physical impairments such as glucose intolerance,leading to a predisposition for diabetes and the complicationsassociated with diabetes.

It is extremely important that any problems stemming fromsystemic complications are treated promptly to prevent furtherdecline of an already difficult medical status. Below averageverbal and olfactory processing is a common finding in thosewith aniridia. With dysnomia, the patient is unable to recallcommon words from memory even though they thoroughly understand the meaning of the word.

In patients with dysosmia, they are unable to distinguishbetween different scents and in many instances the detectedscent is conveyed incorrectly to the brain. It is crucial thatpatients be closely monitored for malignant tumors of theadrenal gland in the kidney, known as Wilm’s tumor. Generallythese tumors often happen in children before the age of 5 yearsand are rare in adults. Careful monitoring is absolutely essential during childhood for this type of tumor. They are fre-quently tested, approximately every six months, by ultrasoundto determine if tumors are present.

In some instances, the cornea has enough stability that a con-tact lens can be used. The lens can decrease the oxygen transferand therefore should only be used if the health of the corneacan be maintained at a safe level. There is risk of abrasion of thecornea or conjunctiva with the use of contact lenses.This should also be carefully evaluated by the doctor to see ifcontact lenses are a possibility for the patient. If contact lensesare an option for the patient, many ophthalmologists opt for atinted lens that will “black out” the pupil further.

The contact lens acts in the same capacity as a sunglass lens,controlling the amount of light entering the eye and givingmuch needed relief to chronic photophobia. These lenses are

usually a special order from certain contact lens manufacturersand can be costly and are not always covered by insurance.Another type of contact lens can be used as a bandage.This means that the contact lens provides a protective layer onthe cornea, allowing some relief for the patient. Bandage contact lenses are usually fit very flat to form a tight seal.Careful monitoring of the cornea with a bandage contact lensmust be done to ensure that there is an adequate exchange ofoxygen and tears.

A cure is not yet available for aniridia, but treatment optionsare numerous and range from glasses and contact lenses (for some) to medication and surgical intervention. Those withaniridia should have genetic testing soon after diagnosis;this will affect the opportunity of that child having their ownchildren in later years. Artificial lens implants are being used tocontrol the size of the pupil to alleviate photophobia, alongwith providing a more cosmetically appealing presence of theeyes. This biosynthetic implant is inserted into the stump of theiris and attached, thus producing a black iris and building apupil that is more normal in appearance. The amount of lightentering the eye is more controlled, allowing the patient somerelief from photophobia.

There are ongoing studies in the UK where stem cells frompatients, relatives, and even cadavers are harvested and growninto sheets within the laboratory. These cells are then implant-ed onto the cornea with the expectation of giving a resurgenceof cell growth to thin corneas, allowing stabilization. Scientistsare not completely sure how, but the results so far from thisstudy are very promising.

The study has shown that the implanted cells motivated thegrowth of stem cells found in the patient’s own bone marrow.Through the bloodstream, the new cells are transferred to thelimbic stem cells of the eye, located underneath the lids, wherenew growth was initiated. Limbic cells keep the cornea healthyand clear, thus allowing new development of cells take place.This development can give relief to the pain of an aniridiccornea due to thinning, erosion, and clouding. This possiblycould be another alternative to the painful and sometimesunsuccessful corneal transplant that some aniridic patients areforced to endure.

The eye care professional should have a basic understanding ofa patient’s condition to better assist the patient in making asound choice in eye wear or in the fitting of contact lenses. It isimportant to know how the patient views the world aroundthem and to have appropriate expectations. Most aniridicpatients can wear glasses to assist with some retrieval of visualacuity. Glasses with a dark tint will also help the patient whenventuring outside in sunlight and can also offer an added UVprotection. ■

JAN2010.qxd 12/23/09 11:57 AM

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When giving recommendations, using a “one size fits all”approach would be the verbal equivalent of using the same pliers for every adjustment. This may work for a while, buteventually is bound to leave some people under served.

I’d like to share with you some feedback I received in a round-about way from a somewhat unusual source. The followingstory can serve as an opportunity to re-examine a few strategies,and help paint a few things in a different light.

My Neighbor

My neighbor and I get together a few mornings each week towalk our dogs. We go down to a local café and, weather permitting, we sit at the outdoor tables. It’s a quiet time of day,and we usually share our current goings-on. As I’m sure youknow, word gets out quickly that you are an eyecare profession-al, and before you know it you find yourself listening to yourneighbors’ concerns about vision and their eyewear.Sometimes, friends and acquaintances provide us with half thestory, so we recognize the value of remaining neutral to theirretellings of events.

Over the course of several walks, my neighbor mentioned hiseyewear buying experiences to me, gauging my reaction, I’msure. I did my best to play devil’s advocate, diplomaticallyavoiding judgments, for as long as I could – but more and moreexamples kept being brought to me via my neighbor’s voice.

It began with wrap eyewear. I often see my neighbor on hisbicycle, where a pair of prescription wrap eyewear or sunwear isessential equipment, just like his helmet, or his cycling shoeswith spaces where his pedal attachments fit into the soles ofthe shoes.

As ECPs, we often struggle to gently yet firmly impress onpatients that eyewear is important equipment for a specialtysport application. This time, that wasn’t a challenge. He wasalready on board. There were other things that made this

conversation a little unique: I was getting the story from thecustomer’s side, and the customer kept coming back to me over the fence, over coffee, and with fresh examples over thesummer.

Investigating Needs

My neighbor asked me if he was unique because he had donesome investigating online, he related some difficulty finding a sturdy pair of sunglasses frames that could provide wrap benefits and also double as an everyday pair, and he wantedsomething that would make sense both on and off his bicycle.I told him this was a bit of a specific request, and suggested thathe’d find the best match to his needs by speaking face to facewith an Optician.

This is where our conversations began to get more interesting.My neighbor’s rebuttal was that he felt he had done his share ofthe work, researching online. He felt “under-investigated in hisneeds,” when visiting Optical shops. It is hard to argue with aguy who does homework before shopping, and here he wastelling me he felt that eyecare professionals hadn’t explored his needs.

Oftentimes, dispensers are required to walk a fine line between patients wanting information and patients wantingless talk. It may be helpful to keep in mind that people often dosome of their own research; much of that research is from websites with user generated content (such as customerreviews), and as a result of this, our role is that of the consultant. We have a depth of knowledge in a field seen by thepublic as very specialized – eyecare.

He explained that the small amount of investigating done bythe Opticians he worked with felt inconsistent with the largeamount of research he had done himself. This was my cue to doless talking and more of the listening. He told me that he’dasked about eyeglasses for biking, and that several options werepitched to him before the individual realized he had asked for

Dispensing OpticianTimothy Coronis, ABOC-NCLE

Listen to your NeighborSpend a little time keeping current with eyecare professional literature, and you’ll likelycome across the useful metaphor of a “lens toolbox.” This toolbox is what allows you to

identify the needs of your customer and match them to the most appropriate lens.


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bicycling glasses, and not motorcycling glasses. It is easier thanyou might think to continue a conversation without first mak-ing sure you and the patient are talking about the same thing.At this point, patient confidence can become lost.

Remember the lesson we learn from progressives. It’s unwise togive each patient the same spiel, or else our explanationbecomes a monologue. Each of us has had the experience oflosing the patient without realizing it. Hopefully, a co-workerstepped in and helped us. Here is an example you may find use-

ful: dispensers typically develop a “speech” about progressivelenses early in their career. As the dispenser develops theirknowledge base, their ability to communicate develops as well.As dispensers become able to recommend the right options topatients based on that patient’s needs, the explanation theyprovide about progressives becomes tailored to that particularaudience as well.

Twenty-Five Feet from a Bicycle

We continued our walks with our dogs. My neighbor was excit-ed one morning; he’d placed an order for a pair of wrap sun-glasses. It was a specialty lens, sturdy like he wanted, but sleekenough to be worn “more than twenty-five feet from his bicy-cle, without anyone laughing at me,” as he said. (I’d never heardthat one before.)

This caused me to rethink a few things as a dispenser. Maybesome patients didn’t want their sport-specific eyewear to havean overly sporty look. He asked me if there were lots of requestsfor frames that could perform like athletic frames, while stillbeing suitable for everyday wear. This gave me something tothink about. Safety frames often resemble dress eyewear, whynot sport frames?

Don’t Play the Blame Game

A few days later, he told me his order had been cancelled. Thecancellation didn’t bother him, but he felt unhappy with theexplanation. He’d been called and told that the line of frameswould no longer be available to the dispensary. My neighborfelt that the Optician leaving this message spent a long timemaking the supplier the bad guy, and not the office. This forced

me to mentally review my last telephone calls to patients. HadI made them feel cared for? Could I have altered my message tomake them feel the service they were receiving was superior?

Upside Down Transaction

My neighbor told me too much information was revealed,enough to make the whole transaction feel upside down tohim. When I asked for an explanation, he said too much wasmade about the dispensary’s situation, and not enough information collected about his situation, and needs. I quietlytook a sip of coffee and thought.

Summer continued, and vacation time rolled around. Whenmy neighbor told me he’d gone away to the lake and his friendhad decided to buy new eyeglasses while on vacation, I could-n’t help thinking I’d heard this one before.

He told me he asked about a dispenser’s education and foundout they were a Certified Optician. When he asked about a cos-metic recommendation, the dispenser allegedly said to him,“I’ve been doing this long enough to know not to answer that.”I asked my neighbor if this was the kind of advice his friend hadbeen looking for, and he said yes. I told my neighbor that thedispensing Optician might have felt that the two people askinghis opinion wanted to hear different things.

Making Cosmetic Recommendations

While we each have our own individual idea of style, it’s impor-tant to remember that cosmetic recommendations are notmerely a matter of opinion. Although we have different opin-ions about what looks good, there are a few guiding points thatgo a long way to making a qualified, confident recommenda-tion.

Generally, we interpret our customer’s preference from thethings they tell as well as their present appearance. They mayindicate a desire for a frame to be seen or for eyeglasses thatrecede. Here’s a useful trick for choosing a frame that fadesaway: look closely at the person’s hair color and see if younotice any highlights or light shades and pick a frame the sameas or lighter than this color. Alternatively, the frames canbecome more noticeable, through color or angles or design.

Some of the scenarios my neighbor brought to me were a littleuncomfortable to hear, but ultimately, they were useful com-ments for refining one’s approach to patient interaction regard-ing eyeglasses.

My neighbor and I agreed to meet for another walk with thedogs a few days later, and the conversation drifted away fromeyeglasses and onto other topics. I value his input, and I hopeyou do, too. ■

“It is hard to argue with a guy whodoes homework before shopping,and here he was telling me he feltthat eyecare professionals hadn’t

explored his needs.”

JAN2010.qxd 12/22/09 2:31 PM

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TLC Vision Corporation announced last month that ithas reached an agreement with the holders of a majorityof the company’s senior secured debt to restructure itsbalance sheet.

To expedite its financial restructuring, which includesa pre-arranged plan of reorganization, the company andtwo of its wholly owned subsidiaries, TLC Vision (USA)Corporation and TLC Management Services Inc., havefiled voluntary petitions under Chapter 11 of the U.S.Bankruptcy Code in the United States Bankruptcy Courtfor the District of Delaware. Additionally, the company is seeking a recognition of its Chapter 11 filing in a casethat it is commencing in the Ontario Superior Court ofJustice under the Canadian Companies’ CreditorsArrangement Act. No other company operations, affiliates or subsidiaries—including its TLC Laser EyeCenters—are involved in the filing.

TLCVision said clinical care for patients continueswithout change or interruption and they will continue tohonor the TLC Lifetime Commitment. The company alsosaid the filing will not affect its on-going commitments tocurrent employees.

“This proceeding will enable us to continue providingour surgeons and eyecare professionals with the tools,technologies and services they need to deliver high-qual-ity patient care,” said Jim Tiffany, TLCVision presidentand COO. “After evaluating a number of strategic alternatives with our board of directors and advisors, wedecided that restructuring our debt through court protec-tion was the best way to preserve the value of our busi-ness. We expect to emerge swiftly from Chapter 11 witha stronger balance sheet and able to better capitalize onour industry leadership position.”

The company reached an agreement with a group ofits senior secured lenders on a Chapter 11 plan of reor-ganization that provides for the following: a conversionof certain of the funded indebtedness to 100 percent ofthe new equity of TLC Vision (USA) Corporation, whichwill emerge as a privately held company; reinstatementof the balance of the funded indebtedness on restruc-tured terms and conditions; payments to employees andcritical vendors in the ordinary course of business; anddistributions to certain secured and unsecured creditors.

TLCVision Files Chapter 11Reorganization; Operations Continue

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FILM GOERS were recently treated to a movie whose themecentered around men in the military who could stare at a goatand kill it. During the Medieval ages a particularly damagingresult could come from an individual who exhibited a muscleimbalance, corneal leucoma or any other striking, abnormalappearance of the eye.

An applicable curse could be expected when exposed to such a person with an unlucky ocular appearance. One may beafflicted with bad luck, disease, and even death. Some believethat a person, not vicious in any way, can harm adults, children,livestock or a possession merely by looking at them with envy.Experts say that the term, “evil eye” is misleading since no oneintentionally “cursed” the victim.

It only implied that his/her gaze remained focused on the subject, person, animal or possession too darned long. At last,the evil eye story has proved to be more myth than fact. Yet, inthese modern times there exists many false ideas concerning theeyes, vision and eye glasses. This is as good a time as any toexpunge the myths and present the facts.

For example:

#1- SQUINTING will not make your vision worsen; however itis a symptom of the possible need for eye glasses. By narrowingthe lids it allows a concentration of the central rays that enterthe narrowed pupil. Side effects, such as headaches, may resultfrom the muscle stress around the eyes and face.

#2 - POOR LIGHTING while reading will not harm the vision.However, better vision occurs when adequate light enhances thefocus and allows the retina to do its job. Also, straining to seesmall print is uncomfortable but will not cause lasting damage.The proper spectacle prescription often alleviates the problem.

#3 - SITTING TOO CLOSE to the TV or computer monitor fora prolonged period of time causes only temporary after effects.Often, the TV or computer screen is inaccurate and operatorstend not to blink, adding a dry eye symptom to the problem. Itis recommended that frequent breaks be taken so that excessivenear point concentration can be relaxed. Children tend to sitclose to the TV without damaging the eyes, since their range ofaccommodation is great enough to handle the situation.There is a theory that children tend to want the TV and reading

Second GlanceElmer Friedman, OD

The belief of an “evil eye” by many people in many parts of the world is a myththat just won’t die. We know that an intense gaze can cause the innocent recipientto feel uncomfortable and strangely affected.

JAN2010.qxd 12/22/09 2:31 PM

material closer because of the psychological effect of learningmore by inserting one’s whole self into the act. That being said,we must never overlook the possibility of a refractive error play-ing its part in the problem.

#4 - WE INHERIT the same eye problems as our parents?Genetic eye problems may occur from time to time but it’s notan absolute rule. There may be more of a risk but not a guaran-tee. Glaucoma has a high rate of risk through inheritance. Highrefractive errors in parents may also be handed down to the chil-dren as dominant genes. On the other hand, cataracts have nobasis related to inheritance and its occurrence can be consideredrandom.

#5 - AGING PROBLEMS do not necessarily mean that worsen-ing vision cannot be helped. Some changes are inevitable, suchas cases of cataracts in our elderly population. It is merely a nor-mal aging change similar to graying hair and stiff joints. Today,cataract surgery is considered commonplace and almost fool-proof. In addition to research concerning cataract prevention,there are other helpful hints for better vision. Good dietaryhabits, no smoking, control of sugar and cholesterol levels arethose items that are high on the prevention list. LASIK surgeryand eye wear help to round out the means toward better vision.

#6 - EATING CARROTS is part of a good dietary habit butingesting a barrel full per day will not give you the eagle eyevision a person hopes for. Vitamin A deficiency may trouble thevision but an excess of that vitamin will not enhance the visionfurther and may cause some systemic distress. Foods that helpthe eyes include: Dark green veggies like, spinach and broccoliwhich contains lutein, a substance which has been found toinhibit the development of macular degeneration. It is alsofound in egg yolks.

#7- EYE EXERCISES may or might not improve vision. Certainprofessionally designed exercises are often used in cases ofyoungsters who have exhibited symptoms of convergence oraccommodative insufficiency. Adults do not seem to respond tooreadily to this course of action. The exercise regimen demands acommitment of a good deal of time and effort. This is anotheraspect of visual correction wherein success cannot be guaran-teed. There are patented, commercially driven eye exercise sys-tems that exist. They insist that their exercises will help peopleget rid of their glasses. The system has been criticized and shownto merit no scientific support whatsoever. There are programs toteach patients with certain defects to utilize the vision whichremains. The central axis of vision may be moved by the patientto allow a more receptive part of the retina to function.

#8 - PROLONGED USE OF EYEGLASSES does not make visionworse. A patient doesn’t become dependent on spectacles since


JAN2010.qxd 12/22/09 2:32 PM


the physiology of the eye does not change. However, expectedaging will play a role in natural changes. Progressive myopia,presbyopia and induced changes from cataract or diabetes pro-duce changes not due to wearing of spectacles. These arechanges that would have occurred notwithstanding the wear-ing of eye glasses beforehand.

#9 - NOT WEARING GLASSES will not cause the eyesight todeteriorate quicker. The world will remain out of focus withoutglasses. The patient will squint and strain but no lasting dam-age results. The eye itself is unaffected. That being the case,there is no valid reason for a patient to believe that spectaclecorrection will reduce the vision itself. By not wearing glasses adisservice is caused to the person requiring the correction.

#10 - CHILDREN WITH CROSSED OR LAZY EYE requirespecial attention and therapy. Those who believe that interven-tion is unnecessary and that the children will outgrow thesedefects are wrong. Permanent damage could result by belief inthis fiction. These problems should be addressed quickly.Crossed eyes prevent single, binocular, simultaneous visionand the loss of depth perception. The earlier these matters arerecognized, the better are our chances for restoring normalvision. A favorite method for early treatment of a “lazy” eye isthe use of a patch over the better eye to force increased visualskill in the affected eye.

#11- NO PROBLEMS, NO EXAM is not the recommendedavenue to pursue. It is not acceptable to skip a child’s first exambecause no abnormality is observed. Some feel that by the ageof three years it is a good idea to start a regimen of regular eyeexams. In this manner, early diagnosis and treatment of visionproblems saves immeasurable grief later in life. Many nurseryschools conduct screenings of children. Some of these are accu-rate and some fall short of what is needed. Some school nursesare not aware of what constitutes a good screening program.The children wish to perform well and will often cheat by peer-ing past the occluder allowing them to see the chart unencum-bered. Eye care professionals feel that parental and teacherobservation has more validity than simple screenings. A pro-fessional eye exam also brings out the possibility of a medicalfamily history of eye problems. ■

“Even when the facts are available, most people seem to prefer the legendand refuse to believe the truth when it in any way dislodges the myth.”

John Mason Brown: SATURDAY REVIEW

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Advertiser IndexADVERTISER PAGE # PHONE # WEB SITE

21st Century Optics 51 800-221-4170 www.21stcenturyoptics.com

adidas 9 800-626-8684 www.adidas.com/eyewear

Arch Crown INSIDE FRONT COVER 800-526-8353 www.ArchCrown.com

Balester Optical 5 800-233-8373 www.balester.com

CNS Frame Displays 14 877-274-9300 www.framesdisplays.com

Custom Optical Laboratories 33 800-241-5322 —

Eagle Optical Inc. 37 708-474-3500 —

EyeBase–Mountain Computer 38 800-364-3930 www.eyebase.net

Eyeego 49 518-487-1550 www.eyeego.com

Eyevertise 46 847-202-1411 www.EyeVertise.com

FreeForm Optical Lab 41 212-431-2919 www.freeformopticallab.com

FEA Industries 21, 43 800-327-2002 www.feaind.com

Grimes Optical 47 800-749-8427 www.grimesoptical.com

LBI 39 800-423-5175 www.lbieyewear.com

Luzerne Optical 35 800-233-9637 www.luzerneoptical.com

My Vision Express 47 877-882-7456 www.myvisionexpress.com

Nassau Vision Group 39 800-668-2411 www.nassau247.com

ADVERTISER PAGE # PHONE # WEB SITE

National Lens 15, 45 866-923-5600 www.national-lens.com

Nellerk Contact Lens Cases 49 607-748-2166 —

Nupolar 11 800-366-5367 www.nupolar.com

Opticom 42 800-678-4266 www.opticom-inc.com

Optogenics 29 800-678-4225 www.optogenics.com

OptoWest 2010 19 800-877-5738 www.optowest.com

Prodigy Optical 23 800-323-2487 —

Robertson Optical 17 800-929-2765 www.robertsonoptical.com

SEIKO Eyewear 26, 27 800-235-LENS www.seikoeyewear.com

Silhouette FRONT COVER 800-223-0180 www.silhouette.com

Tech-Optics 47 800-678-4277 www.techopticsinternational.com

Three Rivers Optical 31 800-756-2020 www.3riversoptical.com

US Optical 13 800-445-2773 www.usoptical.com

Vision Council 25 866-826-0290 www.thevisioncouncil.org

Vision Expo East 44 800-811-7151 www.visionexpoeast.com

Vision Systems Inc. 48 866-934-1030 www.Patternless.com

Vogue Eyewear BACK COVER 800-500-LENS www.vogue-eyewear.com


Don’t Forget to Tell Our Advertisers You Saw it in EYECARE PROFESSIONAL Magazine

JAN2010.qxd 12/23/09 2:45 PM


ACCESSORIES • CASES • CONTACT LENSES • DISPLAYS • DISTRIBUTORS • EDGING SERVICES • FRAMES / CLIP-ON SETSEQUIPMENT (NEW / USED) • HELP WANTED / BUSINESS SALES • INSTRUMENTS • PACKAGING • MANUFACTURERS

INDUSTRY QUICK ACCESS EEYECAREPROFESSIONALTo advertise please call 8

00

.91

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.ecpmag.com

TEL. 1-800-386-9196 / +45 7021 5530

• Photochromic Coating Technology

• High Index 1.67

• Exceptional fading speed

• Available in Single Vision andKODAK Unique Progressive Lens

The powerful, fast-reactivephotochromic lens.

www.corning.com/ophthalmic

JAN2010.qxd 12/22/09 9:56 AM



Balester Optical is a full-service,independent wholesale optical

laboratory. We are committed to providing you with quality products

and excellent customer service.We maintain a state-of-the-art

laboratory, including two in-houseanti-reflective coating systems.

Toll Free: 1-800-233-8373Fax: 1-800-548-3487www.balester.com

INDUSTRY QUICK ACCESS EEYECAREPROFESSIONALTo

adv

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Drivewear lensesuniquely combine two of themost advanced technologiesfound in the industry today:Transitions™ PhotochromicTechnology and NuPolar®

polarization. Drivewear is thefirst polarized photochromiclens to darken behind the

windshield of a car.

www.drivewearlens.comStep into Three RiversOptical’s “O” Zone.

Our “Free” Lens Series offersone-of-a-kind bifocal designsthat fill a void in the opticalindustry. With our unique,

patented “Round Seg” technology, your patients will experience the best

in bifocal lenses.

Get in the “O” Zone Today

800.756.2020www.threeriversoptical.com

OPTOGENICS= In House ARsTel: 800-678-4225Fax: 800-343-3925

VSP, VCP, VBA approvedFree UPS pick-up (min. 3 Rx’s)

➧ $2 Credit for ALL e-orders placed on Optogenics.com

➧ $3 Credit for ALL AR e-orders placed on Optogenics.com

➧ 24/7 extra e-order $$

OPTOGENICSwe make eyeglasses

Go to Optogenics.comfor more special offers!

Green Bay, WI 54308800-678-4266/Fax 920-965-3203

email: [email protected]

Click, click, click, your lens order is done.

Use one website to order all of your stock lenses electronically. With no usage or ordering fees!

SALES REPS WANTED NATIONWIDE (Except for Southern California)

WHEN SKILLED HANDS usingstate of the art technology come

together the result is precision bench work. We pride

ourselves in producing edge workthat is light years ahead of our

competition.

(800) 221-4170www.21stcenturyoptics.com

WANTEDOld Plastic (Zyl) Frames

Dear old timers, clean out your oldframe cabinets. Give us your old,your dusty, your frames that don’t

sell and we will pay for it. Call us andtell us what you have and we will pay

in advance, including pick up.Cedarhurst Fashion Opticians,

Cedarhurst, NY

Email: [email protected]: (516) 569-2888

K-Mars Optical is seeking regional sales representatives for a rapidly growing product line –

Our Frame and Lenses Packages.

Contact:Dan, 1-800-296-1551 x121

The Premier Laboratory for

In House DigitalFreeForm Lenses

JAN2010.qxd 12/23/09 11:07 AM


Op-Tags™, Labels & Bar Code Systems...

Your most cost effective merchandising tools!

Arch Crown, Inc.460 Hillside AvenueHillside, NJ 07205

Toll Free: 1-800-526-8353Fax: 973-731-2228

e-mail: [email protected]

INC.

TM

Rudy is Sport RX. Rudy Project is Italian for cutting

edge technology and innovations inplano & RX eyewear/sunwear.Increase your sales to athletes!

Contact us.www.rudyprojectusa.com or

888-860-7597

National LensAmerica’s Leading Discount

Contact Lens Distributor

Phone 1-866-923-5600Fax 1-866-923-5601

www.national-lens.com

Framedisplays.comis the leading provider of opticalframe displays for ophthalmic

dispensing professionals. Productsinclude optical eyewear and

sunglass displays in addition tolockable, rotating, standing, wall

mount and slatwall frame displays.Call 877.274.9300

for info and catalog.

LOW PRICE LEADER SINCE 1949

Factory Direct Savings on Fully Stitched Slip-in Cases

Clamshell Cases Lowest Pricesin the Industry

Molded Plastic & Children’s Cases

Huge Saving on Microfiber CleaningCloths and Spray Cleaner

Call: 800 249-1058See our complete case catalog at:

http://www.LBI.biz

INDUSTRY QUICK ACCESS EEYECAREPROFESSIONALTo advertise please call 8

00

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4.4

32

2, or visit w

ww

.ecpmag.com

NELLERKCONTACT LENS CASESNELLERKCONTACT LENS CASES

9¢ONLYEACH

12¢ per unit Printed!

607-748-2166 Fax: 607-748-2273

A case with a double lock & your name imprinted on it!


CEABO/NCLE APPROVEDCONTINUING EDUCATIONDry Eyes and Its Effects on Contact Lens Wear$12.99 for 1 NCLE Credit Hour

Available at: www.ecpmag.com/CETake the course online and receive your certificate within 5 days!

RECONDITIONED SPECIALS!!EdgersBriot Accura CX RC . . . . . . . $13,950Essilor Gamma RC . . . . . . . $12,950Essilor Kappa RC . . . . . . . . . $17,950

Safety bevels and Grooves!

InstrumentsReichert Keratometer . . . . . . . . $595Chart Projectors starting at . . . . . $395Marco Radiuscope . . . . . . . . . . $695

Optical Finish Equipment and SuppliesGrimes Optical Equipment

Co.800-749-8427

www.grimesoptical.com

SALES HELP WANTED• Experienced Sales Reps• Top commissions• Many Territories Available

If you are tired of working for a company who doesn’t appreciate what

you do then give us a shot.

Fax a Resume to 800-756-0034Attn. Steve Seibert

F E A Industries, Inc.FULL SERVICE LABORATORY

A/R AND MIRROR COATINGS

Tel: 800-327-2002

Fax: 800-955-7770

WEBSITE www.feaind.com

• Videos

• Invoice Lookup

• On-line Ordering

• Real time job tracking

• Account Statements and balances

• Technical & Processing Information

And more.......Print too small? We sell PALs.

JAN2010.qxd 12/22/09 10:59 AM


LUXURY AND QUALITY are not always synonymous, I’mreminded of the early days of designer frames when AmericanOptical had Oscar De La Renta under contract and produced aline of frames under that famous nameplate. I asked an AOframe guy, “Did Oscar actually design these?” and the answerwas, “He might have walked through the parking lot inSouthbridge once.” The frames, though nice – were no differentin construction or material than the regular AO line of framesalbeit with a fancy logo on the temple.

My point is quality – and AO frames were of the highest quality – is not always the same as luxury.

One interesting trend concerning designer label products is thatalthough in the past they have been regarded as elitist and generally the province of the rich and wealthy, the deep reces-sion that started to bite in the United States in 2008 saw thou-sands of women’s designer label fashion items making their wayinto recycle stores online. Labels like Ralph Lauren, Zac Posenand Chanel were now affordable to the general population.Some labels that have sold in leading retail stores for thousandsof dollars could now be bought for hundreds of dollars.

An additional business trend within the ‘designer label’industry has seen the general accessibility of the brands increasethrough increased affordability. This creates a paradox for thelabels in question: By reducing their prices and increasing theirmarket size, they increase their profit and customer base.

However, in doing so, they alienate their extremely affluent customers who appreciate the social status accorded to them bythe designer brands. This causes many of the more affluent customers to continually seek out new brands and rely less onthose that are excessively commercialized – thus eventuallyleading to new designer brands. The rise of the internet has provided customers access to designers and brands that they

would have otherwise not known about through online commerce, for example through sites such as Boticca.comor Amazon.com.

We have seen this in our store where discriminating clientsforego the more common designer names and are eager to hearof new finds unearthed on our buying trips.

These may be the people that the French semioticianBaudrillard was especially interested in. He stated that, “the cultural mystique added to objects by advertising, whichencourages consumers to purchase them as aids to the construction of their personal identity.”

We sell Quality and Luxury. Our luxe products are of first linequality and all of our offerings meet stringent quality standardswhether luxurious or not.

An example is a comparison between Tifosi and Mont Blancsunglasses. The Tifosi is 1/5th of the price of the MB, howeverthey both have great quality. The product features of the MBmake it worth the extra money – (Heavy duty gold platedframe, carbon fiber temples – incredible optics) things thatcan’t be duplicated at a lower price. When you look closely atboth the differences are apparent.

An Amadeus frame compared to a Morel product from Franceshows the effect of clever design combined with great materialsand yet the Amadeus remains a great value though 1/3rd the cost.

To paraphrase the words of British Conservative Party LeaderDavid Cameron:

“It’s not just about the quantity of money, but the quality of life.” ■

Last LookJim Magay, RDO

Luxury vs. QualityLuxury vs. QualityWhat’s the difference? To some luxury can be a symbol of conspicuous consumption –

think diamond studded doggy collars or a gold plated Lamborghini. To others it can be 5 or 6 houses (think John McCain).

JAN2010.qxd 12/22/09 2:36 PM

21st Century Optics47-00 33rd St., Long Island City, NY 11101 (800) 221-4170

53 Brown Ave., Springfield, NJ (800) 672-1096www.21stcenturyoptics.com / www.quickcareframerepair.com

Xtreme AR™ is a registered trademark of 21st Century Optics. Crizal, Crizal Alizé, Crizal Avancé are registered trademarks of Essilor International.

CLEANABILITY ★★★★★ ★★★★ ★★★★

SCRATCHRESISTANCE

FRONT★★★★★ ★★★★ ★★★★

SCRATCHRESISTANCE

BACK★★★★★ ★★★★ ★★★★

DURABILITY ★★★★★ ★★★★ ★★★

AVAILABILITY ★★★★ ★★★★ ★★★★★

™

$28.98includes

Two Year Warranty

Has just added a3rd Choice!

™

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eyecare professional magazine january 2010 issue

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