eyecare professional magazine january 2014 issue

LUXURY EYEWEAR / PAGE 6 — FIVE RESOLUTIONS FOR DISPENSERS / PAGE 14

January 2014 • Volume 8, Issue 72 • www.ECPmag.com

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LUXURY EYEWEARAppeal to your most fashion conscious patients by offering the latest in luxury eyewear.by ECP Staff

HIGH END SUCCESSSome tips on how to increase your sales in the burgeoning luxuryeyewear market.by Lindsey Getz

NEW YEAR’S RESOLUTIONSListing five New Year’s resolutions to help get dispensers offto a great start in 2014.by Cliff Capriola, Practice Management Consultant

YEAR IN REVIEW FOR LENSESReviewing the past year in lens technologies and innovations,and what to expect in the future.by John Seegers, M.Ed., LDO

HEAD INJURIES, CTE AND VISIONECP’s should be aware that patients who have sustained headinjuries may experience vision problems.by Jason Smith, OD

MICRO FIBER MANAGEMENTAfter years of trial and error, I think I discovered the best way to clean my patient’s lenses.by Jim Magay, RDO

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EYECAREPROFESSIONALMagazine

Features

Departments

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EDITOR / VIEW ....................................................................................................4

MANAGING OPTICIAN.....................................................................................18

MOVERS AND SHAKERS ..................................................................................21

DISPENSING OPTICIAN...................................................................................24

MOBILE OPTICIAN ...........................................................................................26

SECOND GLANCE..............................................................................................34

ADVERTISER INDEX .........................................................................................39

INDUSTRY QUICK ACCESS..............................................................................40

Cont

ents

On The Cover:REVOLUTION EYEWEAR1.800.986.0010www.RevolutionEyewear.com

JANUARY2014

Vol. 8Issue 72

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Publisher/Editor. . . . . . . . . . . . . . . . . . . . . . . . . Jeff SmithProduction/Graphics Manager . . . . . . . . . . . Bruce S. Drob

Contributing WritersMary Armstrong, Judy Canty, Cliff Capriola, Elmer Friedman, Lindsey Getz, Renee Jacobs, Ginny Johnson, Jim Magay, Corrie Pelc, Anthony Record, John Seegers, Jason Smith

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

Opinions expressed in editorial submissions contributed to EyeCareProfessional Magazine, ECP™ are those of the individual writers exclusively and do not necessarily reflect the opinions of EyeCareProfessional Magazine, ECP™ its staff, its advertisers, or its reader-ship. EyeCare Professional Magazine, ECP™ assume no responsibilitytoward independently contributed editorial submissions or any typographical errors, mistakes, misprints, or missing informationwithin advertising copy.

ADVERTISING & SALES(215) 355-6444 • (800) 914-4322

EDITORIAL OFFICES111 E. Pennsylvania Blvd.Feasterville, PA 19053 (215) 355-6444 • Fax (215) [email protected]

EyeCare Professional Magazine, ECP™ is published monthly by OptiCourier, Ltd.Delivered by Third Class Mail Volume 8 Number 72TrademarkSM 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.

OptiCourier, Ltd. is not responsible for any errors and omissions,typographical, clerical and otherwise. The possibility of errorsdoes exist with respect to anything printed herein.

It shall not be construed that OptiCourier, Ltd. endorses, pro-motes, subsidizes, advocates or is an agent or representative forany of the products, services or individuals in this publication.

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MagazineEEYECAREPROFESSIONAL

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The benefits of AR Coating – both to the patient and the practice’s bottomline, are readily apparent to the average ECP. But something is clearly gettinglost in translation during the dispensing process.

This may not seem to be the case for your practice, but the numbers speakfor themselves. According to The Vision Council, only around 30% of U.S.eyewear features AR Coating, compared to over 50% for the rest of the world.

Years ago, the only coatings readily available were UV protection and scratchcoat. With polycarbonate, and later many of the high index plastic lenses, thesewere either unneeded or considered a relatively expensive option.Unfortunately, that caused the development of an attitude of presenting theseoptions as not really necessary, if at all.

When AR was first introduced, there were several problems associated with it that gave the coating a bad reputation. They were prone to crazing (thincracks), cratering (pits), and even peeling. They were difficult to clean and delicate, so special attention when cleaning the lenses had to be observed toavoid scratches. Advances in coating chemistry and manufacturing have all but eliminated these problems.

The benefits of the coating are obvious when compared to a non-coatedlens. The coated lens appears cleaner and clearer, in most cases dramatically so.Because little of the light is reflected back, the lens appears to disappear, andwith the proper frame selection, the appearance of wearing glasses is almosteliminated.

Another benefit, perhaps the most significant to the patient, is not so obvious until they actually wear the lenses. Because more light passes throughthe lens without being reflected off, overall vision is improved. Colors are more vivid, contrast is improved so reading is less tiring, and low light vision is improved.

But if all that is not enough to convince you to recommend AR, there is one more benefit: when driving at night, the dangerous glare of incomingheadlights is all but eliminated. While the headlight will still be bright, it willbe a bright spot rather than a blinding globe. Tell that to a long time eyeglasswearer and you’ve got a sale.

One of the keys to presenting these rather complex coatings is to keep thepresentation simple, use language the patient can relate to, and take advantageof any demonstration aids you might have available. Of course, if you weareyeglasses, they most certainly should have AR on them.

Wouldn’t it be nice to be able to offer your patient clarity, cleanability,and scratch protection, all with a multi-year warranty? So, how do you sell premium AR? Simple – tell them the benefits! ■

Anti-Reflective Awareness

EDITOR / VIEW

Jeff Smith, Publisher

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3. MORELLIGHTEC 2014 Sun Collection: stylish, polarized sunswith high-tech credentials. This inaugural collection is

made up of four models available in three colors each.Shapes are feminine and easy to wear and maintain an

edgy, sophisticated appearance. Design and cuttingedge technology are combined for superior protection

and comfort. www.morel-france.com

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1. LINDBERGLINDBERG Precious consists of frames with solid 18-carat gold,platinum, diamonds and buffalo horn and is one of the mostexclusive international eyewear collections. The frames arehand-made and individually crafted to fit the wearer’s face. Theminimalist and lightweight design is particularly well suited forprecious metals. www.lindberg.com

2. CLARITI EYEWEARMonalisa STYLE M8876: The deep burgundy color with beautiful gold and crystal accents will highlight your classic elegance and adorn your signature style.www.claritieyewear.com

EYEWEAR & SUNWEAR

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4. CAVIARNew in 2014 is the fabulous Caviar 1830, which has a classic “Princess Diana” feel. www.caviarframes.com

5. VIVAThe MARCIANO Eyewear Spring 2014 collection combinesfinely crafted materials and luxurious styling creating chicand refined silhouettes. Abstract elements are seen in thehandcrafted acetates adorned with exquisite Swarovski crystal detailing, while dual-toned metals and sleekdesigns express a simple elegance. www.vivagroup.com

6. BCBGMAXAZRIABCBGMAXAZRIA Celeste: The lightweight, flat metal wayfarer is heavy on style. This retro inspired frame ismodernized through a fashion forward stud bar design on its temporal edges. The rich & colorful temple materialsmake Celeste a standout beauty. Available in Black, BlueSlate, and Wine. www.cvoptical.com

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REVOLUTION EYEWEAR

Robert Graham eyewear will offer high quality craftsmanshipand sophisticated silhouettes, along with infusing iconic fabric and trim designs to reflect the essential characteristicsof the brand’s American Eclectic spirit. There will be sevenophthalmic and ten sunglasses for the first collection.www.revolutioneyewear.com

TREVI COLISEUM

Trevi Coliseum Eyewear Cotton Club Carbon Fiber Line is constructed of the newest space age materials and definesthe concept of style, quality and luxury. Made of carbon fiberwith rubberized temples for lightweight comfort, extremestrength and adjustability, Model CC280 is available in Black Gun, Black and White Black (shown). Made in Italyand backed by a two year warranty. Sold exclusivelyin North America by National Lens. www.national-lens.com

PLAN B EYEWEARThe Glacée 6696 takes smooth sophistication to the next level. Beautiful swooping temples create artful movement leading up to the beautiful roundedfront. The 6696 (shown in Red & Ivory) is made fromhigh quality metal, and features a smooth matte finish. www.planbeyewear.com

SERENGETI

Brera: The defining feature of the sunglasses in the newSerengeti Signature collection is a hinge made with anancient practice known as lost-wax casting. A labor intensive,multi-step process that requires the use of the finest metalsand alloys – in this case, copper beryllium – lost-wax castingallows for a level of finish detail nearly impossible to achievewith more common mass-production techniques.www.serengeti-eyewear.com

MARCOLIN

Montblanc brings the finest European craftsmanship to theclassic aviator style, combining a shiny metal front and temples with authentic water buffalo horn (MB458s). Theenamel on the double ring and the Montblanc emblem complete a piece of eyewear designed for the person whoenjoys iconic designs made from the finest materials.Available in shiny dark grey metal with striped black hornand rose gold metal with honey-colored striped horn.www.marcolinusa.com

Plan B Eyewear – The Glacée 6696


“We are thrilled to partner with Revolution Eyewearand further extend our product offering within theworld of Robert Graham,” said Michael Buckley, ChiefExecutive Officer of Robert Graham. “Their attention to detail is unparalleled, and together we will createproduct that is distinctively unique in the marketplace.”

“I couldn’t be more excited.” said Gary Martin,President/CEO of Revolution Eyewear Inc. “I believeRobert Graham and Revolution will create a collection of eyewear that will resonate globally. We love bringingdifferent, incredibly creative ideas into the optical marketplace as we have done time after time. Our history of creating high quality products with creativeflair is what I am most proud of.”

“The American Eclectic vibe and the majesty of theRobert Graham Brand, leads me to believe that we aresetting out on a mission to create a classic collectionthat will become a staple in every optical retailer operating today,” continued Martin. “We are celebratingour 20th Anniversary in 2013, and couldn’t be moreproud to add Robert Graham to our brand portfolio.”

Robert Graham eyewear will offer high quality craftsmanship and sophisticated silhouettes, along withintegrating iconic fabric and trim designs to reflect theessential characteristics of the brand’s American Eclectic spirit.

Robert Graham Signs License with Revolution Eyewear

ROBERT GRAHAM has announced a new partnership with REVOLUTION EYEWEAR. This deal marks the entrance of eyewear to round out the men’s product range of RobertGraham, including sportswear, premium denim, furnishings, accessories, and outerwear.

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MODERN OPTICAL

The A350 from the Modern Art Collection: Retro meets glamin this handmade zyl frame that will whisk her from office toevening. Multifaceted baguettes, delicately placed in thefront corners and temples, accentuate her feminine, elegantstyle. Available in Black, Brown and Burgundy, in size 53-16-140. www.modernoptical.com

CLASSIQUE EYEWEAR

William Morris Black Label is a luxury eyewear collectioninspired by the iconic looks of famous personalities from the60’s and 70’s. The collection is designed for sophisticatedmen and women who seek that distinguished, iconic lookcoupled with superior quality, fine detailing, and excellencein design. Styles are classic, refined, and stylish, and arereflective of the latest trends on the London scene fashionrunways. www.classique-eyewear.com

EASTERN STATES EYEWEARThe 5399 is one of the standout piecesof Eastern States Eyewear’s latest Divarelease. A modern shape with a classictwist, this style is graced with lovelyAustrian Swarovski Crystal adornments.It is available in four rich color combinations ranging from translucent grey-rose to Forest Green-Cognac.www.eseeyewear.com

A&A OPTICAL

Jimmy Crystal Impulse shimmers with elegant design andtwo tone color scheme. The semi-rimless frame is accentedby four sparkling crystal spheres which gradate from dark tolight in color. Impulse is available in two colors. The blackframe, accented by white acetate, features a gradation ofquartz and jet stones. The brown frame, accented by orangeacetate flickers with light and smoked topaz SwarovskiCrystals. www.aaopticalco.com

MATCH EYEWEAR

Adrianne Vittadini model AV1132 is a semi rimless Italianmade design with a metal front that has an end-piece that isadorned with Swarovski crystals for a touch of luxury. A tasteful AV logo is inset within the richly colored acetatetemples. AV1132 is offered in three colors such as Violet,Gunmetal with Burgundy temples, and Brown in eyesize51/18/135. www.matcheyewear.com


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ATips for Luxury Success

A report from Bain & Company (amanagement consulting firm) shows thatthere is definite growth in the luxury seg-ment. While it holds a lot of opportunity,the key to success is not only attracting theright buyer and having the right productbut also fulfilling a sales experience thathelps seal the deal. We take a closer look atthe Who, What, and How of selling luxuryframes to help give you the best chance atsuccess.

WHO

Success in the luxury market meansattracting the right customer. In order todo this, you should know who the luxurycustomer is. It appears that a new luxurycustomer has emerged in the market andis the one you want to target. While thefinancial news is reporting rebounds inconsumer spending, Pam Danziger, a luxury expert and president of UnityMarketing says that the post-recessiongrowth is not occurring uniformly acrossall economic segments. Instead it is theaffluent consumer who is spending more.More specifically, it is those falling into thesegment of the economic structure knownas HENRYs (High Earnings, Not Rich Yet)that have increased their spending themost. This group makes between $100,000and $249,999 per year.

“I think the most important shift in theeconomy at large is the growing impor-tance of the affluent in driving the recov-ery,” says Danziger, who recently authoredthe Luxury Report 2013 with research anddata covering the luxury market over thelast five years. “The middle-class andlower-income folks have greatly reduced

spending power, due to tax changes,unemployment, etc., so the affluent are theheavy-lifters behind the good news aboutretail and consumer spending growth.”

But Danziger says that the “ultra-afflu-ent” segment (those earning over $250,000per year) have actually cut back on luxuryaccessories like jewelry and watches. So it’struly the HENRY group that is ideal totarget for eyewear. This group aspires tohave “nice things.” They are often youngprofessionals and they care about howthey look and what brands they choose towear.

WHAT

So what is it that luxury consumerswant to buy? There is no doubt that theyvalue accessories. The recent report onluxury from Bain & Company also found

that the luxury clothing and accessoriesmarket is set to reach almost $300 billionthis year. Luxury consumers want top-of-the-line watches, perfumes, cosmetics, andof course eyewear. A HENRY is not goingto wear a designer suit, top-of-the-linedress shoes, and a brand-name cologne,and then select a cheap pair of frames.Think of the eyewear as a piece of theiroverall look—and pitch it that way.

Traditionally luxury buyers have beeninterested in brand recognition. They alsotend to be brand-loyal. If they love theirCoach purse, for instance, they mightdesire a pair of Coach sunglasses to match.But luxury consumers also care greatlyabout quality. Handcrafted frames usingexotic wood or beautifully placed preciousstones or diamonds are likely to attract theeye of your luxury buyer. Talk about thematerials used to entice your buyer. And

OPTICAL MARKETING

Lindsey Getz

There is great opportunity for optical dispensers in the luxury market.

12 E Y E C A R E P R O F E S S I O N A L

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when you’re handling frames, handle themlike they’re a piece of fine jewelry. Holdthem delicately and encourage the buyer todo the same. It’s all about setting the tone ofmaking a luxury sale. You have to show thebuyer that the frames are worth theirexpensive price tag.

HOW

Now that you know who the luxury customer is and what it is that he or she is looking for, the big question is how willyou make the sale? Attracting the buyer andhaving the right product are importantparts of the puzzle but actually making thesale is going to depend on how well youpresent the frames and handle the salespitch. It’s important to recognize that theluxury consumer is also buying into the“experience” during their frame selectionprocess. Keep in mind that these consumersare used to shopping at stores where theyget one-on-one attention and top-notchcustomer service. If you’re going to success-fully sell to your affluent patients it’s important to recognize that their shoppingexperience in your dispensary will be amajor factor in what they buy—andwhether they return. Keep these points inmind to improve their experience:

Don’t Rush. Never rush the selectionprocess. The luxury consumer enjoys looking at all of the options and carefullymaking their decision. Give them time tolook around and never make them feelunder pressure. The luxury consumer oftenwants to feel like they’re your top priorityand that they’re not competing for yourattention. Try to find a way to meet theirneeds without completely ignoring yourother patients.

A Flawless Presentation. If you have a$500 pair of frames sitting on the same trayor frame stand as frames in low pricepoints, you’re doing a great disservice to thepositioning of your luxury brands. Makethese frames look extra-special. Make themlook like they should cost more than theother frames around them. Your displayshould look flawless—well-cleaned (noth-ing devalues the frames more than puttingthem on a dirty display tray), showcasedwith proper lighting, and arrangedthoughtfully. Use nice fabrics like velvet orsatin on the display trays of your top framesto add to the high-end presentation. And besure to pay attention to the frames or lensesas well. Smudged lenses can certainlydetract from the presentation.

Perfect Your Pitch. If they’re planning tospend a lot of their money on your prod-ucts, your luxury consumers are going toexpect you to know your stuff. Know all ofthe key details about your luxury frameselection. Point out design elements andframe features that make the eyewear“worth” its cost.

As you consider these points, recognizethat sometimes it’s the small details thatreally do matter to your luxury customers.Things like extra customer attention orhandling the frame delicately may seemminor but they all go hand-in-hand to formulate a high-end buying experience.It certainly helps to understand the whoand what of the luxury market so that youcan execute the how. “Understanding thecomplex behavior exhibited by affluents isthe first step in capitalizing upon this brightspot in the U.S. economy,” says Danziger.

As you understand these things and make even minor changes to your practiceand your sales pitch you may just find thatyou can hit a home run with your luxuryclientele. �

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1. CHART A COURSE

Every business plan has to start with a realistic self-appraisal of the previous year,including financial goals met or missed,staff performance, identification of prac-tice strengths & weaknesses, and identify-ing the causes of both any problem areasand strengths. Unfortunately, too manyeye care practices find it all too easy to getcaught up in the everyday stresses of doingbusiness and lose sight of where they arenow, where they are heading and why. Oras the street grifters in New Orleans say tothe tourists, “I bet you five dollars I can tellyou where you got your shoes at.” Thewager accepted, the grifter replies “you got your shoes on your feet, you fool,”snatching the five dollars and disappearinginto the crowd.

It’s fairly easy to set goals, but over theyears we have noticed that the practiceswhich are successful in meeting their goalsalso have a plan to reach those goals; andthey share their plan and their goals withtheir staff.

Financial Goals – assuming you set goalsfor 2013; your practice management soft-ware should provide the numbers necessaryto see how far over or below the practiceperformed in relation to your goals. Thereis no shortage of practice metrics publishedon the web and in trade magazines, buthere is a list of what we feel are the coremetrics important to every practice.

• Gross revenue• Net income• OD hours worked

• Staff hours worked• Total patient visits• New patient visits• Medical eye care visits• Eye exam revenue• Medical revenue• Frame sales• Lens sales• Contact lens sales• 3rd party (insurance) revenue• Cash revenue

From these numbers you can figure theimportant ratios, such as percentage of newpatients to total patients, percentage of rev-enue coming from the optical dispensary,and many others. You can also drill downdeeper into the numbers to find productpercentages in the optical and other infor-mation which will tell you the overallhealth of your practice.

In projecting growth for the upcomingyear, an independent OD will grow onaverage between 2% and 6% per year;growth of 1% or less is an indication ofserious problems in the practice, andgrowth of 7% or more is considered excellent.

Staff Performance Reviews – these can be asource of tension between management

and staff, or they can be an opportunity formutual understanding and improvement.

We have developed a 2-page employeeappraisal for the doctor or manager to fillout, while the employee fills out the sameform as an employee self-appraisal. Thetwo then sit down for a short period oftime and discuss their findings; there areusually some surprises on both sides.These appraisal forms keep the doctor/manager in charge while allowing theemployee to have some input into the management of the practice. Just email meat [email protected] and I will forwardcopies of the form for your informationand/or use.

2. GET A CREW

Are you happy and satisfied with your current staffing as it is now? If you haverecently concluded your annual employeeevaluations, it might be a good time tomake any necessary changes if they willimprove your practice. Like it or not,increases in managed care results in yourstaff having more and more influence onyour patients’ perception of your practice.

Also, your personal perception of the prac-tice is not necessarily the perception your

PRACTICE MANAGEMENT

Cliff Capriola, Practice Management Consultant

14 E Y E C A R E P R O F E S S I O N A LContinued on page 16

5 New Year’s Resolutions for 2014

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patients have. Try to see your practicethrough your patients’ eyes: remember thatthey visit your practice for only about anhour or so every one or two years. Theirvisit takes up a significant portion of theirday, it may be stressful, and they are usuallyspending hundreds of dollars on glassesand/or contact lenses. Knowing this, areyou happy and satisfied with the attitudesand professionalism of your staff?Hopefully, your answer would be yes...

One of the misconceptions we had to dealwith as consultants was that we were thereto make wholesale changes in the staffingof the practice. In fact, nothing could befurther from the truth. In almost twentyyears of consulting we have only recom-mended terminating three employees, andin each case they were stealing moneyand/or equipment from the practice. Wewould go in assuming the staffing wouldremain the same; we concerned ourselveswith raising the overall education and workhabits of each individual staff member toimprove patient care.

That said, there were instances where doc-tors would put up with bad attitudesamong their staff for far too long, and forreasons such as being members of the samechurch or being distantly related to theemployee. Again, we would advise them totake a step back and look at the situationfrom the point of view of their patients: Isa staff member’s negative attitude obviousto patients? Is it negatively affecting otherstaff members? If so, then turnover wouldbe a good thing.

One last thought on the subject: have younoticed how the most successful practicestend to bring along many staff membersfor continuing education at the state &regional optometric shows? Have you everconsidered that perhaps the continuingtraining of their staff is one of the reasonsfor their success, and not one of the results?

3. MANAGE YOUR MANAGED CARE PLANS

Far too many doctors sign up for justabout every plan that crosses their desk, orbecause the doctor down the street signedup, no matter what the reimbursements orthe number of potential patients to be

covered. Remember, vision insurance is atwo-way street; the administrators of theplan need you as a provider when they goout and market their plan to local indus-tries. Take the time to evaluate how muchincome the plan might bring in. Youalready should know what your averageincome per patient is currently; comparethat with what the plan brings to the table.I can’t tell you how many times I haveheard doctors tell me “I hate this plan. Ionly accept it because the other doctors intown do.” Have you ever thought that theymight be saying the same thing?

However, each practice has to evaluatevision plans independently. If your com-petitor down the street does not accept aplan because of low reimbursements, itmight still be worth it for you if you arenew to the area and need to increasepatient flow quickly.

4. DON’T ASSUME ANYTHING ABOUT YOUR PATIENTS

If you’ve been in practice for a while, youand your staff probably feel as though youknow your patients pretty well by now.Well, I’d like to challenge you to try some-thing new this year: forget the assumptionsyou have regarding your patients. That’sright. Try to view them as a blank slate sofar as their visual needs are concerned. Askthem what they both like and dislike abouttheir present eyewear; and ask what is new

in their lives: changes in their workplaceroutines, hobbies, and sports activities,anything which might have changed visualrequirements. Try not to pre-judge them;that mild-mannered accountant may havejust fulfilled a lifetime dream of buying aHarley and really needs some top-ratepolarized sun wear, or the suburban soccermom might have taken up racquetball orkickboxing at the local health club andneed sports goggles right now. They’llappreciate your taking the time to knowthem better, and you might find out youdidn’t know them quite as well as youthought.

5. MARKET YOUR PRACTICEINTERNALLY

One of the biggest surprises we had goinginto consulting was the interest, borderingon obsession in some cases, that doctorshave about their competitors down thestreet or across town. “What do they doover there?” we were asked over and overagain.

Over and over again we stressed that knowing what they do across town wasbeyond their control; all you can control iswhat happens in your practice. It’s beenproven many times that people will returnto and buy from establishments which treatthem fairly and respectfully. Only you cancontrol whether or not that occurs at yourpractice. The advertising people at chainand big-box stores would kill for the effectiveness of word-of-mouth advertising that happens every day in your town – andit’s free!

Work closely with your staff to ensure thateach of your patients knows that yourpractice is the only place they’ll ever needfor their vision care. Should the opportuni-ty arise, there is no reason why the recep-tionist or the employee working up thepatients can’t discuss the importance ofsports goggles for children, and if she notesthe discussion on the chart the doctor canreinforce the thought. To the patient, itappears the entire practice is concernedwith their vision and everyone is on thesame page. �

“It’s fairly easy to setgoals, but over theyears we have noticedthat the practiceswhich are successfulin meeting their goalsalso have a plan toreach those goals.”

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See the Spring Hinge Tool Kit in action by viewing the video at: www.santinelli.com/products/suppliesandtools To place an order or request the company’s all-new catalog, call 800.644.3343 (option 6).

Augmenting its new collection of optical tools andworking aides, Santinelli International now offers aunique Spring Hinge Tool Kit which assists with theremoval, repair and replacement of spring hinge temples with ease.

The kit is an optician’s must-have working aide as itsimplifies the reassembly of “pesky” spring hinge temples. Previously this type of work was a challengeusing hard-to-handle tools that were not designed forthe job at hand.

The Spring Hinge Tool Kit has everything you need toextend the spring hinge from its housing, simplifying therealignment and assembly. This patented, handy tool kitincludes a hemostat-type clamping plier, easy-locktweezers, a lever tool and a set of three pins, with sixvarying sized tips.

Santinelli Introduces Spring Hinge Tool Kit

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I RECENTLY learned a new acronym. It’s ACRONYM. It standsfor Abbreviated Code Rarely Or Never Yielding Meaning. You haveto admit that we ECPs love us our acronyms: ECP, PD, AR, BC,UVA, UVB, OD, LDO, CVS, ARMD...OMG. We all know whatthose acronyms stand for, especially ECP – Eye Care Professional.If asked to define those three words, most ECPs would have notrouble with “Eye,” a bit of a struggle with “Care,” and their defini-tions of “Professional” would be all over the map. Trust me. I’veexperimented. In a room filled with 50 opticians, there would literally be 50 different definitions of what it means to be professional. It is a very subjective word.

As the New Year begins, it is my hope that you take just a fewminutes to think about yourself, your career, and your effectiveness.If you haven’t made any resolutions yet, may I suggest that youresolve to become more professional in 2014. Now that’s a prettyvague resolution. We have learned in the past that if we are to trulyreach our goals (which is just another word for resolutions) theyshould be SMART – another acronym! That is: Specific,Measureable, Actionable, Realistic, and Time-Driven. Therefore, “Iresolve to become more professional in 2014,” is not a very“SMART” goal. However, “I resolve to land a job at a more progres-sive practice, earning at least a $10,000 salary increase, by January 1,2015. I will do this by going on at least one interview every month,registering with an optical employment agency, participating in theon-line blogs, and by increasing my technical and sales abilities byattending classes and seminars.” Now that’s a “SMART” goal.

For another ECP, becoming more professional might just meanearning the respect of your employer, getting a modest raise, orbeing promoted to practice manager. Whatever becoming moreprofessional means for you, I have turned the word itself into a 12-letter acronym: P-R-O-F-E-S-S-I-O-N-A-L, I would like to sharewith you 12 things that I think would go a long way in making usall (myself included) more professional, effective, and successful.

P – Paradigm Shift. At the risk of replacing the use of acronymswith overused business jargon, to be more professional – to makeany changes – we have to shift (change) our paradigm (the way wedo things). Basically, if you always do what you’ve always done,you’ll always get what you’ve always got. We have to change the waywe do things. This can be very uncomfortable at first, but eventual-ly it will become your habit. My biggest paradigm shift was chang-ing from a “why” dispensing mode to a “why not.” For example, Istopped looking for reasons to suggest polycarbonate or AR lenses.I realized I always gave them to my family members because Ithought they were beneficial. Then why shouldn’t I automaticallygive them to all my clients?

R – Ready. In his best-selling book, The 7 Habits of HighlyEffective People, the late Dr. Stephen R. Covey said that the firsthabit of highly effective people is to be proactive, as opposed toreactive. Most ineffective ECPs conduct themselves in their practicereactively. They simply react to what the patient says or does. Theway they react is usually random. They will react one way on aMonday, but quite differently on a Thursday. Why? They haven’tconsciously experimented with what works best – they practice bythe seat of their pants. They have no habits. I suggest you write outat least 10 challenges/objections you encounter in your practice.

O – Optics. What a novel thought! We are opticians, so maybe weought to be experts when it comes to optics. That doesn’t mean youhave every optical equation on the tip of your tongue, or know thebiographical details of Ernst Abbe (think Abbe Number). But if youcan’t explain the difference between 20/20 and 20/60, or think andneutralize in plus-cylinder form as proficiently as minus-cylinderform, or explain to a kid why his image in a convex mirror is normal, yet upside down in a concave one, or be able to inform anemerging presbyope why he can’t see up close anymore...well...getthee to an optical book...or seminar...or school. Be an expert inyour field.

F – Fun. What’s the point if you can’t have some fun? There is nocontradiction in being a serious-minded professional and having asense of humor. Lighten up. Smile. Have a few appropriate jokes orstories you can share with your clients. Remember that boringteacher you had in school and how you dreaded going to that class?Don’t be that person. Have some fun!

E – E + R = O. Always remember: Event + Response = Outcome.You didn’t know that irate jerk was going to be waiting at yourfront door this morning demanding a refund (event). Eventuallythat event will have an outcome. In between – and the only thingyou are 100% in control of – is your response. How you respond tothat event will be the biggest determining factor in the outcome.How will you respond? See “R” above. Ineffective practitionersreact; professionals respond.

S – Serious. Again, no contradiction here with “F.” You can beserious about your professionalism and still have fun. Being serioussimply means truly embracing some of the things you’re readingabout right now.

S – Subscriber. Actually that should read “Subscriber andReader.” Subscribe to every optical journal and publication you can– print and digital. Most of them are free for goodness sake.

I – Integrity. You don’t have to be an angel or a saint, but basichonesty and integrity is non-negotiable. Without it, you will never

MANAGING OPTICIAN

Anthony Record, ABO/NCLE, RDO


ECPECP

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be seen as a true professional in the eyes of your clients. For methat means three things: always acting with empathy – with thepatient’s best interest at heart; never lying to a patient – about any-thing; and always admitting responsibility when a mistake has beenmade and acting quickly to make it right.

O – On-Line Expert. As you read this, someone is opening up apackage from eyeglasses.com, coastal.com, or 1800contacts.com.Are you aware of what’s available for your clients on-line? Spend atleast 15-minutes a month poking around the Internet, thinking likea lay person. Educate yourself about the pricing and policies of theon-line vendors. Conduct yourself in such a way that your clientsget real value from you and the personal, professional interactionat your bricks-and-mortar dispensary. Decide ahead of time howyou will deal with requests to verify or repair Internet-purchasedprescription eyewear.

N – No-Line Expert. No negotiation here. Truly professionalECPs can quickly, and in plain language explain to their patientsthe differences among basic progressives, higher-end progressives,High-Definition progressives, Individualized progressives, andNear-Vision Focus progressives. The less-than-professionals mum-ble vague generalities about less distortion (which by the way, is thesame rap patients have heard since the 1970s). Professionals havethey themselves worn all the different types, and have memorizedan effective 60-second spiel to quickly educate and persuade theirclients.

A – Appearance. We’ve all been taught from an early age not tojudge a book by its cover. But guess what? We do it all the time –and so do your patients. From the minute they walk in to youroffice, your clients begin to form unconscious (and sometimesconscious) opinions about the practice, company, doctor, and opti-cal staff, all before they have any interaction with any of them.Experts say that people begin to form their first impressions withinfour seconds. Walk through your front door with the empatheticview of a first-time client. What do they see? Is the environmentclean, organized, and welcoming? Are staff members well-dressed,well-groomed, polite and friendly? Professionals know that a goodappearance will make everything else they try to accomplish with aclient infinitely easier. Make five specific, positive changes toupgrade your office’s appearance, and five specific, positive changesin your personal appearance upgrade yourself. Whatever changesyou make will pay off in dividends far beyond the cost or effort tomake them.

L – Listen. We started by learning a few acronyms and jargon.How about a few clichés? Good listeners are perceived as more pro-fessional than good talkers. Good listeners make better salespeoplethan good talkers. We were born with two ears and one mouth...that ought to tell us something. Learn to listen...listen to learn.Of all the ways we communicate – reading, writing, speaking, andlistening – listening is the only one we are never formally taught.True professionals take the time to learn a few specific listeningtechniques – and use them to their advantage every day. There is no shortage of information on listening, both in books and on-line. One of my favorite books on listening is Learn to Listen,published by National Press Publications. Research and learn theReflective Listening Technique – you’ll be glad you did. �

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EDUCATION: WEDNESDAY, MARCH 26–SUNDAY, MARCH 30, 2014EXHIBITION: FRIDAY, MARCH 28–SUNDAY, MARCH 30, 2014

Javits Center | New York, NY

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LuxotticaLuxottica has announced the appointment of Holly Rush to the position of presidentWholesale North America. In her new role, Hollywill oversee Luxottica’s wholesale distributionnetwork in both the U.S. and Canada. She willreport to Paolo Alberti, executive vice presidentof Wholesale. Rush succeeds Andrea Dorigo, who

has decided to pursue new professional opportunities. Rushjoined Luxottica as senior vice president sales in March 2011 afterhaving spent nearly two decades in a variety of sales leadershiproles with major blue chip companies, most recently with L’Oreal.

Revolution EyewearRevolution Eyewear has named Paul Tollefsonnational sales manager. Tollefson brings morethan 30 years of experience to the role, with rolesat Match Eyewear and REM Eyewear. RevolutionEyewear’s portfolio includes the Robert Graham,Ed Hardy, True Religion, and Affliction EyewearCollections, along with the company’s magnetic

frame and clip-on collections.

American Board of OptometryThe American Board of Optometry (ABO) elect-ed new officers during its 2013 annual meeting.The slate of new officers is as follows: ChairmanJames M. Vaught, OD; Vice-Chairman David A.Heath, OD, Ed.M.; Secretary Chelsea L. Miller,OD, and Treasurer John P. McGuire. In addition,Jackson Lau, OD, of Beverly Hills, Calif., was

elected the new director representing the American OptometricAssociation (AOA), and Michael D. Gerstner, OD, of Memphis,Tenn., was elected as a new member-at-large. David A. Cockrell,OD, a founding member of the board and its founding chairman,stepped down as a board member.

Vision-Ease LensVision-Ease Lens (VEL) has named WilliamKrueger as its new executive vice president ofsales and marketing. With an eye on global trendsand providing value to customers, Krueger bringsnearly 30 years of business experience to the ophthalmic lens manufacturer. As executive vicepresident of sales and marketing, Krueger will

lead the company’s worldwide sales, marketing and businessdevelopment efforts. Before joining the company, Krueger wasvice president and general manager-global group at GOJOIndustries, a skin health and hygiene solutions company.

Vision-Ease Lens also welcomes KristinaEngelking as its new marketing communicationsspecialist. Engelking brings more than a dozenyears of marketing experience to the company. Inher new role, she will enhance Vision-Ease Lens’events, trade show presence and customer education initiatives. Prior to joining, Engelking

served as sales and marketing associate at Lemna TechnologiesInc., where she coordinated advertising, led trade show logisticsand developed technical sales and marketing materials.

KeringKering, formally PPR and owner of luxurybrands Gucci, Saint Laurent Paris and BottegaVeneta, among others, has hired RobertoVedovotto, formerly CEO of Safilo Group,to review the French group’s eyewear strategy,effective immediately. Vedovotto will be respon-sible for the eyewear strategy across all brands in

order to optimize and further develop the business, the companysaid. He will coordinate Kering’s efforts across its luxury andsport-lifestyle brands, which include Balenciaga, StellaMcCartney, Boucheron, Puma and Volcom, a companyspokesperson confirmed.

Holly Rush William Krueger

Kristina Engelking

Roberto Vedovotto

Paul Tollefson

James M. Vaught, OD

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The Year ofBeing BOLDThe past 12 months have been fraught withchange. We ended one political season andentered another. Our access to healthcare ischanging and no one yet knows exactlyhow it will impact the eyecare industry.Big corporations swallowed up smaller onesand new players have emerged. Some onliners discovered the necessity of bricksand mortar. Vision care plans are creatingand consolidating their markets and networks and, again no one knows exactlyhow it will affect independent practices.

We’ve lost industry giants, including Dr.Irvin Borish a world-renowned andrespected author and educator. At the sametime, others have emerged to pioneer neweducational venues, including Dr. AlanGlazier (ODs on Facebook/Seeing isBelieving) and Dr. Gary Gerber (The PowerPractice/The Power Hour).

The only thing that has remained consis-tent is change; therefore I am declaring2014 as the Year of Being Bold.

“A foolish consistency is the hobgoblin oflittle minds, adored by little statesmen andphilosophers and divines.” — RALPH WALDO

EMERSON

This is the year to step up and make onebold change. Stop worrying about what res-olutions you kept or broke. Quit checkingoff your bucket list. A bucket list is a list ofthings to do before you “kick the bucket”;before you die. What happens if you runout of things on the list? Do you close thecurtains, turn off the lights and wait for theend? Do you spend the month ofDecember kicking yourself for not keepingevery resolution?

This year, make one bold decision foryour personal life, one bold decision foryour professional life and one bold decisionfor your community presence.

Remember those motivational talksinvolving big rocks and little pebbles in ajar? Making one bold decision makes theother thousand little everyday decisionseasier. It places all those little decisions intheir proper perspective.

According to PolicyMic, the top 10 NewYear’s Resolutions are:

1. Eat healthy and exercise regularly2. Drink less3. Learn something new4. Quit smoking5. Better work/life balance6. Volunteer7. Save money8. Get organized9. Read more

10. Finish those around the house “to-do” lists

According to Time magazine, the top 10most broken New Year’s Resolutions are:

1. Lose weight and get fit2. Quit smoking3. Learn something new4. Eat healthier and diet5. Get out of debt and save money6. Spend more time with family7. Travel to new places8. Be less stressed9. Volunteer

10. Drink less

It just makes more sense to make onebold decision about something in your personal life than to make multiple promises you just can’t keep.

My personal bold decision? Well, I’m

overweight and I’m not going to beatmyself up about it anymore. My meta-bolism tanked years ago and that’s that.Perhaps if I quit stressing about it, some-thing will change or perhaps it won’t.In any event, I’ll be happier and that’swhat’s really important.

Making one bold decision for your professional life could be a bit more challenging. Is the decision for you profes-sionally, as in an additional degree or professional certification? Or will it be for your professional practice?

Small businesses often face an uphill battle. According to Six Disciplines, acoaching/consulting firm, 80% of all newbusiness start-ups are out of business within 5 years. 80% of the surviving 20%won’t survive the next 5. “Proof,” they say,“that you’re in an elite group if you’ve justsurvived, let alone thrived.”

The folks at Six Disciplines identify thetop 6 challenges for small businesses as follows:

1. Financial Issues. Includes findingadequate funding, getting billingsout on time, collections, and creditmanagement. In a word, a top problem is CASH.

2. Customer Issues. Includes under-standing what the customer reallywants, finding enough of the rightkind of customers and keeping them happy, so they don’t turn to competitors.

3. Production Issues. Varies by type ofbusiness. In general, businesses of alltypes struggle with being able to givecustomers what they want, whenthey want it, at the price they wantit, and at the highest quality levels.Doing this predictably and repeatedlyis a tremendous challenge.

4. People Issues. Includes finding theright people, keeping them happy,compensating them, motivatingthem, training them, and gettingthem to deliver quality work.

DISPENSING OPTICIAN

Judy Canty, LDO


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5. Limited Resources. Small businesses usually don’t have largecash reserves, dedicated research departments, fully-staffed IT functions, strategic planning functions, etc., to address challenges or opportunities.

6. Growth. Growth brings the challenge of change. It’s one thingto get good at something when you can hone your skillsthrough repetition; it’s a completely different challenge to getgood and stay good when the rules of the game keep changingwith regard to competition, customer expectations, globaliza-tion, people issues, finance, technology, etc.

What one bold decision can you make this year to address at leastone of these challenges?

Improved financial management? What generates the most incomefor your practice? What does it cost you to produce that income; thereturn on the investment of your time and talent?

Where are your patients coming from? Are they the patients youwant or the patients you must settle for to keep the chairs warm?

Do you have the best staff or the least expensive one?

Are you in a position, financially and psychologically, to grow?

I allowed the unexpected death of my Mother at Thanksgiving lastyear to paralyze me. Traveling to visit my accounts and friends lost itsexcitement and joy. My first venture out was incredibly disastrous,making it easier to find other ways to do my job. My bold professionaldecision is to run the wheels off my poor car; to rekindle the joy I feelwhen a call goes well and the challenge of one that doesn’t.

The third bold decision should be about you and your place in thecommunity. It could be volunteer work or simply being a good neigh-bor or a mentor or a good listener. The potential benefits of becominginvolved in your community are enormous. This is excerpted from aspecial health report published by Harvard Health Publications:

“Helping others kindles happiness, as many studies have demonstrated.When researchers at the London School of Economics examined the rela-tionship between volunteering and measures of happiness in a largegroup of American adults, they found the more people volunteered, thehappier they were, according to a study in Social Science and Medicine.Compared with people who never volunteered, the odds of being “veryhappy” rose 7% among those who volunteer monthly and 12% for peoplewho volunteer every two to four weeks. Among weekly volunteers, 16%felt very happy—a hike in happiness comparable to having an income of$75,000–$100,000 versus $20,000, say the researchers.”

I love to sew and any sewist will tell you that we can never have toomuch fabric. There aren’t any kids at home to sew for and only 2grandchildren, so the contents of my fabric stash aren’t really changingenough. My bold decision for my community is to sew for the samebattered women’s shelter that my Mom did. I can honor my Mother,indulge my love of creating something pretty and useful and contribute to my community all at the same time.

By this time next year, I probably won’t be any thinner but I might get a new car and I’ll be able to replenish my fabric stash.

Where will your bold decisions take you? �

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I’M NOT SURE WHAT BRAND IT WAS AND IN HER MIND I’M SURE ITSMELLED GREAT, IN MY MIND,IT REEKED.

Actually it was borderline repulsive.Everywhere I turned I smelled like stinkycologne. I sure didn’t want people to thinkthat I wore cologne that reeked. I thoughtabout apologizing for the way I smelled toeveryone I came into contact with. But thenI might end up saying something sarcasticand running the situation into the ground.I seriously considered leaving the party andgoing home to change clothes. That wouldbe ridiculous though because I would haveto explain my absence and outfit changewhen I returned.

It turns out I’m thankful for the reekysituation because it gave me a sweet

smelling analogy to pass on toother ECPs.

Regardless of your ECP position everyone’s job requiresselling. From the front desk tothe doctor to the sales reps to the

lab artists in the back, sellingsurfaces everywhere.

Here’s how I know:

• Every time you request a day off yousell that idea to the boss (oh comeon, I know you’ve earned it, doneyour due time, deserve it and areentitled to it).

• You receive that job promotionyou’ve wanted because of outstand-ing work performance.

• A golfer who was just looking lastweek returns to buy those same sunglasses that the doctor wears.

• You bring in a new line of designerframes.

• A patient purchases contact lensesfrom you.

• Your peers are curious and ask questions about your multifocallenses as opposed to their dollarstore readers.

• A potential patient calls to ask questions regarding your officehours, doctors and fees.

• Your office manager interviews sev-eral candidates for the lab position.

• A few of the above sales examplesare probably pretty obvious to most.The rest are just proof that everyECP plays a part in the sellingprocess. Whether you are sellingproducts or an idea to the boss, youare involved in sales.

There is a purpose for every patient’svisit. Practice remembering that the entiretime the patient is in your office. Stayfocused on helping them to achieve whatthey came in wanting or needing. Helpthem discover what they need. Refer oftento the reason(s) for their visit. Keep inmind that their purpose, chief complaintand reasoning may stink so you may haveto hold your breath.

I received a phone call the other dayfrom a friend who shared some informa-tion with me. She said her brother went tohave his eye examined because he was hav-ing problems with night driving. The doc-tor told him he didn’t need a prescriptionso he left the appointment still concernedabout his night time vision. That stinks. Hedreads driving at night and it’s not like he’san old man.

That’s just one example of a patient leaving an appointment without havingtheir wants or needs met.

THE MOBILE OPTICIAN

Ginny Johnson, LDO, ABOC


Continued on page 28

Scents of VisionRecently I attended a birthday party and ran into a friend I haven’t seen in acouple of years. We hugged each other briefly and took turns giving each

other our cliff notes version of life since we last saw each other. AfterI walked away I was so disappointed to find out that I would bewearing her cologne for the rest of the evening.

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When the patient’s purpose is deter-mined, a sweet smelling plan should beimplemented.

We never want a patient to leave feelinglike their purpose was not fully addressedor their vision opinions, feelings, wants orneeds don’t matter.

Routine eye exams are often underrat-ed. Same patient, different year, nochanges, keep everything the same. Thatstinks. There’s nothing that sounds specialor feels important about a routine eyeexam. If it’s important for patients toreturn every year then their hour long visitshould be special. Pre-appoint them toreturn next year because it’s important totake special care of their eyes, not that it’sjust a routine procedure. ECPs understandthe importance but sometimes the wordswe choose to convey that to the patientbecomes too routine.

To find out the purpose of a patient’svisit, ECPs have to professionally addresspersonal information of which the patientneeds to be willing to divulge. If a patientstarts out by withholding or refusing toprovide you with the information neededto complete their appointment process,you simply can’t help them. Don’t refer tothe requested information as just beingroutine, remember routine is not specialor important. Refer to the information asbeing essential. Essential is absolutely nec-essary and an extremely important part oftheir patient care.

Why do ECPs request personalinformation from patients?

• to ensure a high standard of serviceto our patients

• to verify identity

• to provide optometric services

• to provide opticianry services

• to meet regulatory requirements

• to collect medical and vision service plan payments

Helping patients requires ECPs to practice their work within the comfortguidelines of each patient’s personal space.Wikipedia defines personal space as theregion surrounding a person in which they regard as psychologically theirs.

The eyecare industry happens to be one of those in your face and personalspace type of businesses. Technicians,optometrists, ophthalmologists and opticians all work within inches of thepatient’s face and at times their jobsrequire hands on treatment.

When technicians or doctors adminis-ter eye drops they explain the procedurebefore touching the patient. Opticians candetermine by sense of touch how well aframe fits on a patient. Most patients allowtheir optician to properly place the frameon them and check behind the ears tomake sure it fits properly. When a patient’spersonal space is being invaded they maylean back away from the optician or reachfor the frame and put it on themselves.Communication beforehand in a profes-sional manner will avoid personal spaceinvading. The more calm you are in thoseclose personal space situations the morerelaxed your patients will probably be.

We’ve all doused ourselves with toomuch sales cologne at one time or another.Learning about a new lens or product that

we’re sold on is all it takes sometimes.We unload our new found information ona patient and go on and on about howamazing, convenient or advanced technol-ogy is. Information can stink if you usetoo much of it at one time. Patients arenot always looking for what you are soldon. They want what will work best forthem in all of their personal spaces.Recommendations are more valuablewhen you stay patient focused first followed by technology and convenience.

I had good reasons for going to a birthday party that night. Celebrating withfriends, meeting new people and deliveringa birthday gift were just a few of the reasons. At the time I didn’t realize I need-ed to have a reeky cologne experience.Now I know why it happened. It wasmeant for me to reek that night so I coulduse a stinking article of clothing to write astinking article with good intention andpurpose.

So I will leave you with this...

Patients are gifts to eyecare practicesand their wants and needs should beunwrapped before selling anything.

Handle patients with care so theywon’t go to your stinking competitors.Overdoing your part is not necessary forthem to have a special experience. Just adab of compassion, empathy, integrity anda rare sales cologne that has subtle appealis all that’s required.

That way you’ll never have to worryabout patients giving you any stinking badreviews. �

EyeSocialEyes.comEyeSocialEyes.com“Focusing The World’s Eyes on Your Business”


JAN2014_ginny_mobile.qxd 12/11/13 3:57 PM Page 4

SeeJaneSee.org

Women are disproportionately affected by vision problems.

Recognizing the importance of

educating women about how vision

problems can directly impact their

health, Prevent Blindness America

established a unique, web-based

resource and awareness campaign –

“See Jane See: women’s healthy

eyes now.”

NOV2013_PBA.qxd 11/7/13 11:03 AM Page 1

The guide includes a glossary ofcommon terms and a FAQ.When I began working onentries for free-form and digital

lenses, I realized that even though theselenses have been on the market for severalyears, we still do not have any agreementon what these terms really mean.

At the exact moment of that realization, I received the HOYA Hi-Definition Technology Update from HOYA CEO Barney Dougher, which focuses on their mission in 2014 andbeyond: To increase the use of free-formdesign, and, most importantly, to increaseeducating eye care professionals about theimportance of free-form design. The reportstates, “Looking at the trends, we see thatby 2015 60% of all lenses sold in the USmarket are going to be free form lenses.”

The report goes on to clearly stateHOYA’s position on the differencesbetween free form and digital. “The reasonwe are not producing more free form lens-es is because there is a lot of confusion inthe market place around the definition of‘free-form.’ Some people think it is a mate-rial. It is not. Others think it is digital. It isnot digital. Free-form is a combination ofthree things: the science behind the design,the measurements the optician takes fromthe patient, and the software to completethe process.”

The report goes on to further explainthose three inputs. “First we need to bemindful that every patient is different.Eighty percent of peoples’ faces are notsymmetrical. Therefore, the skills of theoptician when they measure the angle, tiltand wrap are critical.” How does the opti-cian or ECP get these measurements?Barney states, “We are very supportive ofquality measurement devices, likeOptikam, and apps such as our ownSpectangle that help ECPs gather the datathey need to prescribe personalized lenses.”

“Second, we are able to take those meas-urements and use them as inputs to oursoftware. Each patient adds anotherdimension to the database, further refiningthe lens designs. And third, our manufac-turing process is amazing! You need toknow that no other manufacturer can dowhat we do with our integrated doublesurfacing designs.”

In 2013, Seiko brought us several newproducts, including the PolarThin 1.67.With a proprietary process, which placesthe polarization film just 0.4 mm below

the surface, PolarThin lenses can be surfaced to a 1.3 mm CT. Combine thethinner CT with a 1.67 material, and youcan offer even your high Rx patients a thin,lightweight and attractive polarized alter-native to thick or heavy lenses. PolarThinlenses are available in traditional grey and brown.

Seiko also released the new Trivex-basedsingle-vision Ultra 1.53 aspheric with new,improved Surpass AR. Seiko states, “Ultra1.53 lenses combine the benefits of Trivex®

with Seiko Optical’s advanced asphericdesign, improving cosmetic appearancewhile enhancing optical performance.They are available in a non-tintable superior scratch-resistant hardcoat, or with multi-layer Surpass® AR with superhydrophobic and anti-static topcoat.Surpass® AR has the toughest scratch resistance available, and the super hydrotopcoat is extremely easy to keep clean.They are available from +4.00 to -7.00 out to a -2.00 cylinder.”

Seiko’s Supernal progressive series takescenter stage in Seiko’s good-better-best

lineup of individualized progressivelenses. The Supernal series utilizesSeiko’s patented “Internal progressive +Internal aspheric design,” resulting in alens with less distortion and muchwider fields of vision. The Supernalseries incorporates a non-linear pro-gressive power change, which startswith wide, clear vision at the fitting

THROUGH THE LENS

John Seegers, M.Ed., LDO, owner – OpticianWorks.com


ISN’T IT FUNNY, how things just come together sometimes? I havebeen spending most of my time lately working on a Consumer’s

Guide to Buying Eyeglasses on my website, OpticianWorks.com.

Year End Lens Wrap-Up


JAN2014_equip_corner.qxd 12/13/13 3:35 PM Page 2

1-800-OPTICALwww.optogenics.com

• Digital Capacity DOUBLED

• Crizal® Prevencia™

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• All Produced Locally

Crizal® and Prevencia™ are registered trademark of Essilor International. Varilux® is a registered trademark of Essilor International.

JAN2014_Optogenics.qxd 12/12/13 3:42 PM Page 1


point, “increased by approximately 50%compared to previous lenses,” and buildspower through a unique corridor designthat best matches the eye’s natural move-ment.

What lens is complete without a coating?Opticote, which has been coating prescrip-tion lenses since 1971, and continues to filla need for labs all across the country whoneed to outsource optical coatings.Opticote offers two levels of AR coatings:the Illusion, and the Illusion HP, each withmirror coatings. Opticote AR coatings areavailable in six colorations with matchingbackside AR, all processed and shipped outthe same day they are received. It is believedto be the only coating house in the countryoffering this service on mirror coatings.OptiCote says, “This determination resultedin averaging a same-day service percentagein the mid 90% range year to date.”

Michael Bellomo, Director of Sales andMarketing for Opticote, says, “For 2014,Opticote believes that mirror coatingstoday are no longer considered a cosmeticenhancement to sunwear. With all the stud-ies being done about reducing glare, UVA,UVB, eye fatigue and bright light sensitivi-ty, adding a mirror coating aids in combat-ing the stress these conditions place on oureyes. Pair a mirror with a polarized polycar-bonate lens and backside AR, and you havethe ultimate in sunwear protection. Ofcourse, you can add a mirror coating to anyplano or Rx lens material.”

In addition, Opticote continues to experienced strong growth in its Fog Freecoating for all applications. ECPs shouldalways talk to patients about the impor-tance of fog reduction in safety eyewear,where it can actually mean the differencebetween life and death. Consider Fog Freein sport eyewear as well. Athletes will gladlyupgrade to lenses that will reduce foggingwhen they most need clear vision!

Headquartered in Ramsey, MN, Vision-Ease Lens is a leading manufacturer of highquality ophthalmic lenses. The companyprovides many different styles of lenses inpolycarbonate, plastic, 1.70 high index andglass materials.

In spring 2013, Vision-Ease Lens introduced two new progressive lenses to its Anthology Series: the general purposeNovel® and short-corridor Novella®. Theadvanced technology behind the Novel andNovella conventional frontside progressivesmake these polycarbonates as good as orbetter than many backside digital progres-sives across a large percentage of the Rxrange. Vision-Ease Lens also expanded itsChangeRx® plastic photochromics line toinclude ChangeRx FSV. The versatileAdvanta™ spherical FSV polycarbonate lenswas introduced in October. Heading into2014, Vision-Ease Lens will release its new Novel and Novella progressives in clear plastic and plastic ChangeRx photochromics.

And in the “When is a lens more than alens?” category: Adlens™ shook up theindustry in the fall of 2013 when theyintroduced the Adlens Focuss™, and theyappear to be poised to keep on rocking theboat. The company says, “Adlens® has devel-oped several lines of variable focus eyeweartechnology, and Adlens Focuss™ is poised tochange the landscape of progressive lensesby taking full advantage of the latestadvances in Adlens® technology. Currently,progressive lenses incorporate distance andreading into one shared lens, causing adap-tation and wearing issues for many people.Adlens Focuss™ delivers a full field of visionto progressive lens wearers by allowingthem to turn a small dial on the inside ofthe temple arm to adjust their prescriptionto a range of customized powers. Advancesin Adlens’® current technology have also ledto key design enhancements, makingAdlens Focuss™ the company’s most fash-ion-forward to date. Adlens Focuss™ will beavailable in three styles, each with a choiceof six rich finishes and colors.” Look forAdlens Focuss™ to be distributed throughLensCrafters stores in the US.

Did you know that the expression, “Mayyou live in interesting times” actually has its roots in a curse? Anyway, I think thenext few years will have the ECP living ininteresting optical times. Happy 2014,everyone. May you have a peaceful andprofitable new year. �

JAN2014_equip_corner.qxd 12/11/13 3:41 PM Page 4

JAN2014_FEA.qxd 12/12/13 10:22 AM Page 1

The EyesHave It

THE PREDICTION THATHUMAN CLONING WILL BEAVAILABLE IN 50 YEARS RAISESISSUES, GOOD, BAD ANDDOWNRIGHT UGLY.

Whether it is ethical will depend onwhether the “good” is sufficient to outweighthe potential “bad” and “ugly.” Good andbad in this context are not easy to define ormeasure. Even if there were good reasonsfor human cloning, and that is a big if, itwould need to be a pressing need to out-weigh the potential for harm. The risk forabnormalities is high.

It has been suggested that cloning might beused to replace a lost child with a copy. It ishere that a myth takes hold. The idea that

cloning produces an identical human beingis the stuff of science fiction, not of biology.A cloned human will not develop an identi-cal, like for like, human being from whomthis new being has been cloned. A personhas a unique history and a unique develop-ment. Their hopes, fears, loves and hates

are as likely to be different as any other twopeople. Even biologically they will be differ-ent. They will carry different risks of healthand disease. Recent work on the develop-mental origins of health and disease indi-cate that much of the health risks we carryare environmentally determined duringdevelopment in the womb and in early life.It is highly unlikely that this could be repli-cated.

There is another consideration connectedwith the idea of producing a replacementfor a lost child. The psycho social environ-ment in which such a child develops wouldinclude the fulfillment (or otherwise) of theparental needs. The burden of needing tobe like the “lost child” will make it less like-ly to be successful. The motives of suchparents and their needs would be crucial. It

should be noted that brain developmentand function are dependent on sensoryinput and social interaction. We each willhave a different trajectory which accountsfor the reason why “identical twins” are notwhat their name suggests. Why should weexpect a clone to be any different or resem-ble human development in this matter?

The news media have published reportsregarding headless frogs being cloned inEngland. Soon, they predict, they will beable to produce human clones that areheadless. These clones will, presumably, beutilized to supply organs and body parts forafflicted humans who may require them.They call it harvesting and it has providedgreat controversy in the world of science,ethics and religion. Manufacturing headlessclones could open giant vistas for science,business and building. The care and main-tenance of these bodies will give rise to newgrowth markets. Clothing, housing, con-struction, health care and entertainmentwill create new terminology related to thesealmost human persons. There will be novelequipment and services that defy our imag-inations. We will be inundated with infor-mation from Madison Avenue telling ushow to collect clones for fun and profit.

The body fitness business would flourishsince every clone owner would want hisclone to be in perfect condition in prepara-tion for a time when a part needs replace-ment. But who can deny that the only realadvantage of this entire venture lies in thedevelopment of a procedure whereby thehead and the brain of the owner will alsobe cloned, if necessary, onto a faultlessbody of our manufactured twin? After all,in the beginning, wasn’t a sheep called“Dolly” cloned in total?

It is anyone’s guess as to how soon we’llsee “The Full Monty”, head and all forhumans. Special rooms will be added toour homes to make room for the clones. Or

Elmer Friedman, OD

SECOND GLANCE


JAN2014_elmer.qxd 12/11/13 3:59 PM Page 2

would we place them on exhibit? A sort of a“my clone is better than your clone” behav-ior will unfold. Our clones will demonstratethe identical intelligence and talent of theowner. Moreover, morality, spirituality andethics will be the exact replica of the origi-nal...for better or for worse.

We must expect clone unions, anddemonstrations as they struggle to obtainthe right to vote and receive the attention ofhuman rights groups. Our clones will clam-or for change and improvement. Theycould also do our shopping, run ourerrands and even take our vacations whenwe can’t get away. And how about those dullsociety meetings we must attend? What arelief to be able to send something in ourplace. Dare I mention the dangerous resultsthat could arise when sexual desires are per-colating and your partner is not available?Along comes a clone called Lothario I-A orTrixie X who just may be the solution tothat problem. Did I mention the officeduties with patients and third party paperwork? Abracadabra and all problems aresolved.

We are uneasy to think that one of theheadless varieties of clones would be a can-didate for an eye exam or eye wear for obvi-ous reasons. Every industry in the worldwould have benefited except the ophthalmicdivisions. However, with the advent of the“headed” clone, our future as eye careproviders will be assured. A bonanza is seenon the clone horizon. Millions of spectacleprescriptions fabricated for the clone ownerwill be duplicated for their clone .No redos,same adjustments, no complaints or wastedtime. The nightmare is realized when youare confronted with the clone who has

inherited the faults and foibles of his origi-nal. That is the patient who never seems tobe satisfied and enjoys taxing your patienceto its limits, leaving you exhausted andnerve wracked for the rest of the day.

But not to worry. As soon as you spotthese malcontents you will send your cloneto the frame bar to contend with thesepatients whilst you can sit back in your easychair, feet up on the desk, sipping a MintJulep and relaxing or even dozing for a bit.It need not stop there. What is it worth toyou to have a clone to deal with bill collec-tors, nasty relatives, obnoxious salespeople,snoopy neighbors and that rude automechanic?

I had an interesting, whimsical emailfrom my friend and colleague from Finster,NJ, Dr. Natty Bumpo. He writes, “While visiting Japan recently, I made the acquain-tance of a famous Japanese scientist whoclaims to have cloned a human being. Heinvited me to visit him at his laboratory. Itook advantage of the opportunity and Iasked him if what he cloned was in thesame way Doris the Sheep was cloned.He said yes and its name is Cyclops and itwas six months old. He said they have beenunable to determine the sex. When I recov-ered my composure, I asked him if thething was still alive. He answered that as far as they could determine, yes. I couldn’tunderstand why they weren’t absolutely certain in this matter. He said, perhaps youshould see for yourself. I followed himdown a corridor to a small room markedfor authorized staff only.”

Natty continued his story: “As we entered,I almost expected to see the ubiquitous

bubbling liquids in test tubes and massivecoils generating mysterious electricalimpulses. Sort of like Frankenstein’s labora-tory. Instead, I was confronted by an incu-bator similar to those that keep prematureinfants alive. It was situated in the middleof the room, attached to various tubes andmonitoring equipment. I realized that I wason the verge of one of those momentousoccasions that shape society. Yet, a funda-mental question needed to be answered. Ifit became commonplace to clone perfectbabies in the laboratory, it might also bepossible to produce the female eggs synthet-ically. So, then what use would the oppositesexes have for each other?”

“I took a deep breath and walked towardsthe incubator,” said Natty. “I looked in andfor a moment I felt faint. I was not preparedfor what confronted me. There on a largebed of gauze padding was an eye. Just a bigblue eye and nothing more. I accused thedoctor of promoting some kind of a sickjoke. He gave a negative shake of his head. Iargued that we appeared to have a livingorganism in the shape of an eye. I contin-ued my attack and noted that it had nolimbs, no trunk, no head, ears, nose ormouth. I insisted on taking some photo-graphs of this unbelievable creature so thatI may present proof of my experience. Thedoctor was cooperative to my request.(Prints are enclosed). Afterwards the gooddoctor escorted me to the main entrance.As he held the door open. I asked what Ithought was a rhetorical question. I asked,‘By the way, doctor, is there anything elsewrong with it?’ Yes, the doctor answered,it’s blind.” �

JAN2014_elmer.qxd 12/13/13 10:38 AM Page 3

TONY DORSETT is a 59 year oldformer University of PittsburghHeisman Trophy winner andDallas Cowboy football running

back. Dorsett was diagnosed with CTE(chronic traumatic encephalopathy) whichhas caused memory loss, dementia, andpersonality changes. CTE is a progressivedegenerative brain disease that is found in athletes who have a history of brain trauma.

Brett Favre is a 44 year old former GreenBay Packer quarterback who recentlyannounced that he is experiencing memorylapses. He is worried that he is experiencingsome early symptoms of what Dorsett hasbeen diagnosed with and with what manyNFL football players have experienced. In a

recent interview with NBC’s Matt Lauer,Favre said that he was having a conversa-tion with his wife about his daughter’srecent soccer practice. He was shocked thathe did not remember being at the soccerpractice a few days before the interview.Similar conditions can also be found inboxers, professional wrestlers, professionalfighters, and soccer players.

On December 2, 2013, five former KansasCity Chief professional football players fileda lawsuit claiming the team hid and evenlied about the risks of head injuries. Theseplayers claim that they are suffering frompost-concussion syndrome and latent braindisease because of multiple concussionsthat they sustained while playing profes-sional football. Traumatic brain injuries canalso occur from strokes, aneurysms,tumors, car crashes, shaken baby syndrome,and gun-shot injuries.

The constant physical pounding of hugefootball players can cause many types ofphysical injuries in the short term and thelong term. How many times have wewatched college or professional footballgames and the game is stopped due to aninjury? How many times have we seen play-ers being taken off of the field in stretchersor ambulances? The financial rewards may

be enormous, but the health costs may beimmeasurable. The school of thought whenplaying football used to be, “no pain, nogain.”

In the past, football players were deniedwater during summer training sessions onlyto become disoriented and dehydrated.Players who suffered a concussion wereoften returned to the game to possibly suffer another more serious concussion. Ashas happened during every football season,in November, 2013, a Phoenix teenager,Charles Youvella died from a head injurysuffered in a football game where he scoredhis teams’ only touchdown.

These problems are now finally beingrecognized and the prognosis is usually not good, nor encouraging. There havebeen some disturbing accounts of formerfootball players committing suicide. Thoseplayers who have died and who have hadtheir brains autopsied have had the majorrevelation, unbeknownst to them, that theirbrains were damaged. These damagedbrains and the prognosis of chronic traumatic encephalopathy have resulted inbehavioral changes, early onset dementia,suicide, premature deaths, and an inabilityto care for oneself when in the prime of life.

OD PERSPECTIVE

Jason Smith, OD, MS



Head Injuries, CTE and VisionThe recent revelations from ex football players,

including Hall of Famers Tony Dorsett and Brett Favre,have placed contact sports and especially college

and professional football in a bad light.

JAN2014_jsmith.qxd 12/11/13 4:06 PM Page 2

JAN2014_FEA.qxd 12/12/13 10:25 AM Page 1


The Institute of Medicine and NationalResearch Council has called for a nationalsystem to track sports-related concussions.The current report said that 250,000 peopleage 19 and younger were treated in emer-gency rooms for concussions and othersports-related brain injuries in 2009. Thatwas an increase from 150,000 in 2001.

As eye care professionals, we need to beaware that there may be some unexplainedvision problems with patients who haveexperienced any form of head injury.Parents need to be asked during a case his-tory if their child plays soccer, is their childinvolved in martial arts training, does theirchild box, or does their child play football?Has their child has ever experienced a con-cussion, and if so, how many? Has theirchild has ever been hospitalized for anyform of minor or major traumatic braininjury? Has their child has ever beeninvolved in any form of accident wheretheir head or their eyes have been affected?And chronic or bad headaches may be anindication of a more serious problem. Anautomobile accident where someone hit thewindshield at age 17 may have vision orvisual field disturbances later in life.

If there have been repeated or numeroushead injuries or head traumas, then theexpectations may be that mental, physical,and visual health may be compromised asone ages. This certainly seems to be the caseof the football players who are now experi-encing these negative affects later in life.For adults, similar questions need to beasked and ECPs should be more aware ofmembers of the military who may be facingpost-traumatic stress disorders, braininjuries, and other neurological problemsafter being in a war zone.

Dr. Gregory Goodrich is the supervisoryresearch psychologist at the VeteransWestern Blind Rehabilitation Center in PaloAlto, California. On the websiteBrainline.org, he states, “20-40% of peoplewith brain injuries experience vision-relat-ed disorders. In the military population, wehave found that troops exposed to one ormore blasts can have trouble with their eyescoordinating with one another, what we

call oculo-motor or binocular dysfunction.In moderate to severe brain injury, aboutone third of the troops have some sort ofvisual impairment which includes visualacuity and field loss, binocular dysfunction,and spatial perceptual deficits.”

For brain injured patients, especially, andfor any patient, uncorrected visual acuitiesmust be documented at distance and near.Are there any external abnormalities, mus-cle problems, or pupillary abnormalities? Iscolor vision normal? Is stereopsis testingnormal? Cover testing, vergence, and pho-ria testing may disclose accommodative orconvergence problems. When checking aprescription and doing a refraction, is thepatient correctable to 20/20 in each eye? Is there any diplopia present which canresult from cranial nerve palsy? Are theintraocular pressures normal? Are the opticnerve and retinal findings normal afterdilating a patient? Are there any visual field abnormalities?

Most eye care professionals have ascreening or threshold visual field test doneon every patient, especially if there is someunexplained visual disturbance, a patientwith ocular hypertension or glaucoma, apatient with diabetes, and patients withtraumatic brain or head injuries. Mostvisual field tests can be done with greataccuracy and in a short period of time.Depending upon the age of the patient andthe patient’s refractive problem, visual fieldtests can be done with or without correc-tion. Trial lenses can be used with a trialframe in order to perform an accurate test.One eye is done at a time, and a print-outof the results are evaluated. Quite often werely on a visual field test in order to deter-mine if there is a problem with glaucomaor other neurological problems.

Most visual field machines have the tech-nology to monitor changes in a particularpatient in order to determine if their visualfield losses over time are progressing. Forthe new patient, it is a good baseline testwhich will reveal unknown or undetectedvisual field losses. Depending upon the areaof the brain or the cranial nerves that maybe affected from traumatic brain injuries,

there will be different results that will beseen on a visual field test. The followingbinocular defects may be seen on visualfield testing. Occipital brain problems willshow very congruous hemianopias. Parietallobe or optic radiation problems will resultin “pie on the floor” visual field results.Temporal lobe or optic radiation problemscan result in “pie in the sky” visual fieldresults. If the lateral geniculate body isaffected, a “keyhole” visual field will occur.If the optic tract is affected, a very incon-gruous visual field test will occur. If there isan optic chiasmal lesion, a visual field testwill show a bitemporal hemianopsiarespecting the vertical midline.

Treatment for every patient is unique tothat patient. Sometimes a good pair ofglasses in order to correct myopia, hyper-opia, astigmatism, or presbyopia will be allthat is necessary. If diplopia is present, theuse of prismatic lenses may resolve thediplopia and provide clarity of vision.Prisms may also resolve the problems ofheadaches or asthenopia. Convergenceinsufficiency, convergence excess, or diver-gence excess problems may be helped withvision therapy. Divergence insufficiencyproblems may be helped with prescribingbase out prism or prescribing a bifocal.Accommodative infacility can also be treat-ed with vision therapy or by using pluslenses at near. Accommodative insufficiencyis treated by using plus lenses but the eyecare professional must rule out latenthyperopia. Accommodative excess whichcan also be similar to pseudomyopia can betreated with vision therapy or using pluslenses at near.

ECPs are also aware of the fact thatsometimes brain injured patients may needto be referred to a neurologist or a neuro-ophthalmologist when exam findings raisea red flag or the treatment falls outside ofprimary care. Brain injured patients mayneed more of the tender loving care that we have the privilege of providing to all ofour patients. And when we are able to solve their problem, there is no greater professional reward. �

JAN2014_jsmith.qxd 12/13/13 3:37 PM Page 4

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It struck me then and comes back tome now, if I had a buck for every boxof tissues I’ve used in the service ofkeeping people’s glasses clean while

adjusting same – I could afford a boat likethat, well...maybe a bit less grand.

Boxes and boxes of Kleenex – not Puf ’sbut good old fashioned tissues without anylubricants. Funny thing about that – everytime I’d pull out a sheet a cloud of lintwould rise with it. All around the box was afilm of this dust. Finally it occurred to me(yup – it took years) that this dust was notjust settling on the dispensing desk but Iwas inhaling a large part of it and it mayhave contributed to the wonderfulbronchial condition I eventually acquired.

Paper towels – yes, Bounty paper towels!For my health - and a recommendationfrom a Zeiss lab technician, we switched toBounty paper towels. Bales of them fromthe big box store. Neat, reusable on thesame person – like, you do an adjustmentin one take?

Now we are selling mostly high qualityA/R coated products. People point to theroll of Bounty and say, “You can use that onmy new lenses?” The phrase “Do as I say,not as I do” comes to mind.

Assailed by feelings of cleaning guilt I re-read Barry Santini’s wonderful CE forNanofilm cleaning products, and began torealize that I’d better start educating myself

in order to educate my customers in theproper care and handling of their veryexpensive new lenses.

My first day of dispensing after my conversion from Bounty (Mutiny againstthe Bounty?), my desk looked like a ragmerchants back room with microfiberpostage stamp sized cloths everywhere.A great truth was revealed – cheap micro-fiber is worth just what it costs ($0) – quality micro fiber, thicker and infinitelymore absorbent, is definitely the way to go.

I immediately sent a “Help me” out on a Facebook optical group, obviously A/Rfluids and sprays are great and a small clothworks fine for an individual, but whatabout a busy pro dispenser working all daywith many customers? Kimwipes werementioned – but these are distant cousinsof our old friends Kleenex – in factKimberly Clark makes them from wood

pulp and most cleaning instructions say,“Avoid wood pulp products” even thoughKC says they are 100% virgin wood pulp,which certainly must make all the differ-ence even though a lot of folks decry them.The more cavalier among us simply sayrinse at the faucet and wipe with a cleancotton shop towel – obviously out of sightof the customer.

The most helpful tip came from noneother than Dave (The Man) Metzger, labrep for US Optical who suggests buying abale of microfiber towels from the W store(I can’t bring myself to say its real name,Wa...w....walm...can’t do it!

Anyway for $10 I bought a bunch ofthem and they seem to work well, reusable,launder-able, and colorful.

I’ll keep you posted but it seems a goodsolution. �

LAST LOOK

Jim Magay, RDO


I once saw a gorgeous motor yacht sail through Portland Harbor and someonepointed it out and said, “That’s the Vanity Fair.” It was indeed – owned by theKimberly Clark people of Kleenex and toilet paper fame.

Microfiber Management

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Order your FREE poster anddispensing mat online at:www.signetarmorlite.com/colors

The Kodak trademark and trade dress are used under license from Kodak by Signet Armorlite, Inc. ©2013 Signet Armorlite, Inc.

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eyecare professional magazine january 2014 issue

Documents

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luxury eyewear page

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editorial submissions

cliff capriola

jim magay

john seegers