Rory Zimny and Tim Webb jumped aboard the Pearle Vision bandwagon when the organization began offering franchises to opticians. They took on their first office in 1997, and they soon added three more. Today, Midwest EyeGuyz operates Pearle Vision locations in Bolingbrook, Crest Hill and Crystal Lake, Illinois, as well as in Glendale, Wisconsin.
 Rory Zimny and Tim Webb
Here are some of the secrets to their success.
Go big. “For Licensed Operators (LOs) who are not ODs, it’s helpful to have more than one location,” says Zimny. Otherwise, margins are smaller because of the doctor expense. Zimny says being able to operate several locations efficiently helps increase that profit margin and leverage the efficiency.
Do the homework. The pair looks for practices that can reach $1 million in revenue quickly, so an analysis of the demographics in a 10-mile radius is important.
Look for the fire sales. “Look for practices where you can make an immediate improvement,” Zimny says. He recalls one that had an inflatable bounce house by the front desk. Removing that as part of the remodeling set the tone for a more professional atmosphere immediately. One year later, the location went from less than $500,000 in revenue to $1.3 million.
Do all you can for patients. “Don’t try to compete with refracting mills. You’ll get swallowed up,” says Webb. “We wanted to be a private practice within a retail environment, so it’s important to have a full-scope approach. Our patients come in for emergencies, dry eye, glaucoma co-management and more,” Zimny says.
Lead by example. The two are regularly in the offices, so they see what’s needed. Their own professionalism and customer interaction serve as the models of behaviors that they want staff to use. They’ve developed scripting—not so that team members sound robotic, but so that they are confident about what to say in different situations. They’ll work with employees on their skills. “If someone isn’t a good fit for one position, they may be for another,” Webb says.
Engage the staff. The pair routinely works on staff development through role-play and fun sessions. “We have green-light sessions during which people spit out information on a topic as quickly as they can. There’s no judgment on the comments, and some of our best ideas have come from these,” says Zimny. For example, a long time ago, the staff noted how excited patients were about picking out frames and then the enthusiasm tanked when the conversation turned to lenses. “Patients don’t know what they’re supposed to consider. They don’t understand the lens options. So out of that conversation came our package pricing, which has worked extremely well,” he says.
Tell the story. Another great idea that came from one of these sessions is to include branded lens cleaners with every pair of eyewear sales. To differentiate and upgrade the experience, staff members tell the story behind the lens cleaners they provide: there’s no alcohol, the cleaning kit is green and environmentally friendly, and these kits are put together by people with handicaps. Patients love knowing this—and this story gives staff members some pride every time they see the customers react.
Educate patients. What is the 21-point test? While LOs and staff generally know what the steps are in a comprehensive exam and fitting, patients don’t. So Webb and Zimny make sure that their employees talk about them. Simply telling patients and customers what’s involved in the process, what the different tests and images show and how they ensure the best outcomes for the patient’s health and vision are important. “Patients routinely say, ‘Wow, I don’t think my other provider did that.’ Well, I’m almost certain they did, but the provider didn’t explain it to the patient,” says Webb. If patients do not understand the components, they cannot understand the overall value.
Take control of eyewear dispensing. “When we dispense eyewear, that may be that last time we see that patient for a year,” Zimny says. So, it’s important to set expectations and give good guidance. For example, a patient with a stronger prescription or moving into progressive lenses will notice the difference. So, get ahead of that, he says. “We say something like, ‘You may notice a difference when you’re wearing these. Give it a few days as you adjust.’ That way, the patient isn’t calling us in a panic the next day but will be thinking, ‘I heard this might happen.’”
Lean into criticism. It’s great when reviews are glowing, but there is just as much to be learned from reviews that point to shortcomings.
Follow Dr. Stanley Pearle’s advice. Back in the day, Dr. Pearle would occasionally stop in and encourage them. “Every time he would visit, he would say, ‘Listen to the customers. They will tell you what they need and what they want. And they’ll come back.’ Tim and I still practice that way,” Zimny says.
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