Archives de l’auteur : Envision Magazine

In Conversation with Randolf Rodenstock: A True Optical Industry Pioneer

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By Evra Taylor Levy

interviewVery few companies can boast a corporate legacy spanning several decades. The well-known Rodenstock optical firm is one of those rare organizations. Randolf Rodenstock, who serves on the supervisory board of the Rodenstock Group, represents the fourth generation of the family business, which was founded by his great-grandfather in 1877.

Last June, Rodenstock travelled toCanada to address audiences of opticians and optometrists at two events, one in Calgary and the other in Ottawa. The purpose of his visit was to forge a strong connection with Canadian optical professionals and to share his views on the evolution of the optical industry in this country. He was accompanied by Florian Zwink, an optical engineer and technical advisor for the firm, who spoke about digital technology as it applies to the industry.

From a sales point of view, Rodenstock feels that a key change that has taken place in the optical industry over the past decade is the growth of retail chains, with the result that increasing numbers of consumers are being exposed to opticians’ expanding product offerings.

On the technological front, Rodenstock spoke about some of the innovations his organization has pioneered. One of these is the EyeLT, which denotes Individual Lens Technology, described on the company’s website as, “the revolution of the individual progressive lens.” The site continues: “EyeLT opens up a new dimension of vision with progressive lenses with which you can see more and sharper up close than with other Rodenstock progressive lenses.” EyeLT, a type of freeform lens technology, is a process exclusive to Rodenstock. It provides correction of a different near and distance prescription on the same Impression progressive lens, allowing the wearer to see more and sharper up close than with any other Rodenstock progressive lens. As Rodenstock stated: “This invention has made available new possibilities in manufacturing technology. It is a paradigm shift in the manufacture of progressive lenses. There is tremendous hidden potential in the market because current technology has not allowed every customer to be satisfied – until now.”

Rodenstock emphasized to the audience that it is one thing to have a design concept, but quite another to, “transform your idea into a mathematical formula, which requires an excellent understanding of the physiology involved, as well as the vision process.”

Turning to eyeglasses, Rodenstock used the model of a triangle to illustrate what he feels are the three essential factors in vision improvement with eyeglasses: the top point represents glasses, and the left and right points refer to the wearer’s face and personality, respectively.

For several decades, the Rodenstock Group has conducted a psychosocial survey to determine peoples’ perception of eyeglasses and what motivates or dissuades them from wearing eyewear. Rodenstock reported that, according to the survey results, roughly one-third of individuals know they need new glasses but won’t buy them. Their reasoning is that glasses will make them less likeable, less likely to be loved, and less attractive. The fear of changing one’s face is an additional concern. Forty to 50 per cent of those surveyed rejected the notion of wearing glasses and the balance of respondents said they were willing to learn about glasses and would consider using them as an expression of their personality.

Keenly aware of the concerns of his audience, Rodenstock highlighted the company’s continued commitment to Canada and the important role this country plays in the Rodenstock organization. He stated: “The Canadian optical industry represents an interesting opportunity for us. The American market is not as attractive to us as those of Germany, other European countries, and emerging countries.Canada is becoming increasingly important for us and the cooperation between our Munich and Toronto operations is tremendous. ECPs can order free-form lenses from Rodenstock Canada, which are supplied by the company’s plant in Germany.”

Rodenstock assured the audience that, “Rodenstock in Canada is here to stay. We realize the need to optimize our service. As a result, we’re entering a new phase of our presence inCanada.” Recent changes in the Canadian operation include the hiring of a new managing director, Jeremy Carvalho, whose mandate includes making such strategic changes as placing more emphasis on the Rodenstock brand. Carvalho has also been charged with reviewing the number of brands in the Rodenstock portfolio.

The company’s current focus is finding ways to make individual free-form lenses more attractive to the Canadian market. Rodenstock broke this down into three elements: cost, delivery time and quality. In conclusion, he proudly noted that, as a brand, the company’s name signifies the concepts of improving peoples’ vision and enhancing their looks. Objectives to which the company will, no doubt, remain committed for decades to come.

Bo Optik Builds Vibrant Future Upon a Stellar Past

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By Paddy Kamen

eyeonindustryCelebrating its 20th anniversary next January, Bo Optik moves into 2012 with an impressive new deal.

What do you get when you combine an education in philosophy with one in statistics? In the case of Michael Bohbot, you get a very successful niche player in the optical scene.

Bo Optik is 20 years old come January 2012, and it has managed not only to survive but to thrive, thanks to the unique combination of chutzpah and planning that Michael brings to the business.

It appears that a sense of daring and adventure runs in his genes. His father, Jacques Bohbot, came toCanadafromMoroccoas a young man. He had the proverbial next-to-nothing in his pockets and ended up doing very well in the real estate business inMontreal. Michael also had two uncles in the eyewear business. One worked for Sàfilo inMontrealand helped Michael get a job there as a teenager; later, the same uncle employed Michael at his Montreal-based distribution company, EMA. The other uncle was an optician with a store near the University of Montreal, where Michael also worked.

It was at EMA that Michael was able to turn his love of statistics into business acumen. “My uncle asked me to help him out when he was away on a trip. When he came back I had done a statistical analysis of ordering quantities and product lifecycles. After analyzing the sales by item, I found that it was illogical to purchase the same quantities across colours and sizes, since historically certain colours, sizes, and shapes had greater sales than others. If sales were not identical, why were the purchases identical in quantities? He eventually hired me and promised me a partnership.”

Michael went on the road as a salesperson, eager to conquer the then-mysterious buying habits of Ontarians. “Having been raised in Montreal, we had a preconception that Ontarians had no fashion sense and only liked the colour blue,” he allows. “But I thought, well, they represent 40 per cent of Canada’s population and half of the country’s GDP. They have to be buying something.”

Michael loved meeting customers and thrived on the interaction. He built a solid network in Ontario by pounding the pavement, which kept him away from his home in Montreal for seven out of every eight weeks. This was between 1989 and 1991. By early 1992 when the promised partnership didn’t materialize, Michael was at a crossroads. “I didn’t have enough capital to start my own business but I left EMA and then my father offered to back my brother Daniel and I in our own frame distribution business. I had a network of established retailers who liked me and wanted to support the new company.”

A move to Toronto made sense for Michael and his wife Rhonda, the company’s operations manager. Daniel stayed in Montreal and began building the customer base in Quebec, while taking the lead in product development. From their modest beginnings with just the three of them, they’ve built a company that now supports 45 people, including office and warehouse staff and sales agents.

The Bo Optik business strategy is to identify niche segments where they can shine with top-quality product. They also had the foresight to recognize that house brands could handily complement the American brands they were distributing. Daniel and Michael sat down and created a children’s collection called Jungle Animals, which was distributed along with Pez, Hush Puppies and Thalia Girls. Nine years ago, Bo Optik addressed another neglected segment: junior and petite frames for hip kids aged 10 and up, as well as adults with small faces. Here Jungle Juniors and Jalapeños brands were shown alongside the very popular TMX.

Frames for larger men are another segment Bo Optik has taken over with their Safari line. And more recently, Khi Eyewear was created as an entry-level collection for young male professionals who need to look great without breaking the bank on brand name designer frames. “With Khi Eyewear, we give consumers as much detail and style as we can while keeping the price point attractive,” notes Michael.

Leading American partners like Kenmark, L’Amy, and The McGee Group are an intrinsic part of Bo Optik’s impressive and balanced range of collections, which also include Dana Buchman, Jhane Barnes, Thalia, Vera Bradley, and Lunettes L’Amy.

Never one to rest on his laurels, Michael is excited about Bo Optik’s newest partnership. The spring of 2012 will see his company become the exclusive worldwide distributor of Peter Nygard frames. “It is a new direction for us and a great opportunity,” says Michael. “Nygard is huge in Canada. They are very well respected and offer good products at good prices. The line fits well with our focus and how we view brands.”

It is the continuous evolution of the business that keeps Michael Bohbot focused and excited. “I really don’t know how to sit still. I love the fact that we grow our opportunities. I did a minor in philosophy at McGill University and developed an admiration for (French scientist) Louis Pasteur. When Pasteur was told that he was lucky to have invented so many things, he pointed out that there are opportunities in front of people all the time but they get so stuck in the mundane that they never explore them. We are very blessed to have this business and do work that we love.”

Who knows what further excitement the next 10 years will bring for Bo Optik? Given the dynamic team running the business, it will no doubt be worth keeping an eye open for their 30th anniversary in 2022!

Is That All There is? Developmental Optometry Opens the World for Nine-Year-Old Girl

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By Paddy Kamen

Jillian Benoit is now a sparkling, confident girl with big dreams. But it wasn’t always so.

It wasn’t until Jillian Benoit was five years old that her mother Robin realized that her youngest daughter was legally blind in her right eye. “Her preschool teacher had put a patch on Jillian’s eye because they were playing pirates,” recounts Benoit. “Jillian threw her hands out in front of her as if trying to reach for something and then fell to the floor screaming and pleading for help.”

The Jacksonville, Florida mother immediately made an appointment with her pediatrician, who referred them to an ophthalmologist. The ophthalmologist supplied a name for Jillian’s condition: amblyopia, which meant she had reasonably good vision in one eye (20/30) and extremely weak vision in the other. In Jillian’s weak eye, her acuity was only six inches.

Benoit subsequently remembered things about her daughter that, in hindsight, were attributable to her vision problem, but which Benoit had assumed were simply developmental delays. These included an inability to reproduce geometric shapes with any accuracy. “She would come home with shapes she had drawn that bore very little resemblance to the triangle, square, or circle they were supposed to represent,” she notes.

In Robin Benoit’s book on the subject of her daughter’s diagnosis and treatment, Jillian’s Story: How Vision Therapy Changed My Daughter’s Life, The P3 Press, she says, “The doctor explained that there is no surgery to correct amblyopia. He said we would start her out with glasses and he would see us in six weeks. At that time, we might have to begin ‘patching’ if her vision did not improve.”

While Jillian loved her Mickey Mouse glasses, her vision did not improve and patching started in her kindergarten year. Initially, Jillian wore the patch for two hours a day after school. Robin could see that Jillian’s vision was improving, something which the ophthalmologist confirmed, increasing the patch-wearing schedule to 11 hours a day. He advised Jillian not to ride a bike or play sports while wearing the patch. And needless to say, the patch did little for her confidence.

Jillian recalls her experience of being ‘different’ from other children. “When I was younger, I thought that everyone saw like I did. Then when I was seven we went to the zoo camp at the Jacksonville Zoo. The zookeeper told us that owls have to turn their heads to see and I realized that I had to move my head the way an owl does. Before I was aware of having a vision disability, I thought that the ability to see without moving your head was a talent. I believed my sister was more talented than me because she could move her eyes instead of having to move her whole head.”

She also recalls that schoolwork became increasingly difficult: “I was always the last or second-last person to complete the work. And when the school gave out awards and treats to kids who had read the most books, I knew there was no way I could keep up with them.” Jillian’s Grade 4 teacher told Robin in an interview that her daughter needed to work faster on her handwriting and that she often left for the washroom during math class. “My brain hurts during math,” Jillian told her mom, who noticed that Jillian would often make mistakes when writing down long numerals.

When Jillian was nine, the ophthalmologist announced that she was finished with the patching treatment. Her right eye had reached an acuity of 20/40 and there was nothing more he could offer except eye drops which blurred the good eye – a drug-induced form of patching. The drops were very difficult to administer for both mother and daughter. When Robin asked the doctor about what else might be done to help Jillian, he was negative, bordering on rude. She then asked about vision therapy, something she had read about on the Internet, but the doctor said he didn’t see much value in it.

Singularly unimpressed by the doctor’s attitude and unwilling to settle for anything but the best for her daughter, Robin did more research into vision therapy and found an optometrist, Dr. James Horning. On examining the girl, Horning quickly realized that Jillian was, in fact, seeing double. She had been doing so all her life and the ophthalmologist had either failed to realize it or, if he had, hadn’t mentioned it.

Shortly afterward Jillian underwent a two-hour evaluation of her vision with Lindsey Hebert, the vision therapist who works for Dr. Horning. Hebert later structured a vision therapy program specifically for Jillian.

The vision therapy began with the development of Jillian’s gross motor skills, working with balls and balloons to learn to identify where objects are in space. And because she didn’t have the same perception on both sides of her body, Jillian worked on her balance by walking rails and doing balance board exercises. “We began this work by patching so the weaker eye learned to process information to the brain,” says Hebert.

After 12 weeks of gross motor work, Jillian began strengthening her weak eye with the use of different optical tools like lenses. These exercises helped Jillian develop better binocular vision. “Making the focusing muscles contract and then relax is a way of strengthening the focusing muscles, much like lifting weights,” Hebert explains.

To improve visual processing in Jillian’s weaker eye, Hebert used a variety of tools that had her use each eye separately and then together. “This can be as simple as using one red and one green lens in glasses. We have her look at a bright light. If she can just see green or red I know which eye is working but if she sees a mixture of the two we know that both eyes are ‘turned on’ at the same time,” says Hebert.

Depth perception is another aspect of good binocular vision, Hebert notes. “Riding a bike, playing basketball, and even playing video games require depth perception. When the eyes aren’t working well together the brain has to work that much harder to make sense of the world. When Jillian did the exercises and practiced them at home, it didn’t take long for her brain to realize that she could function more efficiently with a strong binocular visual system.”

Hebert could see that Jillian initially lacked confidence. “She had poor gross motor skills and hated physical education class. She had been struggling for a long time and was skeptical that I could help her.”

Before long, however, the girl began to emerge from her shell. “She would come bouncing in and say, ‘let’s do something fun’. She would want to try things that were difficult and it was such a joy to hear her say, ‘Look how good I am’,” recalls Hebert.

There’s no underestimating the commitment involved in completing a course of vision therapy. Jillian’s program took 45 weeks of office visits and she had to practice at home five days a week. Robin took her to all appointments and supervised the home practice. But the rewards have been incredible. Now 12 and a Grade 7 student, Jillian Benoit is a straight-A student. She’s near the top of her class in mathematics and loves science. Most importantly she has a confidence that radiates throughout her life.

Robin Benoit believes that consumers deserve eyecare professionals who make referrals for the good of the patient. “I hope my book will have an impact on the way ophthalmologists, optometrists and opticians work together to serve consumers. I’m sure they all care about the patients they see but they need to look at the big picture. We’re talking about a child’s future and parents need to know what is possible, rather than just settling for the status quo.”

Not one to settle for less than the best, Robin Benoit has, through vision therapy, given Jillian a tremendous gift. While vision therapy isn’t suitable for every vision challenge, Jillian’s story proves that it offers a whole new world of vision – and confidence – for some.

The Optical Dispensary – Practice Management by Design

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By Dana Sacco

managingyourbusinessWhen shown on an organizational map, the personalities of the employees in a modern optical dispensary indicate the key behaviors that make up each person’s role. By looking at how each of those roles interacts with the dispensary’s leaders, with one another and with clients, it is possible to create a “people” strategy designed to drive sales and growth.

One of the products I use in my consulting practice is the Predictive Index® or PI®, a scientifically validated behavioural tool with 55 years of history and an Ivy League pedigree. Interviews and resumes can only tell the employer how a candidate presents him/her self. The PI assessment penetrates that veneer and illustrates each employee’s core behaviours under stress. The PI also breaks down social perceptions and helps us get into each person’s “world” by fostering self-awareness.

The key message here is that behavior assessments can help to place or coach people for the roles to which they are most naturally suited. As author Jim Collins tells us in his book Good to Great, Harper Collins, 2001: “… Successful companies first got the right people on the bus, the wrong people off the bus, and the right people in the right seats. And then they figured out where to drive it.”

Below is a sample PI of the leader of an eyecare practice who has been in business for over 10 years; the business generates revenues of $650,000 per year.

The PI survey defines four factors:

(A) Assertiveness

(B) Extroversion

(C) Patience

(D) Formality

For the purpose of demonstrating the capacity of the PI, I have simplified the concepts. The resulting graph shows a corresponding value for each of the above factors. The red line represents the median. The company leader completed a two-page, 172-word stimuli questionnaire, which produced these results:

The Leader:

Factor A (Assertiveness): the leader identifies herself as an unassuming, harmony-seeking, collegial person

Factor B (Extroversion): she is sociable and poised

Factor C (Patience): she is impatient for results

Factor D (Formality): she is informal and delegates easily

Conclusions:

The PI philosophy is based on knowledge transfer. After training, the leader will understand that she has a hard time saying no to people. She is socially poised and likeable, with strong presentation skills and connects quickly with others. She is also persistent and will grow the business by leveraging relationships, while struggling with details, as well as, the process and operations side of the business.

The next step is to determine the PI of the store manager. It indicates an assertive person who is thoughtful and reflective and shares the leader’s sense of urgency about achieving results; the manager is also driven by a strong detail orientation and is challenged to delegate authority. This person is task-oriented and motivated by goal achievement, and will take on the “tough” decisions, which allows the leader to focus on promoting the business and connecting with clients.

Now the leadership can understand the rest of the team. The optician’s PI will reveal why that person perceives the leadership (which has an urgency about achieving results) as disorganized. She is naturally systematic/methodical and has a completely opposite approach to the job. Her unassuming nature indicates that systems and checklists will help her function well with her peers. She is socially driven and enjoys public interaction and recognition.

The receptionist, who has a PI® similar to that of the leader, will be optimistic and positive in her communications style. The manager will coach her to protect the company from risk by having systems in place that provide specific direction and protocol.

The administrative assistant’s PI discloses an unassuming, private, methodical person with exacting standards. A sequential processor, driven by details, she will be frustrated by her perception of everyone’s lack of attention to detail. She will work steadily, patiently and alone to protect the company from risk. She is best motivated by private recognition and encouragement.

This is just a glimpse of the power of the scientifically driven data management model and the decisions, coaching and strategy that can be developed when you invest in learning what motivates your people. PI also tells you how much capacity people have to absorb stress, their level of engagement and decision-making style.

Visionary leaders can align their business strategies to their people strategies by investing in their human capital. Through the use of PI as an executive management tool (to make data-driven people decisions), a leader will learn how to design her message so it resonates with each team member and she understands the reactions and responses of her team, thus helping employees to become the best possible versions of themselves within the context of their jobs.

TELUS Health eClaims Solution Offers ECPs a Custom-Made Service

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TELUS Health eClaims Solution Offers ECPs a Custom-Made Service

TELUS Health eClaims Solution is Canada’s first online national exchange service for extended healthcare providers, including opticians and optometrists, designed to streamline the claims and reimbursement process with private insurers, on behalf of their patients. TELUS is working with Great-West Life to provide eClaims with a web-based, secure and fully integrated solution that optimizes the claim submission process, including enrolment tools, reimbursement claim submission and immediate confirmation of the insurance company’s response.

The solution also allows the option of assigning benefits to the healthcare provider, making it simple for the patient to pay only the out-of-pocket cost at the point of care, with the insurance company paying the balance to the provider.

Great-West Life is the first insurance company to collaborate with TELUS on the introduction of a real-time claim submission service, specifically designed for extended healthcare providers.

Registration is fast and easy. All ECPs have to do is register on telushealth.com/eclaims. They will receive a welcome package confirming their enrolment and providing login information that will give them access to the new TELUS Health eClaims portal. When they log into the portal, an option on the welcome page allows them to submit claims to private group insurance companies. This information and all related instructions will be sent to them by email once they have registered.

For additional inquiries, ECPs are invited to call TELUS Health Solutions at 1-866 240-7492 option 1.

Götti Presents its Spin&Stow Series

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Götti Presents its Spin&Stow Series

The latest generation of sunglasses from Götti Switzerland is unique, thanks to their 360° rotatable temples. This patented system, called « Spin&Stow », makes it possible to fold the sunglasses so they are completely flat and take up very little room. This provides greater freedom of movement since the wearer no longer needs to carry a big case. What’s more, all models are very light and comfortable to wear.


The Spin&Stow models are divided into three different style groups. The « 360° Power » line is sporty and places the focus on fun. In contrast, the « 360° City » line has a more urbane look. The third line, called « 360° Attitude, » appeals to eyeglass wearers.

The colour palette is intended to harmonize with late summer and autumn.

Occhiali Canada, a New Beginning

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Occhiali Canada, a New Beginning

“Revamping an existing company and launching the new identity of OcchialiCanadawas one of the biggest challenges of my life,” says CEO Melkon Kechichian. OcchialiCanadapurchased Allison Canada in August 2010 and relocated the headquarters fromTorontotoOttawa. The reborn company distributes 21 European brands coming from Allison S.p.A. inPadova,Italyand announces that it has signed to be the exclusive distributor of True Religion and Affliction eyewear.

Affliction is the proud sponsor of the great George St. Pierre, UFC welterweight champion. As with the Affliction clothing line, the eyewear is constructed from the finest materials, sparing no detail. From the intricate hardware down to the smallest component, each piece is hand assembled and evokes the dark and powerful themes Affliction is known for.

True Religion is a very popular design based on jeans and jean related brands. This new fantastic couture line of eyewear continuously aims for a fashionable, bohemian, chick flair, with a vintage vibe. Targeted to men and women 18 to 45, the collection includes aviator frames in rimmed and rimless designs.

OcchialiCanadaset out to be one of the most flexible suppliers in the market, becoming a single destination for practitioners and offering the convenience of ordering from one supplier while consolidating and simplifying their accounting at the end of every month. “We don’t just sell product, we sell satisfaction,” says Kechichian.

This year the company will be launching brand new products with prices that benefit eyecare businesses and clients. OcchialiCanadabelieves in volume repeat business and not high mark up sales per unit. They will soon be launching their website, featuring all products that will be available upon opening an account. The company will also introduce an extensive variety of single vision lenses, which will be stocked in their facility, along with a line of tools, accessories, and doctor’s instruments with full refracting lanes.

Bling is the thing with Image Café

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Bling is the thing with Image Café

Bright, bold and bling all define the Image Café collection from Optiq.  The new additions include in-your-face colours from burgundy to gold and cover all of this year’s top eyewear trends like big bold, semi rimless and thin wired.

Model 5777 gives a movie star look and feel with just enough “bling” on the outside temple.  As Madonna once said “I always thought I should be treated like a star.” Image café frames give women that high fashion look.

VEL Introduces LifeRx FSV

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VEL Introduces LifeRx FSV

Vision-Ease Lens (VEL) announces the availability of new LifeRx FSV lenses. Offered in gray, the new LifeRx FSV lenses and their SFSV counterparts are 100 per cent interchangeable, thanks to matching front curves on both lines.

LifeRx lenses are available in  power ranges of +2.00 to -6.00, out to a -2.00 cylinder.

LifeRx lenses are manufactured with 100 per cent renewable energy and deliver a superior combination of rapid darkening, industry-leading fade-back speed and better indoor clarity. In addition to the new FSV, LifeRx lenses are also available in D28, 7 x 28 trifocal, D35 bifocal, Illumina and Outlook progressive lenses, Aspheric SFSV and Spherical SFSV options.

Transitions Promotes Dave Cole to President

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Transitions Promotes Dave Cole to President

Transitions Optical has announced that Dave Cole has been appointed president. In this leadership role, Cole will assume full responsibility for the enterprise business.

Cole, who started with Transitions Optical when the company launched in 1990, took a global leadership position when he was named chief operating officer in October of 2010. In his expanded role, he will be accountable for effectively leveraging the regional and global leadership teams, and business strategy development and execution, while continuing to build strong strategic partnerships to drive the overall photochromic market.

“In the time Dave served as chief operating officer, he showed again and again how exceptionally well suited he is to lead Transitions Optical globally,” said Rick Elias, CEO, Transitions Optical. “His in-depth knowledge of the optical industry and our business, ability to continuously act with long-term perspective, and capability for building strong relationships within the industry and internally are just a few of his notable strengths.”

After moving through a variety of sales and marketing roles in PPG Industries over a nine-year period, Cole joined Transitions Optical in 1990 as manager of sales and business development. Since then, Cole has assumed positions of increasing responsibility as the company continued to experience strong growth, serving as business manager and then general manager of the Americas for Transitions Optical. In 2004, Cole added Australia and New Zealand to his North American responsibilities and in 2008 added global strategic initiatives. Cole’s leadership has led to significant growth for the company and motivated strong loyalty from industry partners in these markets. Cole holds a bachelor’s degree in medicine from the University of Notre Dame.