The Situation
An international eye hospital network in East Asia had an underperforming optical unit. Optical sales contributed just 3% of gross revenue, while progressive lenses accounted for only 2% of total lens volume. The challenges included limited upgrade pathways, unbalanced inventory, inconsistent staff capability across roles, and no structured system to track optical performance.
Our Approach
Introduced tiered product offerings and value-added services to drive upgrades
Trained doctors, optometrists, sales executives, and store managers on clinical-to-retail alignment
Optimised inventory mix to match patient profiles and upgrade potential
Implemented performance tracking systems with daily, weekly, and monthly reviews
The focus was on systemising optical growth, not short-term selling.
Why was the optical unit underperforming initially?
There were limited upgrade options, an unbalanced inventory mix, inconsistent staff capability, and no structured system to track optical performance.
How did training impact results so quickly?
Training aligned doctors, optometrists, and optical staff around a common upgrade and patient-guidance approach, improving consistency across the network.
Were the results sustainable beyond six months?
Yes. With tiered products, optimised inventory, and regular performance tracking, the improvements were built into daily operations.
The Results
Optical Revenue Contribution
Increased from 3% to 6% of gross revenue
Progressive Lens Penetration
Grew from 2% to 21% of total lens volume
Sales Quality
Higher upgrade acceptance through structured tiering
Operational Control
Clear visibility of performance across stores and teams
Guide the Process and Solve Problems
A weekly, executive-level decision mechanism to guide the process and solve problems as they arise.
“We wouldn’t have gotten to where we are today without Finovate. The Finovate spent time with us to better understand our processes and where our bottlenecks were.”
