1 LensCrafters Case Study Rob Giles BUS430 Dr

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LensCrafters Case Study

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Rob Giles

BUS430

Dr. Amanda Bartock

January 29, 2018

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In 1983, the optical retailer LensCrafters (LC) started to provide one-hour visual exams and custom eyeglasses to its consumers all within a centralized store. All 860 stores, located in the U.S., Puerto Rico, and Canada have the capability of producing eyewear and eye test promptly. In fact, the optical store prides itself on being the convenient and timely deliverer of its products and services while providing their clients with unmatched service. LC business model is” creating customers for life by delivering legendary customer service, developing and energizing associates and leaders in the world’s best workplace, crafting perfect-quality eyewear in about an hour, and delivering superior overall value to meet each customer’s individual needs (Collier). This strategy has allowed them to expand their company while maintaining the quality of the glasses it produces along with the satisfaction of its consumers. Additionally, the company can sustain its niche by its configuration and design of the benefits to its customers. “The primary good (eyewear) and the primary service (accurate eye exam and one-hour service) are of equal importance. Peripheral goods and services encircle the primary ones to create “a total LensCrafters’ experience” (Collier). This benefit to the customer differs from most eye care businesses in that it allows in-house customization of its glasses and reduces the delivery time of the item to the client. This benefit bests their competitors by fulfilling the individual’s needs immediately.
Operation Management has become a vital part of how LC sustains and grows its business with the increased use and availability of technology. Distance and various locations have placed importance on how information is communicated and flows to different departments.
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Challenges the optical business and LensCrafters has explicitly increased consumer awareness and economic viability. The expectations of the consumer grow every day due to information is readily assessable through various venues, including through abundance of mobile devices. Millennials are more prone to researching information, easily found on Facebook or some other online platform. “Over 85% of Generation Y have Smartphones”(Neilsen). These platforms allow the potential customer access to information on various products and offers which would eliminate the need to visit any store or shop. That option makes it difficult for businesses to remain relevant economically, especially when a single manufacturer produces a massive quantity of frames. The Italian company Luxottica makes frames and sunglasses for a wide range of well-known businesses including LensCrafters, Versace, Sunglasses Hut, Pearl Vision, Rayban, and Google Glass. “Luxottica controls 80% of the major brands in the $28 billion global eyeglasses industry. This monopolistic structure of the market leads to profits that are “relatively obscene,” says Tim Wu, a professor of law at Columbia University and the author of The Master Switch (Swanson). Therefore, competing or lower price points along with the flexibility to research, compare, and purchase online could present challenges to service and financially to companies like LC. A possible way to mitigate the potential loss in business and revenue is aggressive advertising on social platforms and blogs, and perhaps evolving their platform to allow consumers to view, select, and purchase eyeglasses from their site with the option of home delivery or store pickup. Thus, addressing the flexibility of millennials and other customer groups to experience the in-store customer service or select the product that best suits the client from the comfort of their mobile device.

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The value that LC offers can remain effective by maintaining the quality of its products, maintaining or exceeding excellent customer service by displaying the value of the eye exam and selection of glasses. They maintain a unique difference in their style of business by making the glasses on-site, custom fit to each person all within an hour. Making the product in-house reduces cost and time necessary for those businesses that depend on outside production. “Whatever your reason, if you do not completely love your eyeglasses or prescription sunglasses, you can exchange or return them for a full refund at LensCrafters—no excuses, no explanations. That is what our 30-Day Unconditional Guarantee is all about—giving you peace of mind with every pair” (Collier). That promise adds an extra layer of customer satisfaction as well as comfort in the quality of the product and perhaps a lifelong relationship with the client.

Performance measurements exist that can be applied to LC to determine if the business is continuing to meet there standards for product quality and exceptional customer service. The use of social media to communicate with current and potential clients can offer a way to interact in real time with those individuals to source their needs for the products they provide. Additionally, this medium can determine which products and services are requested and which should be adjusted by customer suggestion. Employee feedback should be a tool for measuring performance. Employee job satisfaction including continued training is vital to the growth of the company, and the knowledge interaction with all clients. Business tends to be more successful and productive when the employees feel respected, knowledgeable, trusted, and responsible for the work they perform. “Graphics Rating should also be used in measuring employee performance
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to ensure efficient operations strategy management” (Vokurka, 1995).

LensCrafters efficient and innovative use of technology for its frames and lenses has made it a standout in the eye care/wear industry. A new technology LC uses for eye exams is called Clarifye. The test is said to offer more information about the eye at a quicker pace. “The Clarifye digital eye exam is so precise; it maps the curvature of your cornea to give your doctor a digital fingerprint of your eye. It pinpoints the small changes that can occur in your eyes over time and even reveals differences you have between your day and night vision needs” (LensCrafters). The technology also assesses the patient’s vision with or without corrective wear. The Digital Retina exam scans the entire eye to give the doctor an analysis of the person’s eye health. Vision Profile system determines eye differentials to light, such as day and night, while the lens profiler determines changes quickly from an older eye prescription to the new adjustments. The store is configured so that curious customers can see how the process and product are completed in every step to their satisfaction. “The typical service process begins when a customer makes an appointment with an optician and continues until the eyeglasses are received and paid in full. Between these two events, the customer travels to the store, parks, receives a greeting from store employees, obtains an eye examination, selects frames, is measured for proper eyeglasses and frame fit, watches the eyeglasses being made in the laboratory, and receives a final fitting to make sure all is well. Information flow in the forms of prescriptions, bills, and receipts complements the physical flows of people and eyewear” (Collier).
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Automated systems are available for employee use to continue the flow of operation seamlessly while ensuring each person is completing their job efficiently to company standards while redefining customer experience while maintaining a professional and courteous atmosphere. “Each job at LensCrafters—sales associate, lab technician, and doctor of optometry—requires both technical skills and service management skills. Associates are well trained, friendly, and knowledgeable about their jobs. The lab technicians are certified in all work tasks and processes. Many associates are cross-trained” (Collier).

The company advances by improving upon its technology and its customer care and interaction to modernize its business systems and operations. Allowing LC to lead continuously in the arena of optical eye care. The customer benefit package is an integral portion of its business success and growth through the decades. LC desire to be an example in its industry while constantly improving its value chain and operating strategy illustrates the advantage it has over its competitors.

References
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Collier, D. A. (2013). OM4 (4th ed.). Centage.

Ellis, D. (1995). A clear labor management vision. Discount Merchandiser, 35(10), T62.

Neilsen. MILLENNIALS ARE TOP SMARTPHONE USERS DIGITAL. (2016, November).

Swanson, A. (n.d.). Meet the Four-Eyed, Eight-Tentacled Monopoly That is Making Your Glasses So Expensive. Forbes. Swanson, A. (n.d.). Meet the Four-Eyed, Eight-Tentacled Monopoly That is Making Your Glasses So Expensive. Forbes.

Vokurka, R. a. (1995). Measuring Operating Performance: A Specific Case Study. Production and Inventory Management Journal 36, 38-43.