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Optical Key Performance Indicators (KPIs) for Doctors

by | Jul 19, 2018

KPIs for Eye Doctors

How’s Your chair-side dispensing? Let’s assume you’re tracking your optical performance with Key Performance Indicators. You know your practice’s averages for frame price, lens sales, AR percentages, progressive lens sales, capture rates, second pairs. You’re on top of your practice performance! But are you on top of your own performance? Doctors have a tremendous ability to influence their patients’ decisions and buying habits, and that influence is (of course) track-able with optical KPIs (Key Performance Indicators) for doctors.

You read that right. Providers have optical KPIs, too, just like staff members. Key metrics like capture rate, second pairs, and AR percentages should be measured “by doctor” as well as “by staff” or “by plan.” When we divide results in this way, what we’re really doing is examining the influence specific people or variables have on the decisions our patients make. We want to know if patients choose to buy a second pair (or upgrade to premium AR, etc.) more often after they’ve seen a specific doctor, or been served by a specific team member. Filtering and examining your Key Performance Indicators in this way will uncover important trends and lend you a advantage as you work on fine-tuning productivity and effectiveness. You can also measure your success with specific types of products, and use that information to create high-impact results in your dispensary.

Doing the math

Optical KPIs are calculated for doctors in exactly the same way they are for the practice or for staff members. The primary difference is which group of patients we include in those calculations.

Let’s begin by calculating basic capture rate. What percentage of the patients for each doctor make a further optical or contact lens purchase in the practice? We’ve covered that calculation before, in terms of the entire practice. In this case, we want to group the patients by the doctor who performed their exams, and compare that rate to both the overall practice rate, and the success rate of the other practice providers.

Next, let’s take a look at the Key Performance Indicators associated with some specific characteristics of a successful optical: second pair purchases and anti-reflective percentages. (You can similarly track other dispensing priorities, such as blue light solutions, photochromics, or even sunglass purchases by contact lens patients.) Review all purchases made by the patients of each doctor, and assess the percentage of those purchases that include the desired upgrades. To arrive at an actual number, divide the instance of ‘desired’ results by the total number of sales.

What should you track?

Always include the basics in your tracking:

  • Capture rate;
  • Contact lens capture rate;

To really pump up the volume on analyzing your success rate, you will want to focus on purchases that are most likely to be affected by good chair-side dialogue:

  • Second pair sales;
  • Occupational eyewear sales (e.g.: computer lenses);
  • Anti-reflective percentages;
  • Sunwear and backup eyeglasses for contact lens patients;
  • Blue light solutions (coatings or materials);
  • Progressives versus bifocal or trifocal lenses.

Optical KPIs for Doctors in EDGEPro

As always, EDGEPro makes this process easier for its users. Your optical KPIs are found in our reports. For basic calculations, like capture rate, progressives and AR ratios, access your EDGEMarks report and choose the “By Doctor” option to see all your providers, side by side.

About Evan Kestenbaum

About Evan Kestenbaum

Evan received his MBA (based on unique curricula (emphasizing the optical industry) from State University of New York at Binghamton in 2006. He garnered multiple academic honors and achievements (among them, National Honor Society member, Golden Key Honor Society member and earned status on Dean’s List). His education and ingenuity led to him joining and leading the engineering team of GPN’s extraordinary EDGE online technologies and data based services. His direct involvement with practices throughout the nation has supported the development of corporate strategies and business philosophies for independents.

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