Optometry groups live in two worlds: clinical care representing roughly 40% of revenue and optical retail representing 60%. Yet most intake systems treat every call the same. The result: clinical appointments get booked while optical opportunities slip away. Groups that design intake specifically for the clinical-retail handoff see 15-20% higher capture rates than those treating every call identically.
This guide provides the framework for building intake workflows that capture both clinical and retail revenue.
Table of Contents
- The Dual-Revenue Challenge in Optometry
- Call Types in Optometry: A Classification Framework
- The Clinical-Retail Routing Decision Tree
- Scripts for Identifying Optical Opportunities
- VSP and Insurance Verification: Streamlining the Process
- Connecting Intake to Capture Rate Metrics
- Appointment Types That Matter
- Multi-Location Considerations
- Technology Integration
- Key Takeaways
The Dual-Revenue Challenge in Optometry
Unlike most healthcare specialties, optometry operates two distinct businesses under one roof. The clinical side provides eye exams, medical eye care, and contact lens fittings. The retail side sells frames, lenses, and contact lenses. Both require the phone to ring, but the calls need different handling.
Why This Creates Intake Complexity
Different destinations. A caller asking about an eye exam needs to reach clinical scheduling. A caller asking about frame selection needs to reach the optical team. A caller asking about contact lens reorders might need either, depending on prescription status.
Different expertise. Clinical schedulers need to understand exam types, medical vs. vision coverage, and provider availability. Optical staff need to understand frame inventory, lens options, and retail sales processes.
Different metrics. Clinical success is measured in filled appointments and provider utilization. Optical success is measured in capture rate, average transaction value, and second-pair sales.
Different timing. Clinical appointments are scheduled in advance. Optical purchases often happen on impulse or same-day after receiving a new prescription.
The Cost of Getting It Wrong
When intake fails to route appropriately, revenue leaks in multiple directions:
- Clinical calls sent to optical get frustrated by staff who cannot schedule exams
- Optical inquiries sent to clinical miss the sales opportunity entirely
- Contact lens reorders bounce between departments
- Insurance verification calls clog lines that should be booking revenue
Groups that audit their call handling often find 20-30% of calls are suboptimally routed, with each misrouted call representing friction that reduces conversion and capture.
Call Types in Optometry: A Classification Framework
Understanding call distribution is the foundation for effective routing. Here is the typical breakdown for multi-location optometry groups:
| Call Type | % of Calls | Primary Destination | Secondary Destination |
|---|---|---|---|
| New patient exam scheduling | 25% | Clinical scheduling | - |
| Existing patient exam scheduling | 20% | Clinical scheduling | - |
| Contact lens reorder | 15% | Contact lens team | Clinical (if Rx expired) |
| Frame inquiry / purchase | 15% | Optical / dispensary | - |
| Insurance / VSP verification | 10% | Billing / verification | - |
| Prescription check / copy | 8% | Optical team | Clinical records |
| Other (hours, location, etc.) | 7% | General / auto-attendant | - |
Key Observations
45% of calls are clinical scheduling. These are relatively straightforward: match the patient to an available appointment slot.
30% of calls are optical-related. These require retail skills: product knowledge, inventory awareness, and sales capability.
10% are insurance verification. These calls often take 5-10 minutes each and can clog phone lines if not handled efficiently.
Only 7% are truly general inquiries. Most calls have a clear purpose that should drive routing.
The Clinical-Retail Routing Decision Tree
Effective intake requires quickly identifying call purpose and routing appropriately. This decision tree provides a framework:
Initial Triage Question
“Are you calling about an eye exam or appointment, or about eyewear such as glasses or contacts?”
This single question sorts approximately 75% of calls into the correct path immediately.
Clinical Path
If the caller indicates exam or appointment:
- New or existing patient?
- Medical concern or routine vision exam?
- Provider preference?
- Insurance / vision plan information?
- Schedule appointment
Optical Path
If the caller indicates eyewear:
- Do you have a current prescription (within 1-2 years)?
- If yes: Route to optical for purchase assistance
- If no: Offer to schedule exam first, then optical appointment
- Glasses or contacts?
- Glasses: Frame consultation availability
- Contacts: Reorder vs. new fitting
- Insurance / vision plan for optical benefits?
Hybrid Situations
Some calls require both paths:
“I need an exam and new glasses.”
- Schedule clinical exam
- Note optical interest in appointment
- Offer dispensary time after exam or separate optical appointment
“My contacts are almost out but I think my prescription expired.”
- Verify prescription status
- If expired: Schedule exam with contact lens fitting
- If valid: Process reorder
“I want to use my VSP benefits before they expire.”
- Determine if exam is needed (check last exam date)
- Verify VSP eligibility and benefits
- Schedule exam if needed, note optical purchase intent
Scripts for Identifying Optical Opportunities
Intake staff can significantly impact capture rate by identifying and flagging optical opportunities during scheduling calls.
Script 1: New Patient Exam Scheduling
After booking the exam:
“Great, I have you scheduled for [date/time] with Dr. [name]. I see you mentioned [insurance/VSP]. Just so you know, your plan typically includes an allowance for glasses or contacts after your exam. Would you like me to set aside some time with our optical team after your appointment to explore your options? We have a great selection of frames, and they can walk you through what your benefits cover.”
Why it works: Plants the seed for optical purchase, creates expectation, and pre-schedules the retail interaction.
Script 2: Existing Patient Calling for Exam
During scheduling:
“I see you were last in [X months ago]. Are you still happy with your current glasses, or are you thinking about updating your look? We have some great new frame styles that just came in.”
Why it works: Opens the conversation about optical without being pushy, leverages relationship history.
Script 3: Contact Lens Reorder
During reorder processing:
“I can get that order started for you. By the way, do you have a backup pair of glasses? Many of our contact lens patients like having glasses for evenings or days when they want to give their eyes a rest. Would you like me to check your frame benefit?”
Why it works: Cross-sells to contact lens patients who may not think about glasses.
Script 4: General Inquiry Caller
When call purpose is unclear:
“I’d be happy to help. Are you looking to schedule an eye exam, or were you calling about glasses or contacts? Or maybe both?”
Why it works: Gets immediate clarity and ensures proper routing.
VSP and Insurance Verification: Streamlining the Process
Insurance verification calls are necessary but can consume disproportionate phone time. Here are strategies to manage them efficiently.
The Verification Burden
A typical VSP verification call takes 5-8 minutes:
- Hold time waiting for VSP representative
- Patient information lookup
- Eligibility confirmation
- Benefits explanation
- Documentation
For a busy location receiving 20 verification calls daily, that is 100-160 minutes of phone time, roughly 2-3 hours that could be answering other calls.
Streamlining Strategies
Online verification tools. VSP and EyeMed offer online portals for eligibility verification. Train staff to use these first, reserving phone verification for complex situations.
Pre-verification workflow. When appointments are scheduled, trigger verification before the patient arrives. This moves the work off the inbound phone line.
Patient self-service. Direct patients to check their own benefits online before calling. Include links in appointment confirmations.
Dedicated verification time. Batch verification calls during low-volume periods rather than handling them as they come in.
Verification scripts. For calls that must happen, use efficient scripts:
“I can help you understand your vision benefits. Can I get your VSP member ID and date of birth? [Verify online while on phone] Great, I can see you have [benefit summary]. Would you like to schedule an exam to use those benefits?”
Routing Verification Calls
Not all verification calls need the same handling:
| Caller Type | Routing |
|---|---|
| Patient checking own benefits | Online portal or brief phone assist |
| Patient ready to schedule | Scheduling with inline verification |
| Insurance question only (no scheduling intent) | Brief assist, offer to schedule |
| Complex coverage question | Billing specialist |
Connecting Intake to Capture Rate Metrics
Capture rate, the percentage of exam patients who purchase eyewear, is the key profitability metric for optometry groups. Intake directly impacts capture rate.
How Intake Affects Capture Rate
Expectation setting. Patients who arrive expecting to explore eyewear are more likely to purchase than those who planned only an exam.
Optical appointment scheduling. Pre-scheduling dispensary time creates commitment and removes friction.
Benefit awareness. Patients informed of their optical benefits during scheduling are prepared to use them.
Staff preparation. When intake notes optical interest, dispensary staff can prepare relevant options before the patient arrives.
Tracking Intake-to-Capture Connection
To measure intake impact on capture, track:
Optical intent flagged at scheduling. What percentage of appointments include notation of optical interest?
Pre-scheduled dispensary time. What percentage of exams have optical appointments attached?
Conversion by intake source. Do patients scheduled with optical discussion convert at higher rates?
Benefit discussion completion. What percentage of scheduling calls include benefits review?
Target Metrics
| Metric | Baseline | Target |
|---|---|---|
| Optical intent captured at scheduling | 30% | 60%+ |
| Pre-scheduled dispensary appointments | 15% | 40%+ |
| Benefits discussed during scheduling | 40% | 80%+ |
| Capture rate (exam to purchase) | 55% | 70%+ |
Appointment Types That Matter
Optometry scheduling requires appointment types that reflect the clinical-retail complexity.
Essential Appointment Types
Comprehensive Eye Exam (New Patient)
- Duration: 45-60 minutes
- Includes: Full exam, dilation if indicated, initial optical consultation
- Scheduling note: Ask about glasses/contacts interest
Comprehensive Eye Exam (Existing Patient)
- Duration: 30-45 minutes
- Includes: Annual exam, prescription update
- Scheduling note: Check last optical purchase, suggest update
Contact Lens Fitting
- Duration: 30-45 minutes
- Includes: Measurements, trial lens, teaching
- Scheduling note: Often combined with exam
Contact Lens Follow-Up
- Duration: 15-20 minutes
- Includes: Fit check, finalization
- Scheduling note: May lead to glasses discussion
Medical Eye Exam
- Duration: 30-45 minutes
- Includes: Specific medical concern evaluation
- Scheduling note: Different insurance routing (medical vs. vision)
Dispensary / Optical Consultation
- Duration: 30-45 minutes
- Includes: Frame selection, lens discussion, ordering
- Scheduling note: Can be standalone or post-exam
Glasses Adjustment / Repair
- Duration: 15 minutes
- Includes: Adjustment, minor repair
- Scheduling note: Opportunity for second-pair or upgrade discussion
Appointment Type Configuration
Configure your scheduling system to:
- Default to appropriate duration by type
- Prompt for optical interest on exam appointments
- Allow easy addition of dispensary time to exam appointments
- Track appointment types for reporting
Multi-Location Considerations
Optometry groups with multiple locations face additional intake challenges.
Standardization Requirements
Consistent appointment types. All locations should use the same appointment type definitions and durations.
Unified scripts. Clinical-retail routing questions should be identical across locations.
Shared inventory visibility. If a caller wants a specific frame, staff should be able to check availability across locations.
Cross-location scheduling. Patients should be able to book at any location through any phone line.
Location-Specific Variations
While standardizing core processes, allow for legitimate variations:
Provider availability. Different locations may have different OD schedules and specialties.
Inventory focus. Some locations may emphasize certain frame lines or price points.
Patient demographics. Locations may serve different populations with different insurance mixes.
Services offered. Not all locations may offer specialty services like vision therapy or myopia management.
Centralized vs. Distributed Intake
| Model | Pros | Cons |
|---|---|---|
| Centralized | Consistency, specialized training, coverage | Less local knowledge, potential disconnect |
| Distributed | Local expertise, relationship continuity | Inconsistency, coverage gaps |
| Hybrid | Best of both, overflow coverage | Complexity, coordination needed |
Most multi-location optometry groups benefit from a hybrid model: local staff for routine scheduling with centralized backup for overflow and after-hours.
Technology Integration
Effective optometry intake requires integration across multiple systems.
Required Systems
Practice Management / EHR
- Patient records and history
- Appointment scheduling
- Prescription management
- Examples: EyeMD, Compulink, RevolutionEHR
Optical Point of Sale
- Frame inventory
- Lens ordering
- Transaction processing
- Examples: Frames Data, My Frame Gallery, integrated PMS
Phone System
- Call routing
- Analytics
- Recording
- Examples: Modern VoIP with healthcare features
Insurance Verification
- VSP, EyeMed portals
- Eligibility checking
- Benefits lookup
Integration Requirements
Patient identification. Caller ID should pull patient records automatically.
Scheduling visibility. Phone staff need to see clinical AND optical availability.
Notes transfer. Optical interest noted during scheduling should appear for dispensary staff.
Inventory access. Ability to check frame availability across locations during calls.
Benefits integration. Eligibility status visible during scheduling.
Common Integration Gaps
- Phone system disconnected from PMS (no caller ID lookup)
- Clinical and optical scheduling in separate systems
- No automated benefit verification
- Inventory siloed by location
- Call notes not visible to clinical or optical staff
Key Takeaways
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Optometry has a dual-revenue challenge. With 60% of revenue from optical retail, intake must serve both clinical scheduling and retail sales.
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Classify calls by type. Understanding the 7 major call types enables appropriate routing and staffing.
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Use the clinical-retail decision tree. A single triage question (“exam or eyewear?”) sorts 75% of calls correctly.
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Script for optical opportunity. Train intake staff to identify and flag optical interest during every scheduling call.
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Streamline VSP verification. Online tools, pre-verification workflows, and efficient scripts reduce phone time burden.
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Connect intake to capture rate. Track optical intent flagging, pre-scheduled dispensary time, and benefits discussion to measure intake impact.
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Standardize across locations. Appointment types, scripts, and routing should be consistent, with allowance for legitimate local variation.
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Integrate technology. Phone, PMS, optical POS, and insurance verification systems should share data for seamless intake.
Last Updated: January 2026
Sources: Review of Optometric Business, MGMA Workforce Survey
Want to see how your optometry group’s intake compares to top performers? Schedule an assessment to identify opportunities for clinical and optical revenue capture.
