Illustration by Dave King

The ultimate goal for frame buyers, frame reps, dispensers, and optical store owners alike is to sell lots and lots of eyewear and to satisfy the needs of the optical consumer. A key ingredient to achieving this goal is a good relationship between frame buyers and reps. But what is the definition of a "good" relationship?

Generally, buyers and reps agree that an honest, informed, friendly relationship in which both parties communicate and pay close attention to detail is ideal. "It's quite simple," says Rob Caso, a frame rep in the Boston and eastern Massachusetts area for Safilo. "Extending common courtesy is crucial to a successful marriage between buyers and reps. Buyers want no-nonsense, professional service and help in establishing the best mix of product."

For Caso, his approach seems to be working with Ron Arslanian, owner of General Optical Company, in Cambridge, Mass. "I've been to dinner with Rob. I've never done that with another rep," Arslanian says. "We have a great relationship."

Sure, their relationship started out as "all business," but it has since evolved. Arslanian describes a typical meeting with Caso. "Ron first analyzes my inventory, removes old or discontinued product, and then we have a dialogue about my assortment," he explains. "We discuss voids, demographics, trends, new product releases, and how his product can complement frames I feature from other vendors. It is a team effort."

Linda Revay, a frame rep for Luxottica's Persol, Moschino, and Yves Saint Laurent lines in the greater Los Angeles area, sees her relationship with buyers as a partnership. "I see myself as a conduit between a buyer and a large company," she says, "providing personal attention by being well serviced, assisting in defining product needs, and mitigating problems." She further explains that buyers are ultimately going to sell what they like. "It's my job to convince them of the value and salability of my product," she says.

According to Diane Lord, a ClearVision rep in the Boston area, a good relationship is a two-way street. "Just as buyers expect me to keep my promises, I expect that in return," she says. "It makes me work harder for them."

Pushy or Persistent?

While Arslanian sees the buying process as a team effort, he makes the final decisions. "I want my reps to bring things to my attention such as what's selling and new products," he says, "but I don't appreciate being bullied," further adding that he will stop doing business with a rep who is too pushy.

Illustration by Dave King

For many buyers and reps, there is a fine line between being pushy and persistent. "I differentiate myself by going the extra mile and offering services that other reps don't provide," says Revay, who remembers buyers on birthdays, holidays, and special occasions.

"Sure I like nice gestures if I already have an established relationship with a rep," says Arslanian. "But it can backfire if a rep thinks I'm going to buy more because he brings me gifts. It's the important things that matter," referring specifically to troubleshooting by mitigating inventory problems, avoiding backorder situations, and returning phone calls promptly.

He recalls a story to illustrate his point. "A rep whose product I don't carry was very persistently trying to win my business," he explains. "I finally gave him an appointment. He missed the appointment and never called to cancel. Since then he has been showering me with gifts and asking for a second chance. I won't give him the business. Period. Gifts or no gifts."

Person to Person

Generally, buyers and reps agree that most communication takes place by phone. On average, most buying meetings are done in person every eight to 10 weeks. "The purpose of these meetings is partly to maintain relationships," says Revay, "but generally is intended to assess the buyers' needs by looking at what is driving the market and what niches aren't being filled. We're constantly enhancing product needs."

Computer analysis is a recent development that has aided both buyers and reps in the buying process. Some reports are vendor generated, and more and more dispensaries are installing their own computer programs to monitor inventory.

Jay Carney of Eye Health Vision Centers in southeastern Massachusetts often refers to computer analysis of his product mix. "If I decide not to reorder a particular frame, my rep may refer to a computer report that indicates the frame sold very well," he says, "In that case, I order it in more colors."

Echoing the sentiment, Revay says, "I encourage buyers to go deep into something that is selling well. A computer report to indicate best sellers helps convince buyers of a smart buy."

Customer demographics is also important to consider during the buying process. There's mixed opinion, however, about who's responsible. "It's great if a rep knows the demographics of my clientele," says Arslanian, "but I don't expect that. It's my responsibility."

Carney agrees. "I know my patients and demographics cold. For this I must rely on myself."

Revay thinks buyers and reps can bring different perspectives about demographics to the buying table. She explains that her Los Angles territory is very diverse and multi-cultural. "Demographics can be difficult to analyze," she says. "The rep knows broader demographic trends, while the buyer is aware of trends locally. Together we come up with a good mix."

While all agree that personal meetings between rep and buyers are important, they are indeed time consuming, especially when you consider the number of reps on the road. Generally, most buyers would like to see fewer reps. "There are too many reps," says Carney, who works with approximately 10 reps. "Some vendors have up to three or four different reps," he adds.

Caso, who represents only some of the lines Safilo offers, defends the vendor's approach. "I now spend about two hours with a buyer at each meeting," he says. "If I carried more lines, one sitting would take half the day. Buyers don't have time for that. Plus I'd need a cargo van."

Revay agrees, adding, "I couldn't possibly be properly educated about every line that Luxottica offers."

New Challenges

As today's retail environment continues to change, new concerns are affecting the buyer/rep relationship. Of those buyers and reps interviewed, all agree that consolidation, particularly at the retail level, and managed care have had the most impact.

"We look to vendors and their reps to help combat these new challenges," says Arslanian, "by carefully defining price points and offering services that we can offer to our customers that will help us compete."

"We're surrounded by several national deep-discount chains such as Wal-Mart and Sears," says Carney. "Consumers are assaulted by them with strong advertising messages offering deep discounts." To compete, Carney began a package pricing program called "Specs for Less." "I look for vendors that will help me provide quality product at lower prices." One vendor, for example, offers discontinued inventory at a discounted price that may still sell well in Carney's five Massachusetts locations. EB

Eyecare Business plans to address other issues affecting the buyer and frame rep relationship. If there are specific issues you'd like us to discuss, please call Anne Whitman at 203-838-9100, extension 236 or email whitmanam@boucher1.com.