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Three patient-first, team-driven strategies that drove real results
By Brian Eveland, OD
April 15, 2026
Capture rate is a common metric in optometry because optical sales often make up for a massive portion of practice revenue. But I’ve never loved the way capture rate sounds. It can feel transactional, a little impersonal. At Family Eyecare in Camdenton, Missouri, we’ve shifted our mindset and our language to something more patient-centered: continuity of care.
That shift is not just semantic. It reflects how we approach every step of the patient experience, from check-in to checkout. Over the past few years, that focus has helped us raise our capture rate from around 60% to a consistently 70% to 85%, with team bonuses for hitting 70% each week.
Here are three strategies that have made the biggest impact.
START WITH BENEFITS TRANSPARENCY
Among our most effective changes is one of the simplest—helping patients understand their vision benefits before the exam begins.
Today, many patients have some form of vision coverage, but most don’t understand or know how to use it. We work with these benefits every day; our patients don’t. That’s what our front desk team is for. Before the day starts, our staff verifies each patient’s benefits and prepares a printed summary. When the patient checks in, we hand them that document and briefly walk them through it. It outlines what they’re eligible for, whether that’s frames, lenses, contact lenses or even a secondary benefit they didn’t realize they had.
We also include that information on an internal flow sheet that follows the patient throughout the visit—from technician to doctor to optician—with key details highlighted.
This step does a few things. First, it gets the patient thinking early: “I have benefits I can use.” Second, it sparks questions and conversations before they even enter the exam room. And third, it sets the stage for a more informative and productive visit.
Yes, it takes a few extra minutes. But the return on that time investment is significant. When patients understand their benefits upfront, they’re far more likely to take advantage of them.
TURN WAIT TIME INTO ENGAGEMENT TIME
No practice runs perfectly on schedule 100% of the time. Rather than seeing wait time as lost time, we turn it into an opportunity.
First, we don’t call it a waiting room. It’s the reception room. That small but intentional language shift matters when you are trying to create a more positive atmosphere.
More importantly, when there is a delay—whether a patient arrives early or we’re running a few minutes behind—our front desk team connects the patient to an optician. When an optician is available, we invite the patient to start browsing frames, sunglasses or other options while they wait. If they find something they like, we simply set it aside for later.
This accomplishes a few goals. It keeps the patients engaged instead of idle. It allows them to enjoy the “fun” part of their visit—frame selection—without feeling rushed at the end. And it helps us use time more efficiently, especially during busier periods.
In many cases, patients enter the exam room with a frame already in mind. That makes the handoff to the optical team even smoother and more efficient.
ASK THE RIGHT QUESTION—EVERY SINGLE TIME
One of the most impactful changes we’ve made is also one of the simplest: Our technicians ask every patient the same straightforward question during pretesting.
“Are you interested in new glasses, contacts or sunglasses today?”
The question is built into our standard workflow, and the answer is documented on the patient’s flow sheet for the doctor to review.
Early in my career, I made the mistake of assuming that if a patient didn’t need a prescription change, they didn’t need new eyewear. Wrong. I would say, “Everything looks great—no changes,” and the patient would respond, “Oh, I was thinking about getting new glasses, but I guess I’ll wait.”
That’s a missed opportunity—not just for the practice, but for the patient.
Now, if a patient expresses interest in new eyewear, I know that before I walk into the exam room. That allows me to tailor the exam and my recommendations accordingly. If they’re interested in computer glasses, for example, we can focus on their visual needs at that distance. If they’re considering contact lenses, we can guide the exam in that direction.
Just as important, we also know if a patient is not interested. That helps us focus the visit solely on their primary medical needs.
IT TAKES A VILLAGE
While these three strategies are foundational, their success comes down to team execution. From front desk staff to technicians to opticians, everyone plays a vital role in reinforcing the same message: We’re here to support your vision needs and help you make the most of your benefits.
We also track our performance closely and set clear goals. When you measure something, it improves. That accountability keeps our entire team aligned and motivated.
At the end of the day, improving capture rate isn’t about selling more—it’s about serving better. When you focus on continuity of care, the numbers tend to follow.
Read more on patient engagement here.
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Brian Eveland, OD, received his Doctor of Optometry from Southern College of Optometry in Memphis, Tennessee, with Honors. He has worked with Family Eyecare since 1990, serving patients at the Camdenton, Lake Ozark, Osage Beach and Laurie locations. He specializes in contact lenses and medical eye care and is a member of the American Optometric Association, the Missouri Optometric Association, and the Heart of America Contact Lens Society. He is an adjunct Assistant Professor at the University of Missouri-St. Louis College of Optometry and Southern College of Optometry. |
