Davis Vision Decison

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4610 North Lincoln Avenue
Chicago, IL 60625
(773)561.0870
President: Teodoro Carrillo
Cristian C./Austin S./ Kara P.

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November 3, 2016
Mr. Teodoro Carrillo, President
4610 North Lincoln Avenue
Chicago, IL 60625
Dear Mr. Carrillo:
It was a pleasure meeting you this past week. Quality Optical is in the healthcare industry and is a
small business that provides products and services in which, it strives to present quality and
outstanding customer service. Quality Optical is interested in knowing if keeping current Davis
Vision Insurance is the best thing for the company; based on profits and cliental. Stanley
International is pleased to present Quality Optical Inc. with its proposal to provide advisory and
implement a decision on Davis Vision Insurance.
Objective:
To suggest whether Quality Optical should keep Davis Vision Insurance and if so, which plan/s to
keep.
Responsibilities of the Client:
 To allow us access to total client data that do and do not have vision insurance. All information
will be held in accordance to our non-disclosure agreement.
 Provide us with background knowledge on his experience with Davis Vision
 Allow us to view all Davis Vision plans that pertain to Quality Optical.
 Provide us with an average of monthly expenses such as payroll, rent, and utilities.
 Provide us with the average amount of time spent with customers that have Davis Vision
Insurance.
Project Phases:
The project will be divided into two separate phases:
Phase (1) Deals with the data collection. Questions will be asked and then implement. Research
will be conducted.
Phase (2) will contain a detail decision for Quality Optical that outlines the suggestion and final
decision of Davis Vision Insurance.
We look forward to hearing your response based on the proposal that we have provided you.
Best Regards,
Cristian Carrillo
Project Leader

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EXECUTIVE SUMMARY
Our mission is to decide whether Quality Optical should keep Davis Vision Insurance. We started
by outlining our results based on seven main questions. Those questions are as follows:
1. How many people and or a percentage have Davis Vision Insurance as compared to total
clients Quality Optical has?
2. How many hours does it take to train employees with Davis Vision updated policies each
year?
3. How much time on average is spent with customers that have Davis Vision Insurance?
4. How much of a net profit in dollar amount and percentage is Quality optical making on
Davis Vision Insurance as compared to overall?
5. How many plans/policies does Davis Vision offer that Quality Optical takes?
6. If Quality accepts more than one plan, what is the percentage of clients have each plan as
compared to overall cliental?
7. The time and money spent or made on each plan?
We were able to answer each question in detail by gathering data from Quality Optical’s database.
Based on our major findings, we understand that Davis Vision Insurance makes up 14.9% of the
total cliental that the company has. We also understand that there are two main polices that Davis
Vision offers and that Quality Optical accepts; funded and discount plans. We understand that on
average Quality Optical spend 45 minutes with Davis Vision Insurance members. Employees
spend on average of 3 hours training every year to learn the new updated policies of Davis Vision.
Based on our analysis, the company has seen an increase of 9.11% of patients with Davis Vision
from 2015 to 2016. We estimate that number to grow another 12.43% next year (2017). We also
conducted environmental scanning to benchmark what local optical stores were charging for eye
exams and materials. Based on our major findings, we came to a conclusion that Quality Optical
should keep Davis Vision Insurance, which includes both plans. By keeping Davis Vision, we
recommend that Quality Optical increases its exam retail pricing by 10% and lens options by 15%.
We also recommend that the company spend less time with the patient/client and schedule Davis
Vision patients on slower day/s. By implementing this plan, Quality Optical can see an increase
in profits in the coming year or years.

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Table of Contents
Introduction…………………………………………………………………………………....….1
Davis Vision Overview……………………………………………………………………….......2
Clientele……………………………………………………………………………………….......3
Opportunity Cost
Training Employees………………………………………………………………………4
Time Spent with Customers………………………………………………………………5
Monthly Expenses………………………………………………………………………...5
Detailed Plan/Policy
Funded Plan…………………………………………………………………………….....8
Discount Plan……………………………………………………………………………...9
Limit Costs……………………………………………………………………………………….10
Benchmarking……………………………………………………………………………………11
Final Decision………………………………………………………………………………........12
Our Time & Value……………………………………………………………………………….14
SI Opportunity…………………………………………………………………………………...15
Appendix
A……………………………………………………………………………………...……16
B……………………………………………………………………………………...……17

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Introduction
Quality Optical Inc. was established in 1920 in the heart of the loop in Chicago Illinois.
Since its establishment, it has focused on providing the most upscale eyewear products and
outstanding customer service. Celebrities such as Dean Martin, Bill Murray, and Jennifer
Carpenter have purchased frames at Quality Optical. The company had a change of ownership and
moved out of the loop and into the Lincoln Square neighborhood in 1978. The new owner felt that
he wanted to relocate and target a “family” oriented neighborhood. From comprehensive eye
exams to quality products, Quality Optical keeps its reputation of exceptional service. They
currently have two optometrists on site and provide convenience for patients and customers.
Current owner, Teodoro Carrillo, believes that providing outstanding customer service and
providing quality products at a reasonable price is key to keep and attract customers. Today, they
carry a large selection of different eyewear products. Eyewear like Tom Ford, Lafont, Alain Mikli,
and Persol are the most popular designer brands that they carry. Today, the company has nearly
3,800 clients/patients and is in the process of attracting future customers.
Owner, Teodoro Carrillo, became interested in optics at the age of 16. In 1973, he began
working at Quality Optical. After high school, he wanted to attend college and go on to become
an optometrist however, that didn’t go as planned. After high school, he started to work full-time
with the company and a three years later became manager. In 1978, the company got a new owner
and he decided to keep Ted because of his excellent commitment to the company. In 1993, The
owner was retiring and decide to sell the business. Mr. Carrillo saw this as an opportunity to buy
the company and finally have his own ownership of the company. He did just that. Mr. Carrillo
has managed to transform Quality Optical into a more upscale business. He wanted to make
“quality” stand out and make it the number one place in Chicago to get eyeglasses.

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Davis Overview
Davis Vision Insurance has been providing clients with vision coverage since it was
founded in 1964. It strives to provide clients with great service and care by providing them with
the most up to date lens material options and great benefits on exams. Quality Optical has taken
Davis Vision Insurance since the early 2000s. Currently, Davis Vision offers two main policy
plans; funded and discount. Currently, Quality Optical accepts about 95% of funded plans and
100% of the discount plans.
Over the years Davis Vision has gain popularity and is the second largest vision insurance
in the United States, right behind Eye Med Insurance. Within in the last 3 years, Davis Vision has
decided to cut their costs to optical stores. The way they decided to cut their costs is to offer full
service of materials such as glasses, lenses, and lens options to their clients. Davis Vision has their
own labs. The problem with this is that it would cut the middle man out. Optical stores around the
United States who accept Davis Insurance would all be affected. The way it works is that Davis
Vision pays a dispensing fee to optical stores for selling their materials. This is the only incentive
that optical stores get to sell Davis Vision materials. By doing this, it would cut their costs by 60%.
Less payments would mean less profits for optical stores in business. Davis has outsmarted the
industry and has major power. By being the second largest vision insurance company in the United
States, it has the advantage and power to makes major changes and doctors and optical owners has
very little if not, no control over the decision.
Davis Insurance is trying to do a partnership with Blue Cross and Blue Shield Healthcare
Insurance to grow their clientele. It continues to strive and is becoming more powerful than ever.
With its major role in the industry, it can manage to control the market to a certain extent. Davis

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is not making it easy for doctors and owners of optical stores to make a fair amount of profit in the
industry.
Clientele
One thing that we looked at when we were going over the data from Quality Optical was
the number of clients that have insurance under Davis Vision. The number of clients that Quality
Optical has is 3,765. The number of clients who have Davis Vision up to this year is 563.That is
14.9% of the total cliental. Based on the data provided to us, we wanted to forecast the increase of
the percentage growth, if any of 2014 to 2015 and 2015 to 2016 and to figure out the expected
growth rate of David Vision clients in 2017.
In 2014 Quality Optical they had a total of 495 clients who had Davis Vision. In 2015 they
had 516 clients and in 2016 the have 563 total clients. Based on this we understand there is a
growing trend. To forecast the percentage growth, we applied the formula listed below.
The percentage change from 2014 to 2015 was 4.24% ([(516-495)/495] x 100). The percentage
change from 2015 to 2016 was 9.11% ([(563-516)/516] x 100). We believe that the total number
of clients that have Davis Vision will go up to 633. We reached this number based on our
understanding of the growing trend and the partnership that Blue Cross & Blue Shield Health
Insurance currently has with Davis Vision. Our expected percentage growth in 2017 will be
12.43% ([(633-563)/563] x 100). Now, by applying this percentage growth to the current
percentage of total clients that have Davis this year, 16.75% (.1243 x .1490) will make up the total
number of clients that have Davis for 2017. Exhibit 1.1 presents the cliental growth of Davis Vision
members from 2014 to 2017.

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Exhibit 1.1 Appendix A
Opportunity Costs
Training Employees
Davis Insurance is one of the biggest insurance companies that Quality Optical deals with
and has many different aspects and costs that incurs when using it. One cost that only Davis
Insurance creates on Quality Optical is the training of employees every year on new materials and
services they are going to be rolling out. There is not an insurance company that Quality Optical
deals with that makes their employees do a new training regimen every year. This training takes
three hours per employee to complete and perfect each year. This may not seem like a lot of time
for a business on training an employee but I will explain why it potentially could be. Quality
Optical must pay these employees for their training that they complete and is not getting any return
on the money they are investing in their employees except that they are being trained on ideas that
they already know. If every insurance company that Quality Optical dealt made this part of the
regimen and had these three-hour training sessions every year, it would add up. These employees
that must go thru these training sessions every year are only part time and work at most 30 hours
a week. If you were to separate the training out every week it would be around 10-15 minutes
every week that these employees would have to do training for Davis Insurance. Now that may not
seem like a lot of time lost a week, but this is with only one insurance company. If there were four
13.10% 13.70%
14.90%
16.75%
0.00%
5.00%
10.00%
15.00%
20.00%
2014 2015 2016 2017
Cliental Growth Rate

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other companies like Davis Insurance this time would add up. But since this is the only one it isn’t
looked at in an aggravating manner. But if as a business owner your employee came up to you and
said that every week they would work 15 minutes where they would get paid to do anything that
would better your business you would be upset. Though this is not a big money loss it is not
something you are looking forward to have to do. If as the business owner you could make a
compromise on this, you would. That’s why though it is not a big part of the money loss with using
Davis Insurance, but it would be nice to be able to make a compromise and either get rid of the
training or only do the training for the employees every other year or such.
Monthly Expenses
Using Davis Insurance does come with another so called “problem”. Davis Insurance
makes up at least 14.9 percent of all clients. Now many business owners would not say that this is
a problem, except that with using Davis Vision they are not any quicker of clients and Quality
Optical only profits about half of what they would with any other insurance company and plan.
This is mainly because how Davis Insurance is with their customers because they make lenses for
their customers and they pay Quality Optical less for the frames. With this idea in mind that Davis
only pays half of what other companies do, it hurts the profit margins a lot and there is no real way
around it.
Time Spent W/ Customers & Expenses Contd.
Quality Optical should take less time with each customer so that they can move through
the higher paying customers quicker. On average dealing with a customer with any company takes
around 45 minutes. In an 8-hour workday, Quality Optical can take at most 11 customers if they
stay little past eight hours. If somehow they were to create a quicker way to deal with these Davis
Insurance customers in a timelier manner, they can only increase their profits. They could create a

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shortcut or a new system that would flip Davis Insurance customers quicker or even just every
customer quicker. They could then either close their store earlier or increase the number of
customers that they could go through in a day. The opportunity cost that Quality optical is losing
by using Davis is the idea that they would be taking an hour and a half on a regular customer or
they would have a “less paying” customer by 75 percent and taking 30 minutes. If you could
shorten the time by not losing how much they are paying you would be able to even out the loss
profit on Davis Insurance and the idea that Davis is bad would go away.
Davis Insurance even with these two problems is still beneficial to Quality Optical in a
great way. They are obviously a huge part in their clientele and since that are so big, they do bring
a decent amount of money in with them. When compared to expenses, Davis Insurance does not
completely block out all expense but helps very much. Davis Insurance on average a month brings
in $6,440 to Quality Optical. If that was any other insurance company, you are looking at close to
doubling that number. That is why Davis Insurance hurts so much to see lower profits but this
money helps Quality Optical and almost is close to the break-even number that Quality Optical is
trying to reach. Though this number is an estimate the owner believes it is close. Mr. Carrillo said
that on average $7,896 are total monthly business expenses. When you compare Davis to that
number it is close. That is only 14.9 percent of clients that are being counted in that number and
they are almost breaking even. But if Quality could figure out a way to either increase this number
that they receive from Davis or if they could figure out a more rapid way of dealing with their
customers without it affecting customer service, it would help them out tremendously. If they could
shorten their workdays every day by one hour it would help them out substantially in the expense
department. If they could make this happen they would save around 19 dollars a day in a 30-day
month. This is possible because they pay around $4,560 in payroll a month. If they could make

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their workday’s one hour shorter if would mean they could pay their employees one less hour or
make their employees do something productive with their time in creating new customers. Also,
if you shortened the day for all of your employees it could also drop the aspect of utilities because
you would be using one hour less each and every day. Another thing that can be created is you can
then see when the slowest hour of the day is and close for that hour so that your employees could
do paperwork or go on lunch break. By shortening the time, they are dealing with customers all of
this would be possible and there would be so many different opportunities to either increase
productivity or shorten the workday and work week. If you didn’t want to shorten your workday
because most employees are salaried you could then use this hour for your employees to do
paperwork or market or advertise for the company which would only create more profit. It would
also then create less stress on the business owner because you are worrying less and have more
time being freed up because you can put some of your tasks on these employees because of the
hour that has been opened. In this figure below all the basic expenses of the business outside of
materials are being compared to how much Davis Insurance will normally be bringing in each
month on average. This figure helps us show that even though Davis Insurance is a less profitable
insurance group, it still helps Quality Optical substantially.
Exhibit 1.2 Appendix A

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There are also other options that you can get into with using this insurance, though they
would come with potentially unhappy customers. For one we would be able to limit Davis
Insurance clients to only a couple days they can make appointments on. These days would be
carefully selected and would be more of the slower days because these customers are viewed in
more negative money connotation. If this was implemented it would be able to create more
potential at a better profit because you would be able to shorten how long you are meeting with
each individual and thus saving money. Though there would be problems with this approach
because it could create a negative feeling and a bad taste in customer’s mouths if they found out
you were doing this and why you were doing this to only them. This would be one of the more
drastic changes that we could potentially do at Quality Optical.
Detailed Plan/Policy of Davis Vision
Funded Plan
The first plan that is offered with Davis Vision would be the funded plan. There are 344
out of 563 clients. That is 61.1% of the total cliental from the people who have Davis Vision
insurance. For this plan, the company would be making $45 off an eye exam. The typical eye exam
costs $89 without insurance. In total, the company would be making $15,480 every two years. The
company loses about $15,136 from this insurance in terms extra earnings as compared to retail
pricing.
Another source of income from this plan would be from these clients buying glasses.
Glasses would cost about $80-300 with people who have insurance. Without insurance, cost of
eyeglasses ranger from $289-1000. This plan would be making $27,520-103,200 revenue off
glasses as oppose to retail price without insurance of $99,416-344,000. In total, this plan makes
about $43,000 - $118,680 every two years (if cliental doesn’t go up) where they could be making

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$130,032-374,616 from people without insurance. They only make about 40% profit on under this
plan.
The amount of time that the company spends with each of the clients is also considered.
On average, workers spend about 45 minutes with a customer when they come in. Workers get
paid $11 per hour. They could be spending their time doing something else. So, the company is
losing money from paying these employees. In total the worker would make $8.25 off that one
customer. For people who are on this plan, which is 344, the company would be losing $2,838
from taking care of all of them.
Discount Plan
The second plan that is being offered from Davis Vision is the discount plan. This plan
consists of 219 out of 563 clients. It is about 38.9%f Davis Vision’s client base. With this plan, the
company is making $71.20 off the eye exams that are being given. Quality optical makes
$15,592.80 once every two years. Based on this data, the company would be losing approximately
$3,898.20 from this plan. Under this plan, they make a 50% profit.
The other source of income that we mentioned before was from the clients buying a pair of
glasses. Assuming again that one client buys one pair of glasses, this plan would be making about
$32,850-109,500 once every two year. In total, the discount plan makes about $48,442.80-
125,092.80 every two years.
Again, let’s go over the scenario about the worker's time spent on each of the customers.
On average, the total time it takes to help a customer with picking out glasses and giving an eye
exam would be about 45 minutes. Workers get paid $11 per hour. In total the worker would make
$8.25 off that one customer. For people who are on this plan, which is 219, the company would be
losing $1,806.75 from taking care of them. The company would be making more money off of

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people who had the discount plan rather than the people who have the funded plan because there
isn’t as many customers to spend time with. Time spent with these customers is an opportunity
cost. They could possibly be gaining more profit from other things than from using all this time
with the customers.
Limit Costs & Time
Since the time it takes to update employees on new policies is critical, we can’t change
limit the time or get rid of it all together. However, we can limit the amount of time that is spent
with each of the customers. Like we mentioned before, it takes about 45 minutes with each
customer. One suggestion is to limit the amount of time. Instead of 45 minutes, they would only
spend about 30 minutes with them. Employees can use that extra 15 minutes for another thing that
is productive for the company. Also, if they needed to, they would be able to take in more patients.
If they limit their time, they could increase the profit of the company. The company loses about
$4,644.75 when employees spend 45 minutes with the clients because of their salary.
If they were to only spend about 30 minutes with them, the company would only lose $3,096.50
with all of the clients every two years. The company would be gaining more of a net profit when
employees are with the customers.
Another way that they could limit costs would be to figure out when to schedule the
customer’s appointments. It could be based on how slow the days are. They could be doing this
with the people who have the funded plan with Davis Vision insurance. The company doesn’t
make as much of a profit from the funded plan compared to the discount plan. Quality Optical
could schedule their appointments on slower days rather than on busy days. This would allow them
to make more of profit because they would be gaining more money from the busier days.

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Benchmarking
We did environmental scanning in the 60625-area code to benchmark the listed prices of
competitor’s materials (lenses) and eye exams. To keep our research finding at a minimum, we
focused on only certain lens options that quality optical mostly sells. We focused on two main
other optical stores in that area, which were Red Eye Optical in the Ravenswood neighborhood
and Specs Optical in the Lincoln Square neighborhood. Exhibit 1.3 below shows the different
competitor pricings as compared to Quality Optical’s.
Exhibit 1.3 Appendix B
As one can see based on the graph, Quality Optical prices are below the competitions. It is
seen as a very important factor and will be discussed more thoroughly in the coming findings.
Eye Spy Specs Quality
Materials(lenses)
SV/Reading $144 $135 $129
Progressive $290-$350 $269-289 $269-289
A/R $95-180 $89-130 $69-129
Polycarbonate $83 $79 $109-139
Hi-Index $109-129 $129-159 $109-189
Services
Eye Exam $105 $105 $89
W/ Contacts Fitting $179-229 $135-195 $135-189

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Final Decision
Based on our Analysis, we suggest that Quality Optical Inc. should keep Davis Vision
Insurance. We understand that Mr. Carrillo is concerned with the losing trend of profits with the
insurance company however, we believe that the business could keep the insurance and make more
money; fulfill those losing trends of profits. Relating back to our findings, we understand that
Davis Vision makes up 14.9% of the total cliental. Based on our forecasting and partnerships, we
understand that those number will grow in 2017. It would not make sense for the business to get
rid of the insurance company based on these numbers and forecast. Not only will Quality Optical
be losing the current 14.9% of clients but also the projected amount for the following years to
come. Our main suggestions based on our main decision is to spend less time with Davis Vision
customers/members, increase retail prices for material (lenses) & services, and schedule Davis
Vision members on slower days.
The best way to figure out if Quality Optical can increase it pricing is to benchmark with
competitor’s around the area. Based on our findings, we understood that Quality Optical’s pricings
were underpriced in most the categories. This allows the business some leeway to increase prices
in materials and services. We recommend to increase materials (excluding frames) pricing by 15%
and services (eye exams) by 10%. This increase would place quality optical pricing closer to their
competitors. Keep in mind, that we decided to increase materials and services by 0 and 15%
because we believe is a more realistic percentage and it gets the company’s prices closer to
competitors. One major thing is that we do not recommend to raise the suggested increase
percentages because clients who don’t have insurance might have to pay that same increase in
pricing just without any insurance benefit, which could lead the customer elsewhere.

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Spending less time with Davis Vision customers is key to saving money and time. As
mentioned in our findings, the average time that Quality Optical staff takes on Davis Vision
patients or and clients from the time they walk in the door to the time they leave is 45 minutes.
Now we believe that number can be reduced to at 30 minutes. By cutting the time by 15 minutes,
it will allow Quality Optical staff to place more time on other major projects that leads to company
growth. We do not recommend to reduce the time by more than 15 minutes. Reducing the time
more than our recommended time of 15 minutes can affect the quality of the service and lead
customers unsatisfied. Quality Optical’s focus is to provide the most exceptional customer service,
so that is one key thing keep up to standard.
The slowest days for Quality Optical are Wednesdays. What best way to fill up that day
than by taking in Davis Vision Patient or and clients. Realistically, it might be more difficult to
schedule Davis Vision patients for eye appointments for only one day of the week as customers’
days of availability vary however, we do recommend to try. By scheduling patients on the slowest
day of the week, it allows more time for Quality Optical Staff to spend their time with other
patients; patients who they can profit more on.
We hope that our decision will allow Quality Optical to increase their profits and keep
Davis Vision Insurance.

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Our Time and Value
Another cost that the company should consider would be our time and value spent to come
up with these solutions to fix the problems that Quality Optical is facing. When we first started
this project, we took the time to figure out what needed improvement and how we could help the
company gain more of a profit. We decided to look at the insurance company that they were using,
Davis Vision.
We environmentally scanned other companies to see how much they are charging for their
products and services. We also came up with a forecast of how much the cliental will increase for
Davis Vision in the next year or so. We also looked at all the opportunity costs of the business and
decided on which is the best way to deal with these opportunity costs.
The next step that we took was collecting as much data as we could on this insurance company,
for example, the number of clients that they had and what kinds of plans they were offering. We
took time out of our day to go down to the Quality Optical in Chicago. We also took the time to
talk it over, figure out a plan, and wrote this report. On average, we spent about 20 hours and 20
minutes on this whole project.
We believe that the value of our work here would come to about $24 per hour per person.
We have three people from our company working on this project. So it would cost them about
$72/hr. In total, they would be paying us $1,454.40. That is a good price considering the work that
we have done with this company. Since the business that our company is helping a small business,
we decided to offer them a lower price for our services. At Stanley International, we want to help
a business succeed rather than make them pay more than they can afford.

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Stanley International LLP Opportunity
Dear Mr. Carrillo
It was a pleasure and honor working with you. Our firm’s main concern is that of our clients and
we make sure that we fulfill their needs and requests. We could learn a lot working with you and
your company. We would like to first and foremost thank you for allowing us to not only working
on your company’s main issue/dilemma, but to also give us the opportunity to gain experience as
to how to solve real-life business decisions. We hope that our findings and recommendations will
help you and your business along the way to make it more profitable. We would love to follow-up
with you in the next couple of months to see if our suggestions were implemented and affective
for your business. We hope to hear from you.
Yours truly,
Our team
Stanley International LLP

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Appendix A
Exhibit 1.1
Cliental Growth Rate graphical representation presents the increase in growth of total clients that
have Davis Vision Insurance. By the data provided to us, we were able to see the trend of the rate
of total Davis Vision Members. We were also able to forecast the total cliental in 2017. The
graph illustrates the growing trend.
Exhibit 1.2
Expense vs. Davis Profit graphical representation illustrates the amount of monthly net profit is
made to as compared to the total monthly business expenses. This graph allows one to better
understand how much monthly expenses are covered by Davis Vision makings, which is 14.9%
of the current cliental of Quality Optical.
13.10% 13.70%
14.90%
16.75%
0.00%
5.00%
10.00%
15.00%
20.00%
2014 2015 2016 2017
Cliental Growth Rate

21
Appendix B
Exhibit 1.3
This Table represent the benchmarking of Quality Opticals retail pricing to other optical stores
around the area. This allows a better understand of the different pricing that all three opticals
charge clients. It allows one to know whether Quality Optical is underpricing, overpricing, or
fairly pricing their products.
Eye Spy Specs Quality
Materials(lenses)
SV/Reading $144 $135 $129
Progressive $290-$350 $269-289 $269-289
A/R $95-180 $89-130 $69-129
Polycarbonate $83 $79 $109-139
Hi-Index $109-129 $129-159 $109-189
Services
Eye Exam $105 $105 $89
W/ Contacts Fitting $179-229 $135-195 $135-189

Davis Vision Decison

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