Bausch & Lomb was founded in 1853 and has grown to 12,000 employees serving over 100 countries. It has two main customer bases: optometrists who can prescribe eye care products and ophthalmologists who are surgeons. The company sells various eye care products including lenses, pharmaceuticals, and surgical equipment. To address issues of underinvestment in R&D, a weak brand, and a need for organic growth, recommendations include increasing investment in R&D to develop new products, strengthening the brand through new marketing initiatives promoting Bausch & Lomb as a one-stop shop, and creating an incentivized referral network to build the customer base.

1. John Hardy, Alex Heide, Ross Gregerson & Laura Grbavcich

3. Developed array of optics products & first flexible frames

5. Ophthalmologists (MD’s)—mostly surgeons

6. Purchase surgical equipment

7. Prescribe pharmaceuticals

10. Market Overview

12. Convergence of previously isolated divisions

13. Management restructuring to identify cross-selling opportunities

15. Cross-selling’s potential to increase wallet share

16. Minimize “windshield time”

17. Surgery group wanted independence back

20. Communicate vision & goal to shareholders

21. Goal: #1 or #2 in every product category

22. Focus on weakest lines without neglecting others

25. Cross-promote all products

26. Focus on consumers, not just customers

29. Referrals for appointments, not sales

30. One-time incentive per 3 appointments generated ($50 or $100 gift cards)

32. New brand-building marketing initiatives