When I tell other managers and opticians that we are using a board management inventory system, their reactions are usually negative. I don't necessarily blame them. Here is how we set-up our system and this is why it works for us.

Working with our frame matrix, we determine how many board spaces a particular line will get. If we allow 20 pieces for a line, we decide how many plastics, semi-rimless, metal, etc. that our patient demographic will support. Before we bring the frames in, we set-up an appointment for a brand training session; we want to really understand the line inside and out.

When we open an order with a frame company, our reps choose the frames that go on our frame board. We don't flip product with our opening order. They understand their frames better than anyone. They know what sells in our region. They are also accountable for this first order. If none of them sell, it's not going to work. They have to put frames on our board that will best represent their company.

Typically, when we have 20 pieces from a frame line, there are usually eight pieces that turn on a regular basis. These are the cash cows and we either keeps them in back stock or reorder immediately. Some opticals may not even sell these off the board. Then there are about seven pieces that we categorize as "wait and see." These have the potential to make great turns, but they often don't takeoff like we would imagine. The last five pieces are ones that didn't work out. When our rep gets new releases, we will add five new releases (we flip these ones!) and remove the five duds. This cycle is continuous and works well for our team.

Sample Town's Frame Matrix Example:

• "Highly Recognized Designer Brand" (20 pieces)
• 8 will be cash cows (lots of turns!)
• 7 will take the wait and see approach
• 5 duds will need to be removed

As part of board management, consider allowing reps to decorate their space. They often bring P.O.P. and other accessories that make their line stand out. Ask them to consider the current themes of your optical and the season of year as they dive in. Give them control and they usually make it look spectacular. If it needs your touch, tweak some of the P.O.P. placement or add some of your own décor to their space. We appreciate their efforts, but we want it to match our flow and culture.

Always have 2-3 reps waiting in line for underperforming reps and lines. Some reps make it clear that they don't have time to decorate our office, come in to do brand training, help with a frame matrix, or visit as often as might feel necessary. Don't stress about it. It's a suggestion that that line won't be a good fit. Meeting reps and sharing guidelines means that there are no surprises. Its either a good fit or it isn't. Similarly, if a line doesn't turn and if it's not what patients are demanding, phase it out. Never have such an emotional connection to reps that it doesn't allow a good business decision. Care about your reps and work at a healthy partnership, but make sure patients are taken care of first.

Conclusion  Where We Are Now
I can't bring myself to use the word "conclusion," as the process is always changing. This current model has helped a ton. Although it's not yet where we want it to be, we have improved our average turn from 0.67 to well over 2. We have about 1,000 frames on our board with a total investment under $80,000. We place frame orders (5-12 pieces) 3 times per week. Product mix looks much better after giving more control over to our 9 rep partners. Our opticians are giving our patients a much more meaningful experience with their new-found knowledge and enthusiasm for our brands. There's way less stress with reps, as the expectations and guidelines have given all a better understanding of goals. We will continue to be flexible with what works and what doesn't, but we will not be flexible with our focus of becoming an exclusive optical again. What about you?