LensCrafters Company’s Operations Strategy

Operations Management (OM) is “a powerful practice that deals with the control of services, supply chains, products, and processes in a company” (Collier & Evans, 2013, p. 12). Managers use OM to develop, utilize, and acquire different resources. Some operational issues are critical whenever dealing with OM. Some of these issues include “inventory management, inspection, quality control, and production scheduling” (Collier & Evans, 2013, p. 127). LensCrafters is a leading manufacturer of quality eyeglasses. The company operates in the United States, Puerto Rico, and Canada. The company uses a powerful framework in order to support its customers. This essay offers a detailed analysis of LensCrafters’ Complex Customer Benefit Package (CCBP).

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LensCrafters’ Operations Strategy: Competitive Advantage and Sustainability

LensCrafters uses an efficient Operations Strategy (OS) in order to support the needs of its customers. The strategy focuses on the demands of every customer. The company’s OS ensures its customers get quality optical solutions within an hour. The “company’s OS ensures every store has the right personnel, workers, resources, and lab technicians” (Collier & Evans, 2013, p. 126).

The company’s mission statement encourages every employee to promote the best organizational practices. This OS has always supported the firm’s business model. The OS is “sustainable because it promotes the best ideas and practices” (Sobottka, Leitner, & Sihn, 2012, p. 72). This approach has made it easier for LensCrafters to attract more customers.

The company uses a complex manufacturing process in order to achieve its objectives. LensCrafters manufactures “quality eyeglasses in accordance with every customer’s specification” (Collier & Evans, 2013, p. 126). The company produces its spectacles “in modern, clean, and professionally-managed facilities” (Collier & Evans, 2013, p. 126).

The company’s Service-Delivery System (SDS) supports most of its goals. The firm “uses the best layouts, service processes, technologies, job designs, and service-spaces” (Collier & Evans, 2013, p. 126). The company opens new stores in convenient locations such as shopping malls. These practices continue to support LensCrafters’ Customer Benefit Package (CBP).

The production process begins when a customer makes an appointment. The second step is examining the patient. The company has hired competent employees in order to support the needs of its clients. The “issue of customer preference is critical during every production process” (Sobottka et al., 2012, p. 75). The ordering process is critical in this company. The employees consider the needs of different customers before designing their eyeglasses. This practice has made it easier for the company to support its customers. The company also “supports many clients using its one-hour delivery system” (Collier & Evans, 2013, p. 127).

The above OM has produced a positive Design Concept that makes the company sustainable. LensCrafters’ OS has continued to attract more customers. Every customer gets quality services from the company. The company always identifies the best regions before open a new store. The company also offers the best support to its customers. The company acquires the required raw materials and technologies in a timely manner.

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Every store has competent individuals who can address the needs of its consumers. The company uses an appropriate working environment in every store. This strategy supports the company’s business model. This sustainable model supports the company’s business strategy (Sobottka et al., 2012). The firm produces perfect-quality eyeglasses for its clients. This practice has always addressed the needs of its customers.

How Operations Management Activities Affect Customer Experience

Operations Management (OM) makes it easier for companies to offer quality services and products to their customers. A “powerful OM strategy combines different resources in order to empower its customers” (Collier & Evans, 2013, p. 75). A good OM ensures every consumer gets the right products and services in a timely manner. Ineffective OM activities will make it impossible for businesses to support their customers.

LensCrafters uses effective OM activities in order to achieve its business objectives. The practice has improved the level of customer experience at LensCrafters. The company “embraces the best activities such as proper eye-examination, consultation, effective service delivery, quick production, and after-sales-service” (Collier & Evans, 2013, p. 128). However, some challenges can affect the effectiveness of a company’s Operations Management (OM).

Many companies tend to have different business functions. Such functions “will determine the success of different companies” (Tarun, 2012, p. 117). The existence of competing functions (or departments) will affect the success of different companies. For example, LensCrafters produces quality eyeglasses within an hour. This practice supports the company’s Operations Management. However, LensCrafters’ finance department might fail to process (or prepare) the relevant documents in a timely manner. This malpractice will definitely affect the company’s OM. The “best solution is to promote the concept of coordination” (Janvier-James, 2012, p. 204). Such functions will eventually support the changing demands of every client.

According to Janvier-James (2012, p. 204), “the decision to produce long-term consumer strategies can be a major OM challenge”. For instance, LensCrafters does not monitor how its business practices can affect the surrounding environment. The company does not promote sustainable ideas such as Corporate Social Responsibility (CSR). Companies should address this OM challenge in order to achieve their business objectives. LensCrafters can embrace better practices in order to conserve the environment (Janvier-James, 2012). This strategy will create a sustainable business model that supports every citizen in the society.

Effectiveness of LensCrafters’ Value Chain

LensCrafters has a powerful value chain that supports its stakeholders. The company uses this value chain to identify the right suppliers. This approach makes it easier for the company to equip its stores. Every “store is a service factory” (Collier & Evans, 2013, p. 127). This factory hires competent employees who can fulfill the demands of different clients. This value chain ensures every customer gets quality services from the company. The company “uses this value chain to offer quality eye-examination processes” (Collier & Evans, 2013, p. 127). The next stage is producing quality eyeglasses that can address the needs of its customers. This approach makes it easier for the firm to offer quality services.

The “company’s chain also creates value” (Collier & Evans, 2013, p. 128). Value creation is one of the major goals targeted by different companies. LensCrafters promotes the best support systems in its stores. LensCrafters employs “competent Sales Associates, Optometry Doctors, and Lab Technicians in order to support its customers” (Collier & Evans, 2013, p. 127). These individuals should also possess appropriate managerial and communication skills. They should embrace the best practices in order to make the company profitable. This practice has created the best value at the company.

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Customer satisfaction is another critical concern at LensCrafters. The firm’s value chain follows unique steps in order to satisfy every customer. The company identifies and equips its stores with the required resources. The next step is “offering the best eye solutions to its customers” (Collier & Evans, 2013, p. 127). This value chain is currently supporting the company’s goals. The “company also compensates its customers whenever it offers unacceptable services” (Collier & Evans, 2013, p. 127). This approach ensures every customer is happy. The “company uses an effective One-Year Replacement Discount for its customers” (Collier & Evans, 2013, p. 128). This practice has improved the level of customer satisfaction at the company.

Performance Measurements

Performance Measurement (PM) is a useful practice in every organization. This practice makes it easier for managers to analyze and understand the gaps and weaknesses affecting their businesses. LensCrafters can use different Employee Performance Measurements (EPMs) to understand the issues affecting its workers. This measurement strategy will ensure the company improves its performance. The “strategy will identify better HRM practices that can make the company successful” (Tarun, 2012, p. 120). The above performance measurement strategy (PMS) will ensure the company offers quality services to its customers. This practice will eventually support LensCrafters’ goals.

The second PM should focus on the responses presented by different customers. According to Janvier-James (2012, p. 203), “the feedbacks presented by the targeted customers will ensure the company understands the strengths and weaknesses of its Service-Delivery System Design (SDSD)”. Such responses will encourage LensCrafters to improve its business practices. The company will also encourage its clients to offer the best recommendations. Such suggestions will make it easier for LensCrafters to utilize new technologies. These new “incentives will ensure the company improves the level of customer support” (Janvier-James, 2012, p. 203).

The above Performance Measurements (PMs) will ensure the company improves its value chain. Such PMs will produce better behavioral standards thus supporting the expectations of different customers (Janvier-James, 2012). The company should replicate its Design Concept in every location. The company should also use modern technologies in order to deal with the increasing level of competition.

Technologies Applied to LensCrafters’ Service Operations

LensCrafters uses modern technologies to improve its value chain. The company uses modern eye-scanners and devices to support the changing needs of its clients. LensCrafters also uses such technologies to communicate with its stakeholders. The company uses modern technologies in order to produce quality eyeglasses within a short time. Modern methods of communication are currently supporting LensCrafters’ value chain (Collier & Evans, 2013).

The company gets the required raw materials using different communication technologies. Modern scanners “make it easier for the company to monitor the problems affecting its customers” (Janvier-James, 2012, p. 204). The company uses new technologies in order to offer evidence-based services to its customers. LensCrafters should identify new technologies in order to achieve its business objectives. LensCrafters can “use modern technologies to communicate with its clients, suppliers, and customers” (Tarun, 2012, p. 119). This strategy will eventually make the company successful.

Reference List

Collier, D., & Evans, J. (2013). Operations Management: 2013 Custom Edition. Mason, OH: South-Western Cengage Learning.

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Janvier-James, A. (2012). A New Introduction to Supply Chain Management: Definitions and Theories Perspective. International Business Research, 5(1), 194-207.

Sobottka, T., Leitner, R., & Sihn, W. (2012). Methodology for the Development of RFID Valued Added Services to Improve Supply Chain Operations. Transactions of FAMENA, 36(2), 67-77.

Tarun, K. (2012). Market Segmentation and Customer Focus Strategies and their Contributions Towards Effective Value Chain Management. International Journal of Marketing Studies, 4(3), 113-121.

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