Earlier this year, in her 25th at Specsavers, Carina Hummel was promoted to help steer the retailer as its new managing director of UK/ROI optics. She sat down with Retail Week to talk about its most important strategic priorities, how she plans to win new customers and what she thinks is in store for UK high streets
What are Specsavers’ big strategic priorities at the moment?
We’re entering a new phase of growth with four key areas of focus. First, we’re concentrating on transforming the customer experience and scaling up whilst maintaining our market-leading value proposition. This involves growth in existing markets, entering new markets, and really focusing on what we call our ‘blended experience’ – ensuring we’re there for customers wherever they want to interact with us, whether digitally or in-store.
We’ve also broadened beyond our core optics business. We now operate across four categories: our traditional optics, a rapidly growing audiology business, domiciliary services providing at-home care, and Newmedica, our ophthalmology division. All of this is underpinned by our 40-year-old purpose of making a positive difference to the UK’s eye health, which remains absolutely core to our DNA.
What’s your approach to high street operations given all the recent changes in retail?
We’re absolutely committed to the high street. We opened our 1,000th store in the UK and Ireland this year and continue expanding. We want to be where our customers need us – that’s high street locations, but also Sainsbury’s partnerships and retail parks. Over the last couple of years, we’ve invested around £60m-£64m into transforming 600 stores with new displays, lighting, equipment and digital screens.
The key changes include removing traditional window posters for digital screens, introducing illuminated merchandising displays that bring products to life, and completely revamping our store layouts to help customers navigate more easily. We’re also upgrading our clinical equipment – we’ve installed hospital-grade optical technology in all stores to help detect eye-threatening conditions earlier.
How are you balancing digital investment with your commitment to physical stores?
Most of our customers still shop in-store – our online retail is tiny compared to our overall operation. When it comes to glasses and hearing aids, customers want to touch, feel, try on and have conversations about prescriptions and lens thickness. However, we are investing in digital to support that journey.
We’ve introduced virtual try-on technology on our website where customers can browse frames whilst keeping their existing glasses on. We’re building what we call a ‘blended experience’, making it easier to book appointments online and providing better information on our website. But the technology investment isn’t just digital, we’re also ensuring we have the best optical and audio technology on the high street.
How do you compete with the new, disruptor digital eyewear retailers?
We’re very clear that we’re a brand for all. We need to serve customers from their first ever sight test right through to supporting them in care homes in their later years. What a 21-year-old wants is very different to what a 61-year-old wants, so we deliver that through our range, our services, and different experiences.
Our audiology business is a good example – it’s not just for older customers anymore. We’re seeing younger customers come to us for ear wax removal and hearing protection. We’re broadening people’s understanding of what Specsavers offers beyond just glasses.
How important is attracting younger customers?
Our average customer age is 44, but we serve all ages. Getting customers early is crucial. We’ve just launched ‘Optimonsters’ for children’s eye tests – making the experience exciting with booklets, stickers and special prescription cards. You’d be amazed how many kids are disappointed when they don’t need glasses!
This early engagement is vital for our customer funnel because we can support households throughout their lifetime, and it aligns with our purpose of changing lives through better sight and hearing.
How does your partnership model differentiate you, and how are you managing people costs?
Our stores are locally owned and run through joint venture partnerships with optometrists and retail partners. They’re absolutely invested in their communities, creating brilliant careers and services. This makes us quite unique on the high street. We’re seeing more independent, locally-owned businesses succeeding.
In terms of people strategy, we focus on careers, not just jobs. This is my 25th year at Specsavers. I started in a gap year job in one of our stores. and I meet partners all the time who started on work experience at 14 and now own businesses employing hundreds of people.
What’s your view on the direction of UK high streets?
I’ve been encouraged by what I’ve seen recently. I’ve spent the last two weeks visiting high streets from Devon to North Wales, and they’ve been busy with a good mix of high street brands and independent stores. It’s definitely getting tougher, but I think retailers that look at everything through the lens of their customer – being really clear on what customers need and want – will continue to give people reasons to keep coming back.
The key is delivering outstanding customer experience, leading with care and value and making a difference in communities. That’s how we serve customers best, and I think that approach will continue to work on the high street.
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