Eyewear Glasses Quotes

12% of people with glasses wear them as an attempt to see better. 88% of people with glasses wear them as an attempt to appear smarter.

She wore glasses, and I was a sucker for a girl in corrective eyewear. Since I was ugly it was probably some sort of subconscious reaction in the hope that I might have a chance with a cute girl who couldn't see very

I hurried out of the lobby and turned the corner into the English hall, so I didn’t see the guy in front of me until it was too late. “Oh!” I exclaimed as we bumped shoulders. “Sorry!” Then I realized who I’d bumped into, and I immediately regretted my apologetic tone. If I’d known it was David Stark, I would have tried to hit him harder, or maybe stepped on his foot with the spiky heel of my new shoes for good measure. I did my best to smile at him, though, even as I realized my stomach was jumping all over the place. He must have scared me more than I’d thought. David scowled at me over the rims of his ridiculous hipster glasses, the kind with the thick black rims. I hate those. I mean, it’s the 21st century. There are fashionable options for eyewear. “Watch where you’re going,” he said. Then his lips twisted in a smirk. “Or could you not see through all that mascara?” I would’ve loved nothing more than the tell him to kiss my ass, but one of the responsibilities of being a student leader at The Grove is being polite to everyone, even if he is a douchebag who wrote not one, but three incredibly unflattering articles in the school paper about what a crap job you’re doing as SGA president. And you especially needed to be polite to said douchebag when he happened to be the nephew of Saylor Stark, President of the Pine Grove Junior League, head of the Pine Grove Betterment Society, Chairwoman of the Grove Academy School Board, and, most importantly, Founder and Organizer of Pine Grove’s Annual Cotillion. So I forced myself to smile even bigger at David and said, “Nope, just in a hurry. Are you, uh… are you here for the dance?” He snorted. “Um, no. I’d rather slam my testicles in a locker door. I have some work to do on the paper.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems. Without a vuja de event, Warby Parker wouldn’t have existed. When the founders were sitting in the computer lab on the night they conjured up the company, they had spent a combined sixty years wearing glasses. The product had always been unreasonably expensive. But until that moment, they had taken the status quo for granted, never questioning the default price. “The thought had never crossed my mind,” cofounder Dave Gilboa says. “I had always considered them a medical purchase. I naturally assumed that if a doctor was selling it to me, there was some justification for the price.” Having recently waited in line at the Apple Store to buy an iPhone, he found himself comparing the two products. Glasses had been a staple of human life for nearly a thousand years, and they’d hardly changed since his grandfather wore them. For the first time, Dave wondered why glasses had such a hefty price tag. Why did such a fundamentally simple product cost more than a complex smartphone? Anyone could have asked those questions and arrived at the same answer that the Warby Parker squad did. Once they became curious about why the price was so steep, they began doing some research on the eyewear industry. That’s when they learned that it was dominated by Luxottica, a European company that had raked in over $7 billion the previous year. “Understanding that the same company owned LensCrafters and Pearle Vision, Ray-Ban and Oakley, and the licenses for Chanel and Prada prescription frames and sunglasses—all of a sudden, it made sense to me why glasses were so expensive,” Dave says. “Nothing in the cost of goods justified the price.” Taking advantage of its monopoly status, Luxottica was charging twenty times the cost. The default wasn’t inherently legitimate; it was a choice made by a group of people at a given company. And this meant that another group of people could make an alternative choice. “We could do things differently,” Dave suddenly understood. “It was a realization that we could control our own destiny, that we could control our own prices.” When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

Conjunctivitis: Types, Symptoms, Prevention & Treatment Conjunctivitis, eye flu or pink eye, is an inflammation of the conjunctiva. The conjunctiva is a transparent membrane covering the eyelid and a part of the eye. Usually, eye flu is caused in the monsoon season by viruses, bacteria, allergies, or other irritants. According to Dr Sunny Narula, MBBS, MD, Consultant- Paediatrician and Neonatologist, eye flu is very common in children during the monsoon. Moreover, in the past few weeks, there has also been a spike in the eye flu cases. Hence, you must take necessary precautions to prevent this from spreading. If you notice any symptoms, visit the best pediatricians in Chandigarh for consultation at the earliest. What are the Symptoms of Eye Flu? The most common symptom of eye flu is redness or inflammation of the eye. Other symptoms include: Itching or burning sensation in the eye. Watering of the eyes. Sensitivity to light. Discharge from eyes. Sticking of eyelids together. What are the Types of Conjunctivitis? The best child specialist doctor in Mohali tells us that there are 3 main types of conjunctivitis: 1.Viral Conjunctivitis This type is caused by a viral infection including cold or flu. It is highly contagious and lasts up to 2 weeks. 2.Bacterial Conjunctivitis This type is caused by a bacterial infection. Bacterial conjunctivitis can also cause yellowish-green discharge from the eye. 3.Allergic Conjunctivitis This type is caused by allergens including pollen or pet dander. It can occur any time of the year and is usually less contagious. How to Prevent Conjunctivitis? Conjunctivitis can be prevented by taking the following measures: Wash your hands frequently, especially before touching your eyes. Avoid sharing pillows, towels, or other personal items. Avoid touching your eyes with your hands. Practice good hygiene, especially during cold or flu season. Use protective eyewear when swimming or doing any activity with the potential risk of eye exposure. How to Treat Conjunctivitis? If you suspect eye flu, the best paediatrician in Mohali recommends the following at-home care tips: 1.Practice Good Hand Hygiene: The hands of your children can be a potential carrier of viruses or bacteria. Inculcate good hand hygiene habits in them. Wash their hands frequently. Avoid sharing towels, eye drops, or any other item that can spread infection. 2.Warm or Cold Compress: Apply a clean, warm compress or ice packs to closed eyes as it helps in soothing eyes and reducing swelling. You can use a soft, lint-free cloth soaked in warm water and place it gently over the closed eyelids for a few minutes. Repeat as needed throughout the day. 3.Clean Eyeglasses: If your child wears glasses, make sure to clean them with mild soap and water to remove any potential contamination. 4.Artificial Tears: Over-the-counter lubricating eye drops called artificial teas in general can keep eyes moist and prevent irritation. Discuss this with your pediatrician and do not self-medicate. 5.Avoid Eye Touching or Rubbing: Children can be easily frustrated with the constant eye irritation. They might find comfort in rubbing their eyes. This, however, can further irritate the conjunctiva and spread the infection to the other eye or other people around. Hence, make sure that your child does not touch the infected eye at all.

Table of Contents Your Free Book Why Healthy Habits are Important Healthy Habit # 1:  Drink Eight Glasses of Water Healthy Habit #2:  Eat a Serving of Protein and Carbohydrates Healthy Habit #3:  Fill Half Your Plate with Vegetables Healthy Habit #4:  Add Two Teaspoons of Healthy Oil to Meals Healthy Habit #5:  Walk for 30 Minutes Healthy Habit #6:  Take a Fish Oil Supplement Healthy Habit #7:  Introduce Healthy Bacteria to Your Body Healthy Habit #8:  Get a “Once a Month” Massage Healthy Habit #9:  Eat a Clove of Garlic Healthy Habit #10:  Give Your Sinuses a Daily Bath Healthy Habit #11:  Eat 25-30 Grams of Fiber Healthy Habit #12:  Eliminate Refined Sugar and Carbohydrates Healthy Habit #13:  Drink a Cup of Green Tea Healthy Habit #14:  Get Your Vitamin D Levels Checked Yearly Healthy Habit #15: Floss Your Teeth Healthy Habit #16: Wash Your Hands Often Healthy Habit #17:  Treat a Cough or Sore Throat with Honey Healthy Habit #18:  Give Your Body 500 mg of Calcium Healthy Habit #19:  Eat Breakfast Healthy Habit #20:  Sleep 8-10 Hours Healthy Habit #21:  Eat Five Different Colors of Food Healthy Habit #22:  Breathe Deeply for Two Minutes Healthy Habit #23:  Practice Yoga Three Times a Week Healthy Habit #24:  Sleep On Your Left Side Healthy Habit #25:  Eat Healthy Fats Healthy Habit #26:  Dilute Juice with Sparkling Water Healthy Habit #27:  Slow Alcohol Consumption with Water Healthy Habit #28:  Do Strength Training Healthy Habit #29:  Keep a Food Diary Healthy Habit #30:  Exercise during TV Commercials Healthy Habit #31:  Move, Don’t Use Technology Healthy Habit #32:  Eat a Teaspoon of Cinnamon Healthy Habit #33:  Use Acupressure to Treat Headache and Nausea Healthy Habit #34:  Get an Eye Exam Every Year Healthy Habit #35:  Wear Protective Eyewear Healthy Habit #36:  Quit Smoking Healthy Habit #37:  Pack Healthy Snacks Healthy Habit #38:  Pack Your Lunch Healthy Habit #39:  Eliminate Caffeine Healthy Habit #40:  Finish Your Antibiotics Healthy Habit #41:  Wear Sunscreen – Over SPF 15 Healthy Habit #42:  Wear a Helmet for Biking or Rollerblading Healthy Habit #43:  Wear Your Seatbelt Healthy Habit #44:  Get a Yearly Physical Healthy Habit #45:  Maintain a First Aid Kit Healthy Habit #46:  Eat a Banana Every Day Healthy Habit #47:  Use Coconut Oil to Moisturize Healthy Habit #48:  Pay Attention to Hunger Cues Healthy Habit #49:  Eat a Handful of Nuts Healthy Habit #50:  Get a Flu Shot Each Year Healthy Habit #51:  Practice Daily Meditation Healthy Habit #52:  Eliminate Artificial Sweeteners Healthy Habit #53:  Sanitize Your Kitchen Healthy Habit #54:  Walk 10,000 Steps a Day Healthy Habit #55:  Take a Multivitamin Healthy Habit #56:  Eat Fish Twice a Week Healthy Habit #57:  Add Healthy Foods to Your Diet Healthy Habit #58:  Avoid Liquid Calories Healthy Habit #59:  Give Your Eyes a Break Healthy Habit #60:  Protect Yourself from STDs Healthy Habit #61:  Get 20 Minutes of Sunshine Healthy Habit #62:  Become a Once a Week Vegetarian Healthy Habit #63:  Limit Sodium to 2,300 mg a Day Healthy Habit #64:  Cook 2+ Home Meals Each Week Healthy Habit #65:  Eat a Half Ounce of Dark Chocolate Healthy Habit #66:  Use Low Fat Salad Dressing Healthy Habit #67:  Eat Meals at the Table Healthy Habit #68:  Eat an Ounce of Chia Seeds Healthy Habit #69:  Choose Juices that Contain Pulp Healthy Habit #70:  Prepare Produce After Shopping

David and Neil were MBA students at the Wharton School when the cash-strapped David lost his eyeglasses and had to pay $700 for replacements. That got them thinking: Could there be a better way? Neil had previously worked for a nonprofit, VisionSpring, that trained poor women in the developing world to start businesses offering eye exams and selling glasses that were affordable to people making less than four dollars a day. He had helped expand the nonprofit’s presence to ten countries, supporting thousands of female entrepreneurs and boosting the organization’s staff from two to thirty. At the time, it hadn’t occurred to Neil that an idea birthed in the nonprofit sector could be transferred to the private sector. But later at Wharton, as he and David considered entering the eyeglass business, after being shocked by the high cost of replacing David’s glasses, they decided they were out to build more than a company—they were on a social mission as well. They asked a simple question: Why had no one ever sold eyeglasses online? Well, because some believed it was impossible. For one thing, the eyeglass industry operated under a near monopoly that controlled the sales pipeline and price points. That these high prices would be passed on to consumers went unquestioned, even if that meant some people would go without glasses altogether. For another, people didn’t really want to buy a product as carefully calibrated and individualized as glasses online. Besides, how could an online company even work? David and Neil would have to be able to offer stylish frames, a perfect fit, and various options for prescriptions. With a $2,500 seed investment from Wharton’s Venture Initiation Program, David and Neil launched their company in 2010 with a selection of styles, a low price of $95, and a hip marketing program. (They named the company Warby Parker after two characters in a Jack Kerouac novel.) Within a month, they’d sold out all their stock and had a 20,000-person waiting list. Within a year, they’d received serious funding. They kept perfecting their concept, offering an innovative home try-on program, a collection of boutique retail outlets, and an eye test app for distance vision. Today Warby Parker is valued at $1.75 billion, with 1,400 employees and 65 retail stores. It’s no surprise that Neil and David continued to use Warby Parker’s success to deliver eyeglasses to those in need. The company’s Buy a Pair, Give a Pair program is unique: instead of simply providing free eyeglasses, Warby Parker trains and equips entrepreneurs in developing countries to sell the glasses they’re given. To date, 4 million pairs of glasses have been distributed through Warby Parker’s program. This dual commitment to inexpensive eyewear for all, paired with a program to improve access to eyewear for the global poor, makes Warby Parker an exemplary assumption-busting social enterprise.