I’m posting a few notes on SmartyCard as a general business update, hoping to clarify recent posts and tweets containing “between-the-lines” comments. I’m going to send out a customer email with this information tomorrow or Monday as well.
Before I share these, I want to say that we’re closing in on our first year of service releases. We’ve enjoyed amazing support from parents, industry experts, press and bloggers, and our initial customers. This has resulted in better-than-expected sampling rates, and despite our less-than-perfect purchase flows, we haven’t been able to stop our fans from buying SmartyCard. We learned a lot along the way, and our business will reflect that learning in 2010 product changes.
First clarification: I’ve had some amazing conversations recently about the future of incentive-based services and devices focusing on reinforcing universal family values, which gives us insights on how to apply our technology as a platform and in shared/partnered offerings. It’s our pleasure to host and lead these conversations with future leaders in children’s health and fitness, like Switch2Health and Hope Lab, as well as leaders in language development, English-as-a-second language for International markets, pre-reading child development, banking/educational savings and diet/nutrition. It seems incentive-based learning for children has many, many applications wherein parents can leverage web properties to reinforce universal values for younger generations. And, if I may augment my previous comments on our ability to influence, we’re excited that our brand and initial service concepts are so respected that entrepreneurs seek out our input, ideas and partnership as they conceive and refine their go-to-market strategies. This is really a testament to the hard work and talent of the folks that built SmartyCard. We have exciting partnerships developing for the future, but for the sake of brevity, I’ll get to the next point of clarification.
Second clarification: SmartyCard is soon initiating some customer-driven changes. The brand itself was built for a business that included a retail and stored-value business. That future direction is very much in doubt. One thing that is not in doubt, is the popularity of physical goods as rewards. We’ll cease providing those rewards options in the near future. Here’s the really important thing that we want to convey with this change: We listen and pay attention to our customers as they use SmartyCard and talk about the value of SmartyCard. And, our customers, for the most part, don’t redeem their points for physical goods. This learning contradicted the field research and customer surveys we internalized while developing SmartyCard in 2008. To make sure this trend wasn’t price sensitivity or a “discovery issue”, we reduced point totals, reduced the overall number of rewards and presented rewards by category. We even promoted more physical goods in our pre-registration pages. Even after we reduced the price on physical rewards so that the points required were at or near list prices, digital goods remained at or above 85% of our reward redemptions. We took the hints.
Third, SmartyCard subscriptions weren’t implemented correctly in 2009: In general, we know that our purchase flows weren’t optimal last year. And, rather than expose our customers to a series of copy changes and page-flow changes, we took the time to learn and understand the underlying issues of how to communicate and architect a rewards-based system that everyone in the family can understand and explain to each other. In the process, we discovered a lot more about how families communicate. We’re going to apply our strengths in email and acquisition competency to change the way SmartyCard is presented and communicated to parents.
We appreciate your patience and ongoing support as we develop these improvements. We’re excited for the future of our business, and the proliferation of incentive-based learning.


