From Dot Bomb to Great Recession to $30M Acquisition: The Eversave Story

consumers. In the meantime, of course, Groupon had paved the way with daily deals in local markets, and local was hot. So in early 2010, Prospectiv rolled out Eversave, a local deals site targeted at affluent women aged 25 to 55. Instead of group buying, Eversave “revolves around a retention and loyalty program,” Doyle says.

Indeed, the big question around deals sites is how to get customers to return to the store, rather than just take a one-off deal and never come back. (BuyWithMe has addressed this in part by acquiring Edhance, a Cambridge, MA-based loyalty firm, as it announced yesterday.)

Eversave’s approach is a product of its decade-long experience in customer acquisition and retention. The site, which is active in 20 cities, sends out follow-up e-mails to customers through the merchants. Three months after buying a deal (which the company calls a “save”), consumers will get a message updating them on the restaurant’s new menu, say, or new content on a store’s Facebook page. Eversave also rewards consumers for spending a certain amount of money and for rebooking. What’s more, the company runs surveys for its big-company clients to help them improve their products and marketing campaigns. It’s all about helping merchants “maximize the initial visit, and get [customers] to come back,” Doyle says.

Prospectiv had been working with Affinion for a few years, so Doyle says the acquisition was “a perfect fit” and was the option that “made the most sense.” He adds, “We think this will allow us to grow faster and offer more merchant services.” (It should also pay out handsomely, as Prospectiv only raised a small amount of money through strategic partnerships and angel investors when it first started, Doyle says.)

Prospectiv has 135 employees, all in Wakefield. Doyle is staying on as president of Prospectiv and Eversave, and he will report to Affinion president Rick Fernandes. Doyle didn’t say much about his plans to expand the business under the new ownership; rather, he focused on his firm’s core competency. “The key is to take care of your customers,” he says. “Not just consumers, also the local businesses.”

He also stressed the importance of staying ahead of the competition in areas like mobile marketing and location-based deals. “The company that innovates the most will be the long-term winner,” he says. “Coupons have been around 100 years, they’re not going away. The Internet is the most efficient way to distribute them. The winner is the one who can do that the best.”

Author: Gregory T. Huang

Greg is a veteran journalist who has covered a wide range of science, technology, and business. As former editor in chief, he overaw daily news, features, and events across Xconomy's national network. Before joining Xconomy, he was a features editor at New Scientist magazine, where he edited and wrote articles on physics, technology, and neuroscience. Previously he was senior writer at Technology Review, where he reported on emerging technologies, R&D, and advances in computing, robotics, and applied physics. His writing has also appeared in Wired, Nature, and The Atlantic Monthly’s website. He was named a New York Times professional fellow in 2003. Greg is the co-author of Guanxi (Simon & Schuster, 2006), about Microsoft in China and the global competition for talent and technology. Before becoming a journalist, he did research at MIT’s Artificial Intelligence Lab. He has published 20 papers in scientific journals and conferences and spoken on innovation at Adobe, Amazon, eBay, Google, HP, Microsoft, Yahoo, and other organizations. He has a Master’s and Ph.D. in electrical engineering and computer science from MIT, and a B.S. in electrical engineering from the University of Illinois, Urbana-Champaign.