So the first one as it relates to dose, clearly, we ran this largely to inform our dosing strategies, we would move forward into a Phase 3 program.
The other nice thing is this is a market that's fairly well characterized. I mean, there's competitor products that are in the market. There's extensive literature to look at. And we obviously benefit from the historical clinical trial programs that we have.
So as you noted, the 500 unit dose that shows statistical significance, we think that along with the other information that we have from the trial will provide us sort of with the necessary background that we need to advance into a good Phase 2 and a Phase 2 meeting with the agency. And again, I think over time too we've got a much better appreciation for kind of core active neurotoxin in our product versus others and how those relate.
As you mentioned, we did reduce the size of the study for all the reasons that Roman mentioned. Certainly patient recruitment was challenged, follow up was challenging, but we felt that by truncating the study that we would still have adequate information to inform the next step.
So I think it's more to come, we want to have that into Phase 2 meeting before solidifying a dose. But as we highlighted, certainly the 500 unit dose was the one that showed statistical significance in one of the co-primary endpoints.
In terms of the HintMD contribution, let me just kind of maybe reframe it again. When we got into this, we talked about this payment platform, it's having the ability to participate in the overall credit card margin that's generated on every transaction, and that margin is kind of 2.4% to the low 4% on any transaction where there's a credit card use. What would impact that sort of widespread is, is it Amex or is it visa? Do they have the credit card with them? Or is it sort of card not present where somebody gets their credit card number over the phone, and that carries with it a little higher fraud risk, which is why those rates swing. We participate in 50 to 100 basis points of that overall transaction.
So that's our market opportunity. Once we - in part of our integration planning and our strategic exercise, when we did the modeling, we sort of recognized that there was going to be sort of a rebasing of the business when we acquired it, because there were things that they were working on, that were a little bit outside of our initial strategic focus.
And so we've worked our way through that.
Over the last period of time, our primary focus has just been on processing transactions and allowing for remote or contactless payments, particularly in this COVID environment.
So that's kind of our Phase 1. The next step, and we talked about it in our prepared remarks is, is becoming what's called a payment facilitator.
We expect that to happen kind of mid of this year, so mid 2021. And once we become a payment facilitator, we'll have much better access to the source of data, which will be easy for us to turn on some of the other programs that we've historically talked about subscriptions, white label loyalty, better insight for data analytics, or practices, and even some other partnering opportunities.
So right now, the primary value proposition for the platform is really is it competitive from a pricing standpoint? And did they see value in remote or contactless payments? And then hey, did they want to start to lean in with us as a company? As we start to turn on these other services middle of the year, we think that we're going to be able to add incremental value. We think that subscriptions are going to show practices, how they can generate more profitability, and better patient retention, same with loyalty programs, and then any kind of partnerships that we do.
So when we start to roll these out in the summer, we think that the overall hinge and the platform is going to be much more compelling from a value add. From an overall margin contribution we still have some work to do to figure out whether or not as we turn on the services, we're going to increase sort of the fee that we charge and therefore enhance our profitability, or when we turn around and reinvest that in the practice to reward product purchases and others.
And so there's still - we need a little more time before we're comfortable sort of signaling the way we're going to go. But we're excited about sort of its next generation of the of the product platform this summer.