What’s next for Groupon?

July 18th, 2010 | Leave a comment

Screen shot 2010-07-17 at 3.50.04 PM

When I blogged on Groupon and the social buying model, I was blown away by the newness and inventiveness of this smartly social approach to commerce.

I’ve been wondering where the company goes now that they’ve conquered the major cities of US and Europe (over 50 by their count) and have brand recognition far and above the hundreds of imitators. ‘Groupons’ are so well known and commonly acknowledged that they have become a new noun.

Do they go vertical and build Groupons for highly targeted groups like women’s sports, or golf or art aficionados?

Do they white label or co-brand their hosted offering and offer it out to newspapers and businesses as a new type of merchandise and a new coupon currency?

Do they move to behavioral targeting of the opt-in subscribers to personalize each offer ala a Facebook approach?

Do they go true local like Foursquare and target neighborhood by neighborhood rather than city by city?

The recent G-team announcement from Groupon, still mostly under the radar, is making me wonder whether they are moving to make possible more than the current two-deals-per-day-per-neighborhood. Logically, the more they can push the limits of scarcity, the more deals they have per-day-per-place, the more revenue they can generate.

To understand G-team in Groupon’s words, click here. They position it as a return to their roots and a way for causes to use their coupon currency model. I don’t question their altruism but these folks are as smart social marketers and business people I’ve seen anywhere and I’m thinking there is a clue to a broader business change in the play.

It appears (and the information is really vague) that causes or ‘fun activities’ are given the nod by Groupon as acceptable and then the Groupon machine is brought in…infrastructure to host, launch and manage the promotion. A vast vendor base to match a deal with a cause.

I see this as the beginning of a new commerce structure based on social coupons for the business world. And it will solve a major growth hurdle for them.

Besides gobbling up every city on the globe (which they are), they are a bit cuffed by the need to maintain scarcity of deals and a social buying core. My take is that G-team is the beginnings of their attempt to move more and more targeted deals into areas. That’s the clearest way to get more customers and drive more revenue.

So maybe what G-team is about is a beginning of a bunch of changes and expansions:

1. Provide the Groupon coupon currency machine to causes or businesses so that more deals can be addressed daily through niche and socially inspired community fundraising or events.

Maybe the niche is not moms or racquetball players, but people who support animal rescue or clean-up-the-river or parks for kids. People will tolerate more deals with specific targets if they are causes for good. Revenue splits aside this is logical.

2. Vertically segment the opt-in list. People who believe or chose various causes are both a subset of their massive database and an expansion. One of the ‘can’t do’s’ for Groupon is to thin out the audience so thresholds don’t get tipped and filled.

3. Behaviorally target the deal recipient. What Facebook can do with advertising, Groupon can figure out for behavioral matching of a deal with a personal profile. They have a lot of customer data now; probably enough. Or they can partner with (or sell to) Facebook to make this happen.

4. Redefine local as proximity as Foursquare has and figure out how to localize from city to neighborhood based on subscriber density per location.

5. Move to hard goods not just services. They can move from services like a dinner to goods like TVs or computers or clothing with a slight twist to their methodology.

I’m fascinated with social commerce and the simple breakaway model that Groupon defined and owns today. But they will get to the point where they’ve blanketed all the cities, then the larger towns on the planet where the model can work.

Then what? How do they grow when they have everyone as a subscriber and only two deals a day?

I think G-team is a clue and some variation of my list of five above will happen…and happen soon.

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  • http://www.victusspiritus.com/ Mark Essel

    Fun strategic estimation Arnold. I admit to only knowing Groupon from a reference by Mark Suster and Jason Calcanis in a VC update video and your posts.

    It's a group discount aggregator with artificial scarcity of two deals a day in my underdtanding. They could do what Walmart did to retail and drive prices down by leveraging demand.

  • http://arnoldwaldstein.com awaldstein

    Hi Mark

    Yup…add discounts, local, social and personal profiling and you can redefine the idea of local advertising and merchandising. That is with a lot of skills, luck and good timing ;)

    The Groupon folk are in a position to make some huge changes. Was a fun exercise to take a look at their model and plot out different lines they might follow to boost revenues based on the core restrictions of their model.

    Enjoy

  • http://twitter.com/billmcneely Bill McNeely

    Arnold I have to disagree with you a bit on #5 because of personal experience selling my portable iPhone charger through Groupon back in March.

    I agree Groupon could expand into hard goods but they must be products that appeal to Groupon's core customer:under 35, single, university educated, women making high 5 figure or low 6 figure income . This usually means clothing, items for the pet or decorations for the loft in a major city in the US or Europe.

    Women generally do not get excited about gadgets, electronic or otherwise.

    I could see Pier 1, Pottery Barn, Bloomingdales, Gilt Groupe, Nordstrom's, etc being highly successful utilizing Groupons possibly in connection with thier credit card points programs.

    However Alexander Muse down in Dallas, Texas thinks Groupon's shelf life is short.

    Here is what he had to say:

    http://www.springstage.com/article/groupon-play…

  • http://arnoldwaldstein.com awaldstein

    Hi Bill

    Thanks much for the input…and the link.

    Yes…I saw the same report on Groupon's current demographics.

    Questions to myself in response:

    1. How much is gender a key to the model? Certainly there is a gender preference to the type of deals that Groupon offers. But if the type of deal changes (tickets to a Laker's game, driving range tickets, helicopter rides) why couldn't the gender change as well.

    2. The majority of buyers on computer and gear discount sites are men…maybe they are just underserved in this local flash deal model? I don't know.

    3. To Alexander's really smart analysis. I can't argue with his logic but Groupon's value against its sharp costs needs to be analyzed I believe with two factors in mind…customer acquisition and lifetime value and cost of that acquisition in margin. If that math is positive, the model works for the vendor…if not, yes, winning could be loosing for them.

    There are a bunch of vertical ways to slice this pie…I'm just musing on how the industry leader continues to win when they own mindshare and their model is somewhat restricted. I'm betting they will test out a few of these to see what sticks.

  • http://www.lifesta.com Eran Davidov

    It looks like Groupon just announced (see TechCrunch) that they'll be doing more than one deal a day, though the users will still only see one. Groupon will guess for you what you like. This whole market is exploding with deal sites, aggregators and secondary markets for groupons like http://www.lifesta.com which my partner and I started.

  • http://arnoldwaldstein.com awaldstein

    Eran

    Yes, I saw the Groupon announcement. Logical directions if you look at their business model. Some risk but they are a smart bunch and will work through them.

    Thanks for sharing your company link. I consult in the discount space and was certain that someone would build a secondary market. Interested in you distribution and branding directions if you'd like to talk. Good luck with the new company.

  • http://www.lifesta.com Eran Davidov

    Hi Arnold,

    I'd love to talk. It looks like the contact form on the site doesn't work. I can be reached at erand AT lifesta.com

    Eran

  • http://arnoldwaldstein.com awaldstein

    Hi Eran

    Thanks for the heads up on my form…fixed now ;)

    I'll ping you via email with a time to talk. I'm back in NY mid next week.

  • http://vinotinto.wordpress.com/2010/07/31/what-other-blogs-are-attending-the-ewbc-2010-part-ii/ What other blogs are attending the EWBC 2010? part II « Aqua vitae – livets vatten

    [...] Arnold Waldstein – thoughts on social web, new markets, brand s and wine posts about Groupons and what’s next for Groupon. [...]

  • http://twitter.com/JanRossiCO Janet Rossi

    All this super analysis techie talk is interesting to me being in the spa business for 14 1/2 years. Groupon invaded the spa world and has actually succeeded in helping to close these businesses as things that were promised did not actually happen. Deals were over sold and business owners felt pressure to honor these bad discounts and literally make $0 money. A returning customer? Nope – they are usually the hoppers that hop from one hot deal to the next. Want to do business with a conscious? Then I stay away from Groupon and urge business owners to not let them own them. Groupon's terms and conditions place all the burden of the sales and gift certificates on the business owners. Very unfair. Unethical ways. They are making money? Fine. Won't be for long in my opinion. I never used them and would urge others to stay away unless you seriously like to eat raman noodles……drive the price down in your city for something specific like laser treatments? – guess what….everyone loses…..everyone.

  • http://arnoldwaldstein.com awaldstein

    Hi Janet

    There has been a sporadic backlash against Groupon and the flash sales segment of late. I've read things similar to what you speak of above .

    That being said the model keeps expanding and growing, not only with Groupon on an international tear and adding vertical sales but with a host of 'copycats' everywhere.

    So…the obvious question is whether certain segments are more susceptible (like spa services) than others. Has to be to some degree or else the outcry would be larger and their growth stymied.

    You agree?