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Groupon has had its detractors and negative headlines in recent months, as consumers question its customer service policy and turn to rivals as a result. This seems to be a continuing trend as the shareprice of the Chicago discount deals company fell by 14% yesterday, despite its claims that it would grow by 5% during the first quarter of 2012. Andrew Girdwood, media innovations director for LBi bigmouthmedia takes a look at what it all means for Groupon in the longrun.
Groupon grew by word of mouth recommendations and it is now suffering because of word of mouth concerns. These concerns are on both sides of Groupon’s business equation; from the local businesses which provide the deals through to the customers which buy them.
Local businesses have asked their fellow traders “was it worth it?”; after they experimented with the group buying service before them. Worryingly for Groupon, the answer has been “no” often enough to take the shine off its promise. Groupon is partly at fault for this, often taking such a significant chunk of any revenue generated, that it obliterates any potential profit for the local business.
True enough; plenty of businesses have found success through Groupon but the failures, however many, have been enough to encourage businesses to be cautious and weigh-up the alternatives before committing. Nevertheless, there are alternatives to Groupon from companies like LivingSocial. Facebook is another such example, and although its coupon experiment has only had a luke warm reception, it is easy enough and free for local businesses to use the social network to promise or promote special deals.
Although Facebook’s Promotion Guidelines say businesses should not use the “Like” mechanism to open up special offers – many businesses are doing exactly that. In doing so these businesses can create a viral marketing effect, recruiting new Fans by promising special discount offers once a specific attendee number has been reached. With local business not incurring any extra costs, Facebook’s coupon product may well rise to the fore.
At the same time the concern among customers that Groupon offers might not be all that they seem is growing. In the UK the company has been reprimanded by the ASA time and time again for misleading adverts.
Customers wonder whether the service they get from businesses partaking in a Groupon offer is as good as it would usually be, while some deals frankly seem to be too good to be true.
Groupon also has a communication challenge. It relies on email to announce offers and therefore has to battle with spam filters and fight for attention inside busy inboxes. A number of @gmail email addresses on Groupon Edinburgh’s list have not had an email alert since March 2011. Conspiracy theories might suggest that Google is blocking a competitor. It is, however, more likely there is a technical issue at Groupon’s end to do with email throttling, list integrity or within its operations.
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Groupon is failing because its business model is unsustainable. The cost of marketing using Groupon is as high as 80% of revenue for the business. This forces the business to keep Groupon as a one off kind of promotion or at most once or twice a year (if they are to avoid failing themselves), and forces Groupon to find a continuous stream of businesses who are willing to wipe 80% off their retail price in what is, effectively, a limited market place. How many businesses can claim to have a net margin of 400-500%? Very few I would have thought.
Been writing about Groupon on my blog for quite some time now - their problems are not unexpected, and their "me too" copy cat competitors are not offering anything different. To succeed they are going to have to seriously look at their business model.
http://volpagirl.blogspot.com/search?updated-min=2011-01-01T00:00:00-08:...
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Deal-of-the-day sites such as Groupon have certainly been making the headlines recently, but increasingly for less than positive reasons. This is a shame, as such mass coupon portals are providing a glimpse into the future, with the promise of time-sensitive and geographically specific offers pushed to consumers’ mobile phones.
New digital coupon technologies are exciting and compelling propositions, however the risks need to be understood and managed. There is certainly no justification for exposing consumers to questionable terms and conditions, for merchant offers to be cynically limited to minute volumes, or for misleading headline prices to be allowed. If this happens, then deal sites are failing to adequately look after the interests of subscribers.
Deal-of-the-day sites should also help merchants to plan their campaigns so that they meet objectives and are encouraged by the results to come back again in the future with more great offers.
It’s now time for this new sector of the industry to take a step back, slow down and catch its breath. The UK market still boasts some of the most sophisticated and successful coupon and voucher programmes in the world. But these kinds of promotions depend upon trust between the consumer, confident the offer will be honoured; the merchant, certain that they will recover the discount; and the coupon issuer, who expects to pay only for coupons that have been redeemed.
This trust is underpinned by intermediary agents, who ensure the system works for the benefit of all parties. These agents play a vital role in the success of the paper-based voucher system and their experience and expertise is also essential in the digital coupon environment.
Penny Dryden Commercial Director Valassis UK
www.valassis.co.uk
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