August 20, 2010

The May Report: 8/20/2010: Christopher Steiner of Forbes wrote August’s cover
story on Groupon and Andrew Mason — in case you missed it — which I did; the
projection is that they are on track to be the fastest growing internet — or
just any — firm ever

Editor and publisher: ron@themayreport.com, ronaldmay@aol.com,
www.themayreport.com , 773-525-3944.

Assistant Editor: Melanie Adcock: melanie_adcock@msn.com, 312-259-0610

If you missed an article, go here:
www.tmronline.com/A55951/tmrarticles.nsf/vwFullNewsletter

________________________

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________________________________
TABLE OF CONTENTS

The Scoop section:

— Meet The Fastest Growing Company Ever
— The 12 comments so far to the article, including one from a name I know,
Jeff Molander who invokes the memory of restaurant.com
— Groupon’s greatest hits, and that would be before The Gap deal that shut
down the servers
— September 15: MIT-EF: Entrepreneurship — State of the Union, Sept. 15
Current Panel includes:
Moderator, Nancy Munro
Linda Darragh, Director of Entrepreneurship Programs at Univ. of Chicago Booth
School of Business
John Roberson, Executive Director of Chicago Entrepreneurship Center
Dennis Barsema, faculty NIU and successful entrepreneur

[Editor's note: May here. I am pleased that Melanie Adcock has accepted her
position as assistant editor with energy and enthusiasm. She will wear me out
with all of her spark and excitement. She is already on the job.]
___________________________________
The Scoop section:
______________________
Meet The Fastest Growing Company Ever

]Editor’s note May here. The author of the article, Christopher Steiner of
Forbes, whom I have known for a few years, and who evidently reads TMR, just
sent me a note this evening saying that Groupon is the cover story in the
current issue of Forbes.

www.forbes.com/forbes/2010/0830/entrepreneurs-groupon-facebook-twitter-ne
xt-web-phenom.html

The article documents that Groupon is on track to being the fastest growing
internet firm ever. I could not copy the bar chart that shows Groupon in
relation to firms like Dell, Apple, Amazon, Google, Office Depot, Priceline,
JetBlue, and eBay. It shows how many years it took those firms to reach $1B in
evenue. I hope they did a price index adjustment since the 1984 billion dollar
firm is not the same as the 2010 firm.

That bar chart is on the bottom of page three of the article.
www.forbes.com/forbes/2010/0830/entrepreneurs-groupon-facebook-twitter-ne
xt-web-phenom_3.html ]

The Forbes article:

Entrepreneurs
Meet The Fastest Growing Company Ever
Christopher Steiner, 08.12.10, 03:40 PM EDT
Forbes Magazine dated August 30, 2010

Andrew Mason figured out how to inject hysteria into the process of bargain
hunting on the Web. The result is an overnight success story called Groupon.
image

At least Mark Zuckerberg wrote a few lines of computer code at Harvard before
he left to launch Facebook. Now Andrew Mason, a relaxed and lanky 29-year-old
music major from Northwestern, has managed to build the fastest-growing company
in Web history. Groupon represents what the dot-com boom was supposed to be all
about: huge sales, easy profits and solid connection between bricks-and-mortar
retailers and online consumers.

Groupon, a name that blends “group” and “coupon,” presents an online audience
with deep discounts on a product or service. Act now, says the pitch: You have
only so many hours before this offer expires. That’s a familiar come-on, but
it’s coupled with a novel element: You get the deal only if a certain number of
fellow citizens buy the same thing on the same day. It’s a cents-off coupon
married to a Friday-after-Thanksgiving shopping frenzy.

What’s in it for the vendor–which might be a museum, a yoga studio or an ice
cream shop? Exposure. Since the resulting revenue is not only discounted but
shared (typically, 50/50) with Groupon, the vendor may scarcely break even on
the incremental sales. But it now has customers who might never have thought of
patronizing the business. Groupon gets its offers in front of eyeballs by
buying ad space through Google ( GOOG – news – people ) and Facebook and via
the word of mouth of its 13 million subscribers.
Video: Growing Groupon

Unlike so many dot-com rockets, Groupon is a real business. Occupying 85,000
square feet inside a rehabbed eight-story former Montgomery Ward warehouse in
Chicago’s River North neighborhood, the company is on track to pass $500
million in revenue this year, according to a report Morgan Stanley ( MS – news
– people ) put together to win some underwriting business. No technology
stalwart–including Ebay, Amazon.com ( AMZN – news – people ), Yahoo ( YHOO -
news – people ), AOL and Google–grew that big that fast. At just 17 months old
this April Groupon boasted a $1.35 billion valuation when it raised $135
million, the biggest chunk of it from Digital Sky Technologies, the curious
Moscow investment fund behind Facebook and Zynga. (Mason will not disclose his
stake, which he says is less than 50%.) The only company to reach a $1 billion
valuation faster was YouTube (now part of Google), founded in 2005 and still
waiting to turn its first profit. Groupon broke into the black just seven
months after inception.

Mason’s model is transforming the way companies–especially smaller ones with
limited marketing budgets–snag sales. In May Groupon sold 6,561 tickets to a
King Tut exhibit in New York’s Times Square for $18 apiece, little more than
half the list price. The campaign brought in $120,000 at virtually no marginal
cost to the exhibit; Groupon pocketed about 50% for a day’s effort. The most
popular item so far: a $25 ticket for a Chicago architectural boat tour sold
for $12. In May Groupon moved 19,822 tickets in eight hours and split the
$238,000 with the tour operator.

Groupon has charged into 88 U.S. cities and 22 countries, including Turkey and
Chile. Hundreds of rivals, some with deep pockets, are springing up. With turf
wars brewing from New York to Brazil, Mason has armed himself with 250
salespeople and 70 writers, many plucked from the Chicago improv scene, to
concoct witty pitches for deals. “We want to do for local e-commerce what
Amazon did for normal consumer goods,” he boasts.

Mason’s no Silicon Valley geek. He grew up in suburban Pittsburgh, where his
father hawked diamonds and his mom worked as a photographer. Music, not
computers, was his passion, starting with piano lessons at age 6. At
Northwestern Mason helmed a rock band that he describes as equal parts punk,
the Beatles and Cat Stevens. “I thought I was going to be a rock musician until
I was 25 or so,” he says. “But it wasn’t about being a rock star; it was about
being part of a counterculture.”

Mason’s entrepreneurial instincts were already stirring. At age 15 he delivered
fresh bagels purchased from a bakery to his neighbors’ front porches on
Saturday mornings. (Candy bars, bought at Costco ( COST – news – people ),
proved a better seller.) After college Mason, a self-taught computer
programmer, landed a coding gig at InnerWorkings ( INWK – news – people ), a
Chicago firm that farms out companies’ printing jobs to the lowest bidder.
There he hatched an idea for a website that would examine thorny topics, such
as the Iraq war and health care, by unveiling the hidden agendas of the authors
behind popular articles. Mason found support in 2006 at the University of
Chicago, which granted him a scholarship toward a master’s degree in public
policy. A few months later Eric Lefkofsky, InnerWorkings’ founder, caught whiff
of Mason’s plans and offered him $1 million of angel capital to crank up the
hidden-agenda site.

The idea soon morphed into ThePoint.com, an online platform for petitioners to
muster support for all sorts of causes. ThePoint launched in November 2007 and
drew national press attention for its users’ zany campaigns. One amassed 1,000
people committed to donating millions of dollars toward solving Africa’s aids
epidemic–on the condition that u2 front man Bono would retire from public
life. Another corralled several thousand supporters of building a dome over
Chicago to keep the city warm all year. The publicity helped lure $4.8 million
in venture capital from the likes of Sand Hill Road’s NEA. “I figured it was
just a matter of time before I had my $400 million company and got my big
payout,” quips Mason.

Page 2 of 3

But ThePoint didn’t attract enough eyeballs to live on advertising revenue. One
of Mason’s lieutenants, Aaron With, proposed paying for popular Google search
terms related to societal issues–such as “make weed legal.” Mason got traffic,
just the wrong kind. Obnoxious fans of the band Insane Clown Posse, known as
Juggalos, made ThePoint their online playground. As losses mounted in 2008,
Mason trudged to With’s house to lay off his friend. “If I was a rational
person, I probably would have quit right there,” says Mason.

One promising trend: Some of ThePoint’s most effective campaigns banded
consumers together to gain buying power. Mason began featuring a blog that
offered readers a different deal from various vendors every day. Having little
to lose, his investors encouraged him to pursue the strategy. Groupon–then
called Getyourgroupon.com–was born.

Mason’s crew of seven people each made 100 calls a day hunting for campaigns.
Some days the deals would “tip”–meaning they’d meet the minimum number of
takers demanded by the vendor–and some days they wouldn’t, meaning Groupon got
zilch. (Today 98% of the deals tip.) Using a 5,000-name mailing list, Groupon
sold 100 $25 passes to an experience involving one hour inside a pitch-dark,
soundproof tank containing skin-temperature salt water. At that point Mason
knew he was on to something: “Who would think this many people would be
interested in a sensory deprivation chamber?” In the next six months Groupon
opened in Boston, New York and Washington, D.C., giving each city a Web page
featuring its deal of the day. More than half of visitors drop in on the page
because they’ve heard about it from friends.

Groupon’s salespeople, most working in Chicago, earn salary plus commission,
based on revenue and the ratio of refunds (usually negligible). Writers earn
entry-level salaries commensurate with salaries of journalists, around $35,000
a year. Aaron With, now Groupon’s editor in chief, oversees enough copy to fill
a 190-page novel every day.

Landing a Groupon deal, even at a loss, can put a small business on the map. In
March East Coast Aero Club, a flight school in Bedford, Mass., offered
introductory helicopter flying lessons, normally priced at $225, for $69. The
deal had to be shut down at 11 a.m. after subscribers signed up for 2,500
lessons; the club had expected perhaps 200. “I knew we had a problem when I
checked in right after receiving the e-mail and 30 lessons had already been
sold,” recalls Philip Greenspun, the head helicopter instructor. “We look at
this as incredibly effective advertising.”

So effective that Mason claims Groupon now has 35,000 companies clamoring to be
on its roster. Only one in eight applicants makes the cut. The winners must
already be getting kudos at online review sites like Yelp, CitySearch and
TripAdvisor, and the deals must offer a substantial discount from normal prices
and not be similar to other promotions regularly offered by the vendor.

One problem with the Groupon model: Anyone can replicate it. More than 200
copycat sites have sprung up in the U.S., with another 500 overseas, including
100 in China. The competition isn’t bashful. Many sites closely mimic Groupon’s
copy and graphics. One Russian site, called BigLion, ripped off Groupon right
down to the fonts and colors. (While he probably has grounds for a suit, Mason
says going after a startup in Russia isn’t worth the effort.) In China a
copycat has begun operating at www.groupon.cn, using the same graphical
interface. “Groupon is looking at this as a winner-take-all situation, but they
may find it tough to sustain their position in every market,” says Andrew
Razeghi, a marketing professor at Northwestern’s Kellogg ( K – news – people )
School of Management.

LivingSocial, Groupon’s closest rival in the U.S., raised $40 million since
launching its service in July 2009. Chief Executive Timothy O’Shaughnessy
thinks his Washington, D.C. outfit has a long-term edge because it puts a
full-time salesperson in each of the 50 cities it’s in. Groupon has people in
about half its markets. “You’re dealing with a lot of small merchants whose
business is their life,” says O’Shaughnessy, “For them being able to work with
a real person is a big deal.”

Big players lurk, too, including Twitter, now with over 80 million users and 70
million tweets a day. In June Amazon.com bought Woot, a site that offers one
piece of discounted merchandise a day. “This space is bound to attract somebody
big; there’s just too much money involved,” says Lefkofsky, Groupon’s largest
shareholder. “We think we have a big lead.”

Page 3 of 3

Being the first mover has its advantages. “Groupon” is now part of the lexicon
of online shopping. But Mason is protecting his flanks. To take on more small
business clients, he just announced plans to feature more than one deal per day
in most markets. An algorithm will mete out the offers by weighing customers’
past purchases and geographic locations. A hockey fanatic from Chicago’s far
North Side wouldn’t receive a deal for half-price yoga lessons in the city’s
South Side Hyde Park neighborhood.

Mason’s other strategy: consolidation. In May he bought Berlin’s Citydeal, a
group-buying site with 600 employees serving 80 European cities (the price
wasn’t disclosed). Mason says he may strike again overseas but that “it’s tough
coming in from outside and figuring out local consumer habits.”

Mason has the capital to expand–profitably. He estimates that a metro area
like Chicago should yield 20 deals a day; that implies nearly 5,000 retailers
per city per year, up from the 250 in most cities now. Groupon now posts 100
deals per day in the U.S. Mason figures he can increase that number by 50 every
month to reach 400 come January. Against that quadrupling of deals he plans to
boost his sales staff by 80% (200 people) and his writing bullpen by 100% (70
people).

As for spending himself to perdition, as did many dot-commers before him,
Mason’s not sweating it: “There’s never been anything–radio, TV, newspaper,
whatever–that could generate small business sales so quickly.”

The Great Race
Groupon is on pace to pull in $1 billion in sales faster than any company in
history. This list excludes investment holding companies (which tend to be
preassembled before formally launching) and those built mainly through mergers
or acquisitions. –Scott DeCarlo

________________________________________
The 12 comments so far to the article, including one from a name I know, Jeff
Molander who invokes the memory of restaurant.com

[Editor's note May here. This is a good example of how things have changed with
the net. Forbes is not an internet publication per se. If this had been a Tech
Crunch article, the comments would have been in the hundreds. Jason Fried would
have had a much bigger response to any one of his blog posts. Techies just
don't read Forbes. That is unfortunate because internet pubs do not have a
monopoly on doing good reporting on the tech scene.]

Not one mention of the $10 referral? That is a HUGE incentive for people to
spread word of Groupon. I’ve collected close to $200 with just one email.
Tags: referral $10 groupon

Posted by dooleymr | 08/19/10 02:05 PM EDT

Again, it is only valuable if the customer converts. The platform is solid
because t allows for solid planning and allows for additional control by the
business owner because they can set the “trigg [Read More]

Posted by SIXSTRINGcpa | 08/18/10 11:21 PM EDT
Again, it is only valuable if the customer converts. The platform is solid
because t allows for solid planning and allows for additional control by the
business owner because they can set the “trigger” limit. But the owner still
has to plan the promotion effectively. See my blog post on the topic at
sixstringcpa.blog​spot.com/2010/08/coupon-​;
your-business-to-success​.html
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by haastrup | 08/15/10 10:59 PM EDT
I actually believe Groupon have opened up a whole new industry format, both in
terms of discount offers and advertising for the vendor. Look out for
GroupRestaurants.com and GroupDining.com to launch anytime soon. The fact is,
as long as the model is done correctly, it works like a charm! Even the most
elite are looking for bargains and watch their spending budgets from time to
time. As for vendors, the group buying
model can help you achieve several goals such as instant publicity at a
reasonable cost by comparison to in-tangible advertising, sell inventory at a
discount to introduce your product and gain customer acquisition
instantly! A clever restaurant for instance should know it will have repeat
business and can also up-sell other items or wines on its menu, not to mention
the viral component and so on. I’m not surprised Wall Street is loving it,
makes perfect sense if utilized strategically.
Tags: group buying, group restaurants, group restaurant, group dining
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by etetro | 08/13/10 03:02 PM EDT
Groupon is a tremendous value prop to local business. If you want to look at a
company with locall business clearly in mind go to northwestsaysyes.com. They
partner with local media to push sales through “deal of the day” propositions.
An incredible spin on a new idea.
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by kkail | 08/13/10 03:01 PM EDT
In this article you reference a group buying website that offers deals from
different businesses. There are platform providers like eWinWin that enable
businesses to launch their OWN deals anywhere in the country and promote their
deals online. Instead of waiting for the next time their business is featured,
they can create deals as often as they want.
Tags: group buying, group deal, eWinWin
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by SIXSTRINGcpa | 08/13/10 09:12 AM EDT
Exactly, spot-on Bimmia.
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by TraceyRC | 08/13/10 08:20 AM EDT
The beauty of Groupon is the time limit. Because each offer only lasts for a
day, it generates a compelling sense of urgency but doesn’t undermine the
merchant’s regular pricing. It encourages sampling by consumers that might not
have considered a purchase otherwise – and if it accidentally rewards a loyal
customer, then that’s good for the brand, too. I really think this concept has
legs.
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by Bimmia | 08/12/10 09:59 PM EDT
The value propostion that Groupon offers is different business by business. For
some business like those selling balloon rides or skydiving, Groupon can bring
months of business that they otherwise would never get and they most likely
still make money on it. Spas are largely the same way – in their case, their
costs are relatively fixed so a few thousand customers at deep discounts still
increase profits. Restaurants are a different story as are other types of
businesses. I think sites like these: www.dailydibs.com that aggregate
all these deals will end up being very popular as more and more Groupon clones
enter the market. Groupon’s huge lead will be hard to compete with.
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by jeff_molander | 08/12/10 10:03 AM EDT
There’s a sucker born every minute. And this time it’s retail. But why am I not
surprised? Because retail is in shambles and the most it’s been able to come up
with to change that is… that’s right… discounting!

Groupon is today’s Restaurant.com. Who?

Pay attention. Because we’ve seen this before and the market will soon reject
Groupon’s main value proposition: Valuable new customers.

But not before VC’s make their money and founders exit. As Restaurant.com
learned years ago in its early stages, local merchants had limited appetite for
what amounts to a new spin on the “loss leader” approach to customer
acquisition. And here’s why: Customers become conditioned to expect deals that
retailers cannot actually afford to give.

Bottom line: New customers (that the retailer can actually make a profit from)
don’t actually appear.

I’m surprised that we’re not talking more about what we already know about
these kinds of businesses.

The ultimate success of the retailers and how this is in disharmony with the
venture capital game that Groupon is playing.

Ultimately I see this as a money-loser for retailers? retailers/owners who are
looking beyond getting people with heartbeats in the door (traffic) and toward
profit. The hope you refer to isn’t enough.

How long tan they afford to break even – all along the way creating an
expectation of customers that, if they get them, they cannot afford to keep
(because of the discounting expectation that prohibits profit).
Tags: Venture Capital, social media, groupon
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by SteinerWriter | 08/12/10 12:40 PM EDT
Jeff,

You raise some valid points. Groupon will have to prove it can continually
bring value to its vendors without jading them, or its subscriber base. That
said, I think Groupon has a lot going for it that Restaurant.com didn’t.

Groupon, obviously, isn’t limited to restaurants. Nor are its deals repetitive.
I think Andrew and Co. are buoyed by the fact that they have 35,000 small
companies wanting in on their model. The sheer breadth of small businesses out
there is one reason for optimism here. But, as you said, Groupon doesn’t want
to end up discounting the whole consumer experience–as that will only erode
the enthusiasm of the businesses that use them.

As always, we’ll know more in six months.
Chris
EMAIL |LINK | REPORT ABUSE
Link:close

Posted by quantumsignature | 08/11/10 08:35 PM EDT
Google rewards websites for having unique content.
Groupon is to be rewarded for the same thing. Unique , money making advertising
that everybody loves.
The right formula, at the right time, in the right place. Sort of like a hit
rockband.
Way to go Groupon , you offer a win-win situation for all involved.
Niceee.
Tags: Google, unique, Win-Win

Posted by ndrick | 08/12/10 12:25 PM EDT
The HUGE flaw in the previous comment of how the the retailer loses out is that
they don’t pay for this service. Groupon pays them, and retailers have seen
less than 80% of the vouchers even come in. So they get customers, drive
internet traffic to the retailers site, and less than 80% of the gift cards are
used, also many customers spend far more than the value of the gift voucher.
EMAIL |LINK | REPORT ABUSE
________________________________
Groupon’s greatest hits, and that would be before The Gap deal that shut down
the servers

Entrepreneurs
Groupon’s Greatest Hits
Christopher Steiner, 08.12.10, 03:40 PM EDT
Forbes Magazine dated August 30, 2010

The best marketing pitches start with a breezy message. Here are some of the
catchiest …

Item: Five Yoga classes at Cityoga in Indianapolis
Retail value: $71.25
Groupon price: $25
Units sold: 544
Wisecrack: “Yoga is unique in that it is the only medieval physical-fitness art
that does not involve firing crossbows at a Grendel.”

Item: Custom T-shirts at Little Shop of Crafts in Manhattan
Retail value: $30
Groupon price: $15
Units sold: 572
Wisecrack: “Drive mere mortals mad with the world’s most obscure joke, which
science has proven to be Mr. Belvedere’s head superimposed on the Mona Lisa
with a word balloon proclaiming, ‘Everybody say, “YATTA!”‘”

Item: One-hour photo session, including full-resolution photos on CD from
Robert Goold Photography in San Diego
Retail value: $250
Groupon price: $59
Units sold: 898
Wisecrack: “Before photography, the only way people could preserve their most
treasured memories was by forcing everyone around them to stand completely
still for days at a time.”

Item: Two 60-Minute Jump Passes at Sky Zone (a trampoline-filled entertainment
center) in St. Louis
Retail value: $25
Groupon price: $12
Units sold: 2,228
Wisecrack: “Though it prohibits us from bench-pressing cars, gravity is the
best thing for getting water out of the sky and the only thing keeping football
stadiums from floating away. Escape its omnipresence with today’s Groupon.”

… and the most lucrative.
__________________________________________
September 15: MIT-EF: Entrepreneurship — State of the Union, Sept. 15
Current Panel includes:
Moderator, Nancy Munro
Linda Darragh, Director of Entrepreneurship Programs at Univ. of Chicago Booth
School of Business
John Roberson, Executive Director of Chicago Entrepreneurship Center
Dennis Barsema, faculty NIU and successful entrepreneur

From: “MIT Enterprise Forum of Chicago”
Sender: mailer@mail2.clubexpress.com
Subject: MIT Enterprise Forum Chicago Sept. 15 Event: Entrepreneurship — State
of the Union
Date: Fri, 20 Aug 2010 14:58:39 -0500
To: claire@themayreport.com

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Entrepreneurship — State of the Union, Sept. 15

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