That suggests Groupon went public too early, and badly managed expectations. The plan was always to use the consumer lists, knowledge, and relationships they'd built with deal-of-the-day into a sustainable business model. They needed to have that done before they went public.
Groupon's problem is that its business model was broken for its customers. Businesses who offered Groupons weren't finding that it built repeat customers. Consumers would come to a business, try it, and never come back. They weren't customers of the business, they were Groupon customers.
Actually, I think it is time. The exit of these high-profile investors isn't good news, and I am not sure GroupOn has the momentum to sustain itself without that kind of support. The market is emotional; important investors exiting will discourage others. GroupOn chose this route in going public; perhaps it wasn't the wisest choice?
ICANN's plan to create new top-level domains doesn't do the Internet user community any good. Instead, it puts companies at risk of having trademark names held hostage, and it lines ICANN's pockets. Guess what the motivation is here!
The whole Amazon.reader debate is a double-stupid. It's stupid to think that there's any e-book buyer who doesn't know Amazon's URL, and it was stupider to let ICANN launch the whole free-form TLD initiative to start with.
Edmunds separates customers into segments based on the info it collects on its site and from partners, and uses that to push out custom content, said Brian Baron, director of business analytics for Edmunds.com, at Predictive Analytics Innovation Summit.
The automotive website uses propensity modeling to target ads and customer registration forms, said Brian Baron, director of business analytics for Edmunds.com, at Predictive Analytics Innovation Summit.
The automotive website uses propensity modeling of customer behavior to convert more site visitors into leads, says Brian Baron, director of business analytics, in an interview at the Predictive Analytics Innovation Summit.
Marissa Mayer at Yahoo has come out with her strategy on turning the company around: culture, company, calibration, and compensation. But Yahoo needs to have a technical approach to the mobile cloud opportunity, not a management theory lesson.
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