Read the whole article, but wanted to stop after the second paragraph. Choice quotation: "The real innovation Groupon brought ... was their ability to profit o

Read the whole article, but wanted to stop after the second paragraph. Choice quotation: "The real innovation Groupon brought ... was their ability to profit off of closing the attribution loop in online-to-offline commerce. And this is a huge land grab that others had completely missed." That's funny, because I thought that Groupon showed just the opposite of that. How exactly has Groupon proved that there's a profitable business in hooking up customers and businesses with slash-and-burn deals? Even taking half of the revenue, Groupon is bleeding money and admits that it is going to have to invest even more to keep up the growth curve. I get that Groupon is popular, sure, but they'd be even more popular if they didn't take 50% of the coupon revenue. Of course, they'd be out of business sooner, as well. The "naysayers", like myself, are pointing out that Groupon (willfully or otherwise) hasn't found a balance that allows them to grow and actually turn a profit. What they have done is grow their userbase at an astonishing rate by raising and spending huge chunks of cash. That's not a business, that's a party. And parties, while fun to attend, are a bitch to clean up.