I love talking about business models (I run a bootcamp in SF helping people to visualize them), so I figured I'd chime in here... >Eventually they’re going to

I love talking about business models (I run a bootcamp in SF helping people to visualize them), so I figured I'd chime in here... >Eventually they’re going to run out of countries to enter, and that will be the end of Herbalife if they don’t figure out a more long-term, sustainable business model. This statement is pure speculation. Why hasn't any of the same analysis been done on Groupon? I'm not sure why the article conflated the two stories of Groupon and Herbalife, when their data sets and underlying assumptions are clearly very different. > You should be able to demonstrate sustained growth in a single market segment, whether it's a geographic region, a certain type of customer, or something else. Isn't this why diversification exists? Why companies like GE, P&G, and now Google, have a massive portfolios of companies, as opposed to one single product that drives all growth? I'm having a hard time understanding what the takeaway is here...