Investors should be even more worried about Groupon, as its share price falls

Groupon’s stock has fallen precipitously during the last three days. Today, it broke below the Chicago-based couponers IPO price of $20.00 for the first time. At a recent price of $17.41, any IPO investors who were still holding on to the stock would be down nearly 13%.

yelp

Yelp’s IPO filing: no tricks, but big questions linger

Yelp’s S-1 for its upcoming IPO is a breath of fresh air. After five months of studying the S-1 of daily deals site Groupon, I’m glad to see local-business-reviews site Yelp come out with a reasonably clean document.Groupon tortured many accounting rules and made up some of its own (forcing it to amend its S-1 repeatedly and delaying its IPO), but Yelp seems to be playing by the books.

LivingSocial set to raise almost $200M at $5B valuation

Daily deals site LivingSocial is close to raising nearly $200 million in venture financing, which will value the site at $5 billion, The New York Times has reported, citing unnamed sources close to the matter. Previous LivingSocial investors such as Amazon.com are expected to participate along with new investors, according to the Times.

Groupon is a terrible company for investors — but I’m buying shares tomorrow

If you’d told me 5 months ago that I would spend a lot of 2011 studying accounting, talking to businesses and saying bad things about a company that everyone once loved, I never would have believed you.It all started at Floyd’s Coffee in the Old Town section of Portland — which, ironically, was running the very first Google Offer. I had planned to spend the day there to understand what customers thought of Google Offers, how many people came in and how they interacted with the staff. At that point, I’d spent very little time looking at the space. That day, Groupon put out its first S-1. The company is now poised to go public tomorrow with an initial share price of $20.The first analysis I read, by a supposed expert in the local space, raved about the company. He essentially pulled all of management’s talking points and put them in the story. I knew the company was nowhere near as good as the picture he painted, but I didn’t know how bad it would turn out to be.Five months later, I’m more convinced than ever that this is a terrible company for investors, small businesses and ultimately for consumers. Unless the company substantially changes its business model, investing in Groupon will be like investing in a leaky bucket.Among the significant challenges I see:The daily deals business is past its peak. The best days for the classic Groupon are in the past. With its 3Q results, Groupon has largely proven that once it slows spending on marketing, growth stops. In its most established markets, Groupons sold are down more than 10%. In Boston, the number of merchants featured in 3Q is down a whopping 20 percent. Some look to Asia for expansion, and sure, Groupon can expand there. But the share of revenue it gets to keep in Asia is substantially lower than in the U.S. and Europe.The only area where Groupon seems to be able to innovate is accounting practices. New product lines like Groupon Getaways and Groupon Goods are retreads of long-established e-commerce categories. Groupon’s entries in these categories show zero innovation. In many cases, they are turning back the clock 10 years. In 2011, I shouldn’t have to call to make a hotel reservation.The future is all about targeting and self-serve. Smart businesses don’t want to blast a spam message to everyone in a region who might want a cheap massage. If I ran a spa, I’d want to reach people within 5 miles of my business who weren’t already customers and who regularly spend money on spa services. I want qualified customers, not those who are “once and done.” And I certainly don’t want to discount to people who would pay full price. The Groupon daily deal model doesn’t support this. Once you target to this level, the volume and revenue on each deal is too low to support a sales force. The Groupon army that some people view as a moat will turn out be an anchor.The future is mobile. People will search for, purchase and redeem offers on mobile devices. Google and Facebook have a huge advantage in mobile. They already have hundreds of millions of people using their apps. Although Groupon Now is an OK product, it has little distribution. To be a player in this space, Groupon would have to buy distribution. It will essentially have to pay to re-acquire customers. Then it has to hope that those people will change their usual behavior and go search in a separate app. Google’s launch today of its Android Offers app should terrify Groupon investors. Google could include Offers as a pre-load in Android. Or it could surface the offers into Google Maps — something that people already use.The management team seems to be incompetent. They made up new accounting metrics. They ignored quiet period rules. They used a restaurant in their roadshow as a reference, apparently without checking to see if the restaurant would say positive things. (The restaurant didn’t.) Management told employees they could sell on the day of the IPO. (They can’t.) They asked me to name confidential sources in exchange for access to the Groupon building.All of that said, I’ve put in my request with my broker for shares in the IPO because Groupon has scientifically engineered its IPO to inflate share prices. Its float is one of the tiniest in the last decade. Most likely this thing will have a nice pop tomorrow.If Groupon’s stock skyrockets tomorrow, it doesn’t mean I’ve been wrong about the company. But in the unlikely event it tanks, it’s a big sign that I’m right. (I realize that this might sound like the kind of thing that Groupon’s accountants would say, but it’s true.) We’ll need to wait at least 9 months to really know.Maybe Groupon will find a real business model in that time.I’d like to thank a few people whose help has been invaluable in all of my Groupon coverage: Jonathan Gaw, Ed Ketz, Mark Rogowsky, Brian Roemmele, Conor Sen, Semil Shah and Rick Summer. They’ve read early drafts, provided valuable insight into areas that I’m not an expert in and helped to keep me in check.On the media side, I’d like to thank Dylan Tweney, Heather Kelly and Mo Marshall at VentureBeat; Herb Greenberg and Juliet Mendez at CNBC; Emily Chang, Cory Johnson and Diane Anderson at Bloomberg West; and Erick Schonfeld at TechCrunch.Rocky Agrawal is an analyst focused on the intersection of local, social and mobile. He is a principal analyst at reDesign mobile. Previously, he launched local and mobile products for Microsoft and AOL. He blogs at http://blog.agrawals.org and tweets at @rakeshlobster.Here’s a video of Agrawal discussing the Groupon IPO on CNBC.This story originally appeared on Agrawal’s blog.Top photo: Don DeBold/Flickr.Related articlesHow Groupon’s accounting changes hide what’s really going on at the company (venturebeat.com)Groupon’s tricky S-1 math (venturebeat.com)Who gets hurt if Groupon collapses (venturebeat.com)Weak technology weighs down Groupon’s sinking ship (venturebeat.com)Groupon will IPO in 2 weeks at an $11.4B valuation (venturebeat.com)When Groupons are bad for small businesses (venturebeat.com)

How Groupon’s accounting changes hide what’s really going on at the company

I have long criticized Groupon’s accounting practices. As someone who has watched the company closely since the it first filed the paperwork to go public (now scheduled for November 4), I have seen how it has continually adjusted its S-1, often in response to withering criticism.

Redeem&Get pulls in $200K to manage daily deals

Suffering from Daily Deal fatigue? Dublin startup Redeem&Get aims to make the process of redeeming a deal smoother for customers and more profitable for merchants. The company just won the Spark of Genius competition at the Dublin Web Summit, with prizes that included 40,000 EUR ($56,000) in cash and a 100,000 EUR ($141,000) termsheet from ACT Venture Capital.

Groupon’s tricky S-1 math

[Editor’s note: This story is republished with permission by Rocky Agrawal. It originally ran yesterday on his blog, reDesign.]

Who gets hurt if Groupon collapses

Daily deals site Groupon is launching its IPO roadshow this week and is seeking a $10 billion valuation for the company, less than half of what was rumored when the company first filed to go public in June. That’s a big haircut.

Weak technology weighs down Groupon’s sinking ship

Groupon’s first technology product Groupon Now appears to be a stinking dud, according to data released on Sunday. The Groupon Now mobile app chalking up some very dour numbers, according to a new report compiled by Yipit, an industry performance tracker. The app has generated approximately $2.6 million in gross sales nationwide in the six months since its launch in May of 2011.

BuyWithMe Choking

Deals site BuyWithMe chokes on acquisitions, announces huge layoffs

Daily Deals site BuyWithMe, which gorged itself buying smaller rivals, has laid off more than half its workforce, the company’s chief executive officer Jim Crowley announced yesterday. BuyWithMe was the No. 3 daily deals site in the U.S. behind Groupon and Living Social.

When Groupons are bad for small businesses

“Sorry we ripped you off. Your best bet is to go to Groupon and get your money back. We’re too chicken shit to answer the phone, so you got this message anyway. Sorry for your problems. Better luck next time.”

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Exempt vs non-exempt: How to avoid a Groupon-style class action lawsuit

Daily deals company Groupon is in the bad-news spotlight again, this time due to a class-action lawsuit filed last month on behalf of its current and former employees. The lawsuit alleges Groupon failed to pay its account executives overtime, and later paid overtime at an incorrect and illegally low rate. The suit seeks substantial back wages, liquidated damages and attorney’s fees.

Demo: OfferedLocal makes it easy to do local promotions

When popular location-base check-in service Foursquare first came along, small businesses had an easy way to use social and location-based marketing tactics to get new customers. But as local marketing options have multiplied, it’s getting more complex.