Groupon as a company - it's built into the business model - is about surprise. A new deal that surprises you every day. We've carried that over to our brand, in the writing and the marketing that we do, and in the internal corporate culture.
From Andrew Mason
There are over 2,000 direct clones of the Groupon business model. However, there's an equal amount of proof that the barriers to success are enormous. In spite of all those competitors, only a handful are remotely relevant.
I can't predict the future.
One of the challenges of innovation is figuring out how to wipe your mind clean about what you should be doing at any given moment, and not having a religious attachment to what's gotten you there thus far.
I look at being a capitalist businessperson like riding a bike - if I go too slowly, I'll fall over. Or it's kind of like a shark: if I stop swimming, I'll just die.
I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.
I think if there's any difference between me and a traditional CEO, it's that I've been unwilling to change myself or shape my personality around what's expected.
Everybody loves a deal on a restaurant or skydiving or laser-hair removal.
Once you have something so deeply infused in your culture and your brand, it would be very difficult to reverse that inertia if you wanted to.
If you have a great business, if you're great at your craft people should be coming in there. It shouldn't be this secret.
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