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The popularity of Groupon has almost rendered the group-buying element of it obsolete, because we're able to deliver so many customers that the merchants are very happy with even the smallest number that we can provide.

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.

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.

Groupon is a great concept packaged in a superb name, but the concept of group discounts is not new.

Groupon has some interesting assets.

Groupon's model: Getting the group discount rate first, finding the group second. The daily deal goes out and, if a minimum number of people sign up, they can all share in the group rate. Vendor gets customers, customers get a discount, Groupon gets a cut.

Just as producers often give consumers things they want but didn't think to ask for, consumers sometimes come up with surprising uses for new inventions. When a new product appears, it can uncover dissatisfactions and desires no one knew were there.

We don't get groupies, well I don't see them, anyway. That was something that I always looked forward to and am constantly disappointed by the lack of!

People never know what they want, though everyone says they do. If they did, nobody would ever be surprised.

The trouble with most of the things that people want is that they get them.