By this benchmark, Groupon scores well, just below Facebook and Renren, a Chinese socialnetwork with a listing in America . But such measures do not reflect the risks ofGroupons model. The company may boast 83m users, but only 16m have actually bought aGroupon. Its success outside America has been patchy: just 9% of its subscribers in Londonhave ever bought anything from it.
按照每用户价值的标准,高朋网的得分相当可观,仅次于脸谱网和人人网。但这样的基准并不能反映高朋网这个案例中的风险。高朋网吹嘘自己拥有8300万名用户,但其中真正买过单的只有1600万人。该公司在美国国外的业绩更是良莠不齐:以伦敦为例,仅有9%的团客在高朋网上购买过东西。
Facebook enjoys a powerful network effect; Groupon, less so. It must spend a fortune tokeep signing up new subscribers. Hence its keenness to steer investors towards a measurethat excludes marketing costs. Groupons growth has attracted big competitors such asLivingSocial as well as a host of smaller start-ups. These rivals could poach its users withcheaper deals. And they could offer retailers better terms, too, in the process threateningGroupons fat margins.
脸谱网拥有强大的社群效应,这方面高朋网则逊色一筹。高朋网必须花费大笔钱财来不停地吸引新团客加入其中,正因如此,它才拼命地将投资者的注意力引到除去了营销收入的财务指标之上。高朋网在崛起的同时也诱生了强大的竞争对手Living Social和一群规模较小的新兴企业。这些竞争对手可能会以更低廉的价格挖走客户,也可能向零售商开出更优惠的条件,无一不对高朋网口中的肥肉构成威胁。
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