New Filing Reveals Groupon’s Oldest Markets Got Even Worse

When Groupon first filed it’s S-1 a few months ago, we reported that Groupon’s business model was deteriorating in its oldest markets with a specific analysis of Boston.

It updated its S-1 yesterday and Boston, its second oldest market, hasn’t improved. It’s gotten worse.

On the one hand, Boston seemed to have continued its impressive growth. Subscribers in Boston grew to 944K from 779K, a 21% increase. Featured merchants grew to 667 from 456, a 46% increase. Accordingly, revenue grew 17% to $10.9 million.

While those top-line metrics look strong, other metrics indicate that the bottom-line might be deteriorating.

Given impressive subscriber growth rates and more deals from merchants, you would expect number of Groupons sold to have increased in proportion. But, in actuality, Groupons sold surprisingly didn’t grow. In fact, they actually slightly declined from 388K to 387K.

Given Groupon added a ton of subscribers in Boston, it means that the groupons sold per subscriber declined by 17.6%.

In other words, Groupon subscribers aren’t buying as many Groupons as they used to.

You might argue that this is just a natural consequence of Groupon’s list getting older but the average age of its Boston list has held flat.

It gets worse when you take into account that Groupon featured almost 50% more merchants in this last quarter. Despite having more deals, Groupon subscribers were buying fewer Groupons.

While Groupon doesn’t disclose profitability metrics for its Boston market, there are some alarming signs.

One such indication of profitability is revenue generated per featured merchant. One of the main costs of the business is the sales expense of convincing a merchant to run a deal. Groupon then needs to sell enough vouchers to recover that sales expense. Unfortunately for Groupon, revenue per featured merchant has been consistently declining and hit a low of $16,342 in its latest quarter.

To summarize, Groupon is spending considerable money to acquire subscribers but those subscribers are buying less Groupons. Groupon is also spending considerable money to acquire merchants but are making less revenue per merchant. That’s not good.

Vinicius Vacanti is co-founder and CEO of Yipit, the leading daily deal aggregator. Yipit also offers a data product which provides competitive historical analysis to the Daily Deal Industry.

  • palbi

    They are acquiring smaller merchants and, as the market gets saturated, new customers are less valuable. That seems pretty reasonable
    The big question mark that is not entirely clear from these numbers is how healthy their incumbent customer base is (the one they’ve already sustained marketing cost for).
    But yeah, it doesn’t look too good

    • http://www.facebook.com/profile.php?id=19100757 David Ban

      Agreed – customer retention, measured as repeat purchase % or avg. recurring revenue for existing customers would give a good sense of the long-term sustainability.

  • http://twitter.com/Seph250 Seph250

    So – if revenue went up and units went down – it means they are selling more expensive deals right?  How does the revenue/1000 subscribers chart look?

  • Anonymous

    My take on this data is that it represents Groupon’s strategy working really well.

    To be more relevant to its merchant partners, Groupon  needs to bring more loyal customers through their doors. This largely translates into more local customers. A merchant doesn’t want a cheapskate coming from across town once and once only. He wants new business from Locals who will come back.

    If Groupon is delivering local customers to merchants the  symptoms described above, would be exactly the same.

    - More merchants offering deals.
    - Fewer vouchers being sold.
    - Revenues up.

    These strike me as exactly the metrics you would want in a mature market. Especially the revenues up bit.

    Shane

  • Anonymous

    My take on this data is that it represents Groupon’s strategy working really well.

    To be more relevant to its merchant partners, Groupon  needs to bring more loyal customers through their doors. This largely translates into more local customers. A merchant doesn’t want a cheapskate coming from across town once and once only. He wants new business from Locals who will come back.

    If Groupon is delivering local customers to merchants the  symptoms described above, would be exactly the same.

    - More merchants offering deals.
    - Fewer vouchers being sold.
    - Revenues up.

    These strike me as exactly the metrics you would want in a mature market. Especially the revenues up bit.

    Shane

  • http://www.facebook.com/people/Joe-Jackson/2684 Joe Jackson

    Vin – can you explain how you’re calculating the age of the subscriber list and why you think it’s holding steady?  That’s the one piece I’m not following.

    Thanks,
    Joe

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