Groupon Partner, or Groupon Enemy?

This week we had a guest lecture from Vidar Hepsø of Statoil about the problems and opportunities of environmental monitoring. Some of his thoughts surrounding strategic partnerships across different layers of Statoil's stack model can be related to the Groupon, where various "partners" (and emerging competitors) add value to Groupon's business model.

This got me thinking about the disruption in the traditional advertising value chain, and how Groupon has become a player in the "implementation" of ads. Remembering a post I made last semester on "The Future of Advertising", where is the most value in this market?



The next step for this project is to define the profitability of the local advertising industry, the profitability of each layer of the stack, and the share of the profits for each firm within that layer.