For Groupon it is important that geographic subsidiaries have a high degree of freedom and thus react quicker and respond to local demand. In order for Groupon to be locally responsive the company is providing small- and medium-sized businesses (SMBs) from which they can manage their subdivisions in different Those managers have to interpret cultural differences on the one hand and implement the corporate strategy on the other hand (Bartlett and Beamish, 2008). Groupon’s Geographic subsidiary Managers are established for certain geographical areas (Organizational Chart Groupon, 2012). Hence, the most important strategic decisions are to be made in the headquarters. ![]() Top-level corporate managers provide direction and purpose, leverage corporate performance and ensure continuing renewal (Bartlett and Beamish, 2008). ![]() CEO, Andrew Mason and the most important worldwide functional managers navigate the global coordination from the headquarters. Groupon’s top-level corporate management is based in Chicago. In addition, merchants profit from several marketing channels, which are used by Groupon. The reason why merchants are attracted to Groupon’s business model is that the high quantity sales of each voucher are very beneficial. ![]() This price is paid by the end consumer and is usually split equally between Groupon and the merchant. ![]() In the end the price discount of each voucher has to be identified. As a next step, both parties negotiate a minimum number of participants, which have to sign up for a deal to become available.
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