Small Business Social Media Survival Guide

Groupon Nightmares (and How to Avoid Them)

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Nightmare 3: Scheduling and Customer Overload

One of the biggest problems for small businesses using Groupon is the sheer number of customers Groupon might end up sending them. It's important to be prepared for the extra traffic.

Clear your schedule: Expect to be serving Groupon customers--and only Groupon customers--in the week following your promotion, beginning with answering phone and e-mail questions the day of the promotion. Consider hiring extra employees for the first few weeks of your deal, and designating someone to monitor the message board for your Groupon promotion.

Prepare your Website: Contact your Web hosting company and make sure your site will be able to handle the extra traffic (Groupon suggests at least five times the normal volume) during the first few weeks after your promotion runs.

Cap the deal: One of Burke's issues with how Groupon worked for Posies Café was that Groupon didn't allow her to set a cap on the number of Groupons to be sold. Groupon responded to her blog post with a post of its own, saying that it has always been Groupon policy to allow merchants to cap deals. Use a deal cap to control the flow--and if you come across a social-coupon site that will not permit you to put a cap on your deal, step away.

Nightmare 4: Consumer Bullying

This Chicago salon attracted coupon-wielding customers in droves, but couldn't keep up.
This Chicago salon attracted coupon-wielding customers in droves, but couldn't keep up.
Because a lot of Groupon buyers are deal hunters, some will likely try to muscle their way into even deeper discounts. Some customers will go beyond just being rude--they'll lie, try to reuse coupons, or attempt to use multiple coupons on one trip.

Stick to the fine print: Don't bend the rules for any customers, even if they're regulars. Not only should you not have to (regulars should realize that they're getting a good deal on something they already purchase at full price), but a blanket policy will make dealing with hustlers easier. Fara Heath, owner of Portland, Oregon-based music school Sound Roots, ran a promotion with LivingSocial in September. Numerous people called her to try to bend the rules, but she told her manager to say, "This is a very good deal, and take it for what it's worth. Period."

Know your state laws: Some states say that it is illegal to put expiration dates on what are essentially "gift cards." (Groupon's terms of service require that merchants honor coupons for their face value for up to five years after the promotion runs.) Some states also require that merchants give cash back if a customer redeems a coupon for less than what it is worth (for instance, if a customer purchases a coupon for $20 and then buys only $10 worth of product, they may be able to ask you for a cash refund of $10).

Use Groupon's redemption tracking services: The best way to avoid repeat coupon use is to use Groupon's redemption tracking services to monitor what coupons have been used. This may take a little extra time at the register, but it's worth it.

Nightmare 5: High Redemption Rates

The ideal Groupon experience is this: Your small business runs a Groupon offer, people purchase thousands of coupons, and virtually none of those people redeem them. Not only do you get to keep your half of the money, but you also don't have to give away any goods or services at a deeply discounted price.

More realistically, between 60 and 80 percent of Groupon customers will redeem their coupons before the expiration date. Of course, it's possible (though unlikely) that you'll have a 90 percent or even 100 percent redemption rate.

Do the math: It's important to be prepared for a very high redemption rate--so before you decide to run a Groupon promotion, do the math and make sure you'll still be in business if every Groupon user redeems their coupon.

Money-saving tips
If you don't already have a decent idea of how much "free" services or products actually cost your business, consider the ratio of your marginal costs to total revenue for a given month (or some other period).

For instance, if each $100 in revenue results in $40 of marginal costs--which should not include fixed costs such as rent and employee wages--then you can assess the cost of giving away $n of "free" goods or services as 40 percent of n.

For example, let's say your Groupon promotion costs $25 and allows the customer to purchase $50 worth of merchandise. If your customers come in and "spend" that exact amount--meaning that they purchase exactly $50 worth of merchandise but spend $25--your estimated marginal cost is 40 percent of $50, or $20.

Your revenue appears to be $25, but don't forget that Groupon takes a cut of this--most likely half, or $12.50, so your revenue on this purchase is actually $12.50. On this transaction as a whole, your business would lose $20 minus $12.50, or $7.50.

Now you can figure out what your business will lose in the worst-case scenario: A 100 percent redemption rate, with every customer spending the exact amount of the coupon. Multiply your total loss for each transaction ($7.50) by your Groupon cap number. If your cap number is 1000, then your business could potentially lose as much as $7500.

If this a larger hit than your business can reasonably take, either refigure the Groupon deal or step away.

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