sence, all one has to do is to join our website and gain access to a multitude of services and products offered by thousands of businesses (Papadopoulou 16).
We have bundles consisting of (but not limited to): airline tickets, hotel and restaurant vouchers, and a wide range of merchandise (ranging from mobile phones to clothes). We also have utility services like cleaning, and just about any service in almost all service industries (Osterwalder, Pigneur &amp. Clark 56).
The reality is that our customers do not have routines. The reason for this is that we are an online service, therefore it is impossible to work out customer routines. What we do is make sure that the channels are available 24/7, all-year round. You never know when customer X or Y might decide to log in and search for a particular service or product (Osterwalder, Pigneur &amp. Clark 56).
Our business is service-based and involves a lot of interaction and communication with customers, therefore the customer service relationship is employed as a tool for making communication and interaction possible. The marketing relationship helps the company track deals, responses, clicks and leads, which are the core aspects of our business.
The business model I would associate with Groupon (to an extent) is the free as a business model pattern. Although its services are not free per se, the only point a registered customer is charged is if he/she decides to purchase a product or service by buying a deal. Essentially, all other services on the website are free until a customer decides to purchase a product or service. Also, there are no subscription fees, and one can be a registered member and still retain membership even if he/she is not buying anything. For instance, it is free to browse the site, check on available deals without paying anything. I am therefore convinced that the free as a business model is the closest model Groupon identifies