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The rise of the “successful” unsustainable company

blog.asmartbear.com

51–60 of 134 posts

Re: The rise of the “successful” unsustainable company

#51
post #2

This is diplomatic and charitable. When I see a repeat pattern of GroupOn and Zynga type companies I see someone who knows how to pump and dump. It's not quite fraud but it's getting close, given how loose these sorts of people typically play the truth.

Groupon may never make money, but some company with a similar business model will eventually make a profit. What deal of the day sites offer that no one did before is an immediate and essentially limitless supply of customers. Even if most companies lose their shirt on that, there are going to be some industries and situations where infinite customers at a temporary loss makes business sense, and once the market for…

But that's what GroupOn was betting on to begin with!

Re: The rise of the “successful” unsustainable company

#52
post #42

What I am about to type is not an excuse for some of these companies, but rather an observation about all companies. Sustainability is relative. Very few companies "last forever", so the real questions are... What is an acceptable pattern of growth and what is driving the shorter lives of these companies?

That's a fair point. But I think if you look at most non-startup companies that stay around for 3-4 years they don't typically have the valuations that the startups do in the same time. For example, Joe's Plumbing shuts down after 2 years because Joe realizes he has to manage his books, do advertising, manage any junior plumbers etc. In the end he spends 50% of his time doing plumbing and 50% of his time doing "busin…

I wasn't referring to lifestyle businesses like you describe. I was referring to real companies with billion+ dollar valuations. Plenty of them fail (either reorg or liquidate), are bought and the products become useless etc.

Here is a list of 2012's bankruptcies by assets: http://www.turnaroundletter.com/largest-bankruptcies-this-ye...

There isn't a single "software" company on the list. Now, I also understand that software companies are not as asset intensive, but it is hard to know what companies are "large" after a bankruptcy since their market caps approach zero.

My point was specifically refering to real businesses, not lifestyle businesses.

Re: The rise of the “successful” unsustainable company

#53
post #49
post #35

Why does this idea exist that every company needs to be sustainable? Is it not the natural way of markets that 1) an opportunity is identified, 2) exploited for profit, until 3) competition drives profitability away? So long as capital stays productive, from a societal point of view it shouldn't matter whether it stays in one company for 20 years or moves from company to company every three.

Finance doesn't work that way at all, though. Capital is invested because of the potential of growth, and therefore return. You wouldn't buy stock in a company at $10 if you expected it to be worth $10 for the entire time you held the shares. It's not like the people who bought ZNGA stock at $10 were somehow rewarded with $7 worth of stock in some other company when their shares dipped to $3.

Actually it does work that way. If I thought that 3 companies with questionable business models each had a 50% chance of becoming worth 3X their valuation in 2 years, it would probably make sense for me to invest in all 3 even if it meant they also each had a 50% chance of becoming worth zero in 2 years.

Finance is very much built around the concepts of diversification and risk taking.

Re: The rise of the “successful” unsustainable company

#54
post #7

Earlier quoted context omitted.

I have to strongly disagree with comparing Groupon to any of the OP's failed examples. Groupon may well run into the ground, but consider that: a) It was the first big success in its space b) at its peak, hired dozens (hundreds?) of actual employees, even copywriters from journalistic institutions. c) Had a huge, huge base of customers Groupon's leaders should be faulted for the various strategies and actions that ha…

>>It was the first big success in its space Success that is not sustainable is not success. >>and a lot if its downfall comes from how easy it is to copycat it. No, I don't think so. The real (and perhaps the only) reason Groupon is not sustainable is because the fundamental assumption that the business model rests on turned out to be false. Let me explain. The original idea was that Groupon would team up with a busi…

I think another point to mention with the popularity of social media, deals could be offered directly once a sustainable customer base was built using the initial audience from groupon. Cut out the middle man.

Re: The rise of the “successful” unsustainable company

#55

I'm surprised no one's mentioned Twitter. They are one of the most successful internet things and yet they still don't seem to have any really solid way to monetize that. They are now part of culture but are they revenue positive? The things they are doing lately don't make sense until you take that into account: Restricting 3rd party apps and APIs? Seems to be driving users away... Except that if all your users are…

Twitter sells access to its raw firehose. You may not be willing to pay for it, but many large companies are.

Re: The rise of the “successful” unsustainable company

#57
post #35

Why does this idea exist that every company needs to be sustainable? Is it not the natural way of markets that 1) an opportunity is identified, 2) exploited for profit, until 3) competition drives profitability away? So long as capital stays productive, from a societal point of view it shouldn't matter whether it stays in one company for 20 years or moves from company to company every three.

I totally agree with you in theory, but in practice, most companies are valued as if they would generate profit for a long time.

At its core it's a failure of the investors.

Re: The rise of the “successful” unsustainable company

#58
post #49

Earlier quoted context omitted.

Finance doesn't work that way at all, though. Capital is invested because of the potential of growth, and therefore return. You wouldn't buy stock in a company at $10 if you expected it to be worth $10 for the entire time you held the shares. It's not like the people who bought ZNGA stock at $10 were somehow rewarded with $7 worth of stock in some other company when their shares dipped to $3.

Actually it does work that way. If I thought that 3 companies with questionable business models each had a 50% chance of becoming worth 3X their valuation in 2 years, it would probably make sense for me to invest in all 3 even if it meant they also each had a 50% chance of becoming worth zero in 2 years. Finance is very much built around the concepts of diversification and risk taking.

> Actually it does work that way.

And then you go on to provide an example completely opposite of what he was saying.

Re: The rise of the “successful” unsustainable company

#59
post #42

Earlier quoted context omitted.

That's a fair point. But I think if you look at most non-startup companies that stay around for 3-4 years they don't typically have the valuations that the startups do in the same time. For example, Joe's Plumbing shuts down after 2 years because Joe realizes he has to manage his books, do advertising, manage any junior plumbers etc. In the end he spends 50% of his time doing plumbing and 50% of his time doing "busin…

I wasn't referring to lifestyle businesses like you describe. I was referring to real companies with billion+ dollar valuations. Plenty of them fail (either reorg or liquidate), are bought and the products become useless etc. Here is a list of 2012's bankruptcies by assets: http://www.turnaroundletter.com/largest-bankruptcies-this-ye... There isn't a single "software" company on the list. Now, I also understand that…

I don't think Joe's Plumming counts as a lifestyle business. He probably put in equal hours to a startup entrepreneur.

Startup != Small Business != lifestyle business.

Re: The rise of the “successful” unsustainable company

#60
post #11

Earlier quoted context omitted.

Success? GroupOn isn't profitable, it hasn't even returned via income the equity invested + accumulated losses. Anyone can hire tonnes of people, pay them, provide a service/product, and still deliver negative equity returns. Anyone.

>Anyone can hire tonnes of people, pay them, provide a service/product, and still deliver negative equity returns. Anyone. Well I don't think anyone can successfully pitch investors and take millions of dollars of their hard earned (sometimes) money, but agreed on the other points.

who is talking about raising capital? is raising equity capital a measure of a success? i'd say the contrary. equity is the most expensive source of financing. i've raised equity, and trust me, it's a mixed feeling.
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