Archive for the ‘Business Models’ Category

Non-profit organisation the eCommerce Foundation has today launched a free e-commerce benchmarking tool that aims to help businesses compare activity with competitors anonymously – and for free. 

The benchmark’s website takes the shape of a straightforward questionnaire, intended for B2B or B2C merchants and retailers.

Created in collaboration with software company hybris and product information specialist Unic, this is the first global initiative of the eCommerce Foundation.

To take part, simply visit the website, answer some questions and you’ll be given direct feedback on over 100 e-commerce KPIs.

You’ll then be presented with a report that covers four key areas:

  • Website: this relates to website traffic and its sources, conversion ratios, page views, bounce rate and visit length.
  • Financial: average transaction costs, ICT costs, fulfilment costs per order and budget allocations.
  • Internal Organisation: takes into consideration the positioning of the e-commerce department within the organisation, number of fulltime equivalents (FTE) per position and such.
  • Innovation: focus points for innovation, innovation plans and innovation budget allocation.

The foundation says that this provides participants with instant access to detailed information that is relevant to decision making at a board level.

These results can then be used to create a more accurate roadmap with targets that should help businesses to improve overall online performance, including stronger results.

As participants are able to enter the required data via a non-company address to ensure entire anonymity, each benchmark that enters the system is manually checked to detect any false data that might have been submitted and to ensure the benchmark remains true as possible.

Professor Cor Molenaar from Erasmus University and one of the eCommerce Foundation’s key supporters explained that retailers are understandably reticent about disclosing business critical data.

This has acted as a barrier to entry of any previous industry benchmarking tools, but security of data is paramount.”

Though this project seems to be fairly US-focused, this could prove to be a useful benchmarking tool for e-commerce businesses, though will become more so as participants grow. The only trouble will be policing it, since even manual checks can’t catch every mistake – purposeful or otherwise.

 Originally published by Vikki Chowney – E-consultancy

… pioneering initiative paves the way for retail revolution …

hybris, a global leader in multichannel commerce solutions, has announced the development of a new plug-in for its B2C Commerce solution, in association with the world’s leading family leisure, baby care and toy megastore, Toys “R” Us. The plug-in enables the retailer to link directly to customers searching for products through the Google Local Shopping (GLS) service with the reassurance that its product information and availability is completely up to date.

Local Shopping is a service offered by Google that is designed to bring together local stores and people who are shopping online. Retailers submit the products in their bricks and mortar stores through to Google, enabling them to reach out to customers searching for specific items, and communicating the availability and location of the product at a store close to their own location.

The hybris plug-in has been developed for Toys “R” Us ( in partnership with Neoworks, hybris’ specialist ecommerce solutions partner. Neoworks has been responsible for integrating the hybris B2C Commerce platform for the retailer as part of its multichannel strategy in the UK.

Toys “R” Us delivers its stock figures directly from the mainframe each morning, and Neoworks processes these through hybris B2C Commerce in order to deliver three feeds directly to GLS. The first provides up to date details on the locations of stores in the UK, opening times, and other store information. The second confirms the product catalogue available through GLS, and the third is an update of prices and availability of products.

Will White, Head of eCommerce at Toys “R” Us, said: “The hybris plug-in allows us to maximize the Google Local Shopping service by ensuring that information available to customers is always up to date. We are particularly targeting customers who use mobiles to research and locate products, offers and availability of stock. This is an enhancement to our Click & Collect service putting our online customers in touch with our stores to locate and purchase products quickly and easily.”

hybris and Neoworks have further developed the GLS plug-in feature as a built-in function of the new version of the hybris B2C Commerce stack, which is due to be launched in December 2011.

Ariel Luedi, CEO at hybris: “The Google Local Shopping plug-in is a fantastic example of how we can maximise the combined engineering and product development expertise of our own and the Neoworks team. The feature is delivering rich data that enables Toys “R” Us to connect with a broader range of customers and attract them into stores across the UK. Our next step is to roll-out this feature across other European countries.”

Originally published by Hybris

schmidt zuckerberg photoshop


One Big Reason Facebook Won’t Kill Google:
Facebook Ads Become Irrelevant After Just A Few Days

Last week, outgoing Google CEO Eric Schmidt dismissed the idea of Facebook as Google’s main competitor, claiming that Facebook ads don’t really displace search ads.

Webtrends study of Facebook advertising explains at least one reason why Schmidt may be right: users burn out much faster on Facebook ads than they do on search ads.

The study looked at about 1,500 Facebook ad campaigns consisting of more than 11,000 ads, and found that average clickthrough rates decline by half in about two days. In other words, once a user has seen an ad a couple of times, they’re very unlikely to click on it. The pattern of decay continues until the clickthrough rate gets so low that Facebook removes it, and the advertiser is forced to start over again.

Facebook ad burnout

Image: Webtrends

Advertisers can reduce the problem by using “friend of fan” targeting — the feature that shows the names of friends who have also clicked on an ad. This helps advertisements last three times as long before users get sick of them and stop clicking. But the effective duration is still only a week or two.

Facebook ad burnout friends of friends

Image: Webtrends

In contrast, a search ad can run for weeks or months with no changes. That’s because the ad shows up only when users search on the associated keywords, so each ad continues to rotate through people who have never seen it before. The trick with search advertising isn’t figuring out how to attract users with new ad copy. It’s more about buying the right keywords at the right times.

So Schmidt is right in one sense: Facebook ads are more like very well-targeted display ads.

But Google has a growing display advertising business as well. Plus, there’s only so much online advertising budget to go around, and advertisers will go wherever they get the best results.

Originally Published by Matt Rosoff | Jan. 31, 2011, 2:25 PM on Business Insider.

Sales of e-books overtook sales of paperback books on Amazon in the last quarter of 2010, when the online retailer notched up its first $10bn quarter.

Amazon: Kindle sales soar as online retailer records $10bn quarter

Amazon: Kindle sales soar as online retailer records $10bn quarter

For every 100 paperback books sold, Amazon is selling 115 Kindle books, although sales of paperbacks are also increasing.

Profit before tax for the last quarter of 2010 rose to $506m (£319m) from $471m the year before, with full-year profits rising to $1.49bn from £1.16bn in 2009.

Sales at Amazon passed the $10bn mark for the quarter for the first time, rising 36% to $12.95bn (£8.16bn). Full-year sales rose 40% to $34.2bn (£21.55bn).

Jeff Bezos, chief executive of said: “We achieved two big milestones. We had our first $10bn quarter, and, after selling millions of third-generation Kindles with the new Pearl e-ink display during the quarter, Kindle books have now overtaken paperback books as the most popular format on

“Last July we announced that Kindle books had passed hardcovers and predicted that Kindle would surpass paperbacks in the second quarter of this year, so this milestone has come even sooner than we expected – and it’s on top of continued growth in paperback sales.”

Amazon finally bought LoveFilm earlier this month for an undisclosed sum.

In November, Amazon acquired FMCG e-commerce business Quidsi, which owns baby product site, for a reported $540m (£334m).

It also bought online shoe retailer Zappos in 2009 in a deal worth $850m (£531m).

This article was first published on

By Ed Owen,, 28 January 2011, 09:32AM

Recently, I wrote about several things clients say that drive freelancers nuts. Some of these things are annoying, but can be addressed.

There are, however, certain types of prospective clients that freelancers should avoid at all costs.

Without further ado, avoid the client who…

  • Asks you to first work on spec. While amateurs and those who are desperate for work will often agree to take on spec work in the hopes that it will lead to a paying gig, a prospective client who would ask you to perform services without pay is almost certainly not worthy of being your client.
  • Expects a firm price quote before deliverables are finalized. It should go without saying, but it’s kind of hard to agree to perform work at a certain cost when you don’t know what that work is. Yet some clients will expect precisely this. Sometimes freelancers are tempted to go along, especially when dealing with a large project budget, but agreeing to do work on a fixed cost basis before you know what you’re going to have to deliver usually doesn’t end well for the freelancer.
  • Wants you to make all of the decisions. It’s nice to have clients that trust you to make certain decisions, but be very careful about clients who want you to make all of the big, tough decisions. Nine times out of 10, these types of clients will decide after the fact that they really want the opposite of what you decided. As such, it’s best to avoid clients who are too lazy to help you help them.
  • Has a bad reputation. If a potential client has a legitimately bad reputation (eg. is notorious for not paying on time, has acted dishonestly in the past, etc.), run, don’t walk, away. Zebras don’t change their stripes.
  • Is rude. Some clients are difficult. But there’s a difference between a client who is difficult and a client who is downright rude. It all boils down to personal respect. A client can be demanding and business-like to the extreme. That’s fine. Your clients are paying you to deliver the goods, not to be a friend. But when a client is insulting and treats you like trash, it’s my opinion that you will always come out feeling like a loser. Your dignity and happiness doesn’t have a price tag.

Acquiring clients can be hard work, so it’s often difficult to turn a prospective client away. But problem clients end up hurting your bottom line and reducing your ability to deliver for the good ones, so if you want to succeed as a freelancer, focus on building a roster of quality clients and avoiding impostors.

Originally Posted: 23 February 2010 11:19am by Patricio Robles

Bemoaning clients is a popular past time for agencies. The client is stupid, doesn’t know what they want and aren’t willing to pay for it. Sometimes this moaning is warranted, a lot of the time it’s definitely not.

As a client, hiring and then sustaining the relationship with the right supplier is much more difficult than is appreciated.

Following on from five clients you should avoid like the plague, here are five suppliers to look out for…

The Back Bedroom

Spare Bedroom being used as an Office

Back Bedrooms are normally One-Man-Band small operations that try to make themselves look bigger than they are during the tendering process. They operate from a back bedroom in their house, converted into an office. Sometimes you can tell straight from a name (I have a habit of avoiding anyone called Studios or Productions), sometimes by their body of work.

Of course, you would never hire these guys in the first place, but appearances can be deceptive. Remember it’s perfectly fine to ask for turnover, trading history and staff size during the tendering process.

If a previously established name is now running on a skeleton crew, it’s going to affect your deadlines. If the company doesn’t have the resources to invest in continuous training, it’s going to affect the quality of their work. If you’re going to trust your business to this agency, then it’s vital that you know as much about them as possible.

Does this mean there’s no space for small studios within your supplier portfolio? Of course not. The most successful small suppliers I’ve seen are the ones who’ve focussed on producing amazing work within a small niche, quickly becoming the go-to guys, rather than the one-man-bands who say they do everything, in the hope of being hired (something that can apply to larger agencies too!)

The Factory

Factory conditions

An agency will never start off as a Factory, but how quickly they turn into one is what to watch out for. Let me explain:

A client hiring a supplier is an admission. The admission being “I can’t do this myself, I don’t have the knowledge or experience in doing this”.
However, the client will have business goals, and an idea on how they can be achieved. So what does The Factory do? They execute those ideas, without question, in an efficient and timely manner.

How terrible!

I am frequently wrong. I don’t know best and I’m keen to admit it, that’s why I’ve hired an agency with the expertise and know how. If I’ve been smart during the tendering process, the supplier would have done the job for someone else, and will bring that knowledge to my project, tell me (gently!) that I’m wrong, and show me a better way of doing it.

The biggest problem that occurs when your agency turns into a factory is that the magic disappears: that spark of creativity and innovation that begun your relationship wanes.

But fortunately this is a situation you can fix yourself. Any business partnership is a relationship that requires honesty on both sides, so if you feel the magic is going, tell your agency, they might even feel the same and want to fix it.

The Bait & Switch

Supplier Rickrolls

You’ll be in the tendering process, and of course during the pitch, the Bait & Switch supplier wheel out their Superstars. The discussion on creative will be done by the creative director showing work they themselves have done. Technical Lead or Head Consultant on whatever your project is about will be present, speak knowledgeably and fill you with confidence that Yes, These Are The Folks For The Job.

This is the Supplier equivalent of a RickRoll.

This is because, when you start working with the Bait & Switch, you don’t get the Creative Director, Technical Lead or Head Consultant, you get the “B” team. Even worse, sometimes you get the junior or the new guy, who the Bait & Switch are using your account to train on. However, unlike at a Hair Salon, you’re still paying Creative Director prices.

Make sure, during the pitching process, the people you speak with are the people you’ll be working with.

The Emotionally Distant

Unhappy Couple not communicating

The Emotionally Distant don’t spend time understanding your business, and don’t want to. Often the problem of large agencies, there’s a feeling of arrogance when you work with them – that this is not a relationship of equals, you have difficulty connecting. They’re professional, but not warm and sometimes not fun and rewarding to work with. They are certainly not your friends.

It’s the responsibly of your Account Manager and Project Manager, and your responsibility, to make this relationship work. In fact, your Project Manager makes or breaks a relationship, more so than an account manager, since they are responsible for delivering on the reason they were first hired.

During my career, I’ve been fortunate to have been blessed with some amazing Project Managers, including Rob BorleyNikki Parker, and Claire DeVilliers as well as some truly shocking ones (who I won’t name!).

Client/Supplier relationships only work when trust and respect, and a desire for understanding is held on most sides. If you have a sour relationship with your chief point of contact at a Supplier, you won’t be working with them for very long.

The Used Car Salesman

The Used Car Saleman

The Used Car Salesman is big on making money and getting the sale. Not a bad plan for any agency that wants to stay in business, but they way they do it is often at odds with a healthy business relationship.

You can normally tell this supplier from when you initially enquire about their business. Soon you’ll be getting a call a day asking for an update on your decision, sometimes with an incentive to make it. “Hey, I’ve been authorised to give you 10% off the annual fee and Free Dashboards if you sign up today”.

This tells me three things:

  1. Dashboards aren’t worth anything.
  2. I can probably get them to 40% if I try hard.
  3. I can get this discount any time I like.

Finger-in the air pricing models are normally based on what the Used Car Salesman will think you’ll pay. If you have to deal with these people, remember to act poor.

But sometimes, the Used Car Salesman will try a different tactic. Within months of starting the relationship – you get assigned a dreaded Business Development Manager. A permanent sales person, who make you ask yourself, “exactly whose business are they trying to develop?”.

A client/supplier relationship is one built on trust, if that trust is compromised by making the client feel they are perpetually being sold to, the client will leave.

How do you avoid suppliers like these?

The sure fire way: always ask to speak to other clients of theirs. Whilst they’ll obviously bring out the clients who’ll be suitably glowing, it gives you a great feeling of the sorts of clients they work well with, and if theirs a personality fit with you as a client.

Originally Posted on Econsultancy on 21 January 2011 12:48pm by Matthew Curry

Becoming a freelance consultant or service provider is easy, but turning a profit can be difficult.

One of the lessons learned through experience: profitability often has a lot more to do with avoiding the wrong clients than it does finding a never-ending stream of new clients.

Fortunately, the wrong clients typically come in several well-defined and easily identifiable shapes and sizes.

Here are the top five clients you should consider avoiding like the plague if you hope to be profitable.

The Fisherman

If you’re a web designer or developer, chances are you’ve met The Fisherman. He often appears to be a serious client, and he may very well be one, but early on in your initial dialog it becomes clear: he’s going to want a lot out of you before he’s ready to officially move forward with paying work.

For instance, if you’re a web developer, The Fisherman may come to you without a project spec, and without a clear idea of the technologies he should use. So he’ll ask you to help him figure out what he needs, gratis, of course, so that he can do you the favor of moving ahead with the project after you’ve given him a four-course meal of your expertise.

Why You Should Avoid The Fisherman: Unless you can get him to pay for your expertise up front, you’ll provide far more value to The Fisherman than you will likely be compensated for — if he actually hires you to implement, which is always a big if.

The Mime Artist

Communication is a crucial part of any client relationship, and it’s a two-way street. Clients should expect that their service providers are capable communicators, but clients should also understand that their ability to communicate is a prerequisite for project success too.

With The Mime Artist, communication is so difficult that you feel like you’re trying to figure out what’s going on sans the spoken or written word. As a result, you’re unable to get a clear understanding of what the client needs and wants.

Why You Should Avoid The Mime Artist: Trying to communicate with a client that is unable to communicate effectively is one of the best ways to damage your head without banging it into a wall repeatedly. It’s also a great way to spend time on a project that is likely to leave everyone disappointed in the end.

The Deluded

Many freelance web developers have seen The Deluded. He’s the client who wants you to build a site that will combine the features of Facebook, YouTube, Flickr, Digg, Napster and every other popular site ever built since 1998, to create a website design in exchange for equity because he’s going to revolutionize an industry and sell his site for a lot of money within a year, etc.

In other words, The Deluded is usually completely out of touch with reality and wants you to become a part of his impossibility.

Why You Should Avoid The Deluded: Simply put, you can never deliver for The Deluded. Fortunately, this client is easy to spot and most experienced service providers do manage to avoid him.

The Spouse

Clients deserve a certain level of respect and attention, particularly when they’re paying good money. But some — The Spouses — expect a little bit too much. You probably have some experience with these clients: they send emails for the sake of sending emails, like to phone you a few times a day just to see how things are going, and want you to meet frequently on-site because they ‘like‘ interaction.

In some cases, you may even half expect to see them when you arrive at home because they find a way to make themselves a fixture in your life. Hence the name, The Spouse.

Why You Should Avoid The Spouse: There’s a fine line between a client who needs a little bit of hand-holding and a client who isn’t hugged enough. When you encounter the latter, it usually means that you’ll spend an inordinate amount of time not getting work done, which can eventually harm your other client relationships.

The Cheapskate

Everybody loves bargains, and if you’re a service provider, chances are clients and prospective clients will frequently ask you to provide them in some form or another. The Cheapskate takes bargain-hunting to another level, however, as he seeks to maximize how much he gets and minimize how much he pays you.

In many cases, The Cheapskate will try to change the terms of your engagement afterthey’ve been agreed upon. Particularly dangerous is The Cheapskate who has mastered the subtle art of scope creep, and who can sometimes make you feel guilty about not doing extra work for free when he requests it.

Why You Should Avoid The Cheapskate: Working with clients who want a ‘great‘ price rather than a solid value is rarely a profitable exercise.

Originally Posted: 19 January 2011 11:47am by Patricio Robles

Google prepara-se para lançar Google Offers

Google está a preparar o seu próprio serviço de ofertas diárias, que dará pelo nome de Google Offers. O projecto surge depois da tentativa da gigante tecnológica adquirir o site de compras colectivas Groupon por 6 mil milhões de dólares (mais de 4 mil milhões de euros).

«Um novo produto que ajuda os clientes a encontrarem bons negócios na sua região, através de um e-mail diário», é como é explicado o funcionamento do novo serviço, num documento publicado pelo Mashable. A Google confirmou que está num processo de recrutamento de pequenas empresas para participarem no teste de um programa de ofertas, uma iniciativa que demonstra o seu esforço em lançar produtos «que liguem negócios e clientes de novas maneiras», avança o Mashable.

Originalmente publicado na Marketeer na segunda-feira, 24 de Janeiro, 2011

By Jim Malski, Action Coach

The recession brings to mind the old saying, if it doesn’t kill you, it’ll make you stronger. As a company owner, you are the most important factor in how well your business does. If you have the right attitude and make the right moves, you can not only weather these uncertain economic times, you can prosper–and come out of the recession faster and stronger than your competition.

Based on my 20–plus years as a CPA, successful business executive and head of a business coaching firm that has helped hundreds of business succeed, here are 10 steps to grow your business–even in this recession.

Step 1: Think positively
There have been thousands, of books, articles, CDs, DVDs and seminars on the importance of having a positive mindset. Why? Because the most important factor in business success is having a winning attitude. It is virtually impossible to succeed in business unless you think you are going to.

Negative thoughts are like a virus. They can quickly sicken a healthy company. Positive thoughts, on the other hand, can energize you and your whole management team.

How can you keep an optimistic attitude all the time? You can’t. You are going to be thrown off by upsetting or distracting events. What’s critical is how quickly you choose to pick yourself up. Notice the word “choose.” Having a positive attitude is a choice.

Positive people share certain characteristics and behaviors. They seek stimulating sources of information: books, magazines, travel, industry or professional associations, lectures and radio and TV programs. They associate with other positive people–and avoid negative ones. And they hire positive people for their company.

Step 2: Plan, plan, plan
Will your five–year business plan support your family, even in the face of disaster? Is the plan realistic and will it provide your family the lifestyle you want? If five years seem too far out to plan, start with a year. Later, when you are comfortable with the process, you can–and should–plan more long range.

I don’t know a single successful business person who doesn’t plan out at least one year in detail and five at least in a general way. Further, they divide that one–year plan into four measurable, manageable quarterly plans. Then they go even further, developing actions plans of what they intend to accomplish each week. Weekly, monthly and annually they measure their progress against their plans–and make any adjustments that might be necessary.

Just imagine how powerful it would be for your company if every employee had a clear understanding of the most important four or five activities they must deliver on each week.

Clearly, if you achieve your weekly goals you will automatically reach your long–range objectives.

Step 3: Know your numbers
In my experience, 90% of business owners do not have and/or understand the key numbers for their business. What could be more imperative than knowing the margins your company makes on every product or service? Do you know your important ratios and how they compare with similar companies in your industry or profession? Are you currently spending above or within your means?

In these tough times, consider trying to renegotiate the lease on your business facilities and/or equipment. Also possibly ask your credit card company to lower the interest rate on any balance you carry. Consider taking advantage of early payment discounts to your vendors. But don’t make any payment before it is actually due unless early payment discounts are to your long–term advantage

Lastly, it is always a good practice to have a personal budget for your household.

Step 4: Manage your cash flow
A company may seem profitable on paper but actually suffer from poor cash flow. When looking at your numbers, keep a few things in mind:

It is simply smart practice to keep your inventory clean and lean, as low as it can be without sacrificing timely delivery to your customers.

Take a close look at your payment terms for suppliers. Are you enforcing them? Do you act quickly when they fall behind? Would it benefit you to offer suppliers incentives to pay early? Are your overtime wages under control? Are you taking advantage of flexible work schedules to possibly reduce some fixed salary costs?

Step 5: Keep marketing
There are two targets for your marketing efforts: one is getting new prospects, the other is your existing clients. Far too many business owners focus 98% of their resources on pulling in new customers.

Considering that it’s six times more expensive to get new clients, shouldn’t we spend more effort on keeping the ones we have? And it’s not just holding onto them, but seeing if there are ways to increase sales to them. After all, they already trust and presumably like doing business with you.

When you are ready to pursue new business, make sure you have a great system in place to track every lead that comes in. It might be possible to reduce, or at least better focused, when you have data on which marketing strategies are successfully feeding new business your way.

Step 6: Concentrate on sales
The focus here is simple: train, train, train. Make sure you have the best prepared sales team in your market and that your staff has performance goals and accurate information about the current performance of your business. Your sales team must also be results driven.

It is imperative that every salesperson is a strong contributor. If not, this is a good time to recruit. There is a lot of great talent available in a tough economy.

Step 7: Don’t forget the fundamentals
Now more than ever, you’ve got to have the right team in place and working efficiently. So it could be cost–effective to provide your staff with a course in time management.

And remember, an organization is always reflects its leader. If you are not good at preventing distractions from taking you off target, your team won’t be either. Lastly, now more than ever, your customer service must be extraordinary. When products and services are similar, customer service–good or bad–most often is what distinguishes one business from another

Step 8: Keep learning
Now is also a great time to expand company training

Most leaders–in fact, most people–spend more time planning their yearly vacation than planning their personal development.

Colleges, trade and professional organizations and a wide variety of companies provide a huge range of educational programs. Your local library is an often–overlooked resource as well. And the Internet is a vast and growing source of information.

The world is changing faster every day. The business mantra for today is adapt or die.

Step 9: Insist on accountability
Are you, as the CEO, ready to be held accountable? Most entrepreneurs love the freedom of not having a boss, but struggle to stay focused without someone higher up to report to. To help with this, create a system to measure financial performance so you know how you are doing both short and long term.

You need a performance appraisal system that emphasizes accountability and reinforces the positive outcomes you’ve target in your business plan. And you need the discipline to redirect staff toward those behaviors required for top performance.

Step 10: Surround yourself with great advisors
Grow Your Business Make sure to surround yourself with talented advisors: an experienced CPA, a sharp attorney, a financial advisor who takes a strong interest in your estate and retirement planning and an insurance expert who protects you, your family and your business.

For the next 30 days, before making business decisions, mentally journey through these steps and see how your decision measures up. After the month is over, you will have the steps memorized and a set of habits established that will lead to greater business success.

LivingSocial compra LetsBonus

Posted: January 17, 2011 by FMstereo in Business Models, News

in Meios & Publicidade on 14 de Janeiro de 2011 às 15:42:04, por Rui Oliveira Marques

A norte-americana LivingSocial comprou a maioria do capital da LetsBonus, plataforma de e-commerce social (cupões de desconto online). A LetsBonus está sediada em Barcelona e actua em Espanha, Portugal, Itália, Argentina e México. Em Portugal conta com 15 colaboradores. “A incorporação da LetsBonus na equipa da LivingSocial é uma grande oportunidade para expandir para a América Latina e continuar com o nosso crescimento na Europa. Não é só o facto de a LivingSocial já estar disponível em dez países mas, com a aquisição, agora somos um negócio de vários idiomas, podendo fazer ofertas em espanhol, italiano e português”, afirmou Tim O’Shaughnessy, CEO da LivingSocial. Os termos do acordo não foram revelados.