1. In the last paragraphs of the case, Andrew Mason expresses his "innovate or die" sentiments. What types of innovative approaches for Groupon are suggested in the case?
2. Which, if any, of these should they pursue?

(Last paragraphs attached below)

Andrew Mason was acutely aware of these risks, laying them out in an internal memo that cautioned his employees against complacency and challenged them to secure Groupon's place among the great Internet businesses:45

Not only must we continue to beat the thousands of clones who lifted our idea and began at roughly the same time as we did, but now we must also beat the biggest, smartest technology companies in the world. They are coming HARD. If you feel a little like Frodo climbing Mount Doom, you can't be blamed. Is it hopeless? How can we avoid the fate of the Internet darlings before us - Yahoo, MySpace, Friendster, AOL - that crashed as magnificently as they rose?

Companies don't lose to competitors - they lose to themselves. MySpace lost to itself, not Facebook. MySpace essentially handed Facebook the keys to the castle by devolving into a service that wasn't delighting its customers. For whatever reason, it got stuck. It stopped innovating.

By this time next year, we will either be on our way to becoming one of the great technology brands that define our generation, or a cool idea by people who were out executed and out innovated by others that were smarter and harder working.