Similarly, who should make key decisionsmanagers at headquarters or managers in each country? In short, should Groupon run its business the same way all around the world? How should Groupon expand internationally? Should it license its web services to businesses in each area, form a strategic alliance with key foreign business partners (it rejected lUnsogle's $6 billion offer in the United States}, or should it completely own and control each Groupon business throughout the world? Finally, deciding where to go global is always important, but with so many foreign markets already heavy with competitors, the question for Gronpon isn't where to expand, but how to expand successfully in so many different places at the same time