Can you qualify your comments with what is good design, sensible acquisitions and what you'd call the "correct" strategy? Have you ever started or steered a company that went on to become something? Even half as big and inspirational as Groupon?
[Edited]
Senseless acquisition = entering a fast-growing market like India by acquiring a 2nd or 3rd tier player like SoSasta.com(http://www.techinasia.com/groupon-india/). Instead, they should either have entered directly, or bought out a leading player.
Multiple u-turns in strategy = going from SoSasta.com to Crazeal.com to Groupon.in in the space of 2 years, without any traffic or revenue results to show for it.
I'll ignore your last question asking about my qualification to comment. Because it has no relevance at HN.
This is a terrible line of argument, since it considers the possibility of problems being obvious even to a layman as nonexistent. The next time you're tempted to make such an argument, ask yourself: "Have i ever made a full-length feature film?" I'm sure the answer for yourself is no, yet you have surely criticized one.
He died on April 4, 2013.
But anyway, your point still stands aside from the small Ebert error.
Depends on you feel about sex and drugs and rock'n'roll and homicidal transvestites. Worth catching as a cultural artifact. Cringe-level is very, very high for 2013 viewer.