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  • April 2009 (Revised August 2009)
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Linden Lab: Crossing the Chasm

By: Thomas R. Eisenmann and Alison Berkley Wagonfeld
  • Format:Print
  • | Language:English
  • | Pages:26
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Abstract

In early 2008, managers at Linden Lab, creator of the virtual world Second Life, faced decisions about the company's growth strategy. Despite profound initial skepticism about demand for a user-generated virtual world that was not a traditional game, Second Life had achieved profitability and strong growth. However, sustaining growth would prove challenging. Growth had strained Linden Lab's technical infrastructure. Also, although Second Life had attracted a large, loyal base of early adopters, it was unclear whether their preferences were similar to those of mainstream consumers. In this context, management faced choices about platform strategy and target markets. Should Linden Lab continue to offer an open platform or build its own solutions for customers? Should it target adult consumers, teens, enterprise customers, or the education market?

Keywords

Entrepreneurship; Growth and Development Strategy; Marketing Strategy; Demand and Consumers; Infrastructure; Technology Adoption; Digital Platforms

Citation

Eisenmann, Thomas R., and Alison Berkley Wagonfeld. "Linden Lab: Crossing the Chasm." Harvard Business School Case 809-147, April 2009. (Revised August 2009.)
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About The Author

Thomas R. Eisenmann

Entrepreneurial Management
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Related Work

    • September 2014
    • Faculty Research

    Linden Lab: Crossing the Chasm

    By: Thomas R. Eisenmann
    • April 2009 (Revised August 2009)
    • Faculty Research

    Linden Lab: Crossing the Chasm

    By: Thomas R. Eisenmann and Alison Berkley Wagonfeld
Related Work
  • Linden Lab: Crossing the Chasm By: Thomas R. Eisenmann
  • Linden Lab: Crossing the Chasm By: Thomas R. Eisenmann and Alison Berkley Wagonfeld
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