Despite deep first skepticism about demand for an user-generated virtual universe that was not a traditional game, Second Life had reached profitability and strong growth. Nonetheless, sustaining increase would prove challenging.
Increase had strained the technical infrastructure of Linden Lab. Also, although Second Life had brought a large, loyal base of early adopters, it was unclear whether their preferences were similar to those of mainstream consumers. In this context, direction faced choices about platform strategy and target markets. Should Linden Lab continue to offer an open platform or build its own alternatives for customers? Should it target teens, mature consumers, business customers, or the schooling marketplace?
PUBLICATION DATE: April 16, 2009 PRODUCT #: 809147-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
