LINDEN LABS: CROSSING THE CHASM HARVARD CASE STUDY This paper provides a Berkeley Research case analysis and case solution to a. Download Citation on ResearchGate | Linden Lab: Crossing the Chasm | In early , managers at Linden Lab, creator of the virtual world Second Life, faced. In early , managers at Linden Lab, creator of the virtual world Second Life, faced decisions about the company’s growth strategy. Despite profound initial.

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Eisenmann and Alison Berkley Wagonfeld. In earlymanagers 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 crossinf, 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 tbe build its own solutions for chasmm Should it target adult consumers, teens, enterprise customers, or the education market?

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Thomas Eisenmann and Lauren Barley. Thomas EisenmannJeffrey F.

Phasing Grace | Social Architectures and Virtual Worlds: Linden Lab Leaping the Chasm?

Rayport and Christine Snively. CespedesThomas R. Sales ; entrepreneurial marketing ; marketing ; home improvement services ; marketing management ; scaling ; Entrepreneurship ; Marketing ; Sales lan Online Advertising ; Latin America.

Business and Environment Business History Entrepreneurship. Finance Globalization Health Care. Finance General Management Marketing. Technology and Operations Management.

Crossing the Chasm by Thomas R. Crossing the Chasm Thomas R. Eisenmann In earlymanagers 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 linedn world that was not a traditional game, Second Life was profitable and growing fast. But sustaining growth would prove challenging.

Growth had strained Linden Lab’s technical infrastructure, and though Second Life had attracted a large, loyal base of early adopters, it was unclear whether their preferences were similar to those of mainstream consumers.

Cite View Details Purchase Related. Eisenmann and Alison Berkley Wagonfeld In earlymanagers at Linden Lab, creator of the virtual world Second Life, faced decisions about the company’s growth strategy.

About the Author Thomas R. Eisenmann, Thomas, and Lauren Barley.

Linden Labs: Crossing the Chasm by Sameer Thombare on Prezi

The Future of Work? Rayport and Christine Snively Catalant, founded in as an online marketplace where MBAs could bid on consulting projects posted by small- to medium-sized businesses, had expanded by to provide Fortune companies with access to over 35, independent experts. They debated how much to invest in new functionality versus improving their existing marketplace and how to pitch their evolving strategic vision to investors.

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Eisenmann, Thomas, Jeffrey F.

Linden Lab: Crossing the Chasm

Rayport, and Christine Lb. EisenmannMaria Fernanda Miguel and Laura Urdapilleta IguanaFix is a rapidly scaling Latin American startup that provides an online platform connecting consumers with home improvement contractors.

The founders have acquired customers through both B2C and B2B methods.

But in seeking to grow and scale the business, they now must make decisions about the relative emphasis on building their consumer brand or its B2B partnerships as well as the implications for product offerings and marketing methods ranging from search engine marketing and Facebook ads to sales and account management.

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