When a technology innovation appears on the horizon, one would stereotypically expect that the younger generation will sign on to it faster than older adults. This was the same expectation I had with Second Life. Like many people, I thought of Second Life as a playground for mostly Gen Y’s and the occasional Gen X’s. As I am about to reach 33, I thought I would be “old” in SL. But my two recent encounters in SL made me rethink this issue.

The two avatars that I encountered in these situations were both in their mid-fifties. They were very adept at creating their own images and environments within Second Life, much better than a newbie like me is able to. Entering into the interaction, I never intended to find out about their real-life age, but it somehow just came out during the conversation. Both avatars were very kind and helpful, both were happy with their real life, and both expressed a newly found youthfulness in Second Life, as if they were taken back to that time when they were much younger.

These conversations made me rethink the value of SL to different age groups and the real-life demographics of SL participants. If we were to look at three generations of people: the baby boomers and above, the Gen X, and the Gen Y and younger groups, it is actually not that difficult to see the appeal of SL to the first group. As the idea of living a second life allows someone to create an ideal self that s/he cannot fulfill in real life, Second Life allows the older generation to either relive or recreate their life. Now that most of their kids have grown up, they also have much more time to enjoy the virtual world, once they master the technology needed to use it. For Gen Xers like me, in contrast, we are so busy dealing with our real-life responsibilities at home or at work that it is hard to find the time to truly escape to the wonderland. The even younger text-messaging generation may have more time but may not have the patience for the amount of time it takes for 3D worlds to load and function.

Of course, these thoughts came from only two recent encounters, and they are very likely to be biased. I do not have concrete data to support my argument. Digging around on the Internet only landed me on an older set of statistics on Second Life’s real-life demographics in early 2006, which showed a median age of 36. But I truly believe in the power of Second Life for the older generation. The sweeping Internet revolution has already brought this generation to be more on par with the rest of the population in terms of technology use, and it has prepared them for the even newer 3D Web. Once the technology barrier has been removed, these virtual worlds could mean great additions to their life that cannot be found anywhere else in real world. This may explain the findings I posted in a previous blog on how SL enhances individuals’ happiness in real life.

Colloquy’s weekly newsletter reported two stories of new coupon strategies: one is P&G and Korger’s adoption of mobile coupons, and the other is Kroger’s partnership with AOL’s Shortcuts Program, which allows users to download coupons online and have them preloaded on their store cards. Both of these stories represent a fundamental change in coupon usage. Traditionally, the time-consuming process of cutting coupons and the subsequent process of remembering to use the coupons (which I often forget) have made coupons a self-selected promotional tool. Consumers who value their time more are unlikely to spend the time needed to benefit from coupons. But now, with immediate and mobile access to coupons, the cost of coupon usage is going to reduce dramatically. This has both positive and negative implications for a business. On one hand, easy access to coupons means they are going to be more influential in consumers’ real-time decision making. On the hand, universal use of coupons means that the self-selected nature of coupon usage will disappear and the cost of using coupons as a marketing tactic may go up because of the higher redemption rate. What the CPG companies gain, however, is consumer information. With customized coupon service made available by the Internet, it is possible to embed a code in each coupon downloaded and subsequently track the coupon usage of each individual. This should grant CPG companies more power and immediate access to consumer insight, without having to rely on retailers for that information.

What I am about to say is inspired by the discussion from my MBA Internet marketing class. I was showing examples of RSS and XML technology, when a student named Natalie raised the question of what all this could mean to a business. The ensuing discussion concluded that the meaning of brand and marketing will change dramatically from what it is now now.

With semantic-based XML and RSS technologies, it is infinitely easier to pull together information on a particular topic from all over the Web into one central location. Websites such as Kayak.com have already demonstrated this concept by “researching” across a wide range of websites to find its users the best deal in travel. The news panel on the right side of this page is another illustration of the concept. All of this information aggregation and (re)classification means that existing information and services provided by known brand names (e.g., CNN, Business Week) can be shuffled and repackaged to create a new service shaped by its own creator, with or without any new content being added. The outcome is potential “generification” of brand names into mass components that consumers and resellers can mix and match to create their own “product”.

The best analogy of this business model in the offline world is that of a concierge or a tour guide. The concierge does not necessarily create a new scenery but rather put together existing events, worthwhile sights, and palatable local eateries into an unforgettable experience for the visitor. The value added is the knowledge the concierge has about what is available in the area and about what the visitor is looking for.

What this traditional business model shows is the ultimate focus on value creation and need satisfaction. Whoever can satisfy a consumer’s idiosyncratic needs better than everyone else will win the consumer’s heart. While this focus on value creation is nothing new to business, the next decade of generic services will make this even more important. What we will see is information/service aggregators collaborating and competing with each other by pulling together various mass components to create the best value for the user; and traditional brand names, on the other hand, will excel by providing quality components for these aggregators in an “Intel Inside” fashion.