In the past, information was scarce, making ventures like "Little Blue Books" massive successes. Today, information is abundant, but belonging is scarce. This shift creates huge business opportunities. Companies like WeRoad, which facilitates group travel for solo professionals, are tapping into this by "curing loneliness" and building a $100M+ business.

As AI drives the marginal cost of digital content to zero, unique, in-person events become increasingly valuable. This is a strategic bet on the enduring human need for social connection and status, which cannot be digitally replicated. Value shifts from the digital to the physical.

Agentic commerce isn't just a substitute for existing online shopping. It can unlock new spending from high-income individuals whose primary barrier to consumption is time, not money. By automating purchasing, agents reduce this "time cost of consumption," potentially adding new, incremental dollars to the economy.

Companies intentionally create friction ("sludge")—like long waits and complex processes—not from incompetence, but to discourage customers from pursuing claims or services they are entitled to. This is the insidious counterpart to behavioral "nudge" theory.

Rather than causing mass unemployment, AI's productivity gains will lead to shorter work weeks and more leisure time. This shift creates new economic opportunities and jobs in sectors that cater to this expanded free time, like live events and hospitality, thus rebalancing the labor market.

Mercore's $500M revenue in 17 months highlights a shift in AI training. The focus is moving from low-paid data labelers to a marketplace of elite experts like doctors and lawyers providing high-quality, nuanced data. This creates a new, lucrative gig economy for top-tier professionals.

Driven by demands for convenience, contactless culture, and automation, businesses are moving beyond traditional service counters. The rise of vending machines for diverse products like prescriptions, cars, and champagne signifies a broader economic shift toward a self-service "kiosk economy."

The success of services like Uber isn't just about saving time; it's about the *perception* of convenience and control. A user might wait longer for an Uber than it would take to hail a cab, but the feeling of control from ordering on an app is so powerful that it overrides the actual loss of time. This psychological element is key.

Previously, building 'just a feature' was a flawed strategy. Now, an AI feature that replaces a human role (e.g., a receptionist) can command a high enough price to be a viable company wedge, even before it becomes a full product.