![]() Yet are we being too tough on Dropbox? It's a service that's still evolving, that's proven to package user friendliness with cloud technologies as well as the vast majority of alternatives. It saves time and fits in nicely with the current mood. Workers are simply demanding ways to make remote work simpler, and storing files on Dropbox means that they can instantly access what they were working on in the office, at home or on the train without even thinking about it. With the likes of iCloud, SkyDrive, Box and Google Drive (to name but a few), other services are taking a chunk of the market, and the demand for cheap, reliable cloud storage is only growing. Such is Dropbox's dominance that you'd be forgiven for thinking it was the only cloud storage player in town. ![]() It's taken removable storage out of the office, cut back on large e-mail attachments, and proven to be a hugely convenient way of moving files between A and B. Dropbox Business is one of the greatest platforms ever invented for facilitating work within companies. Dropbox and other cloud storage services has been an incredibly valuable resource for the rise of remote working and collaboration between teams spread across different parts of the country or even the world.įurthermore, for the majority of users, for the majority of the time, Dropbox is fine. This is part of the larger problem associated with the issue of BYOD, which has been a point of contention for businesses and their employees in recent times. ![]() Notwithstanding the obvious distraction issues of having non-work material residing on business machines (as well as the presence of a third-party piece of software which, to be fair, most business networks can easily block), there's a sizeable issue the other way too, as important business materials are stored in a personal cloud. Unsurprisingly, many businesses have expressed concern at the idea of an individual's personal cloud storage service being resident on their work machines. Compromised?īut there is a bigger problem. ![]() It wasn't so easy for those relying on online access, or who use more selective syncing methods, though. ![]()
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![]() ![]() Their overall purpose, however, is to enhance visitors’ experience and enjoyment of this Platform. These cookies serve a variety of purposes related to the presentation, performance and functionality of this Platform. ![]() Without these cookies, services you have asked for, like transactional pages and secure login accounts, would not be possible. These cookies are essential to provide you with services available through this Platform and to use some of its features, such as access to secure areas. Our Platform uses various types of cookies, each of which has a specific function. ![]() ![]() Being a primarily consumer focused brand in an infrastructure dominated market put Dropbox in a tough position - the real money was in the enterprise, and Dropbox wasn’t able to close those deals quite yet. Growth was steady until it was explosive: in 2008, Dropbox’s (now famous) referral program took off, leading to 3900% growth in 15 months.īut profitability remained out of reach. MIT students Drew Houston and Arash Ferdowsi founded Dropbox in 2007. Over time, Dropbox put in the hard work and developed the features that made their product tenable to those enterprise customers so they were able to go from a few engaged users at a Fortune 500 to a signed contract with the big decision makers. These features, like authentication, access controls, and audit trails, won’t be the most exciting things on your roadmap––but they might create the most impact. These users have special requirements and without the features to fulfill them, even the most rockstar salesperson in the world won’t be able to close. You can’t generate enterprise sales just by hiring an enterprise sales team. This strategy, however, depends on the company’s ability to develop features that these enterprise users actually need. Instead of going top down and selling to IT Admins, Dropbox gets people to actually use the product - and once teams are getting value out of Dropbox, it’s a much easier sell to the higher ups. ![]() Today, we call this land-and-expand: a company sells to developers and business users first, builds engagement from the bottom up, and, ultimately, forces companies to adopt the technology. ![]() ![]() It was a classic case of shadow IT - and while it’s really annoying to IT admins, it’s actually a big part of Dropbox’s strategy. Imagine that you’re at work, and need an easy way to share and sync files – so you sign up for Dropbox quickly without telling the IT team. ![]() IT administrators had reason to hate Dropbox.īack in 2013, a Spiceworks study found that 93% of respondents who used file-sharing services not approved by their IT administrator were using Dropbox. ![]() |
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