Dropbox
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Dropbox it just works case study analysis
Dropbox was founded in 2007 by Drew Houston as a file sharing and storage application that allows users to easily sync and access files across devices. It gained popularity through word-of-mouth and viral marketing. While Dropbox saw strong growth and many new users, Houston faced dilemmas around whether to segment users and how to balance adding new features while maintaining simplicity. Competitors like Mozy and Carbonite also posed challenges to Dropbox's business model and growth.
Dropbox for business
This document summarizes Dropbox for Business, a file sharing and storage solution. It notes that over half of employees now work from multiple devices and locations, requiring access to files from anywhere. Existing solutions do not support this new way of working. Dropbox for Business provides syncing and sharing capabilities across devices and platforms to enable collaboration. It offers security features like encryption and remote wiping. Admins have tools to control sharing and track usage. Dropbox for Business supports unlimited storage and file recovery with additional management and security features over the free Dropbox product.
Dropbox Case Study
Dropbox began in 2007 as a file sharing service created by Drew Houston to solve his problem of forgetting flash drives. It has now grown to over 500 million users and generates billions in revenue by offering cloud storage. While Dropbox was successful initially by offering a simple and fast cloud storage solution, it now faces challenges around retaining users and increasing revenue as competitors emerged and users' needs grew more complex.
Dropbox - Architecture and Business Prospective
In-depth analysis of how Dropbox works and how business' could benefit using it
Team members: Chiara Cilardo, Azzurra Maria Barausse
Dropbox it just works-case study solution
Dropbox was founded in 2007 by Drew Houston and Arash Ferdowsi to provide easy file sharing across devices. While entering a competitive market with established players like Mozy and Carbonite, Dropbox differentiated itself with local file storage and background syncing. After launching a beta version and using guerrilla marketing, Dropbox saw rapid growth. However, Houston faced challenges around user segmentation, funding, partnerships, and high customer acquisition costs. He considered creating separate products for power users and businesses to better monetize Dropbox's diverse user base.
Dropbox, presentation
Few but concise slides on how to effectively use this web 2.0 tool for advancing your business with less cost and maximum efficiency
Dropbox: Managing Innovation in the Networked Economy
This presentation explores the innovations which have led to the rapid growth of Dropbox and the various factors which make it a sustainable service.
DropBox: The Dropbox Users Love, with the Control that IT Needs
Dropbox for Business allows workers to access and share files across multiple devices. It has seen rapid growth, with 300 million users uploading 1 billion files per day. The Dropbox Partner Network allows partners to resell Dropbox for Business, and provides sales and technical support. Partners enjoy incentives for performance, and the program offers marketing assets, sales resources, and access to Dropbox experts to help partners succeed.
Recommended
Dropbox it just works case study analysis
Dropbox was founded in 2007 by Drew Houston as a file sharing and storage application that allows users to easily sync and access files across devices. It gained popularity through word-of-mouth and viral marketing. While Dropbox saw strong growth and many new users, Houston faced dilemmas around whether to segment users and how to balance adding new features while maintaining simplicity. Competitors like Mozy and Carbonite also posed challenges to Dropbox's business model and growth.
Dropbox for business
This document summarizes Dropbox for Business, a file sharing and storage solution. It notes that over half of employees now work from multiple devices and locations, requiring access to files from anywhere. Existing solutions do not support this new way of working. Dropbox for Business provides syncing and sharing capabilities across devices and platforms to enable collaboration. It offers security features like encryption and remote wiping. Admins have tools to control sharing and track usage. Dropbox for Business supports unlimited storage and file recovery with additional management and security features over the free Dropbox product.
Dropbox Case Study
Dropbox began in 2007 as a file sharing service created by Drew Houston to solve his problem of forgetting flash drives. It has now grown to over 500 million users and generates billions in revenue by offering cloud storage. While Dropbox was successful initially by offering a simple and fast cloud storage solution, it now faces challenges around retaining users and increasing revenue as competitors emerged and users' needs grew more complex.
Dropbox - Architecture and Business Prospective
In-depth analysis of how Dropbox works and how business' could benefit using it
Team members: Chiara Cilardo, Azzurra Maria Barausse
Dropbox it just works-case study solution
Dropbox was founded in 2007 by Drew Houston and Arash Ferdowsi to provide easy file sharing across devices. While entering a competitive market with established players like Mozy and Carbonite, Dropbox differentiated itself with local file storage and background syncing. After launching a beta version and using guerrilla marketing, Dropbox saw rapid growth. However, Houston faced challenges around user segmentation, funding, partnerships, and high customer acquisition costs. He considered creating separate products for power users and businesses to better monetize Dropbox's diverse user base.
Dropbox, presentation
Few but concise slides on how to effectively use this web 2.0 tool for advancing your business with less cost and maximum efficiency
Dropbox: Managing Innovation in the Networked Economy
This presentation explores the innovations which have led to the rapid growth of Dropbox and the various factors which make it a sustainable service.
DropBox: The Dropbox Users Love, with the Control that IT Needs
Dropbox for Business allows workers to access and share files across multiple devices. It has seen rapid growth, with 300 million users uploading 1 billion files per day. The Dropbox Partner Network allows partners to resell Dropbox for Business, and provides sales and technical support. Partners enjoy incentives for performance, and the program offers marketing assets, sales resources, and access to Dropbox experts to help partners succeed.
Freemium publishing - OECD case study. SSP 2013
Freemium publishing case study from the OECD. Presented at Society for Scholarly Publishers annual meeting, San Francisco, June 2013.
Dropbox
Dropbox is a cloud-based storage and file synchronization service that allows users to store files and share them across devices. It offers 2GB of free storage and seamlessly syncs files between computers and mobile devices. While other services offer similar functionality, Dropbox differentiates itself through its simplicity, cross-platform compatibility, and optional software download. As the market leader, Dropbox faces competition from other storage services but continues to expand its user base through mobile integration and accessibility across different platforms.
Goldner "Modeling Our Services to Meet Today's User Expectations"
Goldner "Modeling Our Services to Meet Today's User Expectations"National Information Standards Organization (NISO)
The document discusses new models for collaborative library resource sharing. It notes that traditional interlibrary loan continues to grow while direct consortial borrowing is dramatically increasing sharing. It also discusses how library services must be built around user workflows and expectations rather than the other way around. The expectations of today's information consumers emphasize simplicity, self-service, immediacy and the ability to access information from any source. New models for resource sharing should focus on desired user outcomes, learn from other successful information providers, and embrace continuous evolution to meet changing user needs.Public Computer Services At CPL
- A survey of Cleveland Public Library patrons found that the top requests were use of computers (32.4%), help with job searches (17.3%), and free internet access (30.6%). These were among the top 10 needs expressed by patrons.
- The library provides approximately 350 public access computers across its branches, with 88 additional computers to be provided by the Gates Foundation in 2010. Patrons can use computers for 2 hours per day.
- In addition to providing computer and internet access, the library offers classes and one-on-one assistance to help patrons learn software, set up email, search for jobs, access e-government services, and learn new technologies.
Public Computer Services At CPL
Information about the computer services for the public at Cleveland Public Library. Presented in August, 2009.
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Learn how to drive value within your organization through minimizing paper usage, paper transactions and not only going Green for the Environment but paving way for organizational sustainability through optimizing business processes.
Strategic Implications of XML for your Publishing Business
XML allows publishers to focus on content rather than design, extracting content from design to enable multi-format publishing across ebooks, print, and web. This positions publishers to take advantage of opportunities like licensing content by chapter, custom publishing, and discovering new revenue sources. While XML brings challenges like new processes and skills, it can help publishing become more agile, reduce costs, and improve return on investment through content reuse and additional formats.
Misceb search2014
This document discusses search, discovery, and productivity in the digital age. It notes that with hundreds of millions of emails and videos posted every day, a parallel digital universe has been created. Building a digital mirror of beliefs, motivations, and objectives is becoming a critical business challenge. It also discusses how search engines work, indexing the web, and making sense of the growing amount of online information.
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24TECHNOLOGYREVIEW.COMMIT TECHNOLOGY REVIEWVOL . 120 .docx
24
TECHNOLOGYREVIEW.COM
MIT TECHNOLOGY REVIEW
VOL . 120 | NO. 2
S
A
M
D
’O
R
A
Z
IO
Upfront
Eyeing a Dropbox IPO
Can the tech unicorn cash in on corporate users?
Of the big IPOs expected to occur this year,
Dropbox’s could be one of the most intrigu-
ing. When Dropbox last raised money, in
2014, it was valued at a hefty $10 billion.
But large investors such as Fidelity and T.
Rowe Price slashed the value of the Drop-
box shares on their books by as much as 50
percent in 2015. The key concern: could
a company whose free file storage service
is used by hundreds of millions of people
find enough paying customers to make a
great business?
Investors may be in for a pleasant sur-
prise. According to the company, sales
are now running at more than $1 billion
a year, up from around $400 million in
2014. That’s thanks in part to growing
sales of Dropbox Business, a souped-up
version of the free app that costs $150
per employee per year. The company has
been cash-flow positive since early 2016,
even as it has made heavy investments in
engineering, sales, and IT infrastructure.
Now CEO and cofounder Dre w
Houston is leading a new strategic charge.
In addition to selling utilities to keep dig-
ital files safe and accessible, Dropbox
intends to offer software that businesspeo-
ple use for hours each day to create con-
tent and get work done. “This is a mature,
very, very powerful software company,”
says Bryan Schreier, a partner with ven-
ture capital firm Sequoia Capital, which
was an early investor in the company.
That doesn’t mean Dropbox will live
up to that heady $10 billion valuation,
which even at the time was widely seen
as a sign of a bubble about to burst. Even
at an annualized revenue of $1 billion,
investors would need to think the com-
pany is worth 10 times its current sales
on the day it goes public. These days, the
average cloud software company trades
at just 4.7 times revenue, according to
Bessemer Venture Partners.
Still, Schreier and other investors
insist they are no longer worried about
MA17_upfront.indd 24 2/6/17 3:58 PM
25
TECHNOLOGYREVIEW.COM
MIT TECHNOLOGY REVIEW
VOL . 120 | NO. 2
Dropbox’s fundamental business model.
About 10 million new people start using
the free consumer product every month.
An increasing percentage of those users
sign up for the $100-a-year Pro version,
which offers more storage and sharing
features. Many of those Pro customers
use Dropbox at work, and once their
employers realize how popular it is, they
are more likely to step up to Dropbox
Business, which is designed for use by
teams rather than individuals. So far
more than 200,000 companies have
signed up for Dropbox Business, up from
50,000 in 2014. While most are small and
medium-sized companies, a few big com-
panies such as Expedia and News Corp.
have more than 10,000 seats.
A successful push into productivity
and collaboration software could give
corporate customers.
DropboxDigitalModelAngeloNortonFINALpdf
Dropbox is a cloud storage platform that allows users to upload, store, backup and share files across devices in a synchronized manner. It was founded in 2007 by Drew Houston and Arash Ferdowsi after Houston realized the need for cloud-based storage when he left his USB drive on a bus. Dropbox uses a freemium model, offering limited free storage and paid plans with more storage. It faces strong competition from other cloud storage providers but has maintained popularity through community features like a referral program and forums where users can help each other.
Drop box case study analysis
Dropbox is a cloud storage startup founded in 2007 by Drew Houston and Arash Ferdowsi. By 2010, Dropbox had raised $257 million in capital and had 4 million users. Houston faced strategic decisions around product segmentation, targeting enterprise customers, and distribution deals. Key issues included whether to offer multiple products, integrate with other folders, determine business vs personal use, improve analytics, and partner with security firms. The case analyzes Dropbox's history and challenges.
Final IDC report - The Business Value of Dropbox for Business
Dropbox for Business provides increased productivity and revenue benefits for organizations. It improves collaboration and file access for mobile and remote employees. Users save an average of 2.1% of their time previously spent on document management. This translates to annual benefits of $261,200 per 100 users, including $163,100 from improved productivity and $84,300 from other gains. IT staff also realize productivity increases worth $43,600 annually from reduced administrative tasks. Organizations lower infrastructure costs by $11,600 per 100 users through reduced data storage and shipping needs. Overall, organizations see average annual benefits of $316,400 per 100 Dropbox for Business users.
Dropbox - stratigies and business policies
Dropbox is a cloud storage and file synchronization service that was founded in 2007. It allows users to create a special folder on their computer that automatically syncs and saves files to the Dropbox cloud storage. This allows users to access their files from any device with the Dropbox app installed. Dropbox uses a freemium model, offering 2GB of free storage while also offering paid tiers with more storage. It grew rapidly through word of mouth promotion without any advertising. Dropbox prioritized building a simple, elegant product that "just works" over traditional marketing and business practices.
12BOBA03_QuocHung-PhiLinh-LanAnh-ThanhHuyen-GiaTung-ThuTrang_ServiceProvider_...
Dropbox is a cloud storage and file sharing service that was founded in 2007. It allows users to store files and access them from any device with the Dropbox app installed. Dropbox makes money through a freemium model, offering basic storage for free and charging for upgraded storage plans. It has over 500 million users across both personal and business accounts. Dropbox gained popularity through its intuitive interface, easy signup process, and viral sharing features. While it faces competition from services like Google Drive and Box, Dropbox has maintained growth through its focus on usability and cross-platform compatibility.
Online brand (navmeet)
Dropbox is an online file hosting service that was started in 2007 by two MIT students. It allows users to save files on Dropbox's cloud server and access them from any device. Dropbox has over 200 million users worldwide and offers features like automatic syncing, file sharing, and version history. The service sees strong growth through its referral program that rewards users for signing up new members. While Dropbox has been successful through online advertising and word-of-mouth promotion, the document suggests it could target additional demographics and languages to reach a broader global audience.
Dropbox S1 Analysis
Dropbox has grown significantly since its founding in 2007, now with over 500 million registered users and 11 million paying users. It generates over $1.1 billion in annual revenue through a freemium model where the majority of revenue comes from self-serve channels. Dropbox has invested heavily in research and development, with over 600 patents issued, to build secure infrastructure and products like Paper that foster collaboration. Their focus on product experience and viral growth has led to high retention rates among user cohorts over time.
Case study ~dropbox
Dropbox is a cloud storage service that allows users to store and sync files across multiple devices. Founded in 2007, Dropbox now has over 500 million registered users and is the second largest cloud storage provider behind Google Drive. Dropbox's success is due to its early focus on usability, integration with other apps, and ability to keep documents accessible on all devices. It has expanded its offerings over time to include premium business plans, file sharing features, and apps tailored for work environments.
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Dropbox is a cloud-based storage and file synchronization service that allows users to store files and share them across devices. It offers 2GB of free storage and seamlessly syncs files between computers and mobile devices. While other services offer similar functionality, Dropbox differentiates itself through its simplicity, cross-platform compatibility, and optional software download. As the market leader, Dropbox faces competition from other storage services but continues to expand its user base through mobile integration and accessibility across different platforms.
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The document discusses new models for collaborative library resource sharing. It notes that traditional interlibrary loan continues to grow while direct consortial borrowing is dramatically increasing sharing. It also discusses how library services must be built around user workflows and expectations rather than the other way around. The expectations of today's information consumers emphasize simplicity, self-service, immediacy and the ability to access information from any source. New models for resource sharing should focus on desired user outcomes, learn from other successful information providers, and embrace continuous evolution to meet changing user needs.Public Computer Services At CPL
- A survey of Cleveland Public Library patrons found that the top requests were use of computers (32.4%), help with job searches (17.3%), and free internet access (30.6%). These were among the top 10 needs expressed by patrons.
- The library provides approximately 350 public access computers across its branches, with 88 additional computers to be provided by the Gates Foundation in 2010. Patrons can use computers for 2 hours per day.
- In addition to providing computer and internet access, the library offers classes and one-on-one assistance to help patrons learn software, set up email, search for jobs, access e-government services, and learn new technologies.
Public Computer Services At CPL
Information about the computer services for the public at Cleveland Public Library. Presented in August, 2009.
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Accellis Technology Group is a specialized IT services company providing managed IT services, cybersecurity and risk management, software consulting, and application development and integration. They target small to mid-sized firms between 5-250 users in verticals like legal, financial, and non-profits. The company has 22 employees in its Ohio office and addresses common problems with email overload, document sharing and review, and proposes chat, coauthoring, and shared platforms like SharePoint and Teams as solutions.
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XML allows publishers to focus on content rather than design, extracting content from design to enable multi-format publishing across ebooks, print, and web. This positions publishers to take advantage of opportunities like licensing content by chapter, custom publishing, and discovering new revenue sources. While XML brings challenges like new processes and skills, it can help publishing become more agile, reduce costs, and improve return on investment through content reuse and additional formats.
Misceb search2014
This document discusses search, discovery, and productivity in the digital age. It notes that with hundreds of millions of emails and videos posted every day, a parallel digital universe has been created. Building a digital mirror of beliefs, motivations, and objectives is becoming a critical business challenge. It also discusses how search engines work, indexing the web, and making sense of the growing amount of online information.
Estrat search
The document discusses search technologies and how they can be used to improve apprenticeship programs. It covers topics like leveraging organizational processes, delivering services, and fostering networks and relationships through emerging interactions and search technologies. The document also provides statistics on the size of the internet and data handled by major tech companies daily. It discusses the goals of search engines to understand users' intent and return exactly what they want.
G.ho.st Cloud Computing Paperless Office
G.ho.st is a free web-based operating system that allows users to access a virtual computer from any device with an internet browser. It provides 5GB of storage, email, office applications and more without requiring any software downloads. G.ho.st aims to make computing available to everyone by hosting all applications and files online through a collaborative model. It was founded in 2006 by a Palestinian-Israeli team to provide a computing platform that transcends physical boundaries.
Trendstechnology
Recent technological trends bear watching, particularly in light of Hurricane Sandy; among them are cloud services, telecommunicating, disaster recovery, along with a whole host of others
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The document discusses the evolution of the web over the next 10 years. An estimated 5.6 billion more people will go online, primarily using smartphones and tablets rather than PCs. This will result in a massive increase in the amount of user data being generated and collected online. While this data brings benefits, it also poses major risks regarding privacy, surveillance, and who controls the data. The document argues that the open web platform is crucial for enabling innovation while empowering users and ensuring transparency around how data is collected and used.
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Similar to Dropbox
24TECHNOLOGYREVIEW.COMMIT TECHNOLOGY REVIEWVOL . 120 .docx
24
TECHNOLOGYREVIEW.COM
MIT TECHNOLOGY REVIEW
VOL . 120 | NO. 2
S
A
M
D
’O
R
A
Z
IO
Upfront
Eyeing a Dropbox IPO
Can the tech unicorn cash in on corporate users?
Of the big IPOs expected to occur this year,
Dropbox’s could be one of the most intrigu-
ing. When Dropbox last raised money, in
2014, it was valued at a hefty $10 billion.
But large investors such as Fidelity and T.
Rowe Price slashed the value of the Drop-
box shares on their books by as much as 50
percent in 2015. The key concern: could
a company whose free file storage service
is used by hundreds of millions of people
find enough paying customers to make a
great business?
Investors may be in for a pleasant sur-
prise. According to the company, sales
are now running at more than $1 billion
a year, up from around $400 million in
2014. That’s thanks in part to growing
sales of Dropbox Business, a souped-up
version of the free app that costs $150
per employee per year. The company has
been cash-flow positive since early 2016,
even as it has made heavy investments in
engineering, sales, and IT infrastructure.
Now CEO and cofounder Dre w
Houston is leading a new strategic charge.
In addition to selling utilities to keep dig-
ital files safe and accessible, Dropbox
intends to offer software that businesspeo-
ple use for hours each day to create con-
tent and get work done. “This is a mature,
very, very powerful software company,”
says Bryan Schreier, a partner with ven-
ture capital firm Sequoia Capital, which
was an early investor in the company.
That doesn’t mean Dropbox will live
up to that heady $10 billion valuation,
which even at the time was widely seen
as a sign of a bubble about to burst. Even
at an annualized revenue of $1 billion,
investors would need to think the com-
pany is worth 10 times its current sales
on the day it goes public. These days, the
average cloud software company trades
at just 4.7 times revenue, according to
Bessemer Venture Partners.
Still, Schreier and other investors
insist they are no longer worried about
MA17_upfront.indd 24 2/6/17 3:58 PM
25
TECHNOLOGYREVIEW.COM
MIT TECHNOLOGY REVIEW
VOL . 120 | NO. 2
Dropbox’s fundamental business model.
About 10 million new people start using
the free consumer product every month.
An increasing percentage of those users
sign up for the $100-a-year Pro version,
which offers more storage and sharing
features. Many of those Pro customers
use Dropbox at work, and once their
employers realize how popular it is, they
are more likely to step up to Dropbox
Business, which is designed for use by
teams rather than individuals. So far
more than 200,000 companies have
signed up for Dropbox Business, up from
50,000 in 2014. While most are small and
medium-sized companies, a few big com-
panies such as Expedia and News Corp.
have more than 10,000 seats.
A successful push into productivity
and collaboration software could give
corporate customers.
DropboxDigitalModelAngeloNortonFINALpdf
Dropbox is a cloud storage platform that allows users to upload, store, backup and share files across devices in a synchronized manner. It was founded in 2007 by Drew Houston and Arash Ferdowsi after Houston realized the need for cloud-based storage when he left his USB drive on a bus. Dropbox uses a freemium model, offering limited free storage and paid plans with more storage. It faces strong competition from other cloud storage providers but has maintained popularity through community features like a referral program and forums where users can help each other.
Drop box case study analysis
Dropbox is a cloud storage startup founded in 2007 by Drew Houston and Arash Ferdowsi. By 2010, Dropbox had raised $257 million in capital and had 4 million users. Houston faced strategic decisions around product segmentation, targeting enterprise customers, and distribution deals. Key issues included whether to offer multiple products, integrate with other folders, determine business vs personal use, improve analytics, and partner with security firms. The case analyzes Dropbox's history and challenges.
Final IDC report - The Business Value of Dropbox for Business
Dropbox for Business provides increased productivity and revenue benefits for organizations. It improves collaboration and file access for mobile and remote employees. Users save an average of 2.1% of their time previously spent on document management. This translates to annual benefits of $261,200 per 100 users, including $163,100 from improved productivity and $84,300 from other gains. IT staff also realize productivity increases worth $43,600 annually from reduced administrative tasks. Organizations lower infrastructure costs by $11,600 per 100 users through reduced data storage and shipping needs. Overall, organizations see average annual benefits of $316,400 per 100 Dropbox for Business users.
Dropbox - stratigies and business policies
Dropbox is a cloud storage and file synchronization service that was founded in 2007. It allows users to create a special folder on their computer that automatically syncs and saves files to the Dropbox cloud storage. This allows users to access their files from any device with the Dropbox app installed. Dropbox uses a freemium model, offering 2GB of free storage while also offering paid tiers with more storage. It grew rapidly through word of mouth promotion without any advertising. Dropbox prioritized building a simple, elegant product that "just works" over traditional marketing and business practices.
12BOBA03_QuocHung-PhiLinh-LanAnh-ThanhHuyen-GiaTung-ThuTrang_ServiceProvider_...
Dropbox is a cloud storage and file sharing service that was founded in 2007. It allows users to store files and access them from any device with the Dropbox app installed. Dropbox makes money through a freemium model, offering basic storage for free and charging for upgraded storage plans. It has over 500 million users across both personal and business accounts. Dropbox gained popularity through its intuitive interface, easy signup process, and viral sharing features. While it faces competition from services like Google Drive and Box, Dropbox has maintained growth through its focus on usability and cross-platform compatibility.
Online brand (navmeet)
Dropbox is an online file hosting service that was started in 2007 by two MIT students. It allows users to save files on Dropbox's cloud server and access them from any device. Dropbox has over 200 million users worldwide and offers features like automatic syncing, file sharing, and version history. The service sees strong growth through its referral program that rewards users for signing up new members. While Dropbox has been successful through online advertising and word-of-mouth promotion, the document suggests it could target additional demographics and languages to reach a broader global audience.
Dropbox S1 Analysis
Dropbox has grown significantly since its founding in 2007, now with over 500 million registered users and 11 million paying users. It generates over $1.1 billion in annual revenue through a freemium model where the majority of revenue comes from self-serve channels. Dropbox has invested heavily in research and development, with over 600 patents issued, to build secure infrastructure and products like Paper that foster collaboration. Their focus on product experience and viral growth has led to high retention rates among user cohorts over time.
Case study ~dropbox
Dropbox is a cloud storage service that allows users to store and sync files across multiple devices. Founded in 2007, Dropbox now has over 500 million registered users and is the second largest cloud storage provider behind Google Drive. Dropbox's success is due to its early focus on usability, integration with other apps, and ability to keep documents accessible on all devices. It has expanded its offerings over time to include premium business plans, file sharing features, and apps tailored for work environments.
DROPBOXCASE E-471DATE 051513This doc.docx
DROPBOX
CASE: E-471
DATE: 05/15/13
This document is authorized for use only by Andres Suarez in ENT 6006 Fall 2019 taught by Alexander Settles, University of Florida from Aug 2019 to Dec 2019.
There is something about this product which is not in your face and that has made people feel like it’s magic. And it’s all the little details. It’s the details of how you treat people from the time they join from the time they move on. It’s the rate at which you send them e-mail. It’s how you deliver customer service. It’s the 50 little things that you do really well, and when you add it all up, you get love – the kind of love that gets people energized and gets them to pick up the phone and call their mom to chat about it. And if you screw any of those components up, or you start compromising on certain ones, that’s when you start losing the magic, and the magic is really what makes the whole thing tick.
—Sujay Jaswa, Vice President of Business, Dropbox
INTRODUCTION
It was the fall of 2012, and Sujay Jaswa—Dropbox’s Vice President of Business Development and Sales—surveyed the company’s 87,000 square foot San Francisco headquarters from its brand- new, in-house cafeteria. Dropbox—the ‘freemium’ data storage and data sharing SaaS startup that enables consumers and businesses to conveniently retrieve data stored in the cloud from anywhere and on any device they choose—was the tech darling of the moment. Its facilities and $250 million in venture financing to date, at a rumored $4 billion valuation, emphasized such.
Drew Houston and Arash Ferdowsi—Dropbox’s CEO and CTO respectively—founded the company in 2007 and formally launched its first product offering in 2008. Even in an industry marked by rapid growth, Dropbox’s progress had been remarkable. Over the past two years, Dropbox had grown from 4 million users to over 100 million users, and was now adding customers at a rate of one per second and saving over 1 billion files daily on the service (see Exhibit 1).
After receiving an MBA from Harvard in 2008, followed by two years at the prominent Silicon Valley venture capital firm New Enterprise Associates, Jaswa joined Dropbox in 2010 as its first formal business hire, tasked with creating and leading the company’s business development,
Justin Randolph (MBA ’12) and Professors Jim Lattin and Peter Levine prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
This case was made possible by the generous support of Bruce and Elizabeth Dunlevie.
Copyright © 2013 by the Board of Trustees of the Leland Stanford Junior University. Publicly available cases are distributed through Harvard Business Publishing at hbsp.harvard.edu and European Case Clearing House at ecch.com. Please contact them to order copies and request permission to reproduce materials. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or ...
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一.毕业证【微信：176555708】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微信：176555708】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分→ 【关于价格问题（保证一手价格）
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
学历顾问：微信：176555708
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Unlocking the full potential of Google Analytics is crucial for understanding and optimizing your website’s performance. This guide dives deep into the essential aspects of Google Analytics, from analyzing traffic sources to understanding user demographics and tracking user engagement.
Traffic Sources Analysis:
Discover where your website traffic originates. By examining the Acquisition section, you can identify whether visitors come from organic search, paid campaigns, direct visits, social media, or referral links. This knowledge helps in refining marketing strategies and optimizing resource allocation.
User Demographics Insights:
Gain a comprehensive view of your audience by exploring demographic data in the Audience section. Understand age, gender, and interests to tailor your marketing strategies effectively. Leverage this information to create personalized content and improve user engagement and conversion rates.
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Learn how to measure user interaction with your site through key metrics like bounce rate, average session duration, and pages per session. Enhance user experience by analyzing engagement metrics and implementing strategies to keep visitors engaged.
Conversion Rate Optimization:
Understand the importance of conversion rates and how to track them using Google Analytics. Set up Goals, analyze conversion funnels, segment your audience, and employ A/B testing to optimize your website for higher conversions. Utilize ecommerce tracking and multi-channel funnels for a detailed view of your sales performance and marketing channel contributions.
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Create custom reports and dashboards to visualize and interpret data relevant to your business goals. Use advanced filters, segments, and visualization options to gain deeper insights. Incorporate custom dimensions and metrics for tailored data analysis. Integrate external data sources to enrich your analytics and make well-informed decisions.
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The product workshop focused on exploring the requirements of Generation Z in relation to marketplace dynamics. We delved into their specific needs, examined the specifics in their shopping preferences, and analyzed their preferred methods for accessing information and making purchases within a marketplace. Through the study of real-life cases , we tried to gain valuable insights into enhancing the marketplace experience for Generation Z.
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7完成交易删除客户资料
高精端提供以下服务：
一：新西兰林肯大学新西兰林肯大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信176555708）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。
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制作原版1:1(Monash毕业证)莫纳什大学毕业证成绩单办理假
退学买莫纳什大学毕业证>【微信176555708】办理莫纳什大学毕业证成绩单【微信176555708】Monash毕业证成绩单Monash学历证书Monash文凭【Monash毕业套号文凭网认证莫纳什大学毕业证成绩单】【哪里买莫纳什大学毕业证文凭Monash成绩学校快递邮寄信封】【开版莫纳什大学文凭】Monash留信认证本科硕士学历认证1:1完美还原海外各大学毕业材料上的工艺：水印阴影底纹钢印LOGO烫金烫银LOGO烫金烫银复合重叠。文字图案浮雕激光镭射紫外荧光温感复印防伪。
可办理以下真实莫纳什大学存档留学生信息存档认证：
1莫纳什大学真实留信网认证（网上可查永久存档无风险百分百成功入库）；
2真实教育部认证（留服）等一切高仿或者真实可查认证服务（暂时不可办理）；
3购买英美真实学籍（不用正常就读直接出学历）；
4英美一年硕士保毕业证项目（保录取学校挂名不用正常就读保毕业）
留学本科/硕士毕业证书成绩单制作流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询莫纳什大学莫纳什大学毕业证offer）；
2开始安排制作莫纳什大学毕业证成绩单电子图；
3莫纳什大学毕业证成绩单电子版做好以后发送给您确认；
4莫纳什大学毕业证成绩单电子版您确认信息无误之后安排制作成品；
5莫纳什大学成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
— — — — — — — — — — — 《文凭顾问微信：176555708》
制作毕业证书(ANU毕业证)莫纳什大学毕业证成绩单官方原版办理
在线办理莫纳什大学毕业证【微信：176555708】(ANU毕业证书)成绩单学位证【微信：176555708】，留信认证（真实可查，永久存档）纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。#一整套莫纳什大学文凭证件办理#—包含莫纳什大学莫纳什大学毕业证文凭证书学历认证|使馆认证|归国人员证明|教育部认证|留信网认证永远存档教育部学历学位认证查询办理国外文凭国外学历学位认证#我们提供全套办理服务。
一整套留学文凭证件服务：
一：莫纳什大学莫纳什大学毕业证文凭证书毕业证 #成绩单等全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站永久可查
四：留信认证留学生信息网站永久可查
国外毕业证学位证成绩单办理方法：
1客户提供办理莫纳什大学莫纳什大学毕业证文凭证书信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
教育部文凭学历认证认证的用途：
如果您计划在国内发展那么办理国内教育部认证是必不可少的。事业性用人单位如银行国企公务员在您应聘时都会需要您提供这个认证。其他私营 #外企企业无需提供！办理教育部认证所需资料众多且烦琐所有材料您都必须提供原件我们凭借丰富的经验帮您快速整合材料让您少走弯路。
实体公司专业为您服务如有需要请联系我: 微信176555708
留学学历(UoA毕业证)奥克兰大学毕业证成绩单官方原版办理
制做办理奥克兰大学学历证书＜176555708微信＞【毕业证明信-推荐信做学费单＞【微信176555708】【制作UoA毕业证文凭认证奥克兰大学毕业证成绩单购买】【UoA毕业证书】{奥克兰大学文凭购买}】成绩单，录取通知书，Offer，在读证明，雅思托福成绩单，真实大使馆教育部认证，回国人员证明，＞【制作UoA毕业证文凭认证奥克兰大学毕业证成绩单购买】【UoA毕业证书】{奥克兰大学文凭购买}留信网认证。
奥克兰大学学历证书＜微信176555708（一对一服务包括毕业院长签字,专业课程,学位类型,专业或教育领域,以及毕业日期.不要忽视这些细节.这两份文件同样重要!毕业证成绩单文凭留信网学历认证！）[留学文凭学历认证(留信认证使馆认证)奥克兰大学毕业证成绩单毕业证证书大学Offer请假条成绩单语言证书国际回国人员证明高仿教育部认证申请学校等一切高仿或者真实可查认证服务。
多年留学服务公司,拥有海外样板无数能完美1:1还原海外各国大学degreeDiplomaTranscripts等毕业材料。海外大学毕业材料都有哪些工艺呢？工艺难度主要由：烫金.钢印.底纹.水印.防伪光标.热敏防伪等等组成。而且我们每天都在更新海外文凭的样板以求所有同学都能享受到完美的品质服务。
国外毕业证学位证成绩单办理方法：
1客户提供办理奥克兰大学奥克兰大学硕士毕业证成绩单信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
— — — — 我们是挂科和未毕业同学们的福音我们是实体公司精益求精的工艺！ — — — -
一真实留信认证的作用(私企外企荣誉的见证):
1：该专业认证可证明留学生真实留学身份同时对留学生所学专业等级给予评定。
2：国家专业人才认证中心颁发入库证书这个入网证书并且可以归档到地方。
3：凡是获得留信网入网的信息将会逐步更新到个人身份内将在公安部网内查询个人身份证信息后同步读取人才网入库信息。
4：个人职称评审加20分个人信誉贷款加10分。
5：在国家人才网主办的全国网络招聘大会中纳入资料供国家500强等高端企业选择人才。
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办理新西兰奥克兰大学毕业证学位证书范本原版一模一样
原版一模一样【微信：741003700 】【新西兰奥克兰大学毕业证学位证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Discover the benefits of outsourcing SEO to India
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Should Repositories Participate in the Fediverse?
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留学挂科(UofM毕业证)明尼苏达大学毕业证成绩单复刻办理
精仿办理明尼苏达大学学历证书＜176555708微信＞【毕业证明信-推荐信做学费单＞【微信176555708】【制作UofM毕业证文凭认证明尼苏达大学毕业证成绩单购买】【UofM毕业证书】{明尼苏达大学文凭购买}】成绩单，录取通知书，Offer，在读证明，雅思托福成绩单，真实大使馆教育部认证，回国人员证明，＞【制作UofM毕业证文凭认证明尼苏达大学毕业证成绩单购买】【UofM毕业证书】{明尼苏达大学文凭购买}留信网认证。
明尼苏达大学学历证书＜微信176555708（一对一服务包括毕业院长签字,专业课程,学位类型,专业或教育领域,以及毕业日期.不要忽视这些细节.这两份文件同样重要!毕业证成绩单文凭留信网学历认证！）（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
◆◆◆◆◆ — — — — — — — — 【留学教育】留学归国服务中心 — — — — — -◆◆◆◆◆
【主营项目】
一.毕业证【微信：176555708】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微信：176555708】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分→ 【关于价格问题（保证一手价格）
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
学历顾问：微信：176555708
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Dropbox
- 2. Improvements and further plans Failures and problems Competitions General capabilities and details of Dropbox Ecosystem in the company Market environment before Dropbox and the idea of it History of creation OVERVIEW
- 3. What is a Dropbox ? • Web-based file hosting service • Store and share files and folders with others across the Internet using file synchronization.
- 4. • Founded by MIT graduates in 2007 Arash Ferdowsi Drew Houston • Launched in 2008 • Today more than 600 million of users • Founder and CEOs: Drew Houston and Arash Ferdowsi
- 5. 2011 2013 OVER 200 MILLION REGISTERED USERS 2015 400 MILLION REGISTERED USERS 2017 500 MILLION REGISTERED USERS 2020 600+ MILLION REGISTERED USERS 25 MILLION REGISTERED USERS Number of registered users from 2011 to 2020
- 6. • Initial funding from seed accelerator Y Combinator. • Dropbox has been ranked as one of the most valuable startups in the US and the world, with a valuation of over US$10 billion, and it has been described as one of Y Combinator's most successful investments to date.
- 7. The reasons why a need for Dropbox appeared • The conventional ways of data sharing were unreliable; • Transferring data was time consuming; • Lack of efficiency, no option was available for working upon one document by two or more workers at the same time; • Lack of security;
- 8. • consumers stored and transferred files offline via USB devices and hard drives. • Online solutions such as file sending websites (yousendit.com), emailing attachments to oneself. • These products served some niche enterprise and tech-savvy audiences but had limited appeal to individual consumers. Prior to Dropbox
- 9. Goodwater’s sentiment analysis illustrates consumer appreciation for Dropbox’s product experience: its users love that it is “easy to use”, “super useful”, and “never has issues”.
- 10. Growth Strategy • No Advertisement • Referral Program
- 11. Growth Strategy Dropquest & Space Race
- 12. Ecosystem in the company
- 17. SALES DEPARTMENT
- 18. Dropbox has 2,323 employees and is ranked 9th among it's top 10 competitors according to owler.com 91% of employees at Dropbox say it is a great place to work compared to 59% of employees at a typical U.S.- based company.
- 19. Competetitors
- 20. COMPETİTİON
- 21. 600 million registered users 14.3 million paid subscribers Box has 70.6 million registered users and approximately 13.4 million paying customers The difference between Dropbox and Box is that the former offers 2 GB of free space.
- 23. • Web Access • Privacy&Security • Online Backup • File sharing • Mobile Device Access • File Sync
- 24. “Simplicity is the ultimate sophistication.” — Leonardo da Vinci.
- 25. • In Silicon Valley it is said failure is a badge of honour - and practically a prerequisite for success. • Initially investors were lukewarm - as there were many other cloud- based storage solutions.
- 26. "Make something people want. That sounds so obvious, but when you look at why companies fail it's normally because they don't have enough customers.“ "One misconception is that entrepreneurs love risk. Actually we all want things to go as we expect. What you need is a blind optimism and a tolerance for uncertainty."
- 27. The worst outcome for a startup is not failure — its mediocrity.
- 28. Lack of security, lack of communication Now let's check the Top 8 Dropbox problems below. • Dropbox Not Syncing. • Dropbox Website Goes Down. • Dropbox Files Missing. • Dropbox Errors. • Dropbox Failed to Uninstall. • Dropbox Not Working. • Fail to Login to Dropbox. • Constant Crashes.
- 29. The company plans to share more about its new product roadmaps in the second half of the year. In the meantime, Dropbox is landing deals that it expects will pay off for years. For instance, the company is making education an area of focus. In Q2, Dropbox brought on the University of Michigan as a new customer, in one of its largest educational deals to date. It's a cross-campus deployment, meaning that both for students and faculty will use Dropbox
- 31. Future Challanges • Lots of company are doing the “Same Thing” • How to attract new users? • Develop Dropbox for Business