A CEO gushing about his own product does not impress, but some of the figures tied to Dropbox’s growth do. Each day, Dropbox customers store 1 billion files. The company more or less has to help duplicate a digital version of the Library of Congress every day. By comparison, Twitter has about 140 million people issuing 500 million or so tweets on a daily basis. “But at Dropbox, it’s not 140-character snippets,” says Houston. “It’s your tax returns and your most important stuff.”
Since the start of 2012, Dropbox’s staff has grown from 90 people to 250. The company has concentrated on the consumer market. The idea is to get people using the service and then sit back and watch as they install Dropbox on work computers. The strategy has allowed Dropbox to avoid hiring tons of salespeople to sell nervous chief information officers on the wonders of cloud computing. In the coming year, Houston expects some of this to change as Dropbox looks to bulk-up its sales staff and release new products that are meant to cater to businesses’ security and software concerns.
The company has made a huge mistake by not offering business-friendly features fast enough. Obviously, it’s not a big mistake, given the company’s success, but they could have owned the enterprise online file storage and syncing market as well.