Andrew Houston Dropbox Case Study

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Drew Houston, DROPBOX

Andrew W. Houston, or Drew Houston, who was born in 1983 in Massachusetts, is an American entrepreneur best known as the Dropbox co-founder and CEO. He attended Massachusetts Institute of Technology where he met Arash Ferdowsi, who would later be the co-founder of Dropbox, and graduated with a Degree in Computer Science. Formerly worked in other several projects such as Hubspo, Bit9, and Accolade, he finally started Dropbox in January 2007 (Nomes, 2013). According to Forbes (2015), Drew Houston’s real time net worth in 5 March 2015 is 1.3 billion US Dollars, which his company’s latest round of funding value is around 10 billion US Dollars. BACKGROUND OVERVIEW
Difficult situations frequently stimulate brilliant
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Knowledge on how to manufacture invention regarding the need however, grasp valuable role. As well as the significance of creating solutions that are suitable to the desire of the customers. Therefore, in the area of entrepreneurship, the discipline of innovation is a diagnostic discipline. An analytical diagnosis in the territories of change, that frequently provides entrepreneurial opportunities. (Drucker, 1985, p.31)
Schumpeter (1934 cited Sexton and Landstrom 2000, p.xx) stated that entrepreneurs introduce innovations to break the economic system of supply and demand equilibrium in the form of new products, new methods of production or new markets. Dropbox breaks the harmonic relationship between the demand of data transfer and mobility with supply of physical storage devices, and transforms it into free online storage service. Combined with quality features and its convenience, Dropbox definitely fill the insufficiency of physical storage devices mobility.
To compete with other online storage services, Dropbox is required to achieve strategic competitiveness. According to Hitt, Ireland, and Hoskisson (2012, p.4), strategic competitiveness was defined as a result accomplished when a firm successfully formulates and actualize a value-creating strategy that unable to be imitated, or is too excessive to duplicate, in the short-run by another

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