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Dropbox is a file hosting service operated by

the American company Dropbox, Inc., that


offers cloud storage, file synchronization,
personal cloud, and client software.

Reasons behind the success is

1)They are the pioneers in file synchronization and sharing


2)They have easy to use client interface anyone can use it
3)Affordable, ever upgrading, fast and reliable Affordable price
4)A complete solution for all size of businesses

Dropbox now has more than 200 million users due to its succesfull
techniques.

Dropbox, with 100+ million users, has become a case study in startup
success.

CONCEPT :
Dropbox brings files together in one central place by creating a special
folder on the user's computer. The contents of these folders are
synchronized to Dropbox's servers and to other computers and devices
where the user has installed Dropbox, keeping the same files up-to-date on
all devices.

TECHNOLOGY :
The Dropbox software enables users to drop any file into a designated
folder. The file is then automatically uploaded to Dropbox's cloud-based
service and made available to any other of the user's computers and
devices that also have the Dropbox software installed, keeping the file up-
to-date on all systems. When a file in a user's Dropbox folder is changed,
Dropbox only uploads the pieces of the file that have been changed,
whenever possible.
Dropbox solved the design and engineering problems in
an elegant fashion. They secured funding and saw an
opportunity for mainstream success.

PROBLEMS WITH DROPBOX :


Dropbox was very difficult to explain.

SOLUTION :
This is where Dropbox found a solution. In 2009, Dropbox approach
Common Craft about creating an explainer video.

Why did it work?

The video worked because it was designed to be an explanation. Its


content is not about features, marketing buzz or technical superiority.

Dropbox's success can't be solely attributed to this video. The company


was also smart about finding a way to put the video in front of a specific
audience and target it toward their needs.

Dropbox is just one example of companies that are seeing the potential
to think differently about how they communicate.

CORE SUCCESS ELEMENT :

The core success element of dropbox is making things easier to


their customers.
Grockit was an online social learning
game company. Grockit prepared
students for the SAT, ACT, GMAT,
LSAT and GRE standardized exams.
Students took practice tests while
collaborating online with other users.
Grockit was founded in 2006 by
Farbood Nivi, and in 2013 was
acquired by Kaplan, Inc. As of
September 2016, the company ceased
stand-alone operations.

Grockit was a live online multiplayer game providing test prep.


It offered interactive play with other people studying for the
same test. It worked to integrate elements of artificial
intelligence with its services to adapt to students' unique needs.
Grockit believed that people learn better through peer-to-peer
situations instead of teacherto-student.

PROBLEM FACED BY GROCKIT

Grockit was a hot startup: game-changing idea implemented via


fast Ruby on Rails back-end.

The only problem — how to communicate their unique value


proposition to new customers?
COMMUNICATIVE VALUE WITH SIMPLICITY

DesignCaffeine engaged the company founders through two rounds of


conceptual storyboarding, brainstorming and wireframing. The result
was a truly compelling experience of the Grockit Games.

SOLUTION

New social features and a new IA for the welcome pages completed the
vision that communicated Grockit’s unique elearning value proposition
and reflected the dynamic, collaborative and social nature of the site.

The new IA
for the
welcome
which solved
the problem
of complex
interface.

CORE SUCCESS ELEMENT :

The user interface was able to project their idea which was not
able earlier. Changing the layout showed great signs of progress.
IMVU Inc., is an online
metaverse and social network.
IMVU was founded in 2004 and
was originally backed by venture
investors Menlo Ventures,
AllegisCyber Capital,
Bridgescale Partners, and Best
Buy Capital.

IMVU members use 3D avatars to meet new people, chat,


create, and play games. IMVU had over four million active users
in 2014. Current number of active players are 6M+,and currently
the site has the largest virtual goods catalog of more than 40
million items. The business was previously located in Mountain
View, California. It was also known as one of the leading
practitioners of the lean startup approach.

CASE STUDY ON IMVU

IMVU contains its own economy with a currency system based


on IMVU "credits" and "promo credits". A third form of
currency also existed for creators, known as "developer tokens",
which were earned when a user purchases an item with "promo-
credits".
Many IMVU users are content creators, creating and selling products in the IMVU
catalog. Users also devoted time to customizing their individual homepages,
setting up public and private rooms, creating and participating in user groups
(similar to forums but personalized via the owner), and participating in the
Community forums. Additionally, there are numerous user-produced third-party
websites providing additional forums and resources to the IMVU community.
IMVU users are also able to conduct peer review on virtual products waiting to be
submitted into the IMVU catalog, with a reward of 10 promo-credits per product
review.

PROBLEM :
The problem with imvu was initally a web first platform with a
successful desktop app.

SOLUTION :
By offering a cross-platform experience, user engagement increased
substantially as did our retention of desktop users, who quickly moved to
mobile. We were also able to unlock an entirely new growth channel
opportunity by reaching users directly on mobile who had never used our
desktop platform.

CORE SUCCESS ELEMENT:


Cross platform interface enabled most of the people to access imvu which
is the reason behind its success.
Aardvark was a social search service that connected users live with friends
or friends-offriends who were able to answer their questions, also known as
a knowledge market. Users submitted questions via the Aardvark website,
email or instant messenger and Aardvark identified and facilitated a live
chat or email conversation with one or more topic experts in the 'askers'
extended social network.

The goal of the application was to connect users of the service to their
friends or friends-of-friends who could answer a question the user had.
When a user submitted a question, Aardvark would start up a conversation
or a live chat with a person from his or her social network who would be
most capable of answering the question.
CASE STUDY OF AARDVARK

Aardvark was used for asking subjective questions for which


human judgment or recommendation was desired. It was also
used extensively for technical support questions. Users could
also review question and answer history and other settings on
the Aardvark website. Google acquired Aardvark for $50
million on February 11, 2010.In September 2011, Google
announced it would discontinue a number of its products,
including Aardvark.

CORE SUCCESS ELEMENT :

The initial prototypes were highly centered around testing user interaction
and confirming a need for the product. Before the platform became
automated, all of the search query management was done manually by a
human. This provided the team with a clear way of testing assumptions and
at the same time minimizing risk by keeping the platform simple and
focused on its main goals.

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