1.
Building for the Enterprise
(and why it’s not as bad as you think)

2.
27MM+
Users
240K+
Businesses
99%
Fortune 500

3.
How did we get here?

4.
THE INTERNET: 2004

5.
THE INTERNET: 2004

6.
In 2004 it was really hard to share files

7.
We identified rapidly changing factors:
Cost of storage dropping dramatically
More powerful browsers and networks
More locations and people to share with

8.
We put together a quick version of Box
and launched it!

9.
Soon we were getting 100,000’s of
signups every month

10.
But…

11.
Over-serving consumers
and
Under-serving businesses

12.
We had to make a choice

13.
MOBILE APPS
$35 BILLION

14.
DIGITAL ADVERTISING
$135 BILLION

15.
GLOBAL IT
$3.7 TRILLION

16.
The problem was, enterprise software
was really unsexy

17.
Slow, Expensive, Complex, and… Sales

18.
I’m Chuck!

19.
“You’ll never make it in the enterprise”
- Every investor, ever (in 2007)

20.
My co-founder

21.
We would only do enterprise if it could
be done differently…

22.
Everything has changed

23.
CLOUD
CHEAP
STANDARDIZED
EVERY BUSINESS
GLOBAL
USER-LED
ON-PREMISE COMPUTING
EXPENSIVE COMPUTING
CUSTOMIZED SOFTWARE
LARGE ENTERPRISES
REGIONAL
IT-LED

24.
1.75 BILLION
SMART PHONES

25.
2.9 BILLION
PEOPLE ONLINE

26.
EVERY INDUSTRY
IS CHANGING

27.
Retail Healthcare M&E Education Advertising Hi-Tech
Construction Packaged
Goods
Energy Government Legal Manufacturing

28.
Accelerate multi-platform commerce

29.
Enable more personalized healthcare

30.
Global media creation & distribution

31.
Every company in the world needs
better technology to work smarter,
faster, more securely

32.
How do you get started?

33.
SPOT DISRUPTIONS
Look for new enabling technologies that create a
wide gap between how things have been done
and how they can be done.

34.
SPOT DISRUPTIONS

35.
INTENTIONALLY START SMALL
Start with something simple and small, then
expand over time. If people call it a “toy” you’re
definitely onto something.

36.
INTENTIONALLY START SMALL

37.
FIND ASYMMETRIES
Do things that incumbents can’t or won’t do
because it’s economically or technically infeasible.

38.
FIND ASYMMETRIES

39.
FIND THE ALMOST-CRAZY OUTLIERS
Go after the customers that are working in the
future, but that haven’t totally lost their minds.

40.
FIND THE ALMOST-CRAZY OUTLIERS

41.
LISTEN TO CUSTOMERS
But don’t always build exactly what they want.
Build what they need.

42.
LISTEN TO CUSTOMERS

43.
MODULARIZE, DON’T CUSTOMIZE
Every customer will want something a little bit
different. Don’t make the product suffer for this.

44.
MODULARIZE, DON’T CUSTOMIZE

45.
FOCUS ON THE USER
Keep “consumer” DNA at the core of your
enterprise product. This will always pay dividends.

46.
FOCUS ON THE USER

47.
YOUR PRODUCT SHOULD SELL ITSELF
Sales should be used to navigate customers and
close deals, not be a substitute for great product.

48.
YOUR PRODUCT SHOULD SELL ITSELF

49.
This is an amazing time to start an enterprise
software company

50.
But if you don’t, we’re hiring.
jobs@box.com