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I think he's usually right, but is overly absolutist. Dropbox's Power (in the Helmer sense) is pretty much entirely switching costs for their existing customers. Given thats the case, they should be willing invest a lot in cost reduction...
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Unlike a new startup, they have low uncertainty way to increase cashflows by optimizing. New startups should be focusing on innovating their way to Power, and focusing on compute costs is a distraction. But to ignore cost reductions when you're Dropbox scale is wasteful.
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