/
Navigation
Chronicles
Browse all articles
Explore
Semantic exploration
Research
Entity momentum
Nexus
Correlations & relationships
Story Arc
Topic evolution
Drift Map
Semantic trajectory animation
Posts
Analysis & commentary
Pulse API
Tech news intelligence API
Browse
Entities
Companies, people, products, technologies
Domains
Browse by publication source
Detection
Concept Search
Semantic similarity search
High Impact Stories
Top coverage by position
Sentiment Analysis
Positive/negative coverage
Anomaly Detection
Unusual coverage patterns
Analysis
Rivalry Report
Compare two entities head-to-head
Semantic Pivots
Narrative discontinuities
Crisis Response
Event recovery patterns
Connected
Search: /
Command: ⌘K
Embeddings: large
TEXXR

Chronicles

The story behind the story

← → days · ↑ ↓ browse · Enter similar · o open

This 26-Year Old Founder Is Raising $100 Million To Take On Giants Like Microsoft

Aaron Levie is unusual for a 26-year-old CEO — he's much more excited about business software than consumer products like Foursquare.  —  Levie founded Box.net, an online service for sharing and collaborating on documents and other files, in 2005.

The Business Insider Matt Rosoff

Context & Ripple Effects

Aaron Levie started Box.net in 2005 as a document sharing and collaboration service, and at 26 he is now raising $100 million with the stated aim of going after enterprise software giants like Microsoft. In a funding climate fixated on consumer products such as Foursquare, Levie's pitch stands out for being deliberately unglamorous: sell collaboration software to businesses rather than chase consumer social apps.

First-order effects

  • Box.net gains a $100 million war chest to fund enterprise sales and product development aimed directly at Microsoft's collaboration franchise.
  • Levie's enterprise-first positioning sharpens Box.net's identity against the consumer-app startups dominating venture attention in 2011.

Second-order effects

  • Microsoft faces a young, well-capitalized challenger marketing cloud-native file sharing as a lighter alternative to its incumbent tooling, forcing a defensive response on pricing and packaging.
  • Other cloud storage and collaboration vendors come under pressure to raise comparable growth capital or cede the enterprise segment to whoever can outspend on sales.

Third-order effects

  • If nine-figure rounds keep flowing to enterprise software startups, capital concentrates in a handful of companies capable of buying market share from incumbents — reshaping how business software is funded and sold.
  • A generation of founders choosing enterprise markets over consumer ones would shift where venture dollars and talent pool in the software industry.

The trend: Enterprise software is shifting from licensed incumbents like Microsoft toward venture-funded cloud collaboration startups, with mega-rounds financing the land grab.