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The reason for this is that the steps for starting and scaling a new startup share many of the same skills as investing in a new startup: 1) First, we seek to understand the existing state of customer growth – including growth loops, the quality of acquisition, engagement, churn, and monetization.
Or are you trying to scale its success? In the book, I describe stage-by-stage how to successfully start and scale the central forces that power tech’s most successful companies — network effects. When a company like Dropbox, Slack, or Uber hit scale, it might seem like network effects kick in, and the next phase is easy.
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But unfortunately, new customer growth channels tend to be fairly linear — most marketing channels don’t scale up as the user base scales up, and even the channels that do, like viral marketing, eventually saturate and slow down. Finding and scaling marketing channels is typically pretty easy.
He and his colleagues spend their productive hours scaling large distributed file systems. In this article, I will share the current architecture and some of the lessons we learned scaling it along with some of the things we are looking to improve upon in the near future. How does your system evolve to meet new scaling challenges?
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