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rjmarvin writes "Two developers were able to successfully reverse-engineer Dropbox to intercept SSL traffic, bypass two-factor authentication and create open-source clients. They presented their paper, 'Looking inside the (Drop) box' (PDF) at USENIX 2013, explaining step-by-step how they were able to succeed where others failed in reverse-engineering a heavily obfuscated application written in Python. They also claimed the generic techniques they used could be applied to reverse-engineer other Frozen python applications: OpenStack, NASA, and a host of Google apps, just to name a few..."

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Original author: 
Cyrus Farivar

The Washington Post

It’s worse than we thought.

Just one day after disclosing a secret court order between the National Security Agency (NSA) and Verizon, The Guardian and The Washington Post both published secret presentation slides revealing a previously undisclosed massive surveillance program called PRISM. The program has the capability to collect data “directly from the servers” of major American tech companies, including Microsoft, Google, Apple, Facebook, and Yahoo. (Dropbox is said to be “coming soon.”)

The newspapers describe the system as giving the National Security Agency and the FBI direct access to a huge number of online commercial services, capable of “extracting audio, video, photographs, e-mails, documents, and connection logs that enable analysts to track a person’s movements and contacts over time.”

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Original author: 
Chris Welch

Iphone__2_of_2__large

Apple is among the nine technology companies attached to PRISM, the just-leaked government program that reportedly allows the NSA and FBI to access sensitive data of US citizens in total secrecy. There's just one problem: Apple says it's never heard of PRISM. That's according to identical statements provided to both CNBC and The Wall Street Journal.

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Original author: 
Florence Ion

Losing your phone or having your tablet fall to its death can be hard on anyone, especially in this day and age where mobile devices have become an essential part of our lives. Just like with any computer, backing up your mobile apps and data can prove worthy when disaster strikes—or just after you’ve purchased a new phone and simply need to migrate data.

Thankfully, there are a plethora of applications in the Google Play store that provide backup services for devices of all types, but only a few we thought were worth considering. We tried to pick out the ones that stood out to us the most and offered what we’d want from a backup suite for our non-rooted devices. If you have any suggestions of applications you’ve used to back up your Android device that aren't listed here, feel free to tell us about it in the comments. We’ll do a follow-up in next week’s Android app roundup with your suggestions.

G Cloud Backup, Free

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Original author: 
Sean Gallagher


The Evernote interface for Chinese users—and the gateway to commands for a very sneaky backdoor.

Your average workaday botnet uses a command and control server to give the malware bots on infected PCs their marching orders. But as network security tools begin to block traffic to suspicious domains, some enterprising hackers are turning to communications tools less likely to be blocked by corporate firewalls, using consumer services to deliver their bidding to their digital minions. Today, security researchers at Trend Micro revealed the latest case of the consumerization of botnet IT: malware that uses an Evernote account to communicate.

The backdoor malware, designated as VERNOT.A by Trend Micro, is delivered via an executable file that installs the malware as a dynamic-link library. The installer then ties the DLL into a legitimate running process, hiding it from casual detection. Once up and running, the backdoor starts to collect information about the system it has made its home—the computer's name, the person and organization identified as its registered owners, the operating system version, and its timezone. Then it connects to Evernote—specifically the Chinese interface to the Evernote service—to fetch information from notes saved in an account, including commands to download, run, and rename files on its host system.

According to a blog post by Trend Micro Threat Response Engineer Nikko Tamaña, the backdoor may have also used Evernote as a location to upload stolen data. Fortunately (or unfortunately, depending on how you look at it), the account that was hard-coded into the backdoor's channel to home had already been shut down—ironically, because its password was reset after Evernote's recent security breach.

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Original author: 
Megan Rose Dickey

summly marketing video

Two very young startups called Mailbox and Summly recently sold for millions of dollars.

Storage company Dropbox acquired Orchestra, the company behind Mailbox, earlier this month for a rumored $100 million in cash and stock — merely a few weeks after the email app launched

Just yesterday, Yahoo acquired two-year-old mobile news startup Summly for a little under $30 million, according to AllThingsD's Kara Swisher, even though the app had generated no revenue.  

But what did these early stage startups have in common that made them so attractive to the big players in the industry?

Neither had very many users. Mailbox had maybe 1.5 million. Summly had fewer than a million.

Neither made any money.

What both had was an awesome video with high-production values to show off their products.

If you're a startup and you don't make a video like these, you are dumb. Check that box!

Here are the videos:

Meet Mailbox from Mailbox on Vimeo.

Summly Launch from Summly on Vimeo.

SEE ALSO: This Is How It Feels When Your Startup Fails

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New submitter mrvan writes "Guido van Rossum, the proclaimed Python Benevolent Dictator For Life, has left Google to work for Dropbox. In their announcement, Dropbox says they relied heavily on Python from the beginning, citing a mix of simplicity, flexibility, and elegance, and are excited to have GvR on the team. While this is, without a doubt, good news for Dropbox, the big question is what this will mean for Python (and for Google)."

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sugarsync 640 wide

Cloud storage and file-syncing service SugarSync today announced the launch of SugarSync 2.0 in public beta, a big step forward in its battle against Dropbox, SkyDrive, and Google Drive. SugarSync has always been a feature-rich app, but 2.0 is a leap forward in a key area where it’s always been lacking: accessible design. "We got feedback that SugarSync was the most powerful [syncing solution], but not that it was the easiest to use," CEO Laura Yecies told The Verge, so the company focused largely on designing a simple desktop app for the last year and a half. SugarSync 2.0 also adds a powerful search feature on the desktop and web, as well as an expanded set of sharing options — two of its most request features.

With version 2.0,...

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A pervasive myth exists among tech founders: If they build a product that consumers will love, it will magically trickle into Fortune 500 companies.

The logic works something like this: Devote the bulk of your funding to designing the product. CIO’s will fork over a piece of their sizable budget if enough employees get hooked and use it at work. Founders often tell me that just like cloud storage company Dropbox or enterprise social network Yammer, their product will be a hit with large organizations if it’s well-designed and easy to deploy.

Do a search for “Dropbox problem” or “Dropbox effect” and you’ll find thousands of articles. I agree that Dropbox has inspired more enterprise founders to experiment with freemium models or to build intuitive products, but it is not proof that a consumer-focused company can simply change focus to the enterprise without having to reengineer its technology from the ground up.

You can’t just ‘pivot’ to the enterprise

“Dropbox’s message is that business users want products that are simple and sexy,” said Ray Wang, the principal analyst and CEO of Constellation Research. That may be true, but according to Wang, to meet the needs of IT, you have to “do a lot more.”

For example, an enterprise startup needs a sales and support infrastructure to handle requests, and the product must be significantly more scalable and secure than a consumer product.

The “consumerization of the enterprise” trend is very real; it means that employees are embracing the latest mobile and social technology and applications, and they are bringing their own devices to work.

But this trend has not replaced traditional enterprise sales cycles. Even new-age startups like Yammer (recently acquired by Microsoft for $1.2 billion), which once spread the notion that big companies will embrace new technologies the same way that people do with consumer products, later hired a full enterprise sales and customer support team.

“It’s a beautiful story that has been spread by investors and founders,” said Mike Driscoll, the CEO of Metamarkets, a “big data startup” in San Francisco. Driscoll said that he is already on the hunt for a new sales executive, preferably with experience working for a legacy vendor like IBM or EMC.

Likewise Box, a Dropbox competitor, had to make sweeping changes before approaching the enterprise. It brought on adult supervision in the form of Whitney Tidmarsh Bouck, a former chief marketing officer at enterprise technology company EMC. To land big-name customers like The Gap and Volkswagen, Bouck said the startup needed “dedicated product marketers and resources.”

“It is our central point of focus,” she added. The product team had to incorporate scalability, integration and security controls, mobile technology, Active Directory support, and so on. Most importantly, she said, “it’s a long-term consultative sales approach that is a world apart from a consumer or SMB [small to medium-sized business] play.”

Ben Horowitz, the cofounder and general partner of Andreessen Horowitz, was one of the first venture capitalists to dispel the myth. As he put it in a blog post:

Encouraged by the new trend, innovative entrepreneurs imagine a world where consumers find great solutions to help their employers in the same way that they find great products to help themselves. In the imaginary enterprise, these individuals will then take the initiative to convince their collegues to buy the solution. Through this method, if the product is truly great, there will be little or no need to actually sell it.

The actual enterprise works a bit differently. Meet the new enterprise customer. He’s a lot like the old enterprise customer.

Indeed, when employees set up accounts for consumer-focused services without permission, the IT department is at risk of losing control over corporate data, whether it’s emails, reports, or instant-messaging chatter. However, this does not mean that the IT executives will strike deals with these tech providers to preserve security and governance.

Sand Hill is part of the problem

Greg Piesco Putnam, cofounder of Aktana, an enterprise sales startup, told me that most venture capital firms accepted the Dropbox myth without question when he was raising funds.

“They were looking for stories of the consumerization of IT, and the entrepreneurs who told those stories raised big rounds,” he recalled. ”The question that was not asked was whether IT departments would actually respond to these user demands.” He explained that in the enterprise, startups need to convince at least three key decision-makers: IT, business, and operations.

Wang told me he often hears about high-performing, early-stage consumer startups that shift gears once their investors demand to see a solid business plan. Entrepreneurs are aware that their investors are angling for a piece of the trillion-dollar market for enterprise software.

“You get folks saying, I’m going to enterprise now to cover my butt, but the product might not have been designed for that,” said Wang, who draws a useful comparison to the adoption of email programs Lotus and Outlook. The latter was widely used in the enterprise despite its design flaws. “In the enterprise, the best sales and marketing wins, not the best product,” he said.

At the Disrupt conference in San Francisco, young enterprise founders from startups like Asana contested this point, clearly demonstrating that the myth is still pervasive.

“The distribution model has changed,” Asana‘s CEO Justin Rosenstein said, and he argued that the CIO is the end-user for enterprise software. “You don’t have to be sales-driven or marketing-driven; you have to be product-driven,” Rosenstein said. “It will be the best product that wins,” he added. Asana is a task management software started by former Facebook founder Dustin Moskovitz and Rosenstein, an former Google employee.

“Nothing is relatively different, it’s just evolved,” hit back Cloudera COO Kirk Dunn. Dunn is right to advise caution: a young company will not succeed without a full customer support and sales team. In the enterprise, product simply isn’t enough. “You can have a great product and great sales-focused company,” Todd McKinnon, the CEO of cloud startup Okta, offered as a conciliatory response.

At startup demo days and hackathons, young founders are slowly waking up to the importance of traditional enterprise sales. ”At the enterprise level, a great product doesn’t sell itself; it takes a great sales and marketing organization to engage buyers, procurement organizations, and IT departments to close a large enterprise deal,” said Mark Trang, the cofounder of SocialPandas, a CRM startup that recently debuted at Founders Den.

The roots of the ‘Dropbox myth’

Dropbox is a consumer startup and wasn’t build to store and share terabytes of sensitive data for a Fortune 500 company. As VentureBeat reported earlier, with its third major security breach this year, the fast-growing private company has become a problem child for chief information officers.

“We’re consistently replacing Dropbox in the enterprise,” Vineet Jain, the CEO of enterprise cloud storage startup Egnyte, told VentureBeat. “It’s incessantly used in enterprise until IT shuts it down.”

If you are selling to consumers or small companies that behave like consumers, moving away from the old enterprise sales and channel models may make perfect sense. However, if you plan to strike multimillion-dollar deals with enterprise companies, the chief information officer is still the chief decision-maker.

In short, the Dropbox model didn’t even work for Dropbox.

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