![]() In a survey conducted by the CMO Club, the traditional, single-channel view of the customer prevailed. As the old saying goes, 50% of marketing spend is wasted – but understanding which 50% is the difficult part. Understanding the relationship between particular marketing contacts and customer responses is a vital, and often frustrating, challenge. Millions of users now provide regular user data, allowing Adobe to identify usage patterns, look for renewal risks and understand their needs better.Īnd, by integrating its creative and digital publishing tools in the cloud with the Adobe Marketing Cloud offering, Adobe enables itself, and its customers, to connect their digital products, online presences and marketing materials directly to their customer analytics and relationship management. Moving from a product model to a cloud-based service model, with monthly subscription, transformed the way Adobe interacted with itscustomers – and how Adobe’s customers interact with their customers in turn. Creative Cloud’s annual recurring revenue – income from annual subscriptions – grew to just under $1 billion from over 1.8 million subscriptions. However, in its recent Q1 2014 financial results, announced on the 18 March, Adobe’s revenues were at the upper end of guidance, at a round $1 billion. It was a controversial move, and many predicted it would hurt Adobe’s sales and profits. The transformation of Adobe’s flagship design software bundle – Creative Suite – to Adobe Creative Cloud was in part aimed at fighting copyright infringement. Photoshop, Adobe’s industry standard image editing technology – 90% of the world’s creative professionals use it – is often thought to be themost illegally copied software on the planet. As programs got bigger, they moved onto CD-ROMs, and then digital downloads, but the sales model remained the same – and so did its weaknesses. ![]() When Adobe Systems was founded in 1982, software was sold on floppy discs. Moving to a service model offers the possibility to turn huge numbers of unlicensed users into customers – and to understand those customers’ needs and innovate to meet them. The move from boxed products on shelves to constantly updated product/service hybrids delivered through the cloud is transforming an industry.Īdobe made its name, and built its business, on a traditional sales and marketing model.
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