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Adobe SystemsKristina Bergstrom (Management)
David Coonradt (Management)Shawn Jeong (Management)Brooke Madrid (Management)Tanner Swire (Management)
● Background and History● Mission Statement● Sustainable Competitive Advantage● Opportunity Statement● Significance to Leadership● Expected Outcomes
Company Overview
John Warnock and Charles Geschke founded Adobe
Systems
1982
1983
First Adobe office opens in Mountain
View, CA
1983
Adobe sold 20% equity to Apple to license PostScript
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
1989
Apple sells 3.4M share in Adobe,
nets 3000% gain.
Adobe (ADBE) goes public with share
price of $.17
1986
1987
Adobe Illustrator 1.0 launched
1985
First laser printer (Apple)
powered by Adobe
Postscript
Adobe Photoshop launched
1991
PDF technology announced
1992
1996
Adobe moves into San Jose world headquarters
1993
Adobe Acrobat 1.0 released
Adobe Reader first integrated into web browser
1995
#56 Fortune’s “100 Best”
1998
InDesign 1.0 released; Adobe acquires Attitude Software
1999
1995
Sun Microsystems
developed Java
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
Bruce Chizen named CEO
2000
2002
Donna Morris joins Adobe
2000 & 2001
Charles Geschke and John Warnock retired
#5 Fortune’s 100 Best Companies to Work For
2003
Adobe acquires
Macromedia for 3.4 Billion
2005
Shantanu Narayen becomes President and CEO
2007
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
2006
Adobe lays off 600 employees
2012
CS6 launched
Numerous large
companies select Omniture
2010
Adobe lays off 680
employees
2009
2013
Physically packaged
Creative Suite products
discontinued
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
Adobe Photoshop CC brings 3D printing
2014
2011
Adobe Creative Cloud announced
2008
Adobe media player released
2015
“Adobe Document
Cloud” launched
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
“To revolutionize how the world engages
with ideas and information.”- Adobe.com
Sustainable competitive advantage is created through the production of augmented products that meet customer needs for time, convenience, risk and fear reduction. These augmented products are difficult to imitate, and
create high differentiation which raises customer perceived value.
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
Adobe operates within the highly-competitive creative software industry, and leads the competition in brand
strength. Adobe has an opportunity to differentiate customers within its large user database by current and future value, and to anticipate and meet the future needs
of most valuable and growable customers, thus strengthening customer relationships, profitability and
brand image.
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
Adobe Systems as well as its place in the highly competitive and fast growing computer software industry.
As a result, we have uncovered new forms of underleveraged resources within the company and have
developed detailed programmatic recommendations that will maximize these forms of sustainable competitive
advantage.
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
● Leveraging database asset● Increase customer share of future value customers● Insulation from indirect competition● Variable value-based pricing● Improvement in brand image● Enhanced, sustainable profit margins
Background Mission StatementSustainable Competitive Advantage
Opportunity Statement
Significance to Leadership
Expected Outcomes
● Research Methodology● Internal Analysis● External Analysis
Situational Analysis
● Used only secondary resources● Environmental scanning and monitoring
○ Adobe.com○ SEC Filing○ Google and Yahoo Finance, MarketWatch.com○ Scholarly/ Peer-Reviewed Articles
Research Methodology
● Leadership● Corporate Culture● Human Resource Management● Organizational Structure● Operations● Finance● Marketing
Internal Analysis
“The only business book that John and I ever read, and the only chapter that I remember from it was a chapter entitled “Market Gap Analysis.” The one idea I remember was that it is easier to build a
business if you find a new solution to an already perceived problem that no one has come out with before — because you
instantly are [at] 100% market share.”
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLe
ader
ship
Prior Experience:● PhD, Computer Science● Xerox PARC
Adobe:● COO 1986 - 1994● Chairman since 1997● President 1989 - 2000
Charles Geschke, Co-Founder 1982
“In building a high-tech business, it has always been my basic instinct to out-invent and out-engineer the
competition. After all, customer satisfaction ultimately depends on the quality of the products.”
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLe
ader
ship
Prior Experience:● PhD, Electrical
Engineering● Xerox PARC, 1978 - 82
Adobe:● CEO 1982 - 2000● Chairman since 1984● President 1989 - 2000
John Warnock, Co-Founder 1982
“Donna Morris is exceptional in many ways, but one quality that sets her apart is her drive for innovation. During her time leading
People Resources at Adobe, she’s challenged the status quo for the benefit of the company and our employees. Donna applies her
business and organizational insights to ensure we have the right talent, strategy and alignment to accelerate our success”
- Shantanu Narayen
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLe
ader
ship
Prior Experience:● BA, Political Science● VP, Accelio 1998 - 2002
Adobe:● Senior VP of Global People
Resources, 2007
Donna Morris, 2002 - Present
“If you always do what's right for your customer, good things will happen in the end."
- Matt Thompson
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLe
ader
ship
Prior Experience:● BS, Business/Commerce● SVP, Borland 2003 - 2006
Adobe:● Executive VP, Worldwide
Field Operations, 2007
Matt Thompson, 2007 - Present
“I look forward to continuing Adobe’s Tradition of Technology, Leadership, and Innovation...”
Vision / Philosophy: “At the end of day, innovation leads to better business
because it leads to better customer solutions.”
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLe
ader
ship
Prior Experience:● BS EE, Osmania U.● Apple, Inc.
Adobe:● Current President and
appointed CEO since 2007
Shantanu Narayen, 1998 - Present
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Leadership Summary
“We believe in working hard and playing hard - and know the value of a good work-life balance.”
- Adobe.com
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceC
orpo
rate
Cul
ture
● Four Core Valueso Genuineo Exceptionalo Innovativeo Involved
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceC
orpo
rate
Cul
ture
● Fortune’s 83rd Best Places To Work For list● “Never stop learning”● Sabbaticals of 4 weeks after 5 years
○ 5 weeks after 10 years
“We look at their ability to learn, how fast they are, how quick they are. And their experience. What have they done with their life? What
concrete accomplishments have they made? Are they a finisher? When they start a project, can they finish the project, or do they start
20 projects and then have them all open-ended?”
- John Warnock
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceR
ecru
iting
● University Recruitingo Career fairso Campus Interviews
● Job Search Websiteso LinkedIn
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceR
ecru
iting
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceH
iring
Apply Online
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceH
iring
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceT
rain
ing
● Managing Professional Growth (MPG)● Globe Smart● Element K Online Product Training
Check-in Process1. Expectations2. Feedback3. Growth and Development
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceR
etai
ning
“At Adobe, Our True Asset
is Our People…”- Donna Morris,
Senior VP of People Resources
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceT
radi
tiona
l Str
uctu
re
Shantanu NarayenPresident and CEO
Michael DillonSenior VP, General Counsel and
Corporate Secretary
Mark GarrettExecutive VP and CFO
Dr. Naresh GuptaSenior VP, Print and Publishing, Managing Director, Adobe India
Ann LewnesSenior VP, Print and Chief
Marketing Officer
Donna MorrisSenior VP, People and Places
Matt ThompsonExecutive VP, Worldwide Field
Operations
Bryan LamkinSenior VP, Technology and
Corporate Development
Gerri Martin-FlickingerSenior VP, Chief Information
Officer
Brad RencherSenior VP, General Manager,
Digital Marketing
David WadhwaniSenior VP, General Manager,
Digital Media
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLo
catio
ns
Headquartered in San Jose, California
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceLo
catio
ns
North America AsiaAustralia & New
Zealand
Europe, Middle East &
AfricaSouth America
11 9 3 24 1
1. From Physical to Cloud infrastructure.
2. From Installed software to software delivered “as-a-Service” (SaaS).
3. From PC computing to mobile computing.
4. Functional Expansion
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceM
ajor
Ind
ustr
y T
rend
s
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations FinanceR
even
ue S
ourc
es
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Finance Introduction
IPO: $0.17 Current Price: $76.06
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Stock Price (5 year)
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Financial Statements
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Financial Statements
Current RatioAn extremely conservative measures of short term solvency
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Short-Term Solvency
Current AssetsCurrent Liabilities
Cash RatioMeasure the ability to pay off debt obligation using cash on hand
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Short-Term Solvency
Cash and EquivalentsCurrent Liabilities
Total Debt RatioA conservative measure of long term solvency
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Long-Term Solvency
Total LiabilitiesTotal Assets
Debt to Equity RatioA measure of debt leverage
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Long-Term Solvency
Total LiabilitiesTotal Stockholder’s Equity
Total Asset TurnoverSales generated per dollar of assets
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Asset Utilization
SalesTotal Assets
Profit MarginShows what percentage of every dollar is kept in earnings.
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Profitability
Net IncomeSales
Return on AssetsEarnings that are generated from invested capital.
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Profitability
Net IncomeTotal assets
Price Earnings RatioHow much investors pay for one dollar of earnings
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
Market Value
Market Value per ShareEarnings per Share
Finance Summary
“2014 was a pivotal year for Adobe as we completed our business model transition...in 2015 we expect revenue and
earnings to grow sequentially every quarter during the year.”- Mark Garrett, CFO
"The problem with this strategy [shift to subscription] is that it will take Adobe around four years to generate the same level of
revenues from a single subscriber that it would have earned through the sale of a single perpetual license"
- Rick Sherlund, Analyst, Nomura Holdings (2012)
Leadership Corporate CultureHuman
Resource Management
Organizational Structure
Operations Finance
● Product● Price● Place● Promotion
o Advertisingo Public Relationso Sales Promotiono Personal Sellingo Direct Marketing
● Social Media
Marketing
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
duct
s
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
duct
s
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
duct
s
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Demand
Pric
e
Variable Pricing Model
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pric
ing
Mod
el
Current Pricing Model for Creative Cloud
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pla
ce
● Advertising● Public Relations● Sales Promotion● Personal Selling● Direct Marketing
Marketing - Promotion
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- A
dver
tisin
g
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- P
ublic
Rel
atio
ns
● Secondary blogs● Secondary tutorials and forums● Awards and recognitions
● Students● Teachers● Earlier CS Versions
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- S
ales
Pro
mot
ion
● Adobe Partner Connection Reseller Program
● Adobe Certified Instructors● Adobe Technology Partners● Adobe Community
Professionals
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- P
erso
nal S
ellin
g
● Self-help user forums.● Limited chat and phone
support. ● Links to extensive tutorial
videos. ● Poor customer service
reputation.
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- C
usto
mer
Ser
vice
● Adobe MAX. The Creativity Conference● Social Media ● Over 60 appearances at trade shows● Adobe Community Professionals
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- D
irect
Mar
ketin
g
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Pro
mot
ion
- D
irect
Mar
ketin
g
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Soc
ial M
edia
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
● De-emphasize on traditional advertising
● Highly targeted B2B relationships
● Fostering enthusiastic community
● Underleveraged awareness campaigns
Sum
mar
y
● Competition o Directo Indirect
● Technology● Industry Customer● Macroeconomic Factors
External Analysis
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Dire
ct C
ompe
titio
n
● Not Publically Traded● 500 - 1,000 employees● Specialty in software,
desktop publishing, and enterprise publishing
● Publically Traded● 7,500 employees● “To help people
imagine, design, and create a better world.”
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Indi
rect
Com
petit
ion
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Tech
nolo
gy
3-D Printing
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Tech
nolo
gy
Mobile/Tablet Devices
● Commercial Customers● Schools and Universities● Governments● Students and Teachers
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Indu
stry
Cus
tom
er
● Web Developers
● Photographers
● Videographers
● Software Piracy● Global currency instability● Economic downturn● Venture-backed competitors
MarketingDirect
CompetitionIndirect
CompetitionTechnology
IndustryCustomer
Macroeconomic Factors
Mac
roec
onom
ic F
acto
rs
S.W.O.T. Analysis
STRENGTH WEAKNESS
OPPORTUNITY
THREAT
INTERNAL
EXTERNAL
NEGATIVEPOSITIVE
● Strong brand image● Value of intellectual capital as
greatest asset● Adobe ID database● Cross-application workflow builds
customer share● Corporate culture● Strong investor confidence
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
SourcesS
tren
gths
● Unleveraged database asset● Decline in profitability● Product complexity● Impersonal with their end-user
customers● Organizational structure● Customer service
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
SourcesW
eakn
esse
s
● Customer customization of Creative Cloud Apps
● Enhanced customer training services
● Leverage database asset to increase customer share● Growing mobile digital devices market● Growing technology demands in consumer markets● SaaS industry trend
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
SourcesO
ppor
tuni
ties
● Software piracy● Intense competition creates cost-plus pricing● Tech startups, open source/freeware developers● High R&D costs for rapidly developing tech industry● High reliance on distributors ● Overdependence upon windows and macintosh
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
SourcesT
hrea
ts
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
Sources
Sustainable competitive advantage is created through the production of augmented products that meet customer needs for time, convenience, risk and fear reduction. These augmented products are difficult to imitate, and
create high differentiation which raises customer perceived value.
● Leveraging database asset to increase customer share● Highly personalized customer service/customer training● Further insulate brand image
Strengths Weaknesses Opportunities ThreatsSustainable Competitive Advantage
Potential SCA
SourcesP
oten
tial S
CA
Sou
rces
● Viable Alternatives● Minor Recommendations● Programmatic Recommendation● Financial Feasibility ● Expected Outcomes● Metrics● Areas of Future Study
Recommendations
● Integrated Marketing Communications Program● Develop 3D model design and production software suite● Grow B2B Enterprise Training program for Adobe
products● Online store for direct publishing for Adobe users.
Via
ble
Alte
rnat
ives
ViableAlternatives
Minor Recommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future Study
● Increase specifics in user account data collection● Expand tiered variable pricing model ● Discontinue updates for CS6 ● Create new Chief Relationship Officer position
ViableAlternatives
Minor Recommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future StudyM
inor
Rec
omm
enda
tions
ViableAlternatives
Minor Recommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future StudyO
ppor
tuni
ty
● Leading competitor in brand position● Differentiate customers by current and future value● Anticipate the future needs of most valuable and
growable customers● Strengthen customer relationships, profitability
and brand image
ViableAlternatives
Minor Recommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future Study
Programmatic Recommendation
Programmatic Recommendation
MyAdobe
ViableAlternatives
Minor Recommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future Study
Interactive training embedded in software
Remote-desktop customer support with expert users
Two components to MyAdobe: Training & Customer Support
MyAdobe: Account
● What is your vocation?● What is your current proficiency
level?● What is your primary language?● Why did you choose Adobe
over competitors?
Survey for every MyAdobe account
MyAdobe: Learn
MyAdobe: Connect
MyAdobe: Connect
MyAdobe: Rep. Recruitment Process
1. Must be Adobe Community Professional
2. Evaluation of software proficiency
3. Customer Service Training
4. Activation on MyAdobe connect network
MyAdobe: Representative Ranking Representative Ranking Program*:
Tier Time supporting/
Mo
Customer Satisfaction
Software certifications
Reward
“MyAdobe Associate”
10 support
sessions
90%+ 1-2 $ compensation
“MyAdobe Professional”
20 support
sessions
95%+ 3-5 $$ compensation
“MyAdobe Expert”
30 support
sessions
98%+ 6+ $$$compensation
*sample
MyAdobe: Rep. Matching Process
Customer Value Representative Value Software Help: Illustrator
Customer Skill: Beginner
Language French
Customer Value● Based on # of years
with Adobe● # of products● How often they use
our products
3
Software Skill: Illustrator
Rep. Skill Intermediate
Language: French/English
Rep. Value● Based on
customer review● Software skills● # of articles for pro
publications
4
Matching most valuable customers with most valuable representatives
MyAdobe: Connect Representative
The “Uber” of customer service
MyAdobe: Rollout
● Create awareness to most growable customers
● Invite for opt-in● Customer signs up● Survey ● 30 day free trial
○ Learn (5 free tutorials)○ Connect (2 free calls)
● Customer customizes their paid subscription plan
ViableAlternatives
MinorRecommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future StudyT
iere
d P
ricin
g M
odel
Sample* MyAdobe Account PricingSelect Your Creative Cloud Softwares
Photoshop $XX.xx/mo
After Effects $XX.xx/mo
Illustrator $XX.xx/mo
Select Your MyAdobeLearn tutorials 10 tutorials $XX.xx/mo
Select Your MyAdobeConnect level 3 sessions a month $XX.xx/mo
Total Monthly MyAdobe price
$XX.xx/mo
*Final prices to be calculated after rollout evaluation
● Long-term investment to build customer share
● Customized value-based pricing improves customer relationships
● Strong investor confidence in subscription model
● 1.1 Billion free cash flow
ViableAlternatives
MinorRecommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future StudyF
inan
cial
Fea
sibi
lity
● Distinct competency through MyAdobe features
● Increased customer satisfaction● Insulation from the competition● Increase in profit margins● Strengthening the brand image
Viable Alternatives
MinorRecommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future StudyE
xpec
ted
Out
com
es
MyAdobe: Metrics
● Satisfaction survey after customer service session
● Time spent using software● Frequency use of software features● MyAdobe Learn Tutorial Usage● Subscription increase/decrease rates
MyAdobe: Summary
Providing a complete experience for the creative professional.
● Online store giving users direct publishing channel● Expansion in 3D modeling● Expanding advertising campaigns● Expand mobile workflow
ViableAlternatives
MinorRecommendations
Programmatic Recommendations
Financial FeasibilityExpected Outcomes
Future Study
Ecclesiastes 4:9-10
“Two are better than one, because they have a good return for their labor: If either of them falls down, one can help the other up. But pity anyone who falls and has no one to help them up.”
Spiritual Implications
InvestIn
vest
Would we invest in and work at Adobe
Systems?
InvestIn
vest
Would we invest in and work at Adobe
Systems?
YES!
1. https://www.adobe.com/aboutadobe/history/2. http://www.investintech.com/resources/articles/adobehistory/3. http://www.adobe.com/leaders.html4. http://www.macworld.com/article/1150845/laserwriter.html5. https://www.adobe.com/aboutadobe/diversity/commitment.html6. http://online.barrons.com/articles/SB500014240527487047192045790230436213042887. http://www.investintech.com/resources/articles/adobehistory/8. http://www.prepressure.com/postscript/basics/history9. http://www.computerhistory.org/fellowawards/hall/bios/John,Warnock/10. http://www.bloomberg.com/research/stocks/people/person.asp?personId=168730&ticker=ADBE11. http://www.nndb.com/people/129/000026051/12. http://www.adobe.com/leaders/board-directors/charles-geschke.html13. http://www.computerhistory.org/fellowawards/hall/bios/Charles,Geschke/14. http://knowledge.wharton.upenn.edu/article/driving-adobe-co-founder-charles-geschke-on-
challenges-change-and-values/15. http://www.nndb.com/people/128/000026050/16. http://www.bloomberg.com/profiles/people/1408194-john-e-warnock17. http://www.adobe.com/leaders/board-directors/john-warnock.html18. http://knowledge.wharton.upenn.edu/article/adobe-co-founder-john-warnock-on-the-competitive-
advantages-of-aesthetics-and-the-right-technology/19. http://www.nndb.com/people/883/000141460/20. http://www.voyagercapital.com/team/index.php?category=Investment+Team&team-
member=Bruce+Chizen
Citations (Page 1)
1. http://www.adobe.com/leaders/donna-morris.html2. http://blogs.adobe.com/adobelife/2013/10/22/donna-morris-named-a-breakaway-hr-leader/3. http://www.nndb.com/people/305/000168798/4. http://online.barrons.com/articles/SB500014240527487047192045790230436213042885. http://blogs.adobe.com/adobelife/2014/01/16/fortune-names-adobe-among-100-best-companies-
to-work-for/6. http://brandcenterdl.adobe.com/Corpmktg/Brandmktg/Campaign_Assets/guidelines/corporate/
corporate_brand_guidelines.pdf7. http://www.adobe.com/careers/culture-values.html8. http://wwwimages.adobe.com/content/dam/Adobe/en/investor-relations/PDFs/
ADBE_10K_FY12_FINAL_CERTIFIED.pdf9. https://www.thetech.org/exhibits/online/revolution/warnock/i_c.html10. http://www.adobe.com/careers/university/calendar/usa.html11. http://www.adobe.com/careers/how-to-apply.html12. http://ryanestis.com/employee-engagement/adobe-interview/13. http://blogs.adobe.com/adobelife/2013/10/22/donna-morris-named-a-breakaway-hr-leader/14. http://www.adobe.com/content/dam/Adobe/en/security/pdfs/adobe-security-training-wp-web.pdf15. http://blogs.adobe.com/adobelife/2013/10/22/donna-morris-named-a-breakaway-hr-leader/16. http://www.theofficialboard.com/org-chart/adobe17. http://blogs.adobe.com/conversations/2015/02/no-garbage-cans-allowed-the-sustainable-tech-of-
adobe-hq.html18. http://officesnapshots.com/2013/07/10/inside-adobes-reinvented-global-headquarters/19. http://www.forbes.com/sites/greatspeculations/2015/03/05/why-adobe-is-worth-70-per-share/
Citations Continued (Page 2)
1. http://www.adobe.com/in/company/contact/offices.html2. http://www.softresources.com/resource-room/software-trends/3. http://www.forbes.com/sites/truebridge/2013/09/17/the-software-revolution-a-sector-trends-series/4. http://www.businessinsider.com/chart-of-the-day-adobe-revenue-2010-55. http://www.adobe.com/aboutadobe/invrelations/pdfs/ADBE_stocksplit.pdf6. http://www.bloomberg.com/bw/articles/2014-11-13/why-apple-takes-on-debt7. http://www.thestreet.com/story/13079215/1/adobe-erasing-valuation-fears-with-acquisitions-cloud-
services.html8. http://www.zdnet.com/article/adobes-uncreative-cloud-licensing-wall/9. http://www.webdesignerdepot.com/2013/05/no-more-creative-suite-what-does-it-mean/10. http://landing.adobe.com/en/na/products/marketing-cloud/59361-forrester-emss-wave.html?
s_osc=70114000002JI4UAAW&s_iid=70114000002JGu2AAG11. https://creative.adobe.com/plans12. http://www.gizmag.com/adobe-all-cloud-no-retail/27407/13. http://www.digitaltrends.com/photography/adobes-creative-suite-to-become-online-only-creative-
cloud-platform/14. http://photofocus.com/2013/03/14/adobe-has-not-discontinued-creative-suite-just-physical-boxes/15. http://brandcenterdl.adobe.com/Corpmktg/Brandmktg/Campaign_Assets/guidelines/corporate/
corporate_brand_guidelines.pdf16. http://www.nytimes.com/2012/10/23/business/media/adobe-marketing-campaign-works-with-
coarse-language.html?_r=117. http://www.adobe.com/marketing-cloud/why-adobe-saas.html18. http://www.adobe.com/corporate-responsibility/awards.html
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event=aboutPartnerships&loc=en_us&showmytab=tab_channel3. https://www.adobe.com/cfusion/partnerportal/index.cfm?
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event=aboutPartnerships&loc=en_us&showmytab=tab_solutionpartners5. http://blogs.adobe.com/captivate/files/captivate/OpenLettertoAdobeCustomers.pdf6. https://www.adobe.com/sea/support/certification/7. https://www.adobe.com/communities/professionals/faq.html8. https://forums.adobe.com/people/Mylenium9. http://www.adobe.com/news-room/social-media.html10. http://blogs.adobe.com/digitalmarketing/social-media/a-social-shift-in-social-media-training-for-
employees/11. http://www.quark.com/About_Quark/Careers_At_Quark/Culture.aspx12. http://usa.autodesk.com/adsk/servlet/pc/index?siteID=123112&id=1422443313. https://helpx.adobe.com/photoshop/how-to/photoshop-print-3d.html14. http://www.dexigner.com/news/2728115. http://www.creativebloq.com/adobe/apple-watch-apps-4151477716. http://venturebeat.com/2013/09/23/adobe-revamps-photoshop-elements-for-the-new-consumer-
photographer/17. http://www.adobe.com/creativecloud/buy/students.html18. http://www.adobe.com/antipiracy.html
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1. http://globalstudy.bsa.org/2013/2. http://www.huffingtonpost.com/2012/06/01/software-piracy-study-bsa_n_1563006.html3. http://www.forbes.com/sites/truebridge/2013/09/17/the-software-revolution-a-sector-trends-series/4. http://bestglobalbrands.com/2014/adobe/5. http://www.softwarepatch.com/articles/why-creative-cloud-is-so-unpopular/6. http://www.cnet.com/news/jobs-why-apple-banned-flash-from-the-iphone/7. http://www.wsj.com/articles/SB100014240527023048301045751728602199409908. https://www.biblegateway.com/passage/?search=Ecclesiastes%204:9-10
Citations Continued (Page 5)
Adobe Systems
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Described vision for Adobe to be,“One of the largest and most diversified software companies
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Lead
ersh
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Prior Experience:● BS, Brooklyn College● Microsoft, 1983 - 1987● Claris Corp., 1987 - 94
Adobe:● CEO 2000 - 2007
Bruce Chizen, 1994 - 2007
Bruce Chizen
Current RatioAn extremely conservative measures of short term solvency
Short-Term Solvency
Current AssetsCurrent Liabilities
Current Ratio
Quick RatioAbility to meet short-term obligations with most liquid assets.
Short-Term Solvency
(current assets - inventories)Current Liabilities
Quick Ratio
Cash RatioMeasure the ability to pay off debt obligation using cash on hand
Short-Term Solvency
Cash and EquivalentsCurrent Liabilities
Cash Ratio
Total Debt RatioA conservative measure of long term solvency
Long-Term Solvency
Total LiabilitiesTotal Assets
Total Debt Ratio
Debt to Equity RatioA measure of debt leverage
Long-Term Solvency
Total LiabilitiesTotal Stockholder’s Equity
Debt to Equity Ratio
Equity MultiplierPercentage of assets financed by shareholders
Long-Term Solvency
Total AssetsTotal Stockholder’s Equity
Equity Multiplier
Times Interest EarnedMeasure of ability to cover debt payments*Apple had no outstanding debt 2010-2012
Long-Term Solvency
EBITInterest
Times Interest Earned
Cash coverageMeasure of ability to pay interest expense*Apple had no outstanding debt 2010-2012
Long-Term Solvency
(EBIT + Depreciation)Interest
Cash Coverage
Inventory TurnoverHow many times inventory is turned over*Adobe balance sheets list all inventories as zero.
Asset Utilization
COGSInventory
Inventory Turnover
Days’ sale in inventoryMeasure of time necessary to turn over inventory*Adobe balance sheets list all inventories as zero.
Asset Utilization
365 DaysInventory Turnover
Days’ sale in inventory
Receivables TurnoverEffectiveness in collecting debts
Asset Utilization
SalesAccounts Receivable
Receivables Turnover
Days’ sales in receivablesAverage collection period for receivables
Asset Utilization
365 daysReceivables Turnover
Days’ sales in receivables
Total Asset TurnoverSales generated per dollar of assets
Asset Utilization
SalesTotal Assets
Total Asset Turnover
Capital IntensityAmount of capital needed per dollar of revenue
Asset Utilization
Total AssetsSales
Capital Intensity
Profit MarginShows what percentage of every dollar is kept in earnings.
Profitability
Net IncomeSales
Profit Margin
Return on AssetsEarnings that are generated from invested capital.
Profitability
Net IncomeTotal assets
Return on Assets
Return on EquityProfit generated with investments by shareholders.
Profitability
Net IncomeTotal Stockholder’s Equity
Return on Equity
Price Earnings RatioHow much investors pay for one dollar of earnings
Market Value
Market Value per ShareEarnings per Share
PE Ratio
Market to Book RatioIdentifies undervalued or overvalued securities.
Market Value
Book Value per shareMarket Value per share
Market to Book Ratio
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