Adobe anticipated negative feedback from customers when it decided to concentrate on Creative

Cloud and move to a monthly membership cost. They were confident in their strategy adjustment
and did little to lessen the criticism until the most recent Creative Cloud software was made
available.

Adobe anticipating consumer dissatisfaction released a poll to customers asking how they felt about
a new price structure. Adobe also foresaw that certain customers wouldn't choose a subscription-
based business model, so it continued to market and sell CS and other products through resellers.

Adobe's senior team's faith in its product played a role in the business’s ability to survive the
transition. Although they were aware that they were ahead of the curve and that consumers would
be angry, they stayed with their innovative software model, and finally, consumers accepted it as
seen by the increase in revenue. Before releasing the new product, I would have spent more time
learning about and attempting to allay customer worries.

For example, I would have made an effort to go on a "listening tour." In addition to announcing the
new cost, I would be open and honest about the change. Consumer feedback would then be
encouraged via surveys, social media, or email. Adobe might attempt to solve the most prevalent
issues after grouping similar concerns together.

For example, Several people who live in rural areas or other places without dependable internet
connections have commented on the matter. It would be hazardous for them to have all of their
services in the cloud, thus Adobe would try to charge more for an offline editing function. Adobe
provided customers with a one-month free trial, which I believe is a wise move and might reduce the
perceived risk for customers.

No matter what Adobe names it, a lot of people are dissatisfied. One petition signer stated, "I will
not continue with the Adobe brand due to the nature of the 'upgrade at gunpoint' nature of the
move, and the forced'renting' of software at pricing that might be jacked up at any time.

On the other hand, many professionals will be able to utilise the most recent Adobe software
without having to spend hundreds or thousands of dollars in advance. Customers that purchase
every update may ultimately save money in the long run because Adobe typically releases new
versions of its products every two years. For instance, assuming there are no price increases, a new
user's four-year Creative Cloud membership will cost around $2,400. At the present time, the cost of
the Creative Suite 6 Master Collection including one upgrade is $3,650. The savings over a six-year
period are substantially better. Compared to the Master Suite, users of the cloud will do less well
with single programmes, but they will still come out ahead.

The move by Adobe fits into a larger pattern of cloud-based software offers. Businesses that provide
software as a service, such as Salesforce and Workday, have had great success marketing
alternatives to expensive and challenging-to-maintain business software. However, the transition
from traditional desktop software to a subscription-based approach is still in its early stages. In 2011,
Microsoft released Office 365, which, like Creative Cloud, offers both installable desktop software
and online storage for a monthly charge.