In the current market, be it technological, industrial or scientific, businesses with the highest sales are almost always client favorites. As a result, small businesses that study their markets are always looking for opportunities to position themselves next to these big fish and become their direct competition.
Nowadays, the competition to become the best in a market is more intense than ever, and those at the top should implement ways to maintain their competence, in addition to surviving against the expectations presented by clients and the market itself. Simultaneously, users test large companies with their constant search for the most innovative, attractive or useful products. It is here where business and sales strategies are reflected.
The Birth and Growth of a Titan
Adobe, as named by its creators John Warnock and Charles Geschke, has demonstrated profound success since its beginnings, even winning the interest of the late Steve Jobs, who unsuccessfully tried to purchase the company. Adobe’s partners, aware of the great potential that the company had, rejected his offer.
Several businesses have been able to compete with Adobe, but the company has slowly absorbed them – to the point of erasing them from the market. In 1994, Adobe acquired Aldus, a software development company famous for its creation of the application “Pagemaker,” a design layout tool that in its time, competed with another market great launched years prior: “QuarkXPress.”
In that decade, Adobe completely absorbed Aldus and took the development foundations, among other tools, from Pagemaker to introduce its renowned application InDesign. The latter continues to be one of the best applications for producing editorial designs and press campaigns thanks to its environment for free-flowing work and limitless possibilities that beckon creativity.
Adobe in the 21st Century, Beyond Design
In 2003, Adobe bought Syntrillium Software, developer of the program “Cool Edit Pro,” and improved it in its version of Adobe Audition, one of the best digital audio editing softwares in the market. In 2005, Adobe made an acquisition that was highly questioned by users, but which turned out out to be a great investment. The company bought Macromedia, a well-recognized software distributor of programs like Flash, Dreamweaver, Director, Fireworks and Freehand, among others, for $3.4 million.
Behind the Macromedia purchase was a strategy to gain better compatibility between products, such as PDF files and Flash animations. Due to its active participation in creative sectors like audiovisual editing, digital design, and print design, Adobe System Incorporated soon found itself at the top of the market.
Thanks to the influence of its users, Adobe had become the most recognized design software development company of its time; and the idea of competing against it was considered insane.
The Present, Cloud Services and More
A few years later, the company launched its renowned Adobe Creative Suite, an ensemble of applications directed at users with a variety of needs, such as pre- and post-production of audiovisual projects.With the combination of these applications came the idea of uniting all of the previously developed Adobe programs and grouping them into comfortable packets categorized by featured tools. In 2013, this group of programs graduated from being called Adobe Creative Suite to becoming Adobe Creative Cloud. While the applications remained consistent, the “packet” moved to a virtual environment known as the cloud, which users could only access through a subscription.
At this point, the situation began to change a little. Because many users could not access the suite, the subscriptions became quite expensive, making them inaccessible for average designers in emerging markets. In addition, update after update, it gradually became obvious that the weight of these programs was growing. Many of the tools that Adobe was adding were actually becoming irrelevant because they were intended for very specific works versus common use. As a result, in 2015, a group of little-known software developers decided to work on a project for the design market known as Affinity Designer. This tool was surrounded by high expectations and had qualities that could compete with Adobe at the time.
The first versions of Affinity Designer were focused on vector design and initiated a direct rivalry with Adobe Illustrator. A few months later, Affinity Photo and Affinity Publisher were released as competitors to Adobe Photoshop and Adobe InDesign. These programs brought advantages like less storage occupancy upon installation, a reduction in resources needed to run related applications and an annual subscription price of 39 euros (much lower than Adobe’s price), among other benefits.
Over time, some users have given this software a chance and have had no shortage of good results. In conclusion, it is not easy to be a rival of Adobe, a company with a rich history and worldwide recognition. Competing is hard not only due to its developments but also because of what it has gained over the years. However, to stay afloat, Adobe should come up with fresh ideas and suggestions that realistically meet its users’ necessities – after all, these are the people who use their products and have the power to select the highest bidder.