The Total Economic Impact™ Of Adobe Experience Cloud

Employee Productivity On Customer Experience Projects

Evidence and data. Interviewees and survey respondents spoke of accelerated production timelines on creative projects with Adobe Experience Manager providing templates and tools to construct dynamic webpages and engaging pieces of content. Among survey respondents, two-thirds of Adobe Experience Cloud users (66.4%) saw a faster end-to-end timeline of campaign creation, and over half of those respondents (51.4%) identified recommendations on visualizations as a key feature driving efficiencies.

Among interviewees, Experience Manager’s core component library and its taxonomy for locating components was easy for users to learn, helping their organizations manage scale. For example, the tribe architect noted their manufacturing organization manages over 200 different websites from a single component library with Adobe, regularly leveraging headless content fragments across web pages and apps.

Interviewees also appreciated greater visibility of pages in the authoring stage requiring approval from managers or compliance; they were easier to find and receive sign off in quick order. The head of martech platforms at a financial services company cited that a planned 24-week implementation of a site with 40 to 50 pages took four weeks with Adobe in place.

Project timelines at the interviewees’ organizations were further accelerated by marketers being more equipped to quickly personalize content. With applications like Adobe Audience Manager and Real-Time Customer Data Platform, marketers found it easier to pull data sets and identify channel engagement around specific audience sets or customers, then quickly make changes in response through Campaign or Journey Optimizer.

The director of customer experience (CX) capabilities at a retailer said: “In the past, you would have to build in expectations around a delay when making a big tweak to a campaign because of the manual pull of customer data. There’s a nimbleness now in being able to execute at scale and make changes on the fly. … It’s a key time savings to take a campaign that was targeted around a group of people and pivot to a different group because you don’t have to make any changes to data, the campaign iterates [personalized messaging] based on the data source.”

Adobe Workfront tied efficiencies for marketers together by providing visibility into the status of projects and what team members were currently working on. Less time was wasted on back-and-forth communication between members on projects, Workfront’s self-service functionality made it easy for marketers to broadly adopt across organizations and quickly see time savings.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• The number of FTEs (both power users and part-time users) working with Adobe Experience Cloud solutions increases from 150 in Year 1 to 200 in Year 3 as the composite organization establishes and shares best practices for each tool among teams in different departments or regions and as it adds more Adobe tools each year.
• The term “first-run customer experience digital projects” refers to planning and creating projects across either marketing or content creation teams. The FTEs dedicate three-quarters of their time (1,560 working hours each) to these projects. The efficiency recognized in this work climbs incrementally from 20% in Year 1 to 30% in Year 3 as the composite organization becomes more mature with leveraging the solutions and as more employees use them.
• Each FTE dedicates one-quarter of their time (520 working hours each) to iterating on customer experience projects. The FTEs gain 30% efficiency working on these projects in Year 1, which increases to 45% in Year 3. This gain is driven by the creation of low-code templates and reusable assets to start from in Adobe Experience Manager. As the composite organization creates and adds more assets to its content library, it realizes more time savings.
• The average fully burdened hourly rate for each employee using an Adobe Experience Cloud solution is $60.
• Employees rededicate 50% of their time savings toward additional work, and they use the remaining 50% to take longer lunch breaks or work fewer late nights, which qualitatively improves the employee experience.

Risks. Differences across organizations that may impact the benefits include the following:

• The types of Adobe Experience Cloud solutions the organization leverages and the internal goals with those products could lead to more complex processes and lower efficiency improvements.
• The number of employees who leverage Adobe Experience Cloud solutions for customer experience projects.
• The hourly rate for employees.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $6.5 million.

Customer Experience Performance Analysis Efficiency

Evidence and data. Among survey respondents, 82.8% agreed that Adobe Experience Cloud makes it easier for their team to analyze the success of a marketing campaign. This was the most agreed upon statement in the survey. Over half of these respondents (50.2%) found it easier to create a unified view of customer from multiple data sources, and nearly 48% of respondents said it decreased time to generate reports and analysis. Adobe Analytics was one of the most common applications from Adobe Experience Cloud interviewees’ and survey respondents’ organizations adopted due to the level of insight depth provided and integration flexibility with other solutions. The tribe architect at a manufacturing company shared that they have 450 projects with tags in Adobe Analytics’ dashboards, providing immediate access to various teams and agencies with which they work.

Alongside Adobe Analytics, the interviewees noted their organizations were increasingly relying on Customer Journey Analytics and Real-Time CDP for deeper insights on campaign performance. The director of CX capabilities at a retailer said: “We’re using Customer Journey Analytics more than I thought we would because of the attribution we can do on campaigns. It’s a book of record for us to get quick reads on campaigns.” This interviewee’s organization used it alongside Real-Time CDP to analyze customer journeys and segments, extract data points, and make activation points in the customer journey around that data to activate it in shaping personalized experiences. While the process was more involved relative to Adobe Analytics, the tribe architect noted their organization was able to run continued analysis and implementation of those insights at scale.

With the addition of Adobe Target at interviewees’ organizations, there was greater flexibility in identifying how new messages performed with customers and then adjusting messaging based on engagement. The interviewees’ organizations started with a limited number of personalized experiences since building variants of a customer journey could take a lengthy amount of time to test. Adobe Target streamlined A/B testing of personalized experiences for the interviewees’ organizations to quickly see what engaged customers and further scale out the breadth customer journeys.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• The number of employees who oversee customer experience and marketing analysis increases proportionally with the number of teams and departments using Adobe Experience Cloud products. The number of performance analysts doubled from 10 in Year 1 to 20 in Year 3.
• Percentage efficiency also increases from 25% in Year 1 to 40% in Year 3 as the composite organization connects more systems to Adobe Analytics for data collection.
• The average fully burdened hourly rate for a performance analyst is $70.
• The composite organization sees 75% in time savings based on the assumption that less manual work allows employees to take more breaks and not overwork themselves.

Risks. Differences across organizations that may impact this benefit include the following:

• The scale of data flowing into Adobe Analytics from which to draw insights.
• The number of performance analysts.
• The hourly rate for performance analysts.  

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.2 million.

Developer Productivity On Customer Experience Projects

Evidence and data. Interviewees’ creative and marketing teams relied on their organizations’ developers and IT employees to support more technically challenging customer journey projects. Typically, these requests related to coding web pages but recently have grown to include incorporating generative AI into personalized content.  

Adobe Experience Manager’s easy-to-use, low-code templates, alongside growing reuse of content fragments, drove self-service among marketers. Developers received fewer requests for support, primarily around web coding, and were pulled away from their day-to-day work less frequently. This benefit was felt broadly among survey respondents. Over half of Adobe Experience Cloud users (53%) cited reduced dependance on their technical team to support creative efforts as a benefit experienced from using the solution.

The head of martech platforms at the manufacturing organization noted that if a technical issue appeared around a webpage or fragment, it was easy for developers to apply a fix and ensure it carried over across multiple areas that were carrying the same coding or fragment if applicable, saving them more time. The director of martech platforms at the financial services organization moved away from bespoke content development toward content reuse with Adobe and reallocated a dedicated IT employee in three marketing divisions as they no longer needed their support.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• Twenty developers support customer experience projects. The number of developers does not grow in proportion to the number of Adobe users because developers are not directly involved with Adobe solutions on a daily basis; they are looped in for support when needed and they dedicate one-tenth of their time to these projects.
• The reduction in time spent supporting development on projects starts at 10% in Year 1 and reaches 20% in Year 3 as more employees use Adobe solutions and the composite organization’s reusable asset library grows.
• The average fully burdened hourly rate for a developer is $80.
• Forrester did not apply a productivity recapture rate to this efficiency because the small scale of the time savings means that nearly all the saved time is reallocated to other work.

Risks. Differences across organizations that may impact this benefit include the following:

• The number of developers who support customer experience projects and the amount of time each dedicates.
• The number of developers involved in projects.
• The hourly rate of developers, which may vary based on levels of seniority.  

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $219,000.

Efficiency In Advertising, Marketing, And Technology Costs

Evidence and data. Survey respondents and interviewees stated their organizations reduced their spending on legacy third-party solutions, internal support costs, third-party services, and advertising costs with Adobe Experience Cloud. Ninety percent of survey respondents were also able to reduce costs on other solutions. Interviewees’ organizations that retired redundant point solutions avoided annual licensing or subscriptions costs and, importantly, the IT administrative labor costs and professional service fees for each one. These additive costs were significant because the interviewees’ organizations previously used upwards of a dozen products. No longer having to pay these fees to multiple vendors went a long way toward justifying their investments in Adobe Experience Cloud. For example, the head of martech platforms at the financial services company estimated that in the end Adobe Experience Cloud would save their organization between $7 million and $10 million in legacy tool licensing and support costs annually.

The same interviewee shared being able to reduce costs by bringing work previously performed by third-party service providers, such as agencies, in-house thanks to automations provided by Adobe Experience Cloud, saving multiple organizational units $2 million each. Similarly, the head of martech platforms from the pharmaceutical company noted that digital brand experiences associated with their products used to take between $500,000 and $1 million to build out, but that the ability to reuse prior-built content and templates within Adobe Experience Cloud reduced such expenses to tens of thousands of dollars each.

Lastly, interviewees optimized their ad spend utilizing Adobe Experience Cloud. With a better understanding of how different marketing channels and messages performed, interviewees’ organizations shifted spend from underperforming tactics to those tactics generating a higher return, resulting in net savings at scale. Interviewees specified that Adobe Audience Manager identified which customers receive advertising and where the organizations need to suppress repeat advertisements. Although the interviewees’ organizations reduced the volume and frequency of advertising to their customers, they continued to improve their return on ad spending. Interviewees noted that Adobe Campaign and Adobe Target, as well as Adobe Experience Platform-powered applications, helped advertisers optimize the appropriate number of ads customers receive, improve the cadence and sequencing of campaigns, and refine the relevancy of messaging. The interviewees’ organizations’ efficiency in ad spending enabled them to further stretch each dollar they spent.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• Legacy system and support costs avoided increase as the composite organization moves more of its business operations to Adobe Experience Cloud.
• The composite organization identifies that it has $25 million in digital ad spend that can be optimized and that ads delivered repeatedly to the same audience have little-to-no impact. After leveraging Adobe Experience Cloud, advertisers become more efficient with ad spending. By identifying common areas where it could tighten advertising practices, the composite organization increases its advertising spend efficiency by 15% in Year 1. This efficiency increases incrementally to 17.5% in Year 2 and 20% in Year 3 as the composite organization further refines its approach to advertising.
• After seeing positive results in marketing efforts with Adobe Experience Cloud in Year 1 and with increased self-service on campaign creation, the composite organization reduces its agency spend by $250,000 in Year 2 and $400,000 in Year 3.

Risks. Differences across organizations that may impact this benefit include the following:

• The size of the organization.
• The organization’s budget for advertising, marketing, and technology.  

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $10.5 million.

Profit From Additional Digital Customer Conversions

Evidence and data. Interviewees and survey respondents agreed that leveraging Adobe Experience Cloud increased the number of conversions happening across digital channels. Almost 92% of survey respondents saw digital conversions increase with Adobe Experience Cloud. Improvements started with performance analysis in Adobe Analytics and Customer Journey Analytics and leveraging Adobe Target for A/B tests on new content or marketing materials. Interviewees organizations’ then used Adobe Campaign to construct entire customer journeys and further personalized with Customer Journey Optimizer. Experience builders and marketers then easily filtered out touchpoints that proved to be ineffective. Similarly, the interviewees’ organizations easily carried over assets that were effective in previous customer experiences to new journeys through Adobe Experience Manager.

Interviewees said their organizations curated customer experiences around specific audience segments through Adobe Audience Manager and customer types through Real-Time CDP, ensuring greater messaging relevancy. Industry-specific products like Adobe Commerce (for retail) and Marketo Engage (for B2B) helped the interviewees’ organizations further target and personalize messaging to push toward conversions. Thanks to this, the tribe architect from the manufacturing company shared those digital sales tripled from Year 1 to Year 2, and they were expected to triple again by Year 3.

The head of martech platforms from a financial services firm attributed additional digital conversions to Adobe Experience Cloud enabling marketers to identify audiences they had not previously been able to engage and to do so without needing to leverage their data professional counterparts or IT partners. They said: “Early on, the marketing team identified an audience of 10,000 to 30,000 people that we hadn’t been able to connect with previously. Through this engagement, we got over 1,000 qualified leads that we could talk to from a sales point of view that we’d never even unlocked before.”

The director of CX capabilities from a retailer noted that engagement itself was driven by the ability to achieve clear-cut insights via Adobe Experience Cloud. They shared: “We were able to see how far out from different life events customers were engaging with related content and then meet them at those moments. Thanks to this, we consistently saw lifts of between 20% and 27% in campaigns versus controls.”

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• The size of the digital audience reached is based on the number of individuals who have visited the company site or engaged with any of the composite organization’s organic or paid media in the past 12 months. That number is 1 billion people. The size of the audience grows by between 1% and 2% each year as the composite organization becomes more efficient and effective with its marketing and customer journey creation efforts.
• The blended conversion rate before using Adobe Experience Cloud (which reflects the industries considered in this analysis) is 2% across all three years.
• Improvement in conversions is driven by employees optimizing customer experiences with Adobe Experience Cloud and becoming more mature with its solutions and by the composite organization adding more products over time. Conversion rate growth accelerates in Year 1 to hit 2.2%, and this 0.2% gain over the prior rates leads to 2 million additional conversions. By Year 3, the conversion rate reaches 2.3% — or a 0.3% gain over what previously would have been generated — resulting in 3 million more conversions.
• The assumed average order value (AOV) or value of customer conversion (nonpurchase-specific) is $100 based on the size of the composite organization and number of customers.

• The attribution rate to Adobe Experience Cloud of 40% is based on Forrester’s research-based understanding of how people, processes, and technology collaborate to drive conversions. While contributions from Adobe Experience Cloud are strong, Forrester’s assumption takes into consideration credit given to creative teams, production work, market factors, and interest in the product itself.
• The 10% profit margin is blended and based on the industries considered for the analysis.

Risks. Differences in organizations that may impact the benefits include the following:

• The size of the digital audience the organization reaches annually, goals in conversions (e.g., customer web page visits, subscriptions, purchases), prior conversion rates, and the value of a conversion.
• The types of Adobe Experience Cloud solutions leveraged early on during adoption and the organization’s overall goals with the solution.

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $19.6 million.

Higher Digital Profit Generation

Evidence and data. Interviewees and survey respondents also noted Adobe Experience Cloud improved their organizations’ average order value, increasing revenues from conversions that were already likely to happen or were not due to lift from the platform. For example, the highest number of survey respondents pointed to Adobe Experience Cloud’s influence on average order value/average deal size/customer value to be ‘very impactful toward revenue growth.

With Adobe Experience Cloud, interviewees noted their customers were so encouraged by their positive customer journeys that they were compelled to make multiple purchases, return for more services, or make transactions that carried premium value. For example, the director of CX capabilities from the retailer shared: “We could also do detailed cuts on our campaigns to extract nuanced learnings, comparing performance 16 days back to 30 days back to six months back. This helped us launch a campaign with 5% higher average order value than the control.”

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• The number of customers is based on the conversion rate of the digital audience after using Adobe Experience Cloud.
• The revenue per conversion grows from 3% in Year 1 to 5% in Year 3 as the composite organization continues to optimize customer journeys and improve customers’ favorability toward spending more.
• In Year 1, each of the composite organization’s 22 million customers spend $3 more than they previously would have, equating to $66 million in additional value. Additional spend per customer climbs to $7 in Year 2 and to $12 in Year 3.
• Assumptions about attribution and profit margin are the same as Benefit E.

Risks. Differences in organizations that may impact the benefits include the following:

• The number of customers who make a purchase annually.
• The organization’s average order or conversion value.
• The organization’s ability to increase the value of each conversion.  

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $12.7 million.

Profit From Improved Digital Customer Retention

Evidence and data. According to interviewees and survey respondents, the impact of optimizing customer experiences with Adobe Experience Cloud solutions extended beyond driving conversions and greater profit generation; it also helped their organizations mitigate customer attrition. Teams managed customer exposure to content by analyzing the success of their responses to messaging and segmenting audiences based on which customers already interacted with touchpoints. Nearly 19% of survey respondents found that Adobe Experience Cloud’s influence on improving retention rate was very impactful.

Previously, interviewees stated that more customers would unsubscribe from emails or become less likely to make a purchase because of repetitive experiences. With Adobe Experience Cloud, marketing teams slowly reversed that effect and recovered lost business. Even with fewer messages delivered, the interviewees’ organizations still grew their business because of the relevance and effectiveness of their constructed customer journeys.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• In Year 1, there are 16 million returning customers. After factoring in churn and the number of newly added customers from the previous year, there are 17.6 million returning customers in Year 2 and 18 million in Year 3. Forrester did not factor in the additional customers retained after using Adobe for the following year’s returning customer base to avoid double-counting their value.
• Before moving on from point solutions, the composite organization’s attrition rate was marginally improving because decision-makers recognized there was an issue with over-messaging to customers, but they did not have the ability to improve on it.
• With Adobe Experience Cloud, retention improves by 3% in Year 1 to recapture customers who were mostly on the fence about the composite organization. Retention improves by 6% in Year 3 as the composite organization continues to optimize its approach to customers.
• Each retained customer goes on to make purchases in successive years at a higher AOV rate. The retained customers in Year 1 are converted in Year 2 and Year 3, while retained customers in Year 2 are converted in Year 3 and generate $112 in value each. Additional customers retained in Year 3 generate value that falls outside the parameters of the analysis.
• Assumptions about attribution and profit margin are the same as Benefit E.

Risks. Differences in organizations that may impact the benefits include the following:

• The number of customers who make a purchase annually.
• The lifetime value of customers.
• The likelihood of customer churn.

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) $2.4 million.

Profit From Additional Offline Conversions

Evidence and data. Beyond improved online revenue generation, interviewees whose organizations have physical business and storefronts saw offline revenue gains as well. Users built upon the experiences created in Adobe Campaign and targeted with solutions powered by Adobe Experience Platform, tying together online and offline engagement data into robust customer profiles through Real-Time CDP to create highly personalized digital messaging using Journey Optimizer and drive in-person business, which they could compare against digital performance with Customer Journey Analytics. Over 30% of respondents selected unifying customer data across channels (including digital and offline) as a key factor that drove the adoption of Adobe Experience Cloud.

The director of CX capabilities at a retailer identified high-impact segments of business that regularly engaged with emails and shared this information with local in-store salespeople to reach out to those customers with more personalized templates. The interviewee noted that with Real-Time CDP, it had become easier to identify customers based on past purchases and engagement. They were just starting to use Journey Optimizer for experience orchestration to further personalize engagement with these customers but were already using Customer Journey Analytics often. The interviewee said: “We’re using Customer Journey Analytics more than I thought we would for attribution of particular campaigns. It acts as a book of record to get a quick read on campaigns. If we had the foresight, we would have used more Journey Optimizer capabilities earlier to get a read on those campaigns with Customer Journey Analytics.”

The interviewees at a financial services organization noted they plan to roll out the Real-Time CDP within the year based on the level of segmentation they could achieve from tests with the application. One of the early metrics they identified was an audience of thousands that were qualified leads but fell into a customer gap that was overlooked sales and hadn’t been targeted with a customer experience. The director of martech platforms said, “With the CDP, it puts more power in the hands of people that are closest to trying to reach their core customer group and then taking action to more efficiently engage them than they’ve had the ability to in the past.” The interviewee singled out the application as potentially being the most valuable player from the Adobe stack in driving offline performance in their future plans.

Modeling and assumptions. For the composite organization, Forrester assumes the following:

• Offline accounts for $3 billion in revenue each year and 20% is impacted by transactions made originating from digital interactions.
• With the personalization capabilities of Adobe driving offline business, the customer conversion rate improves by 1% in Year 1 and grows to 2% by Year 3.
• To account for people and processes influencing conversions, 40% of the value is attributed to Adobe.
• The global profit margin for offline revenue is 10%.

Risks. Differences in organizations that may impact the benefit results include the following:

• The scale of offline business contributing to total revenue.
• Investment and maturity with Adobe Real-Time CDP, Journey Optimizer, Customer Journey Analytics.

Results. To account for these risks, Forrester adjusted this benefit downward by 20%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $701,000.

Unquantified Benefits

Interviewees and survey respondents mentioned the following additional benefits that their organizations experienced but were not able to quantify:

• Offline revenue generation. Offline revenue has a greater impact on organizations than suggested in the quantified benefits. Interviewees and survey respondents shared enough to quantify the improvement in conversions with offline business; however, they couldn’t fully define improvement in order value and customer retention. Those benefits were felt with at least 30% of survey respondents seeing increased offline revenue generation at their organization. As organizations grow in maturity with those use cases for Adobe applications that support offline experiences, the benefit of offline revenue generation will continue to grow and become more defined. The head of martech platforms at the pharmaceutical organization shared: “We have been successful in using all the tools that we have built using Adobe Experience Cloud for customers with the healthcare provider experience. They are content rich with assets frequently reused through AEM [Adobe Experience Manager]. In 2024, we’re planning to create more content and load it to a digital tablet they can interact with during health visits, providing information about our products.”
• Call center savings. Adobe Experience Cloud automations also had an unquantifiable but positive impact on call center operations. For example, the director of CX capabilities at a retailer noted that they planned to deliver personal customer insights, such as order status, directly to call center operators immediately after answering a call, as that is one of the most frequent reasons customers call into the contact center. This erases the need for associates to ask for customer information, search for and find the customer’s profile, and then find their order status in that profile all before answering that common and simple question.
• Seamless Adobe connectivity and centralization of work. A key factor for interviewees in choosing Adobe Experience Cloud to be their foundational customer data platform was that it helped bring customer data and associated operations into a centralized place. This approach eliminated gaps that previously created headaches for employees, with data being pulled through to platforms incorrectly or lengthy wait times for engineers and IT to deliver customer data that would shape and deliver marketing messaging. Rather than spending time on maintenance, IT and marketing users became better aligned to effectively use the applications.
• Improved employee experience work experience. Interviewees appreciated having Adobe’s end-to-end customer journey tools as it empowered their employees to create more engaging experiences. Employees experienced fewer frustrations; for example, they were able to better target customer segments, so they didn’t overlap with colleagues messaging potentially matching customers. Collaboration increased between teams sharing asset fragments to build experiences, reducing the workload stress for employees. Meanwhile, managers leaned on Workfront to better supervise projects and ensure employees had a manageable workload, helping employees meet project deadlines.

Flexibility

The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Experience Cloud applications and later realize additional uses and business opportunities, including:

• Scalability of Adobe Experience Cloud ecosystem. Adobe continues to add products under the Adobe Experience Cloud umbrella that amplify the value of other solutions in the ecosystem. Interviewees said their organizations are just beginning to realize value from relatively newer products, including:
  • Adobe Commerce. Powered by Magento Commerce, Adobe Commerce enables businesses to build out their B2B and/or B2C commerce platforms. Key use cases include managing commerce sites and marketplaces, selling products through to other marketplaces, and managing inventory from orders to shipping and fulfillment. Adobe Commerce Cloud streamlines enterprise resource planning (ERP) and customer relationship management (CRM) integration, and — like other Adobe products — integrates with the rest of Adobe Experience Cloud to better understand customers and further build out personalized experiences.
  • Adobe Experience Platform. The Adobe Experience Platform is a more recent product within Adobe Experience Cloud that powers Adobe Real-Time Customer Data Platform, Adobe Customer Journey Analytics, and Adobe Journey Optimizer. Its applications provide users with real-time customer profiles, advanced data analysis through machine learning and AI, accelerated experience delivery, and greater data governance. For the Total Economic Impact of benefits of Adobe Experience Platform applications, please see this study.
  • Adobe Marketo Engage. Marketo Engage helps B2B marketers to enhance their approach to lead nurturing, account-based marketing, and personalization of messaging to potential customers. Similar to Adobe Commerce, it integrates with the rest of Adobe Experience Cloud and streamlines the creation of B2B customer experiences.
  • Adobe Workfront. Workfront helps businesses oversee their allocation of resources, create budgets, prioritize action items, and ensure their customer experience projects stay on track. The head of martech at the financial services company said: “Marketo and Workfront are welcome additions to the Adobe stack. We were very onboard with those companies before Adobe acquired them and now, they happen to fold into the stack which makes operations more efficient for us.”
• Greater access and speed to using customer data. The Adobe applications’ ability to incorporate a large amount of data from across channels, including offline, helped marketers understand their customers and orchestrate multichannel campaigns better. Interviewees shared that they used Adobe’s AI models to create propensity scores for individual customers, predicting the likelihood they would purchase products and then market to those customers accordingly. The speed with which the interviewees’ organizations could apply large sets of customer data enabled them to run and monitor hundreds of messaging use cases. Altogether, scalable usage of data has enabled the interviewees’ organizations to build and continue to improve upon customer experiences.

Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).