Digital Transformation is in our DNA.

How we transformed our Creative Cloud business with a data-driven operating model.

Company Logo

370 億

Adobe.com

每年的頁面檢視

來自 2019 財年 Adobe 內部資料

$6.3B

2019 Creative Cloud Revenue

Up from $1.81B in FY2014

FY19 Annual Report, Q4FY16 Investor Relations Data Sheet

Objectives

Move from box software to subscription service

Drive better customer acquisition 

Create greater customer lifetime value

Build long-term, sustainable customer loyalty

Results

Established new industry-leading enterprise business in 2011

Expanded Creative Cloud franchise by 45%*

11.5 billion annual visits, 61 sites, 31 languages, 30% enterprise traffic from mobile*

*Adobe, as of Q4 FY2019, Adobe internal data from FY2019

數位變革是體驗時代每一家公司必須面對的挑戰。鑒於我們銷售的產品所屬範疇,我們認為對於此主題我們擁有發言權,並且我們對 Creative Cloud 業務進行了變革,因此我們知道其中的艱辛。我們的客戶關係已從疏遠的間斷性關係發展到全天候的個人化互動關係,期間經歷了漫長的過程。最終,我們碩果累累,客戶滿意度更高,參與率更高,帶來更多收益,等等。

與變革的任何公司一樣,我們的成功也是多種因素共同促成的。技術無疑是重要因素,總體上我們使用了 Adobe Experience Cloud。但是我們在利用技術時採取的策略可能更為重要。 數位變革本身是沒有針對性的,因此,我們將策略集中在對我們而言最重要的部分,即客戶。為此,我們研發了嚴格的資料驅動型作業模型(我們稱之為 DDOM),該作業模型實現了我們的目標。


Creating a single source of truth.

Customer data is the lifeblood of experiences. But the way brands use data to power experiences differs from company to company. And while there may not be a single silver bullet for perfect operating models, our DDOM has been crucial to the success of our transformation. 

The model outlines the different phases of the customer journey — discover, try, buy, use, and renew — which helps us structure the way we monitor the health of the business. Each phase has a specific KPI, programs, and owner, and we take all the data we collect through the business around these to establish a single source of truth.


Customer journey

Customer journey and KPIs in our data-driven operating model.

Watch our video to see this model in action as we use our technology to deliver a smooth, personalized customer experience from start to finish.

Watch our video to see this model in action as we use our technology to deliver a smooth, personalized customer experience from start to finish.

This model aligns all our departments, and leaders meet weekly to discuss performance and each specific KPI. Because we’ve aligned on which KPIs matter at each stage of the journey, we can more effectively take action to achieve them and measure our performance against them.

It’s a model built with customer-centricity in mind — a customer journey framework that tells us how to engage with our customers in a personal, effective way at any point in the customer journey. Essentially, it helps answer these three questions:

• How should we engage with our customers? 

• How do we measure that engagement?

• How do we know if that engagement is successful or not?

With this single source of truth, everything else falls into place. And as we’ve used this DDOM, we learned three crucial lessons.

All digital, all the time.

Digitizing as much of the customer journey as possible is fundamental to the success of our operating model. Digital channels allow us to move faster, scale, and better meet customer expectations. But making everything digital is also crucial because it gives the data we need for our data-driven model. As customers interact with us, they create digital signals that we can then analyze and act on. This is obviously the heart of digital transformation but focusing our efforts around the customer journey gave us the discipline we needed to make it happen.

Let the data do the driving.

With a digital customer journey, we bring in a lot of data. But by focusing the model on specific and well-defined customer-centric KPIs, we are able to decide which data we really need. But this means the ability to stitch data across the entire customer journey is mission critical. Being able to gather data, segment it, build audiences, and act on those segments is the backbone of personalization. The model helps us make sense of the data around us. Otherwise, there’s no point collecting it in the first place — we’re just swimming in it.

A guiding structure.

Our operating model only works if we follow it. It sounds obvious, but the key to our success with the operating model is the rigor to which we adhere to it. Having data and gleaning insights is only valuable if we have the people and processes in place to identify opportunities (with the help of artificial intelligence), to decide on (or automate) actions, and to measure those actions in a very fast cycle. And key to how these people and processes work is a single vocabulary that unifies how we plan and operate cross-functionally. We are disciplined in the way these people and processes work, which ensures that every action we take is for the customer.


從試用到購買等等。

我們的資料驅動型作業模型是消費者業務變革的關鍵。但是我們推動客戶完成客戶旅程和實現這些 KPI 時所使用的技巧也是同樣重要。對於與客戶的每一次互動所採取每一步操作,我們使用 Adobe Experience Cloud 實作我們的見解,根據每位客戶所需為他們精心打造個人化的體驗。

發現

我們的客戶贏取都始於一個單一目標,讓潛在客戶在 Adobe.com 上建立自己的個人檔案,用於連接他們對各個產品的體驗。或者我們稱之為 Adobe ID。鑒於此,我們使用許多不同的通道,例如不同層級的廣告宣傳活動、搜尋行銷、社交行銷宣傳活動,這些都將人流推向 Adobe.com。然後,我們使用我們的產品向新客戶和當前客戶建立內容、細分訊息,在受眾細分人群中測試和最佳化內容與訊息,規模化管理廣告宣傳活動,分析效能。 

例如,我們使用 Adobe Advertising Cloud 進行搜尋、視訊和展示廣告,協助我們規劃、購買、度量和自動化我們的廣告需求。因為 Advertising Cloud 運用了 Adobe Sensei 的人工智慧,我們可以根據點選次數、成本和收益為不同預算方案建立模型。

與此同時,我們使用我們的資料管理平台 Adobe Audience Manager 對新客戶和現有客戶使用不同的訊息,因此,我們每次都可以傳送恰當的訊息。藉助 Audience Manager,我們還可以使用相似建模等技巧鎖定我們認為更可能購買的新客戶。

最終,我們可以將從 Advertising Cloud 與 Audience Manager 獲取的所有資料匯聚到 Adobe Analytics 中。涉及到贏取客戶時,我們不單單關注網路流量。我們能夠將 Adobe.com 上的行為置於整個旅程中,從第一次到最後一次與我們互動。當然,由於 Adobe.com 建立於 Adobe Experience Manager 上,我們利用 Experience Manager 的功能打造出完全符合新客戶需求的內容。有了雲端原生解決方案 Experience Manager,我們可以建立模塊化的規模化內容,該內容是搜尋友好型,並且可以由受眾進行個人化。

進一步了解 Experience Cloud 和客戶贏取

試用和購買

讓客戶瀏覽我們的網站顯然很重要,讓他們滯留網站並進行購買則非常關鍵。我們可以透過認真分析每個客戶在 Adobe.com 上的行為,並為他們提供所需的服務,引導他們建立 Adobe ID。例如,時不時地在客戶尋找產品時,提供有意義的試用和產品促銷。

一旦潛在客戶建立了 Adobe ID,我們可以跨不同通道追蹤他們自發的旅程,識別模式、制定見解,建立迎合他們廣泛需求或興趣的體驗。然後,我們可以跨社交、電子郵件、展示以及搜尋行銷通道,以及透過產品內行銷和 Adobe.com 上有針對性的內容提供有目標明確的個人化通訊。依據客戶的行為、族群以及其他特征,我們可以推薦將引發興趣的個人化內容與產品。

Experience Cloud 再一次發揮了作用。Adobe Target 為我們提供了強大的推薦引擎,Adobe Campaign 允許我們使用 Audience Manager 定義正確的細分,跨通道策劃觸發式通訊。然後,Experience Manager 協助我們以多種語言向多個國家或地區的任何使用者建立、管理以及打造動態內容。Adobe Analytics 與這一切工具共同作業,來度量和最佳化我們的每一步成功。

進一步了解 Experience Cloud 和個人化體驗

使用和續費

當潛在客戶成為客戶之後,我們開始進入了重要的客戶保留流程。在起初幾天中,我們可以根據客戶行為傳送內容,無論是培訓內容、激勵內容還是新聞。其內容總是針對每位客戶進行了個人化處理,改進客戶的體驗。

Adobe Analytics 在保留過程中擔當重要角色,吸取當前客戶行為的資料,獲取每位使用者的更多資訊。隨後,讓我們重新定義個人化成效,使用 Adobe Campaign 在合適的時間(長期或是短期)透過各種通道打造完美的個人化訊息。我們還可以從新的 Adobe Experience Platform 開始,協助建立即時的個人檔案,我們的客戶成功代理可以將其用於打造更完美的服務。

進一步了解 Experience Cloud 以及推動忠誠度的宣傳活動


This is just the beginning.

Our transformation didn’t happen overnight. In fact, we think we’re still transforming. Because once you put your customer first, you realize that as their needs evolve, so must your business. So today, we’re taking what we’ve learned from the B2C world to the enterprise in our B2B efforts to redefine customer experience management. Our goal is to become truly B2E — business to everyone.

But our transformation isn’t over. New technologies will continue to emerge. New customer expectations will continue to evolve. But we believe that our commitment to having the right people using the right technologies with the right processes will serve us as well in the future as it has in the past.

We use Adobe Experience Cloud every day to manage our customer experiences and power our DDOM. You can too.

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