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<h2>Pest Analysis On Adobe Systems</h2>
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Adobe Systems Incorporated (NASDAQ: ADBE) is an American computer software company headquartered in San Jose, California, USA. The company has historically focused upon the creation of multimedia and creativity software products, with a more-recent foray towards rich Internet application software development.

Adobe was founded in December 1982[4] by John Warnock and Charles Geschke, who established the company after leaving Xerox PARC in order to develop and sell the PostScript page description language. In 1985, Apple Computer licensed PostScript for use in its LaserWriter printers, which helped spark the desktop publishing revolution. The company name Adobe comes from Adobe Creek in Los Altos, California, which ran behind the house of one of the company's founders.[4] Adobe acquired its former competitor, Macromedia, in December 2005, which added newer software products and platforms such as Coldfusion, Dreamweaver, Flash and Flex to its product portfolio.

As of August 2009, Adobe Systems has 7,564 employees,[4] about 40% of whom work in San Jose. Adobe also has major development operations in Orlando, FL; Seattle, WA; San Francisco, CA; Orem, UT; Ottawa, Ontario; Minneapolis, MN; Waltham, MA; San Luis Obispo, CA; Hamburg, Germany; Noida, India; Bangalore, India; Bucharest, Romania; Beijing, China.

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Pest Analysis:


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The threat of new entrants and the appearance of new competitors
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The degree of rivalry among existing competitors in the market
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The bargaining power of buyers
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The bargaining power of suppliers
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The threat of substitute products or services which could shrink the market



The strength of each of these forces varies from industry to industry, but

taken together they determine long-term profitability. They help shape the process firms can charge, the costs they must pay for resources and the level of investment that will be needed to compete. The threat of new entrants limits market share and profit; powerful buyers or suppliers, using their superior bargaining power, can drive down prices or push costs up, eroding margins and so on (Witzel 2003). The five factors affect the strategy of the organization. It is important to analyze and study these five forces to be able to craft a successful strategy. To be successful, the organization must respond effectively to the pressures of these five forces.
 
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