How mobile is transforming the retail industry Table of contents 1: Streamlining checkouts 2: Geolocative technologies and their role in retail 4: Clienteling 5: Tablets 7: The social experience 9: Big Data 10: Conclusion With the rise of smartphones and tablet computers, mobile technology is transforming the retail industry. More than ever before, customers and clients are able to research, compare, and purchase products and services with their mobile devices wherever they are. Whether they are sitting at home or browsing in a brick-and-mortar store, people are using mobile technologies to change how they buy things, how they feel about retail brands, and how they talk to others about their retail experiences. This dramatic growth means retailers must be aware of the forces working on the market to take advantage of the opportunities to come. When retailers talk about mobile, it s easy to think the term refers only to mobile sales. Mobile online sales alone are expected to reach $2.12 billion in the United States in 2013 and increase to $62.2 billion in the next three years, according to a September 2012 emarketer report. An Adobe 2013 Mobile Consumer Survey found that more than half of the people with a mobile device have used it to purchase some kind of consumer goods. But it s not just sales through mobile devices. Brick-and-mortar retailers are looking at ways to enhance the in-store experience through mobile checkout devices, clienteling, tablet use among sales associates, connections through social media, and Big Data analytics. No matter where your customers are, mobile technology can enhance the experience they have with your brand. The challenge facing many retailers today is understanding what mobile technologies can do for their customers and stores; how to harness the power of mobile devices as tools to reach and serve their customers in the store; and how to capture and analyze customer preferences using Big Data principles to better customize in-store customer experiences and respond to their desires and concerns. Topics covered in this paper include: How companies can leverage their customers perspectives and preferences to deliver a better in-store experience through devices. How that experience can translate to increased customer loyalty and a stronger bottom line. How the latest trends and best practices in streamlining checkouts, clienteling, and using tablets can enhance the in-store customer experience. How to link the shopping transaction to the social experience. How retailers can harness the power of Big Data to improve the bottom line. Streamlining checkouts Customers are eager to embrace time-saving mobile technology, such as mobile conversions and checkouts. Adopting these technologies can help pave the way for building a deeper mobile relationship between retailers and their customers. One of the most obvious ways mobile technology has made a major change for retailers is by streamlining conversions and checkouts. By moving the point of sale closer to the customer, mobile technology has made it easier for retailers to get to the sale more quickly. Some of the innovations that have made this possible include mobile credit card readers, such as Square technology, and mobile scan-and-go payment applications, such as Google Wallet or proprietary apps that companies develop themselves. Some of the leaders in using mobile checkout and other similar technologies include Apple and Starbucks, according to Michael Klein, director of industry strategy and retail at Adobe Systems.
Mobile Wallet 18% HAVE USED ONE IN THE LAST THREE MONTHS 83% SAID THE EXPERIENCE WAS EASIER THAN USING A CREDIT CARD Figure 1: Use of mobile wallets (Source: Adobe 2013 Mobile Consumer Survey) The mobile wallet is likely to become a standard, says Klein, as retail customers come to expect that they don t have to stand in line to purchase something. Instead, associates will come to them and take care of the transaction quickly and easily. Another trend that is emerging, but might take some time to fully take effect, is the ability of customers to check out with a mobile device without the assistance of a store associate. An August 2012 IHL Group study predicts that transactions at self-service kiosks will increase beyond $1 trillion per year by 2014. Companies will spend more than $2 billion in North America on mobile point-of-sale hardware and software, according to a May 2013 IHL Group retail study. The study also found that 28% of North American retailers plan to adopt some form of mobile point of sale by the end of the year. Department stores and retailers of specialty soft goods will show the highest rates of replacing traditional point-of-sale technology. The mobile checkout also can be a good entry point for retailers to ensure that their customers are comfortable with the retailer s use of mobile technology to collect data. For example, many retailers find it a challenge to collect customer contact information, such as an email address, to add them to a marketing list. But when a retailer uses an electronic-payment app, the request for an email address can become seamless and much more effective. The electronic-payment app then creates a digital connection with the customer that can be used for marketing. Geolocative technologies and their role in retail The use of geolocative technologies, such as near field communication (NFC) and geofencing, can help increase customer engagement. With NFC, mobile devices can push information to each other when they are in close contact. Geofencing is the process of setting up a virtual fence around a retail property that can detect when a customer who has opted into the service is in the area. The retailer can then send messages about exclusive offers that are good for that visit. 75% USE MOBILE DEVICES TO FIND DIRECTIONS TO SOMETHING Figure 2: Use of geolocative technologies (Source: Adobe 2013 Mobile Consumer Survey) Knowing where potential customers are, along with their willingness to use their mobile devices, can help retailers take advantage of wayfinding technologies. In addition, scanning bar codes or QR codes is becoming more mainstream. In the survey, 38% of younger participants and 40% of middle-aged reported scanning a QR code in the past three months. 2
Companies such as Digby Localpoint help retailers engage more fully with their customers through the retailer s own app. Localpoint can then send the shopper rich, relevant messages based on location once they breach a geofence, according to Digby s site. Roughly 59% of the survey respondents use check-in options, scannable coupons, in-store navigational aids, and inventory-availability information on their smartphones while they re shopping in stores. Almost half find value in side-by-side product comparisons, and more than 40% use 360-degree spin views. Localpoint offers check-ins as well. After a customer has checked in, the customizable app can offer in-store coupons, announcements, or even welcome the customer. These retail strategy elements round out the customer experience and aim to draw even more customers into a retailer. In addition, the majority of smartphone users allow apps to use GPS to personalize the experience. This kind of relationship-building lays the groundwork for the sales conversion, and it provides incentives along the way, sometimes even as the customer walks through different aisles in the store. The key to achieving success with these types of mobile solutions is educating customers about the benefits of new technologies and processes. Depending on a retailer s target demographic, the speed with which customers embrace these new technologies may vary. It s helpful to do some research into what customers are looking for and what they might adopt when they are shopping. Neolane, an Adobe company, uses its Neolane Interaction to deliver messages to customers across relevant channels at the right time. It presents offers to anonymous web and social prospects to convert them to loyal brand advocates. Technologies such as mobile checkout are often adopted quickly because the benefits are instantly obvious. However, some customers might take longer to adopt relationship-based technologies, such as push notifications based on location, so establishing the benefit sizable discounts or an unexpected buy-one-getone-free offer is important. Adobe s Klein says that some retailers struggle with where to put their mobile development. Do I spend time and money on a mobile website, or do I spend it on an application? he says. It s not one size fits all. We do have information that says that if you have a compelling reason for a consumer to have your application in their phone, you have a customer that is more likely to buy from you and less likely to price-comparison shop. The application offers the potential for higher order conversion. However, the retailer must offer something to the customer beyond what the mobile website does. Whether that s store locators, promotions, discounts, or a loyalty program, customers need to see something that makes them willing to allow a retailer s app to take up space on their smartphone. What the experts say: It s all part of building a sales relationship with a customer. And when the time comes to make a sale and swipe your card, I can take it right there. There s no standing in line. Lawrence I. Lerner, president of Chicago-based LLBC You need to be there at the time of the consumer s express need, and mobile works best at the moment of need. Michael Becker, North American managing director of the Mobile Marketing Association 35% MOBILE SHOPPERS say mobile-optimized websites are the primary way they browse for products. 42% IPHONE USERS say mobile apps are their primary browsing tool. 36% ANDROID USERS prefer apps on their mobile device. Figure 3: How smartphone users browse for products (Source: Adobe 2013 Mobile Consumer Survey) 3
When given a choice, smartphone users prefer to research products on mobile browsers over apps by two to one, Adobe research has found. Best practices As retailers look to expand their mobile offerings to customers, gaining trust through mobile checkouts and conversions can be a way to acclimate customers to more mobile interactions that provide benefits to both sides. Mobile checkouts can help lay the foundation for an ongoing mobile relationship that enhances customer service through incentives such as geolocative notifications. Clienteling Many retailers are familiar with using mobile technology to reach customers, but mobile technology can also help retailers retain customers. By compiling past sales records and using strong people skills, retailers can boost their customer retention rates with clienteling. Clienteling is offering a hyper-personalized, customer-service experience in a retail setting. Although it has been around long before mobile, retailers are showing a renewed interest in it because mobile technology makes it easy for both the customer and retailer. By using information gained from, stored on, and retrieved through mobile technology, stores and sales associates can provide a sales experience that rivals the golden age of retail customer service. A sales associate has the power to know what particular customers like, to anticipate what they might like and help them find it, and to follow up on the purchase. Mobile technology makes it possible for retailers to compile that data automatically, store it efficiently, and then share it with sales associates across stores. No matter which retail outlet customers use, their preferences are accessible by any sales associate. Providing sales associates with a mobile device and access to customer preferences seems like a simple thing to adopt to take advantage of sizable benefits, but Milton Pedraza, CEO of Luxury Institute, says that he s surprised at how few brands emphasize the task of followingup to their sales associates. Mobile-based clienteling can level the playing field for smaller or lesser-known retailers and help provide an upscale experience at a wide variety of retailers, experts say. It s a fairly low investment on the hardware and requires some training and buy-in from sales associates. But the payoffs can be worth it. Part of the reason retailers may have trouble grasping the concept of clienteling, according to Pedraza, is that they are taking a more spam-like approach. We think we ve got them figured out! Let s keep sending them offers! But the chance of getting a high response from a spam email or text is pretty low, says Pedraza. But when the store cultivates a relationship, you can get 50% to 80% open rates. It s in the single digits for spam emails or text messages. The communication must be personal and valuable to be effective, says Michael Becker, North American managing director of the Mobile Marketing Association. You have to talk to the customer as a person, not as a generic 40-year-old male, for example. Retailers often get hung up on price as a motivator, but according to Becker, emotional loyalty is important to encourage. The initial fears that online sales would kill brick-and-mortar stores haven t been realized. Studies show that shoppers still generally prefer to shop in person. Using mobile-based clienteling can help improve the in-store customer experience and boost loyalty. And if some retailers are concerned that using mobile technology is off-putting to the customer, experts say that there s no substitute for good customer service, regardless of the source. 4
What the experts say: The best example I always draw upon is Brooks Brothers. You went to Brooks Brothers because the sales associate worked with you on a regular basis. They had an index card or a page in a little black book that told everything about your past purchase history and how long it s been since your last purchase, your waist size, shirtsleeve length, whether you prefer French cuffs or regular cuffs, that sort of thing. They knew exactly what your preference and taste were down to that level of detail. They knew you needed a new shirt before you knew and possibly gave you a phone call. That is clienteling. Michael Klein, Adobe It s about customer experience. It s almost like a throwback to the old-fashioned corner store. The owner knew the customers and knew what they needed, what special events they had coming up, and they talked to you about this. Now it s all been digitized. It requires an investment on the part of the retailer, but it s worth it. Lawrence I. Lerner, president of Chicago-based LLBC When you do this relationship-building, this clienteling, you can dramatically improve customer-retention rates and referrals. It doesn t happen by itself, though. You cultivate it after the first sale. Milton Pedraza, CEO of Luxury Institute Best practices Establishing a clienteling program that uses mobile technology can empower sales associates to make the best decisions for the customer. Hyper-personalized customer service that starts before the sale and extends after the sale can be fostered through mobile technology and result in engaged sales associates and better customer retention. Tablets A wide variety of retailers, including Nordstrom, Apple, Sears, and Home Depot, are giving their sales associates tablets and other mobile devices to help them be better salespeople. Specialty retailers are deploying about 45% of all tablets shipped for point-of-sale use, according to an IHL Services survey. Small, independent retailers and mall-based specialty chains are the most common users of tablets in a retail setting. Tablets are poised to gain market share for retail use because they provide an excellent view of consumer products, Adobe research has found. $250 Over the past 12 months, 62% IPAD USERS 56% ANDROID TABLET USERS spent more than $250 on consumer products using their devices. Figure 4: Purchases by tablet users (Source: Adobe 2013 Mobile Consumer Survey) Tablet shoppers tend to be at home, not using the tablet in a mobile sense, and likely to use an app or a tablet version of the regular website, not a mobile site. 5
Tablet computers are becoming popular devices for sales associates to use on the sales floor as well. More than half of CIOs have purchased tablets for employees in 2011. Yet in 2010, 71% didn t allow tablet use, according to the 2011 Morgan Stanley report, Tablet Demand and Disruption. But retailers lag when it comes to providing Wi-Fi for associates to use. The Retail Systems Research study, Clienteling 2.0: A Retailing Reboot for Assisted Selling in the Connected Store, found that less than a third of companies provided wireless access so that associates could assist clients. Another third provided no wireless access at all. Depending on what a retailer wants to focus on, different apps on a tablet computer or other mobile device can help associates to: Check on what s available in the store or other stores in the chain. Notify other locations of shortages. Make suggestions about complementary products to the customer. The tablet itself can become a physical connection that establishes trust between the sales associate and the customer as the associate shows the customer products that are available and draws the customer into a potential sale. Depending on the kind of app installed on the tablet, customers could even drive themselves through the sale if the associate hands the tablet over to them, immersing customers in the sales process almost seamlessly. Tablet computers can be more useful to sales associates than smaller mobile devices, especially when clienteling. Sales associates can quickly and easily pull up extensive product descriptions on a tablet to show the customer. Specialized apps can even include videos of products being used. Customers have come to expect this level of information. When shopping on their devices, 59% SMARTPHONE USERS Access features such as: Full-screen imagery Alternative views, Dynamic zoom, 360-degree spin Videos Product tours. Figure 5: Features used by smartphone users (Source: Adobe 2013 Mobile Consumer Survey) This kind of interaction could keep the customer from show-rooming, or shopping for better prices online while looking at the product in the store. According to the Adobe survey, about two-thirds of smartphone users compare product and price information for different retailers on their mobile devices at some point while shopping, and about 60% check customer ratings and reviews. By providing that information in the store on a tablet, the associate can drive the sale in a way that benefits the retailer. The cultivation of these personal connections, fostered by the information available through mobile devices, builds a relationship that brings customers back. Not only does it improve the retail experience for customers, but it can also provide major improvements for the business side. Using tablet technology can reduce cost and waste by eliminating the need for some internal-sales literature. Sharing information with associates and managers on tablets also can ensure that everyone is on the same page when it comes to sales displays, promotions, layouts, and policies. Tablets can also improve the work experience for sales associates, thereby reducing turnover and training costs. LLBC s Lerner says that retention is improved for retail stores whose associates use mobile devices to enhance customer experience. Pedraza, of Luxury Institute, describes this level of customer service as a win-win for everyone. But handing over tablets to your sales associates doesn t magically turn them into clienteling experts. It takes training and investment and hiring the right people. The addition of mobile technology is not going to automate customer service in a way that the human touch is lost. Pedraza says that many retailers don t recognize this. All that mobile technology does is enhance what associates do already. 6
Security concerns can be an issue when it comes to using tablets across a store or network of stores, particularly if sales associates are using the tablets for streamlining sales. When using tablets to foster clienteling and checkouts, retailers should work with a provider that can help keep credit card numbers, purchase histories, wish lists, and other personal data secure. What the experts say: Sales professionals are doing something meaningful, clients are getting offers that are relevant, and stores and brands are selling more. Milton Pedraza, CEO of Luxury Institute Best practices To take advantage of the benefits that tablet-based customer service offers in a retail environment, ensure that associates are already familiar with providing excellent customer service. Then a retailer can provide tablets and train the associates to access and share the information available to make an in-store customer experience extraordinary. Sales employees see tablets as a perk, and improved customer service can help boost retention rates. However, it s critical to ensure that data is secure, both within the company and against external threats. The social experience Retailers continue to find their way with social networks. Some networks are about brand building, while others may turn into retail opportunities. As more people access social networks through their mobile devices, retailers can use those networks to reach potential customers and retain loyal ones. Before the explosion of social media networks, people shared their opinions about stores, brands, and products by word of mouth. A shopper with a customer-service horror story could tell friends, who might or might not change their shopping habits because of it, and the story would probably end there. When email became mainstream, people could send their stories to friends and family, and their experiences might get forwarded on or even go viral. But with the rise of social networks, such as Facebook and Twitter, people can share their retail experiences with everyone, as well as compile wish lists and look for inspirations through sites such as Pinterest, where people can pin links and graphics to a virtual bulletin board that they want to save for future use and share with others. 55% OF ALL RESPONDENTS use their mobile devices to share product information with their friends. 84% OF 18- TO 29-YEAR OLDS use their mobile devices to access social media networks. Figure 6: Use of sharing and social media (Source: Adobe 2013 Mobile Consumer Survey) As the social networking sites have developed, each has taken on a distinctive role that retailers can use in different ways, says Paul Price, CEO of Creative Realities. Retail companies are recognizing the power of social media trends and are using the sites to drive and control the conversation themselves. For example, Price says that some retailers are shifting toward fusing the shopping experience and social media within a store. What the experts say: Some [retailers] are genuine about building relationships with brands and stores through a relevant conversation. Facebook is where I as a consumer have decided to continue my relationship with a brand. I m actively interested in what it has to offer me and what it has to say. It keeps them interested in your store by nurturing relationships and retention. Paul Price, CEO of New York-based Creative Realities 7
Shoppers can check in on Facebook and list their location as the retail store, receive special privileges, and even have their social activity or purchases displayed inside the store. Other activities can include posting about favorite purchases or interacting with customer service. Nordstrom routinely posts photos of new or interesting products and invites conversation, with Nordstrom employees interacting with customer comments. 90% OF YOUNG AND MIDDLE-AGED CONSUMERS check social media sites with their mobile devices. Figure 7: Use of social media (Source: Adobe 2013 Mobile Consumer Survey) Because of the prominence of social networking, many retailers are seeing the necessity of establishing a social media presence. The IBM Institute of Business Value survey, Meeting the Demands of the Smarter Consumer, found that a third of respondents said they were somewhat or very likely to follow a retail brand on a social network. Following a brand on Twitter or Facebook represents a type of opt-in to what the retailer has to say online. And consumers are becoming more comfortable with making the conversation two-way. If customers have a complaint about a product and post it on the company s Facebook page, they expect a response. As many as 75% of customers will share bad retail experiences via social media. That s up from 25% in 2010, according to the 2011 Gartner report, Key Issues for Customer Experience Management. Experts recommend that retailers staff their social media efforts so that problems are taken care of quickly. While discussions about product or service experiences on social media are important to retailers, there are different schools of thought when it comes to turning social networks into viable retail opportunities. On the one hand, social networks are a great way to share ideas, inspirations, and wish lists. On the other hand, social networks may prove to be just that social with less of an emphasis on sales and more on fostering connections. 53% OF CONSUMERS who visit a Facebook page receive some kind of offer or promotion. 20% OF CONSUMERS say they don t have a very good mobile experience when navigating from the Facebook page to the brand s site. Figure 8: Experience with Facebook (Source: Adobe 2013 Mobile Consumer Survey) Companies can boost engagement by ensuring that their sites are mobile optimized and should consider mobile offers to those navigating from social media, according to Adobe s study. Klein of Adobe says that when retailers think of their social presence, they must also keep in mind the mobile and local parts of mobile-social-local, a way of looking at customer interactions. He cites Guitar Center as a retail company that does a good job with this. The company has individual Facebook pages for local stores, rather than one page for the company itself. The pages provide information about local events and offers, so when customers look at Facebook while out and about, they see that a guest musician is holding an event at the local Guitar Center. What the experts say: When I think of social commerce, I think of what was going on in 2011 and 2012, when retailers were trying to put catalogs on Facebook so they could sell products from there. What I m hearing more of is the mobile-social-local concept. Multichannel retailers who have brick-and-mortar stores across the country can have a social presence that puts a face on the store for a local patron. Michael Klein, Adobe 8
Best practices Retailers can foster communication and brand loyalty through social media networks by employing contests, special offers, conversations, and notifications of events as they explore conversion and checkout opportunities. Collaborative sites such as Pinterest and the concept of sharing wish lists might turn into sales-conversation opportunities over time. Social media is growing and changing rapidly, and retailers should pay attention to trends as they develop. We are only just beginning to see the benefit of the development of more personal experiences has to do with the ability of retailers to take data and interpret it for ways that can drive tailored experiences for customers. Big Data is an enabler of what is a more important outcome how the average shopping visit becomes tailored and highly personalized. It s making my store much more special and, of course, mobile is the platform to deliver that all on. Paul Price, CEO, Creative Realities Big Data Consumers are providing mountains of data about their shopping habits and preferences through mobile technology. Using the principles of Big Data and predictive analysis can establish buying trends and anticipate what certain customers may be interested in. Big Data is the concept of analyzing multiple databases and coming to predictive conclusions about individuals or groups of people. Retailers are just starting to see the potential of Big Data principles. The possible gains from Big Data are huge. A 2011 McKinsey study found that retailers could increase operating margins by up to 60% using Big Data principle. If you want relevance, pay attention to Big Data, says Michael Becker, North American managing director of the Mobile Marketing Association. The challenge is not to be coy about it. It s big. It s a difficult thing to wrap your head around because of all the different data points. It truly is an amazing tool. Big Data can help companies see beyond the demographics and customize experiences for each customer. And as companies collect more information from mobile devices, their data sets for Big Data can grow. Retailers face challenges in adopting Big Data principles, however. According to the McKinsey study, the United States could face a shortage of 140,000 to 190,000 people with deep analytics skills who can grasp and work with Big Data principles. There s also a lack of managers who can use Big Data results to make effective decisions. Another challenge is storing and working with the data itself. Big Data crunches information from multiple databases and can include as many sets of data as a retailer finds useful store location, product placement, shopper demographics, combined checkouts, weather on the day of a sale, and so on. Many businesses don t have the resources to do this, Becker says. Smaller retailers especially may find they need to work with vendors when it comes to Big Data analysis. What the experts say: One way we re helping our mobile customers is with our Adobe Analytics solution, which allows for mobile tracking. What the challenge is, and what we re working on, is creating a single user ID that can identify that user, no matter where the user is, and see them as unique individuals. Using an analytics tool to track mobile activity is a big part of that. Michael Klein, Adobe You ve got this ridiculously large data repository. Some retailers have a lot of information, but refining it takes time to get the answers right and resources to go through it. Lawrence I. Lerner, president of Chicago-based LLBC Retailers also need to come to terms with data security. The McKinsey study recommends that retailers develop customer-data policies that address privacy, security, intellectual rights, and liability. Customers generally have an idea that retailers use past purchase history and demographic information to keep tabs on them, but they resist anything that feels creepy. Lerner says that the Millennial Generation those born from around 1980 to the mid-1990s are cautious about sharing a lot of information, and retailers need to use a careful hand. The same principles that retailers employ with other uses of mobile technology, such as personalization and showing value, will come into play as they use Big Data principles. 9
Best practices Retailers can use Big Data principles to enhance customer experiences and boost the bottom line, but they need to establish policies and principles to store and manipulate the data they use for analysis. Having the resources to manipulate and analyze the data is a factor in whether embracing predictive analysis is a success. Retailers must be mindful of how they communicate conclusions that they draw with their customers. People want three things from a service provider. You want them to be an expert at what they do, you want to trust them, and you want to like them as a human being. Milton Pedraza, CEO of Luxury Institute Conclusion The changes that mobile technology have brought to the retail industry are vast and developing constantly. As retailers consider incorporating some of these advances into their business practices, it becomes clear that many of them are integrative. For example, after a retail outlet decides to provide its sales associates with tablets to enhance customer service during the shopping process, it becomes natural to add mobile checkout. After mobile checkout is added, a retailer can begin building a database to collect information to use in predictive analytics. And when predictive analytics enters the game, the retailer can improve the customer experience by training sales associates in the art of clienteling, enhanced with mobile technology. Mobile technology has changed the way customers experience in-store retail as well as the way retailers offer in-store experiences to customers. As retailers adopt more mobile technology, however, they need to remember that making the sale is still about the personal experience that customers have in the store it s more about how the store looks and feels to customers, as well as the interactions they have with the sale associates. Good customer service is not dependent on mobile technology. Klein says retailers also need to be aware of trends to come. Mobile is exploding, he says. Things that are just emerging include device detection and connecting devices to geographic locations. As retailers try to get a 360-degree view of the customer through the touchpoints of a mobile device, a tablet, and a web device on a desktop computer, that s a challenge. If the holy grail is a 360-degree view of the customer, I d say most retailers are about halfway there, and that may be generous. The best of the best are at 250. The gap is being able to stitch together all of a customer s experiences. Retailers such as Nordstrom and Burberry are doing a great job when it comes to using mobile technology to communicate with customers, provide incentives, and personalize customer experience, Klein notes. In the meantime, all retailers can examine the best practices and develop their own optimization plan for the use of mobile technology to provide excellent customer service and experiences through streamlined checkouts, clienteling, tablet use, social media, and Big Data principles. Adobe Systems Incorporated 345 Park Avenue San Jose, CA 95110-2704 USA www.adobe.com Adobe, the Adobe logo, Creative Cloud, Illustrator, InDesign, and Photoshop are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States and/or other countries. Java is a trademark or registered trademark of Oracle and/or its affiliates. All other trademarks are the property of their respective owners. 2013 Adobe Systems Incorporated. All rights reserved. Printed in the USA. 8/13