CIO Playbook: Managing Licensing for Adobe’s Niche Products

Many enterprises rely on a handful of Adobe’s alternate or niche products for specific needs. These include tools like Adobe Captivate (for creating eLearning content), Adobe ColdFusion (for developing server-side web applications), Adobe FrameMaker (for publishing technical documentation), and similar legacy applications, such as RoboHelp (help authoring), that persist in enterprise environments.

Unlike Adobe’s flagship offerings (e.g., Creative Cloud apps or Acrobat), these niche products often have older licensing models and receive less attention in vendor communications. This section of the CIO playbook guides how to manage and optimize licensing for these tools in 2024.

It covers the recent shift toward subscription models, strategies to avoid budget surprises, and best practices to ensure compliance and cost-effectiveness. CIOs will find recommendations on transitioning licenses, consolidating agreements, and leveraging independent expertise to navigate these often-overlooked products.

Overview of Adobe’s Alternate & Legacy Tools

Adobe’s niche products serve critical functions for specific teams but are not included in the mainstream Creative Cloud bundles.

Key examples:

• Adobe Captivate – An e-learning authoring tool used to create interactive training modules, software simulations, and quizzes. Often used by learning & development departments.
• Adobe ColdFusion – A legacy server-side scripting and application server platform for building web applications. Used by some IT teams to maintain older web systems or internal applications.
• Adobe FrameMaker – A desktop publishing tool for large or complex documents, favored in technical writing and documentation (e.g., policy manuals, product guides).
• Adobe RoboHelp – A help authoring tool for creating online help systems, knowledge bases, and user assistance content (commonly paired with FrameMaker in the Technical Communication Suite).
• Other Legacy Tools – Adobe has developed other niche tools, such as Adobe Presenter for PowerPoint-based e-learning, Adobe Director, and Authorware, in the past. Many of these have been discontinued or merged into other products; for instance, Presenter’s features are largely superseded by Captivate.

These products typically originated from earlier Adobe acquisitions or older product lines and, as a result, historically followed different licensing approaches than the modern Adobe Creative Cloud subscriptions.

Table: Adobe Niche Products Licensing Overview (2024)

Key point: Adobe’s trend is toward subscription-only models for all these products, mirroring the broader industry shift. Until a few years ago, an organization might have bought these tools outright (with perpetual licenses) and used them for many years.

As of 2024, Adobe has largely phased out perpetual licensing for new versions, meaning enterprises must adapt to subscription licensing or enterprise agreements for any upgrades or additional deployments of these tools.

Legacy Licensing Models vs. Subscription Shift

Understanding how these products were licensed in the past versus today is crucial:

• Adobe Captivate: Historically, Captivate was sold as a perpetual desktop license per user. Organizations could buy a version (e.g., Captivate 2019) and use it indefinitely, optionally paying for upgrades to newer versions. Subscription Model Emergence: Adobe introduced Captivate as a subscription to provide more flexibility. As of 2022, Adobe no longer sells new perpetual licenses for Captivate. Now, the software is offered via named-user subscriptions; for example, an individual license costs around $33.99 per month. Volume licensing is available through the Adobe Value Incentive Plan (VIP) for teams, and Captivate can also be included in an Enterprise Term License Agreement (ETLA) for enterprise-wide deployment. The subscription includes entitlement to the latest “all-new Adobe Captivate” as well as “Captivate Classic” (the previous version), ensuring users are always up to date.
• Adobe ColdFusion: ColdFusion’s licensing was traditionally per-server. A company would purchase a ColdFusion Standard or Enterprise edition license. Standard covered a limited number of CPU cores (e.g., two cores) suitable for smaller deployments, while Enterprise covered more cores (e.g., eight cores per license) for higher-demand apps​. These were perpetual licenses – pay once per server, and optionally renew maintenance for support and upgrades. Shift to Subscription: In a major change, Adobe announced that ColdFusion releases 2023 and later would be subscription-only. Perpetual licensing is no longer available for any current version​. Instead, ColdFusion is now sold as an annual subscription tied to the number of cores or instances. For example, ColdFusion Standard costs roughly $760 per year for a 2-core server, and Enterprise (with more cores and features) is correspondingly higher, often priced per core on an annual basis. This means that organizations with ColdFusion deployments must budget for recurring yearly costs, whereas they might have had a one-time expense previously. ColdFusion’s new licensing also introduces Adobe ID-based activation for online environments and device-based licensing for offline servers​. ETLA Note: ColdFusion can be included in an ETLA, but it may require special handling since it’s not a user-based service. Enterprises can negotiate ColdFusion as part of a three-year term agreement, typically handled through a custom clause or as an add-on in the EULA, often priced per server or core. Including it ensures price predictability over the term and centralized management, as opposed to a separate contract that may be overlooked until it expires.
• Adobe FrameMaker: FrameMaker was long available as a perpetual license for each user or workstation, much like other desktop software. Organizations would buy (for example) FrameMaker 2019 outright. Upgrades to a new version (such as FrameMaker 2022) typically require purchasing an upgrade license or a new license, unless you have a maintenance plan. Shift to Subscription: Adobe has now moved FrameMaker to subscription-only for the latest release. The newest versions (FrameMaker 2022 and onward) are not sold as one-time licenses​. Instead, users must subscribe via Adobe’s website or through volume licensing. The pricing is roughly $29.99–$39.99 per month per user (when on an annual plan) according to Adobe’s FAQs, which works out to about $360–$480 per year, per user. For organizations, volume subscriptions can be managed under VIP, and an ETLA can include FrameMaker to cover all technical writers for a fixed annual cost. Notably, Adobe has also ended the upgrade path for older perpetual versions – if you own FrameMaker 2019 or earlier, you cannot simply buy an upgrade license to 2023; you must move to a subscription. This has caught some companies off guard when they went to refresh their documentation software and found the model had changed.
• Adobe RoboHelp: Often packaged with FrameMaker in the Adobe Technical Communication Suite, RoboHelp followed a similar pattern. Historically, you could buy the suite or RoboHelp as standalone perpetual licenses. Now, Adobe offers RoboHelp through a subscription (either standalone or as part of the Tech Comm Suite subscription). The suite’s perpetual licensing has been discontinued; Adobe’s FAQ states that the full Technical Communication Suite is no longer sold as a perpetual product. Enterprises must license RoboHelp through a subscription, which can also be part of an ETLA or VIP agreement. The subscription ensures access to the latest version, which is important given the rapid changes in web and help publishing standards.
• Other Tools (Legacy Status): A few other Adobe niche products are worth mentioning. Adobe Presenter, a PowerPoint add-in for e-learning, was last updated several years ago and is effectively end of life. Captivate or even PowerPoint’s enhancements largely replace its functionality. Adobe Captivate Prime (now called Adobe Learning Manager) is an e-learning LMS platform, a separate cloud service that is always subscription-based SaaS, not a legacy tool. Adobe Connect, for virtual meetings and training, is another specialized product that is licensed as a service or on-premises server, typically via subscription or maintenance contracts. If an enterprise uses Connect, it should also ensure that those licenses are tracked. These products might not fall under a Creative Cloud ETLA, but Adobe can include them in a custom enterprise agreement if negotiated. The general direction is clear: Adobe is phasing out old licensing schemes in favor of subscription and term agreements across its portfolio. CIOs need to be mindful of this shift to avoid running unsupported versions or facing unexpected costs when they eventually have to upgrade.

Challenges in Managing Niche Product Licenses

Managing these lesser-used Adobe products presents unique challenges for IT and procurement teams:

• Lack of Visibility: Because tools like ColdFusion, Captivate, or FrameMaker are used by specific departments or for niche purposes, they may not be tracked as closely as more widely used software like Microsoft Office or Adobe Creative Cloud. It’s easy for a ColdFusion server tucked away in a data center or a few Captivate installations on the training team to be absent from central IT’s license tracking. This lack of visibility can lead to shelfware (licenses owned but not utilized efficiently) or, conversely, unlicensed usage if someone installs the software without going through proper procurement processes.
• Fragmented Purchasing: These products were often acquired in one-off purchases or through different resellers over time. For example, an engineering team might have purchased FrameMaker licenses through a specialized vendor years ago, while the training department bought Captivate online using a credit card. The result is siloed records and a lack of a single view of all Adobe software in use. Without a consolidated agreement, each product might be on a different renewal cycle and invoiced separately, increasing the risk that something will be forgotten until it expires.
• Limited Vendor Communication: Adobe’s sales and account teams tend to focus on high-revenue products and enterprise solutions. CIOs and IT managers report that niche products often don’t get mentioned in regular quarterly business reviews or sales check-ins. Adobe may not proactively inform you of changes to these products’ licensing or pricing unless you ask. For instance, if Adobe shifts ColdFusion to a subscription-only model, they might announce it on their website or at a user conference. However, your Adobe account manager might not highlight this change during your Creative Cloud renewal discussions. This communication gap means that if you’re not actively monitoring, you may miss important notices, such as end-of-life dates or pricing changes, until it’s too late, just before renewal.
• Surprise Cost Increases: With niche products, organizations can get hit with pricing shocks. A common scenario is the “quiet” renewal – you’ve been paying minimal attention to a product like Adobe ColdFusion or an old FrameMaker maintenance plan, and suddenly the renewal quote arrives with a much higher price. This can happen due to a model change (e.g., switching from perpetual maintenance to subscription, which converts a one-time cost into a significant annual cost) or simply a price hike after years of stable fees. Adobe might also bundle new features or support into a new edition and charge a higher price. Because these products aren’t widely discussed, the increase catches teams off guard, forcing a scramble for budget approval.
• Compliance and Audit Risk: All software carries audit risk, but niche products pose a particular risk because they are often overlooked in compliance audits. A company might rigorously audit its Microsoft and Oracle deployments but overlook Adobe FrameMaker usage in a single department or corner of the business. Adobe, however, has audit rights in its agreements and has been known to audit organizations, especially around big renewals or if it suspects unlicensed usage. If an Adobe audit uncovers that you have more ColdFusion installations than licenses, or that your team installed a few extra copies of Captivate without buying subscriptions, the result could be an urgent true-up. True-ups for these products can be expensive – sometimes charged at list prices with backdated support fees. Moreover, suppose Adobe has already moved to a subscription-only model. In that case, they might require you to purchase a subscription (and possibly discontinue use of the old version) to become compliant, which could disrupt your operations if not planned.
• Older Versions and Security: Another challenge, beyond pure licensing, is that many of these niche tools, especially ColdFusion and older Acrobat/Reader deployments, if any, require important security updates. Suppose an organization avoids upgrading due to licensing inertia (e.g., staying on an old ColdFusion 11 because you have a perpetual license). In that case, they may be running software that no longer gets security patches. This exposes the enterprise to vulnerabilities. While this is a technical risk, it ties back to licensing if the reason for not upgrading is to avoid new licensing costs. CIOs should weigh the cost of new licenses or subscriptions against the security and support benefits of staying up to date.

In summary, the combination of low visibility, infrequent touchpoints with Adobe, and evolving license models makes these products a potential landmine for CIOs. The next sections outline strategies to mitigate these challenges and turn them into a well-managed part of your IT portfolio.

Optimizing Licensing Strategy for Adobe’s Niche Products

To effectively manage tools like Captivate, ColdFusion, and FrameMaker, CIOs should adopt a proactive and strategic approach. The goal is to avoid last-minute surprises, ensure compliance, and get the best value for the organization.

Below are key strategies and best practices:

1. Establish a Complete Inventory and Ownership

Start by identifying all installations and uses of these Adobe products in your organization. Create an inventory that includes: the product and version, the department or team using it, the number of machines or servers, and the license type.

Often, this means engaging with specific teams:

• Talk to Business Units: Reach out to the training and learning (L&D) department to find out if they are using Captivate or Presenter. Connect with the documentation or engineering teams about using FrameMaker and RoboHelp. Check with web application teams or older IT support groups to see if there are any ColdFusion servers or legacy applications.
• Leverage IT Asset Management (ITAM) Tools: If you have a software asset management tool in place, ensure it’s scanning for these Adobe products. Update the recognition rules if necessary, as some older versions might not be flagged by default.
• Assign Responsibility: Assign each product a responsible owner within IT or the business. For example, designate a “ColdFusion owner” in the IT apps team who keeps track of where ColdFusion is deployed and monitors its licenses. Similarly, have someone in the tech docs team liaise with IT for FrameMaker licensing. When ownership is clear, it’s less likely for a product to fall through the cracks.

Document the license entitlements you have: e.g., “5 perpetual licenses of Captivate 2019 purchased under PO#XYZ, with serial numbers…”, or “ColdFusion 2018 Standard – 2 licenses owned for Servers A and B”. This baseline will be essential for planning upgrades or true-ups.

2. Consolidate Licensing Under Enterprise Agreements

One effective optimization is to bring these niche products into a central licensing agreement. If your organization already has an Adobe Enterprise Term License Agreement (ETLA) for other Adobe products, consider negotiating to include Captivate, FrameMaker, ColdFusion, and other products in that ETLA.

Advantages of doing so:

• Simplified Procurement: Instead of juggling separate purchases or renewals, all your Adobe licenses co-term under one agreement. You’ll have one annual payment and one contract to manage, improving administrative efficiency.
• Budget Predictability: ETLAs are typically three-year agreements with a fixed price (or a pre-agreed price curve) for each year​. By including, say, 20 Captivate seats and 10 FrameMaker seats in the ETLA, you lock in their cost. Even if Adobe raises the general price in year 2 or 3, your rates are set by the contract. This guards against the pricing shock at renewal.
• Flexibility and True-up Terms: Enterprise agreements sometimes allow slight adjustments in quantity. You might be able to negotiate the ability to add a couple of extra licenses mid-term at a prorated cost. Also, if you anticipate growth or reduction, you can sometimes build that into the ETLA (for example, “we will have 15 FrameMaker users in Year 1 and 10 in Year 2 if we plan to transition off”).
• Unified Adobe Relationship: With all products in one agreement, Adobe’s account team will have full visibility into your account. They are then more likely to keep you informed about any changes to the product. It also gives you leverage: during ETLA negotiations, you can raise issues with these niche products and secure commitments or concessions (e.g., extended support or a bundled discount for including a less popular product, such as ColdFusion).

For those without an existing ETLA, consider if your usage warrants one. An ETLA makes sense for larger enterprises or those using a broad range of Adobe products. If you only have a couple of FrameMaker users and nothing else from Adobe, an ETLA might be overkill.

In such cases, consolidate via a reseller or VIP program: you could still coordinate purchases so that all Adobe subscriptions co-terminate on the same date annually, even if not under a formal ETLA.

3. Transition to Subscription Models Strategically

Given Adobe’s move to subscriptions, CIOs should plan a transition path for any remaining perpetual licenses:

• Assess Your Current License Lifecycle: Review the age of your perpetual licenses and the support they offer. For example, if you have ColdFusion 2018, note that its extended support may end soon. FrameMaker 2019 is already a few versions behind the current. The older the software, the sooner you’ll likely need to replace it due to technical or support reasons, which means moving to a subscription-based model.
• Budget ahead for Recurring Costs: Subscriptions will shift spending from capital expenses to operational expenses, from one-time to ongoing. Start including these in your annual IT budget forecasts. It’s often easier to justify and absorb the cost when planned a year or two, rather than reacting when a team suddenly says they need an upgrade. For instance, if your training team is fine on Captivate 2019 now, anticipate that by 2025, they may request the latest features, so earmark funds for X number of Captivate subscriptions in 2025.
• Evaluate Subscription Tiers and Options: Adobe sometimes offers “Pro” or enhanced tiers for enterprise (for example, enterprise support plans or additional cloud storage with Captivate). Decide if you need those or if the basic subscription suffices. With ColdFusion, decide between the Standard and Enterprise edition subscriptions based on your usage. The Enterprise edition is more costly but offers more scalability and features, such as API Manager.
• Time Your Moves: If you have an active Adobe maintenance plan for an old version (in some cases, companies may still be under a support contract for, say, ColdFusion 2021), coordinate the switch to a subscription at the maintenance renewal date. Sometimes, Adobe might offer a promo or credit if you switch to a subscription before your current support expires. Also, avoid lapsing into an unsupported state; if ColdFusion 2018 support ended and you delay upgrading, you not only risk security issues but also lose negotiation leverage (Adobe knows you urgently need a new license if something breaks).

Tip: When transitioning, ask Adobe or your reseller about multi-year subscription commitments. Much like an ETLA, even outside of a formal ETLA, you might negotiate a 3-year subscription deal for these products.

In exchange for a 3-year commitment, Adobe might give a discount or at least agree not to increase the rate. This can often be done through their VIP Select program, which offers discounts for certain license quantities or commitments.

4. Monitor Adobe Communications and Product Updates

As a CIO or IT manager, make it a practice to stay informed about the products you use, even if Adobe isn’t pushing info to you.

A few ways to do this:

• Subscribe to Adobe’s Enterprise Newsletter or Blogs: Adobe’s website has press releases and blogs for their products. For instance, keep an eye on the ColdFusion blog or portal for any announcements of new versions or support timelines. Similarly, the Adobe Tech Comm blog can provide news about FrameMaker and RoboHelp.
• Join User Communities: There are user forums and community websites, including Adobe’s forums and independent groups on LinkedIn or Reddit, where discussions about these products take place. Often, changes in licensing or big updates are discussed by users. For example, when Adobe changed Captivate’s licensing in 2022, many e-learning professionals discussed what it meant for their organizations. Being in the loop can give you an early warning.
• Adobe Licensing Website: Adobe’s licensing portal and help pages (such as the buying guide pages and FAQs we cited) are useful. They often have FAQs that explicitly state changes, like “perpetual licensing is no longer available.” Checking those pages occasionally (especially before making any purchases) can help you catch any policy updates.
• Proactive Account Management: Even if Adobe’s reps don’t bring it up, you can ask them directly: “Are there any changes coming for ColdFusion or FrameMaker that we should be aware of? Any pricing changes this year?” A good account manager will investigate and get you an answer. This also signals to Adobe that your organization cares about these products, potentially prompting them to keep you informed.

5. Optimize Utilization and Seek Cost Efficiency

Optimization isn’t just about avoiding overpayment; it’s also about ensuring you’re not paying for licenses you don’t need:

• Right-Size Your License Counts: After inventorying, you might discover, for example, that you have 20 Captivate licenses purchased historically, but only 12 people currently use Captivate. If you switch to subscription, you would subscribe for those 12, not 20, and maybe hold a couple in reserve for peak times. With perpetual licenses, many organizations erred on the side of buying extra “just in case,” but with the subscription, you can adjust annually. Don’t automatically subscribe to the same number you had before – align it with your current needs.
• Reclaim and Reassign: Ensure you have a process in place to reclaim licenses when someone leaves or a project comes to an end. If a technical writer using FrameMaker departs, reassign that subscription to the new hire or another user. Adobe’s admin console for teams makes reassignment straightforward. The same goes for Captivate. This way you maximize usage of each license you pay for.
• Consider Alternatives (Carefully): In some cases, organizations consider alternative products to replace Adobe’s niche tools, either to save cost or reduce reliance on a possibly declining product. For example, some have migrated from ColdFusion to open-source Lucee (a CFML engine) or to other modern web frameworks to avoid ColdFusion licensing fees. Similarly, a company might evaluate Microsoft’s HTML5-based help solutions or open-source documentation tools instead of RoboHelp or FrameMaker. While exploring alternatives is part of a long-term IT strategy, be cautious about the transition costs and learning curve. The playbook recommendation is not necessarily to replace these tools, especially if they are deeply embedded in your workflows, but to be aware of options in case Adobe’s support or pricing becomes untenable. Having a contingency plan also increases your negotiating leverage with Adobe, as they’ll be more flexible if they know you could walk away to another solution.
• Watch for Bundle Discounts: Adobe sometimes offers a bundle (e.g., the Technical Communication Suite includes FrameMaker, RoboHelp, Captivate, and Acrobat). If you need multiple tools, the suite subscription might be cheaper than individual subscriptions. For example, if you have a team that uses both FrameMaker and Captivate, ask if a suite license is available under your agreement. As of the last information, the Tech Comm Suite one-year subscription was priced attractively compared to buying each separately (previously ~40-50% less than the sum of parts). However, note that Adobe’s move away from perpetual also means the “suite” is just a convenience bundle of subscriptions. Ensure that if you drop one component, you adjust your licensing accordingly next cycle.
• Cloud vs On-Prem Considerations: Some products have cloud services components. For instance, Captivate subscriptions now include asset libraries and 100 GB of cloud storage. FrameMaker and RoboHelp are largely on-prem desktop apps, but ColdFusion has cloud-ready images (AWS/Azure). If you use those, ensure the licensing covers cloud deployments. Adobe’s ColdFusion subscription does allow deployment on cloud VMs, but you must license per VM or core in use. Optimizing might mean using Adobe’s provided AMIs (which charge by hour, including license) for short-term needs instead of full licenses, etc., if that fits your usage pattern.

6. Implement Regular Compliance Checks (Audit Readiness)

Treat these Adobe products with the same compliance rigor as your major software assets.

Steps to take:

• Annual Self-Audit: At least once a year (or more frequently), audit the usage of Captivate, ColdFusion, FrameMaker, and other applications against your entitlements. This can be aligned with your Adobe contract anniversaries. Check how many users are assigned Captivate in the admin console compared to the number of subscriptions you have. For ColdFusion, review server deployments – did you create any new VM instances or clones that inadvertently doubled your installations? It’s common in virtual environments for virtual machines (VMs) to be copied. Make sure a copied ColdFusion server isn’t running without a valid license accounted for.
• True up ahead of Time: If you find you’re out of compliance, address it on your terms. It’s much better to approach Adobe saying, “We realized we need two more FrameMaker licenses – let’s add them,” than to have Adobe find out in an audit. Voluntarily trueing up missing licenses might also put you in a favorable light and give you negotiation room (you could ask for the additional licenses at a similar discount to your original purchase, rather than paying full price under audit pressure).
• Maintain Documentation: Keep all proofs of purchase and license keys in a central repository. For older perpetual licenses, retain the emails or documents from Adobe that show the serial numbers and quantities. For subscriptions, keep copies of your contract or order forms that state how many licenses you’ve paid for and the term. In case of an audit, being able to quickly produce evidence of entitlement will streamline the process and demonstrate your control over licensing.
• Audit Clause Awareness: Understand your rights and obligations under Adobe’s audit clause, typically found in the license agreement or terms of service. It typically allows Adobe to audit with notice. If they find under-licensing, you must purchase the needed licenses at current rates, plus possibly pay for audit costs if non-compliance is significant. There may also be a clause about retroactive maintenance – for example, if you were underlicensed for 2 years, Adobe might charge 2 years of back support on those licenses as part of the settlement. Being aware of this helps underline why proactive compliance is far better than reactive.

7. Scenario Planning: Avoiding Worst-Case Surprises

To drive home the importance of the above steps, consider a few illustrative scenarios that have occurred in enterprises:

• ⚠️ Unmanaged ColdFusion Deployment – Costly Surprise: A manufacturing company has an internal application running on Adobe ColdFusion 2016. Over the years, the app was moved to new servers and now runs on a virtual machine with 4 CPU cores. Originally, they had purchased a ColdFusion Standard license, which covered two cores on one machine. The IT team, focused on other projects, wasn’t aware of the licensing implications of moving to a 4-core VM. In 2024, Adobe’s audit team contacts the company. The audit finds they are effectively using ColdFusion Enterprise-level resources without proper licensing. Adobe informs them that perpetual licenses are no longer sold, so the company must buy a subscription for ColdFusion Enterprise. The price tag: roughly $14,000 per year for their server setup, every year going forward. The IT budget had not accounted for this – they had assumed the old one-time license was sufficient. This scenario resulted in a frantic budget scramble and unplanned procurement under pressure. Lessons learned: If they had tracked the ColdFusion instance, they could have either limited it to 2 cores or budgeted for an Enterprise license. Better yet, they could have negotiated ColdFusion into their ETLA earlier, at perhaps a lower negotiated rate. Being proactive would have turned a nasty surprise into a planned expense (or could have prompted them to consider migrating that app off ColdFusion before it became a financial burden).
• ⚠️ Lapsed FrameMaker Licenses – Upgrade Shock: A global tech company’s documentation team uses Adobe FrameMaker 2019 to produce user guides. They bought 15 perpetual licenses via a reseller years ago. By 2024, they notice that some team members are experiencing compatibility issues with newer operating systems, and they would like to use the latest features in FrameMaker (released in 2022). When they approach Adobe, they learn that FrameMaker is now sold only on a subscription basis. To get 15 people on the latest version, the annual subscription cost is quoted at around $7,200 (15 users * approximately $480 per year each). Over a typical 3-year period, that’s approximately $ 21,000. The docs manager had budgeted only a few thousand dollars for a version upgrade, assuming a one-time upgrade fee or two new licenses for new staff. The significant increase forces the CIO to pull funds from other areas. What went wrong? Adobe had indeed announced the end of perpetual licenses, but because FrameMaker isn’t a focus in Adobe’s mainstream communications, the company wasn’t aware. Preventive steps: Regularly reviewing Adobe’s policy updates or having an active support contract could have signaled this change. The CIO could have then opted to include FrameMaker in the enterprise agreement renewal, spreading the $ 7,000/year cost across the IT budget more smoothly, or negotiating a price cap. Additionally, by monitoring usage, they might have found only 10 of those 15 licenses were heavily used – potentially, they could reduce the count when moving to subscription, mitigating cost increase.
• ⚠️ Overlooked Captivate Usage – Compliance Risk: A financial firm’s training department has used Adobe Captivate for years to create e-learning for employees. They had previously purchased 5 licenses of Captivate 2017. However, over time, various team members downloaded trial versions or obtained older copies to meet urgent training development needs. By 2024, an internal review finds that 8 individuals have Captivate installed, though only five licenses were ever purchased. Some are using the 2019 version trial that never got properly licensed. If Adobe were to audit at this point, the firm would be under-licensed by three users, potentially owing fees and penalties. Recognizing this, the CIO’s team takes action: they reach out to Adobe to true-up those three extra licenses via subscription immediately. They decide to subscribe for 8 users to the latest Captivate and uninstall any outdated versions. By doing this proactively, they avoid a compliance violation scenario. Lesson: Even if a tool is niche, user departments can inadvertently expand its use beyond the intended scope (shadow IT). Regular internal audits and communication with department heads would catch this. It’s far better to pay for a few additional subscriptions now than to face an audit demand letter later. Additionally, consolidating these 8 Captivate users into the Adobe admin console (or ETLA) means the CIO’s team now has direct oversight of who has access, preventing unapproved installs.

These scenarios underscore how easily licensing of niche software can bite if unmanaged. They highlight the need for the governance and strategies discussed: inventory, proactive vendor engagement, and internal compliance checks.

8. Involve Independent Licensing Experts

Enterprise software licensing can be complex, and Adobe is no exception, especially when dealing with older products that have gone through licensing transitions. Engaging independent licensing experts can be a smart move to navigate this landscape.

Here’s why and how to leverage them:

• Unbiased Assessment: Independent consultants (for example, Redress Compliance or similar firms specializing in software licensing) work for you, the client, not for the software vendor. They don’t resell Adobe licenses; their revenue comes from advisory services. This means their advice is vendor-neutral and focused on your cost optimization and compliance. In contrast, if you ask a reseller or a vendor-partner (like a large accountancy firm that also sells software deals or a general IT consultant with Adobe partnerships), they might steer you towards solutions that inadvertently increase Adobe sales. Independent experts will review your usage and contracts to find the best outcome for you.
• Expertise in Niche Products: You may find that your in-house procurement or SAM team has deep experience with Microsoft or SAP licensing, but not as much with Adobe’s less-common products. Independent licensing advisors often have specialized knowledge or are effective researchers. For instance, they might be up to date on the latest Adobe ColdFusion licensing rules or know the pitfalls of Adobe’s ETLA clauses. They could alert you that ColdFusion’s move to a subscription model will mean higher costs and help you formulate a negotiation strategy before talking to Adobe. They also often have insight into what discounts or concessions are possible – e.g., “Adobe sometimes gives a 10% discount if you bundle ColdFusion into a larger deal; let’s try for that.”
• Negotiation Strategy and Support: If you plan to negotiate an ETLA or a large renewal that includes these niche products, an independent expert can coach your team or even lead the negotiation on your behalf. They can help with benchmarking, which involves knowing what other similar companies are paying for Captivate or FrameMaker, which strengthens your position. They also ensure that contract language is checked, for example, making sure the ETLA includes the rights you expect (such as the ability to deploy ColdFusion on cloud or the right to downgrade if needed, etc.). Gartner-style advice often suggests having third-party support in big vendor negotiations, and Adobe is no exception.
• Audit Preparation and Defense: If you receive an audit notice from Adobe, an independent licensing specialist can be invaluable. They will help gather data in the format Adobe expects, identify any areas of risk, and advise on how to respond. If there are compliance gaps, they can sometimes help negotiate a settlement that avoids punitive fees by leveraging their knowledge of Adobe’s practices. Essentially, they act as your advocate to ensure Adobe’s audit process remains fair and within the bounds of the contract. This is particularly useful if the audit involves ColdFusion or older products ,where the interpretation of license metrics (users vs cores, etc.) can get technical.
• Why Not Rely on Vendor-Offered Services (e.g., IBM)? Some organizations turn to large vendors or resellers for licensing help, under the impression that “they know software licensing”. While companies like IBM, Deloitte, or the big software resellers do offer license management services, they may not have a specialized focus on Adobe’s niche products. Moreover, if the entity offering advice also sells you the licenses, there’s a potential conflict of interest. For example, IBM might advise you to buy more licenses (since they could be selling them to you), rather than exploring a more cost-effective reallocation or alternative. An independent firm like Redress Compliance does not sell Adobe software – they only sell their expertise – so they are motivated to find solutions that might save you money, such as optimizing your usage or negotiating better terms, even if it means you buy fewer licenses. This independence often leads to more creative solutions, such as recommending the consolidation of multiple small contracts into one or identifying contractual loopholes that allow you to reduce counts without penalty.

In engaging an expert, look for those with Adobe-specific knowledge. Some SAM consultancies advertise Oracle or Microsoft licensing expertise but also handle Adobe on the side.

During initial discussions, ask about their experience with Adobe ETLAs or auditing Adobe products. A good consultant will also educate your team during the process, so you become more self-sufficient as we advance.

9. Educate Internal Stakeholders

While IT and procurement may drive the process, success in managing these licenses also depends on cooperation from the end-user departments. Make sure to educate and involve the stakeholders in those areas:

• Communicate Licensing Policies: Inform teams using these Adobe tools about the shift to subscriptions and the importance of obtaining approval before installing software. For example, let the training team know that Captivate requires a named-user subscription for each user – no longer sharing a single serial number across multiple machines, as might have happened in the past. Clarify that if they need a new install, they must request it so a license can be assigned.
• Share Costs and Budgets: Sometimes, business units don’t realize the cost of these niche tools. By showing them the numbers (e.g., “each FrameMaker seat now costs us around $40 a month”), they can budget departmentally if needed or at least understand why IT is concerned about unused licenses. If the doc team knows that, they may promptly notify IT if a user leaves, so the subscription can be reharvested and save money.
• Highlight the Risks of Non-Compliance: Without being too heavy-handed, ensure that stakeholders understand that using these tools without proper licenses isn’t just an internal IT rule – it could lead to legal and financial trouble during an audit. Often, users think, “Oh, who’s ever going to check our little eLearning software usage?” It’s the company’s job to explain that Adobe does pay attention, and that the company has been audited by software vendors in the past. When users know that audits are real and that an unlicensed copy could cost tens of thousands of dollars in fees, they are more likely to follow procedures.
• Periodic Check-Ins: Have a cadence (maybe quarterly or biannually) where IT asset management connects with each relevant department to discuss their current and upcoming needs for these tools. For example, a quick meeting with the head of Training might reveal they plan to onboard 50 new employees with eLearning next quarter, so they might want an extra Captivate license to create more content – you can plan that. Or the R&D documentation head might mention they are evaluating a switch away from FrameMaker in a year, which could influence whether you renew those subscriptions or not. These conversations ensure there are no surprises on either side and that licensing aligns with actual usage on the ground.

10. Plan for the Future (Sunset or Evolve)

Lastly, consider the long-term strategy for these products within your enterprise architecture. Adobe’s commitment to some of them can fluctuate.

For instance, ColdFusion, while still supported, is in a niche market with declining new adoption; Adobe’s focus is more on its cloud services and creative tools. FrameMaker and RoboHelp serve a relatively stable but small user base of technical communicators, and Adobe supports them.

Still, there’s always a possibility of changes (Adobe could, for example, integrate them more with Acrobat or XML documentation offerings). Captivate competes with many other eLearning tools, such as Articulate and TechSmith. Therefore, Adobe will either invest to keep it competitive or might one day integrate it into its Creative Cloud offerings.

Action for CIOs: Include these tools in your IT roadmapping exercises. Ask questions like:

• “Do we see ourselves using ColdFusion in 5 years, or should we encourage that team to replatform the application to more modern tech?” – If a replatform is likely, maybe you avoid a long, expensive renewal and instead get a short-term license or even look for a third-party support option to bridge the gap.
• “Is the tech writing team happy with FrameMaker, or are they considering moving to a structured XML documentation tool or a cloud-based solution?” – If they want to stick with FrameMaker, great, ensure licenses. If they might switch, don’t commit to too many years of subscription; consider annual renewals until the path is clear.
• “For eLearning, is Captivate meeting our needs compared to other tools?” – If yes, continue and maybe expand usage under better enterprise terms. If not, consider scaling down at renewal time if you plan to transition to another tool – but watch out for any auto-renewal clauses.

Also, stay alert to any indication that Adobe might retire a product. While Adobe typically announces end-of-life with some lead time, smaller products could potentially be merged or phased out.

If, say, Adobe ever hinted that a future “unified documentation solution” will replace FrameMaker and RoboHelp, you’d want to know that to avoid investing heavily right before that change. This hasn’t happened as of 2024 – it’s speculative – but a prudent CIO considers such possibilities.

By planning, you ensure that your licensing strategy aligns not just with present needs but with future direction, avoiding wasteful spending on tools that might not be in use a few years down the line.

Recommendations for CIOs

In summary, here are clear recommendations and action items for CIOs managing Adobe’s alternate and niche products:

1. Inventory All Niche Adobe Software: Create and maintain a detailed inventory of Adobe Captivate, ColdFusion, FrameMaker, RoboHelp, and any similar tools in use. Know exactly who uses them, where they are installed, and what type of license is currently in place. This will be the foundation for all other actions.

2. Proactively Monitor Licensing Changes: Stay informed about Adobe’s licensing announcements and keep your team updated. Don’t rely on Adobe to tell you – regularly check Adobe’s official channels or forums for updates on these products. Set calendar reminders to review licensing info every 6–12 months, especially for products you haven’t heard about in a while.

3. Engage with Adobe Early: If you have a renewal coming up or anticipate needing to add licenses, contact Adobe or your reseller well in advance. Inquire about any changes (e.g., “Is perpetual still available? Are prices going up next year?”). Early engagement can also open the door to negotiating better terms, rather than a rushed last-minute purchase at list price.

4. Consolidate Licensing Agreements: Wherever feasible, bundle these products into a broader Adobe agreement. Leverage an Enterprise Term License Agreement (ETLA) to cover multiple Adobe products under one contract. This not only simplifies management but can also secure multi-year pricing and reduce per-unit costs. If an ETLA isn’t suitable, use the Adobe VIP program to at least centralize all subscriptions on a single portal with co-terming. The key is to eliminate scattered one-off contracts.

5. Transition Off Perpetual Sooner Than Later: Develop a plan to migrate from any remaining perpetual licenses to supported subscription models. The longer you wait, the higher the risk of running unsupported software or being forced to upgrade. By transitioning on your timeline, you can negotiate pricing and avoid downtime. For example, plan the ColdFusion upgrade to the subscription version during a scheduled maintenance window, not under the pressure of an audit.

6. Maintain Compliance and Audit Readiness: Treat Adobe niche products as a compliance priority. Conduct regular internal audits and license reconciliations. Document everything. This way, if Adobe initiates an audit or when renewal comes, you have confidence in your position. Never assume Adobe won’t audit “small” products – they absolutely will if there’s revenue at stake. Being ready ensures any true-up is small and expected, not a bombshell.

7. Budget for Recurring Costs: Shift your mindset and budgeting process to accommodate annual subscriptions for these tools. Instead of a one-time capital expenditure, ensure each relevant department’s budget includes an allocation for Adobe software subscriptions each year. This avoids the scenario of scrambling for funds. Multi-year budgets should account for potential Adobe increases – for instance, consider adding a small percentage increase year-over-year as a buffer, unless your contract locks the price.

8. Optimize License Usage: Regularly review if you can reduce license counts or reassign licenses to maximize use. If a project ends, reclaim the Captivate license. If a server is decommissioned, apply that ColdFusion license to a new server (if your terms allow transfer) or terminate the subscription if not needed. Avoid paying for idle licenses “just in case” – with subscriptions, you can usually add users quickly if needed, so lean towards leaner licensing and scale up when necessary.

9. Leverage Independent Advice: Don’t go it alone if you’re unsure. Engage independent licensing experts, such as Redress Compliance, to help craft your Adobe licensing strategy. They can provide an outside perspective, ensure you’re not missing anything in the fine print, and can even handle tough negotiations or audits. This investment can save significant costs and headaches down the road. It’s often especially useful if you’re entering an ETLA negotiation or if you’ve been notified of an audit.

10. Foster Internal Awareness and Communication: Ensure that all stakeholders, from IT asset managers to department heads using the software, are aware of the importance of license compliance and cost management for these tools. Create a channel for regular communication, such as quarterly check-ins or reports on Adobe license usage. Encourage departments to include IT in planning discussions when they consider expanding usage or adopting new tools. When everyone understands both the capabilities and the licensing implications of Adobe’s niche products, the organization can make more informed decisions and avoid accidental missteps.

By following these recommendations, CIOs can turn managing Adobe’s alternative and legacy products from a reactive challenge into a proactive strategy. This not only minimizes risk and unexpected costs but also ensures that the enterprise gets the full value from these tools in a cost-effective manner.

Conclusion

Adobe’s niche products, such as Captivate, ColdFusion, and FrameMaker, may not dominate headlines, but they often play mission-critical roles in the corners of the enterprise. Managing their licensing in 2024 requires vigilance and foresight. CIOs should approach these tools with the same discipline applied to major software: know your usage, stay ahead of vendor changes, and negotiate smartly.

By moving to modern licensing models (on your terms, not just the vendor’s), consolidating agreements, and keeping users compliant, you can avoid the common pitfalls that turn these products into budgetary or legal surprises.

In essence, treat these “small” Adobe products as big priorities in your IT asset management strategy. With clear oversight and strategic planning, you’ll ensure that Adobe’s alternate products continue to serve your business effectively, without unwelcome drama at renewal time.

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