Investment Analysis and Recommendation among Adobe, Oracle, Salesforce, and Autodesk

Research Article
Open access

Investment Analysis and Recommendation among Adobe, Oracle, Salesforce, and Autodesk

Junhao Wu 1*
  • 1 Ouhai Middle School    
  • *corresponding author Sxr6228@live.com
AEMPS Vol.170
ISSN (Print): 2754-1177
ISSN (Online): 2754-1169
ISBN (Print): 978-1-80590-019-1
ISBN (Online): 978-1-80590-020-7

Abstract

In the contemporary global economic landscape, the technology sector has emerged as a pivotal force, driving innovation and economic growth. Adobe, Oracle, Salesforce, and Autodesk stand out as prominent players, each with its own unique business models, product portfolios, and market positions. This study evaluates the investment potential of four leading software companies—Adobe, Oracle, Salesforce, and Autodesk—through a comprehensive analysis of their financial performance, competitive advantages, and external influences. Using financial metrics such as return on equity (ROE), free cash flow (FCF), and price-to-earning (P/E) ratios, alongside competitive frameworks like Porter’s Five Forces and SWOT analysis, the research identifies Adobe as the most promising long-term investment due to its stable growth and AI-driven innovation. Oracle is recommended for income-focused investors due to its dividend stability. The study also examines macroeconomic factors, such as interest rates, and regulatory pressures, like data privacy laws, that impact these firms. The findings further suggest that while each company has its strengths and opportunities, they also face distinct challenges. For instance, Adobe's high valuation and dependence on specific product segments pose risks, while Oracle must navigate the complexities of its cloud transition. Salesforce needs to manage its costs and translate investments into profitability, and Autodesk must address its narrow product focus and competition from new entrants. Limitations of this paper include reliance on historical data and assumptions about market stability. Future research could explore AI ethics and emerging competitors.

Keywords:

Investment, Corporation, Recommendation

Wu,J. (2025). Investment Analysis and Recommendation among Adobe, Oracle, Salesforce, and Autodesk. Advances in Economics, Management and Political Sciences,170,87-94.
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References

[1]. Precedence Research. (2022). Software Market Size, Share & Trends Analysis Report.

[2]. Gartner, Inc. (2023). Forecast Analysis: Enterprise Application Software, Worldwide. Gartner Research.

[3]. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

[4]. Hsu, P. F., Ray, S., & Li-Hsieh, Y. Y. (2014). Examining cloud computing adoption intention: A resource-based view. International Journal of Information Management, 34(4), 474–488.

[5]. Smith, J. (2023). Investment Strategies in Technology. Financial Press.

[6]. Johnson, L. (2022). Software Industry Outlook. Tech Insights Publishing.

[7]. Castro, J. M. N. G. A. (2024). Equity Valuation: Adobe Inc. [Unpublished master's thesis, Iscte - Instituto Universitário].

[8]. Mohammed, M. A. (2022). A Comparative Analysis of Oracle EBS R12 vs. Oracle Fusion: Transitioning to Next-Generation ERP. NEXG AI Review of America, 3(1), 1–20.

[9]. Wu, J., & Durão Pereira, L. M. (2020). EQUITY RESEARCH – SALESFORCE, INC. [Unpublished master's thesis, Nova School of Business and Economics].

[10]. Bharadwaj, A. S., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482.

[11]. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.

[12]. Mithas, S., Tafti, A., & Mitchell, W. (2013). How a firm’s competitive environment and digital strategic posture influence digital business strategy. MIS Quarterly, 37(2), 511–536.

Cite this article

Wu,J. (2025). Investment Analysis and Recommendation among Adobe, Oracle, Salesforce, and Autodesk. Advances in Economics, Management and Political Sciences,170,87-94.

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The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.

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About volume

Volume title: Proceedings of the 9th International Conference on Economic Management and Green Development

ISBN：978-1-80590-019-1(Print) / 978-1-80590-020-7(Online)
Editor：Florian Marcel Nuţă
Conference website: https://2025.icemgd.org/
Conference date: 26 September 2025
Series: Advances in Economics, Management and Political Sciences
Volume number: Vol.170
ISSN：2754-1169(Print) / 2754-1177(Online)

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References

[1]. Precedence Research. (2022). Software Market Size, Share & Trends Analysis Report.

[2]. Gartner, Inc. (2023). Forecast Analysis: Enterprise Application Software, Worldwide. Gartner Research.

[3]. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

[4]. Hsu, P. F., Ray, S., & Li-Hsieh, Y. Y. (2014). Examining cloud computing adoption intention: A resource-based view. International Journal of Information Management, 34(4), 474–488.

[5]. Smith, J. (2023). Investment Strategies in Technology. Financial Press.

[6]. Johnson, L. (2022). Software Industry Outlook. Tech Insights Publishing.

[7]. Castro, J. M. N. G. A. (2024). Equity Valuation: Adobe Inc. [Unpublished master's thesis, Iscte - Instituto Universitário].

[8]. Mohammed, M. A. (2022). A Comparative Analysis of Oracle EBS R12 vs. Oracle Fusion: Transitioning to Next-Generation ERP. NEXG AI Review of America, 3(1), 1–20.

[9]. Wu, J., & Durão Pereira, L. M. (2020). EQUITY RESEARCH – SALESFORCE, INC. [Unpublished master's thesis, Nova School of Business and Economics].

[10]. Bharadwaj, A. S., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482.

[11]. Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78–93.

[12]. Mithas, S., Tafti, A., & Mitchell, W. (2013). How a firm’s competitive environment and digital strategic posture influence digital business strategy. MIS Quarterly, 37(2), 511–536.

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