Any plan with specific technological solutions that is designed to match both short-term and

long-term goals can be considered as a technology roadmap. This is normally applied on new
market products or process or even on emerging technologies. For any business that tries to
introduce a new product in the market come up with a clear roadmap can be of great benefit
since it has three major uses. A roadmap helps in archiving a clear consensus on a varied set of
needs and technology that have been designed to satisfy a target need; it also dictates the
mechanisms that will be used in forecasting on the technological product or service
developments. It is also used in providing a clear framework that will be used in planning and
coordinating on products technological development.
Today, there are various types of roadmaps that are currently in use. These are namely visionary,
product (both internal and external), technology, platform, and strategy. Each has its important
use and may also be combined to create a bigger product lifeline picture.
In today's business world, the greatest peril point in the product development within an emerging
technology based market usually lies in making the right transition from a small-scale market
dominated by visionary oriented customers dominated market to a larger and bigger mainstream
market thats controlled or determined by a large block of clients who principally pragmatics.
Pragmatics are mostly considered to offer the right target market since they normally evaluate
and end up buying whole products.

As earlier noted, there are various kinds of roadmaps; nevertheless, we will focus on
technological roadmap deployed in product planning. This is also referred to as innovation
roadmap due to its capital use. Technological maps are formed based on six core steps.

The first scope of innovative road mapping involves restricting a products research scope.
Through this, a company like Cast will start by establishing a clear objective; and this will
involve determining which future development is to be analyzed through the roadmap
methodology framework. In this case, they may choose to focus on how video streaming can be
enhanced or achieved one the product is rolled out to the masses. This will then be linked to
other relevant developmental technologies as well as to other related products that the company
might aim to offer in the future.
The second step entails developing the technological roadmap. This would involve detailing the
relevant technologies deployed to permit the designing and development of an analyzed feature
while also into account time considerations. Here, varies technologies involved need to be taken
into serious considerations, especially any technology that will be used within a roadmaps time
frame. Consequently, any future product development methodologies will have to be established
for three crucial categories. And these are; current technologies adopted by the company a base
for other products or past innovation plans; making considerations based on technologies meant
to be developed within the short term or long run; determining if any of the technology used can
be developed by third parties. Likewise, the flow of innovation technology, similar to technology
life cycles, must be considered. Especially, significant inclinations within the business sector and
the propensities of buyers' necessities are elements that can profoundly impact the musicality of
improvement of these innovations. It must be placed on the record that with investment,
advances can stick together or separate for producing distinctive surges of innovative
advancement.

The third step involves roadmap products development. As a result, of their closeness to the
business sector, the sales and marketing division must add to the roadmap for items at the same
time with the technology roadmap.

As in the Technology Roadmap, where the vicinity of a specialist in marketing going with the
improvement is essential, the roadmap for items must have a specialist in technology for teaming
up with the improvement of the roadmap present.
The roadmap for Products ought to considerably consider the advancement of items that could
have a connection to a decided technology, in spite of the fact that it is unrealistic to know
precisely if such a technology could add to the advancement of the item's capacities. In the
improvement without bounds situation for the product analysis, two gatherings must be
considered, shelved ideas of company's other products. This will entail determining which parts
can be enhanced later on as an aftereffect of some related innovative advancement or even based
on the products' utilization to be based on the idea on an incremental basis. The ideas as they
affect the investigation of a future business sector and customer's necessities. This sort of item
uses to be connected to radical developments.
The motion of the business sector is another component to consider when building up the
Roadmap for Products. Despite the fact that this element relies on upon a few variables, the
improvement of customers is the most critical one. This element affects the improvement item
speed. Technology Roadmap must be viewed as that the items could union or separate for
shaping distinctive classes of items.
The fourth step in innovation roadmap would then involve coming up with temporary plans.

In this stride, the synchronization of the Technology Roadmap and the Roadmap for Products is
refined. For the most part, this assignment must be completed by the marketing office or any
equal zone. There are two center approaches to synchronize or consider: In the first case, the
time point in the removed future for the emergence of technology development arrangements is
characterized, be that as it may, not the authoritative relations in the middle of technology and
products. At that point, products and advances that don't have an innovative supplement must be
found, and separately wiped out.
The second method for synchronization depends on altering the time of the development of
advances, to the arranged purpose of dispatch to the business sector of the related products. If the
ideal opportunity for building up the technology that backings the item to be propelled are not
enough, the development of this item can be dispensed with on the other hand business sector
dispatch can be put off to what's to come. As indicated by Labriola (2007), the synchronization
of these two Roadmaps can bring about the accompanying outcomes: The speeding up of basic
advancements development; the deceleration of not really imperative advancements; the Startup
of outer advancements securing exercises. Removal of innovative developments that are not
critical for the firms advancement in the products development, which innovative development
has happened before it was anticipated. Postponement of advancement arranges that are related
to imperative innovations, which will be created and procured later than anticipated.
Analysis of the competitors' technology and advancements means the time or point at which the
competitors will most likely dispatch developments that are like the ones arranged by the firm.
However, this is not a simple errand, because of security standards identified with privileged
business insights. In some financial divisions, it is exceptionally hard to discover data identified
with the time focuses for the dispatch of creative products.

By the by, a few "signs" could be identified, which show in a backhanded way how the
contending technology is creating. I.e. from licenses distributed by competitors or the
presentation of their products' models. Another wellspring of data is shaped by the shared
suppliers and customers. A lot of times, competitors conduct client and supplier reviews to
recognize the right indicate dispatch their imaginative products to the business sector. They
utilize reviews to demonstrate their Technology Roadmaps. This is the means by which the firm
can by implication get to this information.
On the other side, the firm must not surrender the endeavors for getting direct data about the time
indicates for propelling the business sector. As a sample, numerous organizations impart to their
accomplices and customers their technology development arranges as an instrument of their
marketing system. Moreover, data about firms' advancement arrangements is traded amid fairs
and institutionalization exchange appears. The quest for development gauges is an imperative
wellspring of data for the investigation of innovative rivalry, particularly in products that are
created in systems (e.g. in the telecom division).
The sixth and final step involve coming up with the final roadmap innovation. With the gathered
data from the competitors' technology and development examination, it is conceivable to make
changes that have an impact on the development of in-house advances and products to the
temporary Roadmap. Once the modification is done, the last Innovation Roadmap can be
partitioned into development arrangements (anticipated to the medium run) and development
undertakings (anticipated to the short run).

References
Labriola, F. (2007). Strategisches Time-to-Market-Management. En Engel, K. y Nippa,
M.,Innovationsmanagement (pg. 193-213). Heidelberg: Physica.
Nippa, M., and Labriola, F. (2008). Roadmapping as integrative Planungsmethode in Rahmen
eines situationsgerechten Time-to-Market Management. En Mhrle, M. andIsenman, R.,
Technologie-Roadmapping (pg. 297-324). Berlin: Srpinger.
Phaal, R. et l.(2001). Technology Roadmapping: linking technology resources to business
objectives. Centre for Technology Management, University of Cambridge.