This document discusses a study that created a technology roadmap to explore delivering services for digital streaming over broadband. The roadmap included layers for market analysis, product analysis, technology analysis, and research and development. It also emphasized the importance of considering the environment and policy factors. As part of the study, the authors conducted a benchmarking effort and market segmentation to identify customer value drivers. They then presented a product technology analysis and scenario planning to help identify opportunities and inform the roadmap. The process demonstrated in the paper can be used as a standard approach for developing technology roadmaps for organizations providing similar broadband services.

1. The current issue and full text archive of this journal is available at
www.emeraldinsight.com/1463-5771.htm
BIJ
18,5 Roadmapping the convergence
of technologies for services over
broadband
668
A benchmarking effort
Tugrul U. Daim
Portland State University, Portland, Oregon, USA, and
Pranabesh Dash
Intel Corporation, Hillsboro, Oregon, USA
Abstract
Purpose – This paper aims to present an application of the technology roadmapping approach for
exploring the implications of technologies converging for a service sector.
Design/methodology/approach – The paper uses the fundamental concepts behind creating a
technology roadmap. These include market and business analysis, product analysis, technology
analysis and resource allocation.
Findings – The study demonstrates the use and modification of technology roadmaps for technology
driven service business segments.
Originality/value – The process of developing a roadmap for services over broadband presented in
this paper can be used as a standard process of developing a technology roadmap for any organization
in a similar business.
Keywords Strategic planning, Services industries, Mix mapping, Digital technology,
Broadband networks
Paper type Research paper
Introduction
Technology Roadmapping (TRM) which is getting broad attention in technology
industry is a technique that helps organizations to do strategic planning and align
technology with business objectives. This paper presents creation of a technology
roadmap to deliver services for digital data streaming over broadband.
The ever-expanding demand for mobility and digital content has created great
market opportunities for cable and telecom companies. Products such as desktop,
laptop, PDAs, cell phones, and digital players are part of the main customer drivers in
accessing the digital contents. Every digital content owner is eager to access their paid
and private information from everywhere. Therefore, there is a real demand for reliable
portable solution to enable the mobile users to be more productive and happier.
A number of companies around the world already deliver similar products but limited
services. This paper explores what it would take to offer the service in the Northwest
Benchmarking: An International USA. A benchmarking effort will be conducted among the actual companies with actual
Journal products. The market analysis, benchmarking and roadmapping process presented in
Vol. 18 No. 5, 2011
pp. 668-693 this study can be used by any company interested in offering similar services in a region.
q Emerald Group Publishing Limited
1463-5771
A hypothetical company named Company X, planning to be a player in the market, will
DOI 10.1108/14635771111166811 be assumed for which the aforementioned analyses are conducted. The product features

2. will be introduced progressively to either accommodate newer technologies or introduce Roadmapping
other changes. The study includes creation of roadmaps of market, product, technology, the convergence
research and development (R&D) and environment. These factors are considered very
important for organizations that are sensitive to emerging technologies in the maturing of technologies
broadband market. The proposed approach at the end will help identify market
opportunities. Considering traditional TRM methodologies the effect of environment
has been identified as a gap. This paper emphasizes the importance of environment 669
along with the traditional TRM layers. The process of developing a roadmap for services
over broadband presented in this paper can be used as a standard process of developing
a technology roadmap for any organization in similar business.
The availability of broadband and the arrival of WiMax technology in the Portland
metro area (WiMAX, 2010) opened a lot of opportunities for new products and services.
To exploit the availability of bandwidth and reach of internet, companies can make
any legal digital content (Russell, 2008) that one can access on a home or fixed system
go mobile (Digital TV Europe, 2010) while keeping security in mind.
There are situations when people want to show the software installed on their home
computer to a friend at a location away from home, using a mobile laptop. Another
situation to consider is where a person has subscribed to certain premier channels on
Cable TV but is traveling, and hence missing out on some of the favorite programs.
If the user has paid for it, why should there be the constraint that he or she cannot watch
it while away from home? Also a situation where a person wants to access his voicemail,
fax received at home or state of home security system to be accessible from anywhere.
TRM is planning framework widely used in industry for strategic and long-range
planning. The traditional TRM presented by Phaal et al. (2004) consists of three layers
(technology, products and markets). This paper will emphasize on the importance of
future environment conditions (R&D and government policies). The environment
condition is presented as an additional layer in the TRM. This study will clearly show
how the additional factors can have high influence on the destiny of the technology.
The paper is organized as follows. A hypothetical company named Company X,
planning to be a player in the marker, is assumed whose profile matches a typical
consumer for this study. First, an overview of the company and its product offerings are
presented. Followed by the overview, the impact of the environment and policy that affects
functioning of Company X in the market is studied. Then a detailed market analysis is
conducted by segmenting the market and discussing the customer value drivers (CVDs)
for Company X. Next a detailed product technology analysis is presented that
subsequently helps in scenario planning and roadmapping presented in the final section.
Literature review
TRM helps organizations communicate and explore relationships between evolving and
developing markets, products and technologies over time (Phaal et al., 2004). TRM can
also be used as a tool to integrate corporate strategy with technology strategy for better
profitability (Phaal et al., 2005; Kameoka et al., 2003). The TRM process being very flexible
there are multiple ways to representing a technology roadmap and are used for different
purposes (Phaal et al., 2004; Phaal and Muller, 2009). The flexibility of TRM process was
seen as a roadblock for adoption in case of some organizations. There were some proposed
approaches to customize the TRM process to achieve a balance between personalization
and standardization (Lee and Park, 2005). TRM approach also has been suggested to help

3. BIJ better decision making in long term. The decisions under consideration are new
18,5 technology product development by incorporating factors beyond finance based and
return on investment (Petrick and Echols, 2004). Roadmaps provide a compact visual of
the high-level view of an organization and the technology under review. The visual nature
of the roadmap supports better communication among stakeholders and considered to be
the main reason behind the attractiveness of TRM method (Phaal and Muller, 2009).
670 Technology development is part of a complex system of knowledge generation and
transfer and has dependencies on factors such as technical barriers, associated change
required and organization strategy. Most of the time TRM process assumes a given future
and finds possible paths to get there. The future might consists of alternatives and it is
important to incorporate it into the TRM process (Lizaso and Reger, 2004). Scenario
planning is one of the tools for making strategic decisions in an environment of uncertainty.
It helps anticipate changes and identify discontinuities, reduces risk, provides a common
framework for discussing and dealing with complex situations (Chermack et al., 2001).
Wide deployment of broadband has enabled real-time and rich-media collaboration.
This has helped create new markets and strategies for broadband-based technologies.
This topic has been dealt in detail in the compilation by Austin and Bradley
(2005). Though the work does not create a roadmap for broadband in the traditional
sense it clearly demonstrated the importance of policy making and environment on
future of broadband. The TRM process presented here tries to incorporate the
environment and scenarios during roadmap creation.
Client overview
A typical consumer of this study is a company that is already in the video streaming,
providing limited place-shifting (Sling Media, 2010) or time-shifting (The eMarketer Blog)
solutions and content providers such as cable TV service providers. Though new
entrants are also targeted but it might take more capital investment to acquire technology
and creating relationships with content providers (Digital TV Europe, 2010). After doing
a review of various solutions in the domain that exists today, almost all of them include
some dedicated hardware that goes along with application software (Sling Media, 2010;
Video Streamer; Place-Shifter; Mobile TV, 2010; TV2MEw, 2010; SonyStyle USA, 2010;
Orb, 2010). Company X’s proposed solution will focus on software creation for various
mobile platforms while trying to minimize the target hardware-related cost. A company
having experience in streaming software applications will have an advantage over other
companies. Profit margins will vary depending on the investment and decisions to
develop technology in-house or, acquire existing technology.
Clients considered here are medium to large-sized companies for its business.
Companies with revenue over $250M and more than 5,000 employees qualify as large
businesses. Medium businesses can have anywhere from a few hundred employees to a
couple of thousands.
Product overview
The digital revolution has reached the home front, primarily with the introduction of the
internet and its associated technologies. The internet was originally designed to act as a
mechanism to exchange electronic data. This has begun a worldwide demand for access
to computing and communications from anyplace at anytime (Internet Trends,
Morgan Stanley, 2010).

4. Company X product will be a “place-shifting” solution which enables to user not to Roadmapping
be restricted by location for certain content, similar to what “time-shifting” had done the convergence
for scheduling. With special interconnecting cables and networking adjustments one
can watch TV or TiVo, or DVD player from just about anywhere (ArsTechnica, 2010a) of technologies
one can get a network connection – be it at office, in a hotel room, or the other side of
the planet. Company X targets to transform any internet connected/enabled laptop,
PC, PDA or cell phone to a personal media device. Company X proposes to start out 671
with a stand-alone product – a combination of hardware and software solution, trying
to leverage as much as possible from existing solutions (Figure 1).
The customers pay a one-time device cost and install the Company X compatible
hardware device at home. The Company X hardware at home can connect to any
component, storing or streaming media content. The Company X software is a
client-installation required for the mobile devices which will act as receivers for the
data. The onus is completely on the customers to ensure legal streaming of data.
Product introduction
The Company X box converts analog signals to digital signal (if needed) (Fcc.gov,
2010a), converts those into IP packets (BroadbandSuitee, 2008) and sends securely over
internet to the authorized device. The analog signal can be the analog TV signal or,
FM radio signals. The hardware-encoding device does the encryption and compression
(Russell, 2008) of the content before sending it over the internet. The compression is done
with connection speed consideration to deliver high quality streaming. Industry
standard encryption is done to meet minimum security requirements.
Company X software gets installed on the mobile device such as a laptop, PDA or
cell phone. The user can login to the home network remotely using secure
authentication and stream content from TV or other digital storage device.
Some of the product features of Company X include:
. Remote access to digital (streaming) data on cell phone, laptop, PDA, remote PC,
IP TV.
.
Wireless-enabled Company X hardware.
.
Multicast feature support (simultaneous remote and local viewing).
.
Multiple source, multiple user support.
.
Peer-to-peer sharing.
.
Pause, rewind, fast forward controls.
.
Record and burn to DVD.
Content
subscription
Internet
Data in PC ABM HW ABM SW Figure 1.
"streaming "client/receiver" Company X solution
server"
overview

5. BIJ Product description
18,5 The following devices can be connected to Company X hardware box at home using a
cable for the input signal – TV or IPTV, Home PC, DVR, DVD player, satellite radio
receiver. The Company X box can also connect to any wireless enabled device at home
such as a laptop, PDA or, cell phone.
Company X is introduced with the unicast feature where at any point of time, only a
672 single remote device can be connected to access the content. In the future products,
multicasting will be supported where multiple remote devices can connect and access
the same content. However, it will be done only with content provider’s consent
and with taking care of digital distribution rights. The idea is somewhat similar to that
of the pay-per-view service. In case of multicasting, the appropriate content provider
will be notified for billing purposes. Peer-to-peer connection support will help sharing
of the content between customers owning Company X box as long as the legalities are
met (Russell, 2008).
Company X solution alternatives are the following.
Software-only solution
.
Supports TV, PC, mobile device (laptop/cell phone/PDA).
. Needs a PC at home and a TV tuner card.
.
Company X server software on PC and client software on mobile devices.
Hardware/software solution
. Supports TV, mobile device (laptop/cell phone/PDA).
.
Company X compatible hardware connected to TV and other home media
storage devices.
.
Company X client software on mobile devices.
Value proposition
Company X proposes a solution for consumers that want to have access to all digital
media at home even while they are traveling. The user who might have subscribed to a
lot of TV programs but is not able to access while outside of home. Company X makes
it possible by providing a secure and unified access to contents stored on a personal
computer, digital television and any other digital storage media devices.
The attractiveness of the solution is that it envisions a single point of control for all
aspects of a consumer’s digital home incorporating advanced wireless technology and
provides value to the customer at a very reasonable cost.
The competition in this market space is still not clearly defined. However, a host of
companies such as Sling Media (2010), Monsoon Multimedia (Video Streamer;
Place-Shifter; Mobile TV, 2010), TV2Me (TV2MEw, 2010), etc. are already present in
this domain. Large players such as Sony (SonyStyle USA, 2010), Apple (Apple TV,
2010), Microsoft (Windows Media Center, 2010), Intel (Intelw Viive Technology, 2006),
etc. are also showing interest in this market space.
A gap analysis of the functionalities in the product against those currently present
in these competitive products. Figure 2 shows the data in a tabular form. The market is
divided into three segments, main street, techno-geek and media savvy, explained in
details later in the market segment section.

6. Roadmapping
the convergence
Sling box
Competitive
COMPA
Vulkano
TV2Me
Market
advantage
of technologies
NYX
Orb
TV 2011 Main
673
Radio 2011 All
Media,
Data sources
Computer 2011
tech
Media Med,
2011
storage tech
Video
2013 Tech
phone
Internal
conn.
Wireless 2011 Tech
Main,
Home 2011
Multi casting
med
Med,
Remote 2013
tech Figure 2.
Gap analyses for
competitive products
High Medium Low
Environment and policy
Our literature search identified the major factors that influence the success of a
product. The factors can be broadly divided into two categories, environment (Digital
Media Content Creation Technology Roadmap, 2009; Hwang, 2005) and technology.
Figure 3 shows how external environment will be affecting the development of the
Company X solution over the years. The section “A” in the figure shows the various
external factors that will affect the product releases (product type 1, product type 2,
etc.) from Company X over the next few years. Section “B” shows the technologies that
Company X depends on for providing the solution.
Content providers
Owing to the stringent copyright policies for rebroadcast of contents, it is very important
to create tie-up with content providers and have streaming rights. The following content
providers need to be considered for negotiation of content streaming rights:
.
TV content broadcasters such as ABC (ABC.com, 2010).
.
Cable TV provider such as Comcastw (Comcast Official Site, 2010).

7. BIJ E Content provider Scenario I
18,5 n
v
Competitor
Policy/regulation Scenario II
i
r Ecosystem/infrastructure Market drivers
o
n
674 m
e Product type 4 2013
n Product type 3 2012
t Product type 2 2011
Technologies
Product type 1 2011 Compression
2010 Security
2010 Video mail service
Figure 3. Wired connection Digital rights
Effect of environment Multicasting Management
on product development Stream live video Wireless connection
.
Movie studios such as Disneyw (Disney, 2010).
.
Internet content providers such as EROS entertainment (Eros Entertainment, 2010).
. Satellite radio such as SIRIUSw (SIRIUS Satellite Radio, 2010).
.
Local FM radio channels.
Most of the TV programs get to customers’ home through cable. The cable providers
sometimes just act as carriers and do not interfere with the content being distributed.
However, the retransmission rights still need to be discussed with the source owners
such as broadcast TV channels and movie studies that provide the content for movie
channels. Cable TV providers control mostly the advertising and pay per view channel
accesses (Fcc.gov, 2010b).
Internet content providers allow their content to be viewed at home on PCs or
IP-enabled TVs. Many of these content providers have special agreement with the
internet service providers to customer’s home. The streaming of such content through
the home PC over internet to a mobile device might require consent from the content
providers. If a user has subscribed to satellite radio service, he or she needs a signal
decoder/receiver to enjoy the content. However, this is not portable enough to be moved
around. With Company X, this receiver could be placed at home and remote access of
programs can be supported. Company X’s technology will help convert the decoded
signals to IP packets and stream it. Again retransmission rights have to be acquired
from the satellite radio companies.
Competitors
Although there are currently no players in the digital data streaming market in the
Portland area, few companies are getting into this industry in other parts of the world:
Slingbox (Web TV wire, 2010), HAVA/Vulkano (Video Streamer; Place-Shifter; Mobile
TV, 2010) and Sony LFX (SonyStyle USA, 2010). Slingbox solution is a combination of
hardware and software; however there is no built-in wireless support in it. Vulkano is a
comparable product with built-in wireless networking support from Monsoon

8. multimedia and Sony’s location-free TV has added PSP compatibility in addition to Roadmapping
wireless networking support. TV2Me (TV2MEw, 2010) provides with exceptional the convergence
streaming video quality on PC, large-screen TV, PDA or phone but it is very expensive.
Further details are available at Sadoun.com (2010). of technologies
Government policy
Policies are what drive innovation, widespread adoption of a technology or product 675
and encourage competition. Based on the nature of the local government’s role, four
categories of actions can be distinguished (Gillet et al., 2004):
(1) government as broadband user;
(2) government as neutral rule-maker;
(3) government as financier; and
(4) government as infrastructure developer.
As stated in (Hwang, 2005):
Federal and state policymakers are exploring initiatives to promote the deployment and
adoption of broadband services, and in recent years, an increasing number of local
governments have joined them. While the first generation of narrowband dial-up access was
able to piggyback on the near universal availability of the mature telephone network,
broadband relies on communications infrastructure that is both more heterogeneous and less
evenly distributed.
The same paper states regarding a 1999 telecommunications survey conducted by the
International City/County Management Association that found 93 percent of local
governments had a franchise agreement with a cable company, with a 12.2-year
average term length. A specific example of Portland, Oregon is mentioned which
attempted to force the cable providers to offer unrestricted access to the cable network
by unaffiliated Internet Service Providers (Gillet et al., 2004).
With no clarity in the state of legislation in the USA, the world of fair use makes
way for a dodgy environment for digital content reuse scenarios. The conflict between
Hollywood and software developers over the creation of DVD backups is a good
example to emphasize the issues associated with fair use rules (Wired.com, 2010).
To add to the complication US Copyright Law makes it illegal to circumvent
encryption for any kind of use (ArsTechnica, 2010a). For place-shifting, the situation is
even more confusing because the ability to record contents and the basic portability of
content are supported by the digital devices by default (HomeTheater.about.com, 2010)
and respected by the right holders. Recording and moving content online, however,
upsets the content producers (ArsTechnica, 2010a).
The license requirement in the scenario of streaming music over the internet, from
one system to another, is still murky (IP Communications, 2010) and the situation seems
similar in case of video. The digital content owner wants to draw extra/continuous
revenue from once legally purchased content by one user and how it is shared or
distributed later (Intellectual Property Watch, 2010).
It is clear that broadcasters are not doing enough to reach to their customers. The
existing gaps are filled by products like Slingbox and when content providers realize
that someone else is exploiting the gap, they also want a share of the pie (ArsTechnica,
2010b). It seems time-shifting has come of age as the practice been upheld by the courts,

9. BIJ and TiVo like devices have become widespread. Place-shifting needs a similar
18,5 legislation in place and should help protect consumer rights while not constricting
innovation (ArsTechnica, 2010a).
Ecosystem
The ecosystem involved with the Company X’s product is wide and varied. Figure 1
676 show how the product fits into the complete picture of content delivery. The different
players involved are the following:
.
cable TV content providers;
.
cellular service providers;
.
internet service providers; and
.
government agencies and policy makers.
As stated earlier broadcasters want to make money from certain kind of
content “place-shifted” by entities like Slingmedia. The independent operation of
content providers and “place-shifters” is having is having a negative effect on content
providers’ business models (ArsTechnica, 2010b).
Company X, on the other hand, suggests creating a new business model where all
these stakeholders are involved and play a role. The future of this industry might need
collaboration between the content providers, government and the innovating companies.
Scenarios
Some of the scenarios for Company X to take into consideration are as follows:
Scenario 1. Content providers object to Company X’s feature for multicasting.
Multicasting would mean multiple users being able to access content. This would in
turn result in content providers modifying their policy of one-user per connection. There
needs to be a way in which billing for each additional viewer or channel needs to be devised.
Scenario 2. Cable TV company provides Company X box’s functionalities in its own
setup box.
This means Company X will work with cable TV companies to make sure that the
ecosystem for Company X solution is standardized and focus completely on its
software solution.
Market analysis
As seen in the research, there is a huge potential in this market that is still untapped.
The streaming media market is still in an introductory phase. And there is a growing
need for this technology. The streaming media market revenue is projected to hit
$6 billion by 2011, up from $915 million in 2005 (Insight Research, 2010). Major media
distribution solutions existing today are PC based (upcoming devices like mobile
phones are yet to work seamlessly with existing TV and other devices). However, the
consumer electronics-based solution, which Company X offers, is expected to enhance
the PC media server-based systems in the next few years.
Market segment overview
The markets for the streaming media are segmented into three classes for simplicity,
namely, “main street”, “media savvy” and “techno-geek” as shown in Figure 4.

10. Roadmapping
the convergence
of technologies
677
Figure 4.
Market segment overview
These signify the mass market, the sophisticated market, and the experimental market.
Although media savvy present the biggest market size and high potential growth rate,
the segment attractiveness analysis shows that the preference of main street and
techno-geek also matches Company X’s capability, potential and focus. This finding
provides a direction for Company X’s future product strategy development and market
driver planning. By focusing on techno-geek, Company X can also monitor the
evolution of the streaming media industry and better react to the trend shift.
Main street. The “main street” group love their TV, movies, and music but are not
concerned about where they come from. This consumer group is made of people who
are not technology enthusiasts. They are typically more than 35 years old, working
men and women, who have low computer literacy. They use electronic equipment such
as audio-video systems, computers, electronic security systems, personal organizers,
cell phones, etc. – but they have very little understanding of the technology behind
these products. Though these consumers are price-sensitive, their buying decision is
not completely influenced by price of the product.
This group’s need for Company X solution can be attributed to their heavy
dependence on the very simple use of complex technologies. They want to access their
TV programs while at a friend or neighbor’s place. These people seem to naturally fit
in the profile of the “late majority” in the “Technology adoption life cycle” (Moore and
McKenna, 2002). They like to buy proven, bundled, pre-assembled packages, which
they can start using with minimum setups. Quality and post-sale service and support is
a major factor in this group’s buying decisions. This group is very sensitive to past
experiences and will not soon forget an unpleasant experience with a particular brand.
This will influence future purchase decisions. This segment inherently resists new
technology products. Nevertheless, this segment has a huge potential when the
proposed product becomes popular in the mainstream market.
Media savvy. The “media savvy” group is very knowledgeable about the latest media
contents coming to the marketplace and always wants to be at the forefront. This group
of people is mostly traveling and would like to not have to carry their data around with
them. They would like seamless access to all digital content at home as well as
their favorite subscribed TV programs while they are away from home.

11. BIJ This segment is comprised of consumers who share some of the “techno-geek” users’
18,5 ability to relate to technology, but ultimately they are driven by the strong sense of the
practical applications of the product (the ability of that product to achieve a high level of
satisfaction) and how they are perceived by their friends (These people do not want to feel
“left behind”. The status of having new and proven technology gives them the feeling of a
smart consumer who is able to make good choices and get the most out of a purchase).
678 They do have a strong interest in incorporating technology in their lifestyle. They have
basic knowledge of technology components and their uses, and they are willing to
experiment to a certain degree, but are unwilling to adopt them until they have been
validated by the market (i.e. they are not the first movers, but may be willing to adopt
earlier than the mainstream market). They are interested in developing their knowledge
where it can help them become more efficient. Products that leverage the existing proven
technologies (such as wireless, internet, etc) could easily interest this group.
Techno-geeks. The “techno-geeks” are fascinated with new technologies and keep
updated with new equipment as it becomes available. They love the concept of being
able to access their data on a single device and on-the-go. This group naturally fits into
the “Innovator” or “Early adopter” segment in the “Technology adoption life cycle”.
Their advanced knowledge of technology gadgets tempts them to want only the
newest devices, with plenty of options, all the time. They would make an excellent
segment for planning the “beachhead” – mainly due to the fact that technology is part
of their lifestyle. They can be labeled “do-it-yourself” group, since they generally
require minimal installation services or product support.
This group’s non-stop pursuit to use the newest devices available in the market
leads us to believe that this group will be an ideal segment to start with. This segment
looks for other key factors such as “multi-use” capabilities and flexibilities, ability for
after-market customization, etc. Another key factor for this group would be the “social
implication” – the thrill of owning the latest technology. They are more concerned with
how the new device helps them personally rather than how it affects their friends’
perception of them. The small size of this segment is a cause for concern – it may be
difficult to sustain growth catering just to this group.
Segment attractiveness factor analysis
After identifying three candidate segments, the second step of the analysis is to select
segment attractiveness factors and use these factors to evaluate the attractiveness of
each segment. The requirement for these factors is that they must be connected to the
characteristics of the product and relevant to CVDs for media controller (Lazarevski
and Dolnicar, 2009). Table I captures this data.
Customer value drivers
The second type of the attractiveness factor is CVDs. CVD are “decision-related
attributes that are perceived by the customer to be the most important” to the product
choice process (Harmon and Laird, 1997). The preference of each segment on these
factors will influence the level of attractiveness for Company X. The preference of each
segment is presented in Table II.
Figure 5 shows the plot of the value attractiveness curve for each of the customer
segment on a scale of 1-10. Data were collected after identifying customers in each

12. Roadmapping
Features Advantages Benefits
the convergence
Techno-geek Streaming data Watch streaming media Do not have to store and of technologies
accessibility through anywhere obtained carry content along while
ultra-mobile device using through subscription only on the move
high BW wireless accessible at home today
connection. Share the latest cool s/ 679
PDA, cell phones, IP w.game installed at home
enabled mobile media dev PC
Main street Accessibility of subscribed Watch the cable subscribed Do not have to miss a
programs away from home live/stored program at a program while visiting
(friend/neighbour) friend/neighbors place neighborhood
IPTV
Mobile savvy Streaming data Seamlessly access digital Do not have to worry about Table I.
accessibility through high data on PC and cable TV forgetting to carry some Preference of each
BW connection on a device storage data or video content segment on product
away from home. stored at home while away feature, analysis,
Remote PC, laptop from from benefit factors
segment and asking them to rate each CVD factor. Other factors such as product life
cycle and segment size will also influence the attractiveness.
Market drivers
From the data and analysis in the previous sections, Company X derived the major
drivers for this emerging market. A rapid growth in laptop and mobile phone penetration
over the past few years has brought an increase in the number of mobile internet users
(SMART, 2010). With broadband access being available to a greater segment of the
population, people are beginning to realize the potential of high bandwidth. Increased
connectivity has brought users to a point where they have become used to staying
connected anywhere at all times to almost everything. Content on demand has become
the theme of the present times. And statistics show that people are willing to pay for the
content as well (Bain & Company, 2009). With ever increasing growth of digital
subscriptions such as cable TV, satellite TV, etc. people do not want to miss out for their
favorite programs only because they are not at home to watch those. For users, it is legal
entertainment for which they have paid a price, why get restricted to stay at home to
enjoy it? There is a segment of the customers who are driving newer applications such as
video services, online gaming, mobile gaming, etc. And with consumers’ desire for a
one-stop solution, Company X like solutions should be ready to fill the gap.
Competitor analysis
Industry structure strongly influences in determining the competitive rule of the game
as well as the strategies potentially available to the firm. Companies have unique
strength and weakness in dealing with industry structure. Therefore, understanding
industry structure should be performed first for the net assessment. Porter (1996)
suggested five competitive factors whose forces jointly determine the intensity of
industry competition and profitability. The strongest force or forces are governing and
becoming crucial from the point of view of strategy formulation. Figure 6 shows the
competitor analysis done for players like Company X in the current market.

13. BIJ
Main street (40s, own Media savvy (mid 30, Techno-geeks (mid 20,
18,5 Factors small business) mobile professional) college student)
Economic
Cost of ownership Would not buy products Concern more on product Not a big concern, but
which need lots money to performance than cost should have high
680 maintain quality
Degree of budget fit Must fit their budget Somewhat important Not a big concern
Performance
Faster/easier Need products which are Prefer easy to install A plus in comparison
installation and easy to install products to competitors
maintenance
Feature set Less likely to need best Prefer the best feature set Very important to this
feature set group
Supplier
Resource Conservative buyers. They would consider Reputation for
credibility, Only buy from familiar reputation more or less innovation is
reputation companies important, but willing
to take risks
Innovative problem They focus more on Need innovation solutions An important
solver quality for their mobile system motivation for
purchase
Motivation
Recognition, want Prefer to buy mature They do not care being the Always wants to be
to be the first product with quality and first adaptor so much the first adopter
adopter to the reliability. Not important
product
Desire to be viewedThey will like to be Want to buy a product of Not a huge factor in the
as a problem solverviewed as a problem the company which can buying decision
solver solve various situations
Self image – brand Not connect their self Sensitive to the brand Not as important to
image image with that image this segment
Situation
Buyer’s task They do not have much Want to make their mobile This would be
requirement task requirement live easier somewhat important
Organizational/ Word of mouth may affect They would consider what Affected by their
social influences other suggested immediate peer group
Table II. Buyer’s experience Experience has no or little Experience with streaming Most have had
Customer value drivers with related influence media may affect previous experience
for each segment products
Threat of entry. The entry barrier of this industry is medium. “Economics of scale” of
this industry provide opposition by forcing the entrant. Providing a software solution
does not need a huge capital investment when compared hardware-based solution.
However, access to distribution channels is a barrier to the company since it needs to
secure distribution of its products.
Threat of rivalry. Although there are already existing players for streaming
TV content over internet, there are very few in the Portland area currently. This being
a relatively new market, the products and services are new in the industry. And they
belong to entry stage of the product life cycle. Different companies have different
product strategies. And these diverse strategies of competitors prevent them from
reading each other’s intentions accurately and agreeing on a set of rules of the game

14. 10 Roadmapping
Main street
9
the convergence
of technologies
8
Media savvy
7
6 681
Techno-geek
5
4
3
Product focus Contents Function and mobility
2
of nce l
e w ra d
a al
lit an ucts d
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ty
ty
op
t
er
n
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nc og be
ng
ee
ts e
A er rod late
io
Ea nten nst
ee om
ili
ili
lv
ith m
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pt
rie pr cri
m
Fu eds
ni
ut
so
ib
ob
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ai r i
p re
nc
ar
m ust
ol
ds
bs
ss
M
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em
C,
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Figure 5.
Re
y
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In
sib
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as
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in
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ire
es
av
Ex
am
Value attractiveness curve
cc
H
es
re
A
D
St
Potential companies
Sling box
Orb communications
Tivo to go
Threat of rivalry
Sage tv
(low)
Air tv
• No competitor in the market Hava
Threat of entry
(medium)
• Economics of scale Threat of buyer
• Product differentiation (low)
Digital content
• Capital requirement distribution • Moving to alternative
in suppliers
pacific NW
Threat of substitute Threat of supplier
(medium) (high)
• Stroge devices • Cable tv companies
• Limitation on quality and • Internet service Figure 6.
content Porter’s five forces
• Cost is high, sometimes analysis
for the industry. Some are software-based solution only while some are a combination
of hardware and software.
There are a few competing products and they do not meet the needs of the
customers completely in terms of cost, performance and feature set.

15. BIJ Threat of substitute. The threat of substitute in this industry is medium. The alternative
for consumers is to use data storage devices such as digital video recorder or TiVo for their
18,5 TV programs. Media-savvy users will alternately carry their data around when they are
traveling. There is limitation on quality of content; the cost too is high at times.
Threat of supplier. The suppliers, which are content providers and internet service
providers in this case, have high power in this market because Company X needs to
682 establish tie-ups with each of them. Suppliers form a part of Company X’s ecosystem.
Product specification and inter-working with other components is very essential to
provide the consumers with a high-quality solution and reliability.
There is also a scenario where the content providers host their own content and
enable streaming through internet.
Threat of buyer. The threat of buyers is low in this case. The buyers cannot play one
company over another because products and services are not available yet in the
Portland metro area market. The switching cost of the solution, once a customer sets it
up at home, is relatively high. Also, customers might be relatively less sensitive to the
price since quality of the product in this industry is important for the consumers.
Product and technology analysis
Product specification
Efforts and investments can be made to make Company X hardware not bulky and
easy to set-up but customers usually avoid having another piece of hardware in their
living room. Company X must also offer software-only solution for customers having a
PC and TV tuner card. The advantage of having a hardware system is better security
and quality streaming (Bar-El, 2002). Software solutions have the advantage of the
ability to be updated more frequently and can update the customer with additional
features sooner than a complete hardware solution. Hence a combined hardware and
software solution is best placed to serve the customers.
The TV tuner card connects the TV to the PC and the Company X software installed
on the PC does the compression, encryption and streaming. The software-only solution
may have limitations compared to hardware-based solutions. An example product
specification for Company X can be as follows:
Full product specifications
General
Width – 11 inch approx, depth – 4 inch approx.
Height – 2 inch approx., weight – 1.5 lbs approx.
TV tuner
TV tuner quantity – 1, TV tuner reception system – NTSC/PAL.
Audio system
Audio: output mode – Stereo.
Connectors
Connector type 1 – composite video/audio input RCA phono £ 3 installed
rear, 1 S-video input 4 pin mini-DIN installed rear, 1 RF input RCA phono £ 3
installed rear, 1 composite video/audio output 4 pin mini-DIN installed rear,
1 S-video output RJ-45 installed rear, 1 network RCA phono £ 2 installed rear,
1 Audio line-in RCA phono £ 2 installed, 1 audio line-out.

16. Coaxial digital input Roadmapping
Yes the convergence
Accessories of technologies
Power adapter, network cable
Power
683
External
Shipping dimensions
Packaged quantity – 1
Technology assessment
Company X incorporates a number of technical features to provide users with a single
interface on their mobile devices to connect and enjoy the media and content at home as
shown in Figure 7.
One of the major technologies Company X capitalizes on is wireless technology.
The introduction of Wi-Fi technology and access hotspots is just the beginning of the
application of this technology. These hotspots provide internet connections to users
within a limited range from an access point. Although this technique extends the reach
of the internet, it still limits the movement of the user to within a short distance from a
fixed location. Most users would like to have mobile access to their broadband internet
connection over much greater distances. The demand for this mobility has continued to
force the transformation of the communications industry. The Wi-Fi standard applies to
isolated areas of connectivity, while WiMax and 3G/4G (WiMAX FAQ, 2010) are used
for longer distance wireless connections. WiMax has been used primarily for computing
platforms and 3G/4G works best with mobile devices such as mobile phones. Ultra-wide
band (UWB) has a very short range and is used in the home entertainment environment
(UWB Technology, 2010). Table III lists each of the technologies and its associated
properties.
Content
subscription
Internet
Data in PC ABM HW ABM SW
"streaming "client/receiver"
server"
Digital right management
Technologies
Security management
Data encoding Data decoding
Uncontrollable
Compression Decompression Figure 7.
environment
Web server Jitter removal Technology in Company
Multi DNS service Error correction X’s usage model

17. BIJ
Technology IEEE standard Throughput Range Frequency
18,5
UWB 802.15.4 110-480 Mbps Up to 30 feet 7.5 Ghz
Wi-Fi 802.11a Up to 54 Mbps Up to 300 feet 5 Ghz
802.11b Up to 11 Mbps Up to 300 feet 2.4 Ghz
802.11 g Up to 54 Mbps Up to 300 feet 2.4 Ghz
684 WiMax 802.16d Up to 75 Mbps 4-6 miles ,11 Ghz
802.16e Up to 30 Mbps 1-3 miles 2-6 Ghz
WCDMA/UM 3G Up to 2 Mbps 1-5 miles 1,800, 1,900,
2,100 Mhz
CDMA2000 3G Up to 2.4 Mbps 1-5 miles 400, 800, 900,
Table III. 1,700, 1,800,
Wireless standards 1,900,
defined 2,100 Mhz
Wi-Fi is short for wireless fidelity. It was the earliest and is the most common the most
common form of high-speed wireless data technology to be applied in the home and
office. Wi-Fi has also become the major player in the deployment of “hotspot” wireless
connectivity in commercial outlets such as colleges, cafes, hotels, and airports. The range
of Wi-Fi is limited, however, and the user must be located within 300 feet of the access
point. Wi-Fi equipment is now commonly available and many of the latest platforms can
support multiple Wi-Fi standards for compatibility with several wireless networks.
WiMAX is the latest technology to emerge that will give users broadband access
covering a larger geographic area. The goal is to be able to provide the same access as
Wi-Fi does today over a much larger distance. WiMAX can cover anywhere from one
to five miles depending on a number of variables such as the area terrain. WiMAX will
give users increased mobility for high-speed data networks and has the capability of
covering entire campuses and business parks.
Table IV lists the different technologies and standards applicable to Company X
and their projected time of availability.
Technology acquisition options
In order to survive a competitive broadband market, companies rely on strategies of
technology acquisition, internal technology sources, or a combination of internal and
external technology sources. When deciding whether or not to choose a particular
strategy, managers or consultants closely study the various types of technology
acquisitions from multiple perspectives (Linstone, 1999). Buying technology can be a
viable strategy for incumbent market leaders threatened by disruptive technologies.
In this section, we will discuss the options in acquiring emerging technology, and the
implications of adopting each option are assessed.
Acquisition. Emerging technology trends can be treats or opportunities, depending
on whether companies are incorporated them successfully with their overall strategic
directions. Since patented technology cannot be duplicated, the faster way to acquire
the technology needed is to pay a premium. Obviously, managers realize that it is too
late to invest heavily to develop their own technology solution. This is a justification to
maintain the market share (McGrath, 2001). Cisco and Microsoft are the excellent
examples of two companies that applied successfully applied technology acquisition
strategy. To accomplish the vision of end-to-end solutions both companies preferred

18. Roadmapping
Features Technologies/standards Performance measures Year
the convergence
Wireless connection Wi-Fi Standard IEEE802.11a/b/g/n, 3G 1-11 Mbps 2009 of technologies
Super 3G 20 Mbps 2009
Wi-MAX (IEEE 802.16) 75 Mbps 2009
4G Over 100 Mbps 2010
Wired connection Ethernet (802.3i, 802.3u) 100 Mbps 2009 685
Multicasting IP v6 Multicasting Compliance to RFC 1458, 2009
3550
Stream live video CEA *-708-B, digital television (DTV) closed Support all types of 2009
captioning captioning
(roll-up, pop-on, paint-on)
ATSC Standard A/53E. Digital television Sequence header 2009
standard constraints *
Compression format
constraints *
Sequence extension
constraints *
Picture coding
constraints *
Compression MPEG-2, MPEG-4, DivX, XviD, WMV, Compliance * 2009
WAV
MPEG-7 Compliance * 2009
MPEG-21 Compliance * 2010
Security Virtual private network 128-bit encryption 2009
Video mail service H263, H261 compliance 2011
Digital rights WMDRM – 2009
management
IBM’s xCP (for home networks) – 2011
Sony’s OpenMagicGate (OMG) Table IV.
Technologies and
Note: *Evolving standards. Compliance to the released version of the standard at the specified date time of availability
acquisition than internal development (Knowledge@Wharton, 2005). An important
consideration of the acquisition strategy in assessing the benefits of acquired
technology is cost. Cost is the critical part of the strategy decision when the potential
value of acquiring a disruptive technology can be accurately estimated. The key issue
is to consider all costs of the technology acquisition: up-front cost, installation,
adoption, and training (McGrath, 2001).
License agreement. License agreement is the option that reduces the need to acquire
companies with disruptive technologies. Instead of purchasing emerging technologies,
licensing is a better way to access innovation. The main factor of making this decision is
the lack of the capital to acquire the technology. AT&T was the pioneer of offering
license agreements in the telephony market. In 1904, 6,000 companies were Bell licensees
(Austin and Bradley, 2005). When a new technology is on market, organization simply
replaces the obsolete technology with innovative solution. Convenient, inexpensive
licensing cut the cost of acquiring emerging technologies. Another factor of making this
decision is the risk associated to rapidly changing technology and industry standards.
The disruptive technology becomes obsolete in five years or less (Betz, 2003).
What functionality will customers need five years from now? In a high technology
business an incumbent company cannot succeed forever having to sustain for an

19. BIJ ever-increasing disadvantage of stagnant, obsolete or less competitive technologies.
18,5 With expensive, state-of-the-art technology, licensing is often the most logical
acquisition strategy that helps preserve cash flow because the organization does not
have to spend large sums to acquire the emerging company. On the other hand, licensing
has a serious disadvantage for the supplier of technology. The problem with licensing
consists of reverse engineering. Innovation bears the burden of the copyright
686 limitations. Organizations in countries without Intellectual Property laws can produce
clones of the innovations without having to pay the royalties. Global legal initiatives
must be taken to address this problem that can show down the acquisition of additional
new broadband technologies.
Joint venture. The third option for technology acquisition is to establish joint venture
with industry research leaders. Establishing an in-house capability for developing
emerging technologies will require more capital that joint venture. In a joint venture, the
first milestone of the companies is to consolidate their resources. This option
requires investment in R&D to develop a new platform targeting a new market. An
additional advantage of a joint venture consists of the sustaining access to innovations.
Consequently, the broadband players seek out features and performance to broaden
their products and technology portfolios to better serve their customers (Betz, 2003).
However, the strategy of joint venture is generally less successful. A typical example of
this scenario is the joint venture of Intel & HP in the early 1990s. Intel and HP brought
Itanium, a 64-bit microprocessor, on the market too late and less performance than
initially claimed. To shed some light on this failed joint venture, McGrath (2001) offered
the following reasons:
.
difficult for both partners to share a common interest;
.
cultural differences;
.
different decision making styles;
.
different attitudes on investment;
.
different working practices and compensation; and
.
different product development processes.
There are three options for acquiring a new technology: acquisition of the emerging
company, license agreements, and joint venture. The company must identify a list of its
pros and cons of each option of technology acquisition. The sum of the benefits minus
costs over the life of the technology will show which option has the best potential for
sustaining in the competitive broadband market.
Roadmapping
Environmental layer
The business of Company X will be affected by a mix of external agents. This includes
the policies regarding content protection and digital rights management, government
policies which affect the pace of broadband deployment and technological or device
innovation, alliances between Company X and cellular technology providers, local
content provider’s regulations and the digital content provider’s copyright
and redistribution policies. Over the span of next five years, some of these issues
need to be addressed to or modified in order for place-shifting solutions like Company
X to continue to be in demand and in use (Figure 8).

20. 2010 2011 2012 2013 Roadmapping
Cable tv alliance
Cellular technology alliance the convergence
Environment Content redistribution
Content protection of technologies
Digital rights management
Broadband access
Market driver Increased digital content subscription
General Increased mobile device penetration
Techno geek
Integrated platform
Satellite HD radio 687
media savvy FM local radio
Main street Remote access to digital data Remote access to digital data
Remote access to digital tv content
UV4.0
UV3.0
UV2.0
Product
UV1.1
UV1.0
Technology Satellite radio signal converter
Server software Multicast s/w
To develop Analog-to-digital converter DRM handling
Available Sreaming server Mobile GUI s/w IPTV s/w
Standardized Encryption Compression WiFi WiMAX Video phone s/w
Resource
High
Medium
Low
Acquisition Figure 8.
Licensing
strategy Example roadmap
Licensing Joint venture
Joint venture of Company X
Buying Buying
Market layer
Company X evaluated the different market drivers for the industry during the time
period 2000 through 2010. The increasing broadband access acted as a major driving
force which gave rise to subsequent customer demands and needs.
We categorized the market drivers into general and market segment specific.
Growing customer need for broadband access is a general driver applicable for all
consumers. The VoD figures along with IP video offering forecast gives an idea of the
increased digital content subscription and thus customer’s wish not to miss any of
these subscribed programs. Increased mobile device usage over time is also considered
a generic market driver for the industry (Iyer and Scherf, 2006).
Looking at market segment specific drivers, techno-geek and media savvy are more
likely to have a need to remotely access their digital data when away from home. The
major driving factor for the main street for choosing Company X solution would be to
have remote access to digital TV content. However, looking into the future, we see the
main-street segment merging with the techno-geek and media savvy as far as the need
to access digital data remotely is concerned. In a few years time, today’s main street is
probably going to become the media-savvy person. We also visualize a disappearing
market driver of today – the need to support FM local radio. Satellite radio is
advertisement free and few years down the lane, people will prefer that over the FM
radio. All of this data is captured as market drivers against timelines in Figure 9.
Product layer
After identifying the market drivers for Company X’s different customer segments,
we phased out the product development over the next five years. The first release of the
product, UV 1.0, is planned towards the end of the first quarter of 2011. Table V
summarizes the various product releases of Company X and the features associated

21. BIJ with each. UV 1.1 is scheduled for release before the holiday season and the subsequent
18,5 releases UV 2.0, 3.0 and 4.0 are planned for back-to-school time releases (Figure 10).
Technology layer
Figure 11 shows some of the technologies which are essential for the success of
Company X products. Some of the technologies are standardized solutions while some
688 need to be either developed in-house or acquired.
Linking the roadmap to a business strategy
One of the critical benefits of the roadmap is that it can provide deep understanding on
various perspectives surrounding their business and help to catch a new opportunity.
The roadmap developed here provides an overview of the wireless streaming industry.
Figure 11 presents an example of application to business strategy. From the ecosystem,
two scenarios had been suggested. Based on each scenario, a company has two
business options. One is to develop their own brand and sell them in the market while
the other option is to sell their product as a component for a set-up box provided by a
cable company. As shown in resource lay, those options require different resources and
thereby different set of technology acquisition strategies.
Conclusion
Roadmapping is shown to be a comprehensive tool providing overall business
strategy. Technology and market forecast are critical for creating as accurate a
roadmap as possible. Understanding of environment and thereby ecosystem helps
draw a better picture of the future. Companies like Company X wishing to build a
business based on innovation need to understand the market need and match them
with the mix of available technology. Creating and maintaining an accurate technology
roadmap will help the company reach its strategic objectives in the long term in
contrast with hasty tactical efforts carried out with short-term goals in the broadband
market. The success of Company X’s broadband business strategy depends on the
understanding of the current regulations and the possible impact of future laws related
to digital content.
In addition, this paper demonstrated how any company can use the TRM and
accomplish both external and internal benchmarking. Specifically, the graphical
representations provide managers extreme insight into the competitive forces and let
them make decisions easier.
2000 2010 2012
Broadband access
Market
driver Increased digital content subscription
Increased mobile device penetration
Integrated platform
General Satellite HD radio
FM local radio
Techno geek
Media savvy Remote access to digital data Remote access to digital data
Remote access to digital tv content
Figure 9. Main street
Market drivers
for Company X

22. Roadmapping
UV 1.0 UV 1.1 UV 2.0 UV 3.0 UV 4.0
the convergence
Planned release August December June 2012 December 2012 June 2013 of technologies
2011 2011
Major market Main Media Media All All
segment target street savvy savvy
Techno- Techno- 689
geek geek
Hardware UV box at H/w H/w support None None
home support for satellite
for Wi-Fi, radio
WiMax
Software Client s/w Client Client s/w Client s/w Client s/w
s/w, Server s/w Server s/w Server s/w
Server
s/w
Device supported TV, DVR, PC, TV, Satellite Satellite radio, PC, TV, IPTV, video
at home TiVo, DVR, radio, PC, DVR, TiVo, radio phone, satellite
radio TiVo, TV, DVR, radio, PC, TV,
radio TiVo, radio DVR, TiVo, radio
Client devices Laptop, Laptop, Cell phone, iPod, Zune, cell phone, Car TV, iPod,
supported desktop desktop PDA, PDA, laptop, desktop Zune, cell phone,
laptop, PDA, laptop,
desktop desktop
Distinct features Stream Stream Data Software-only solution More home
TV all recording Multicasting support devices support
content content More mobile
Wireless devices
support support
Assumptions Main Majority of people IP TV penetration
street has have PC at home. is at least
no PC at (Main street merges 25 percent
home with Techno-geek)
TV Satellite radio is
content popular than FM
viewing is TV and satellite radio Table V.
main tuner card Company X product
motive release schedule
2000 2010 2011
Satellite radio signal converter
Technology Server software Multicast s/w
To develop Analog-to-digital converter DRM handling
Available Streaming server
Standardize Mobile GUI IPTV s/w Figure 10.
Key technologies
Encryption Compression WiFi WiMAX Video phone s/w for Company X

23. BIJ 2010 2011 2012
18,5 Ecosystem scenario
Scenario I Provide
Scenario I : content provider's objection for
multicasting
own
Scenario II product Scenario II : content provider's objection
Product UV4.0
UV3.0
Provide as a component UV2.0
for cable company
690 Hardware + s/w
UV1.1
UV1.0
UV2.0
s/w only UV1.1
UV1.0
Satellite radio signal converter
Technology Server software Multicast s/w
To develop Analog-to-digital converter
DRM handing s/w
Available Streaming server Mobile GUI s/w IPTV s/w
Standardized Encryption Compression WiFi WiMAX Video phone s/w
Resource
High
Medium
Low
Figure 11. Acquisition strategy Licensing
Linking the roadmap to Licensing
Joint venture
business strategy Joint venture
Buying Buying
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Corresponding author
Tugrul U. Daim can be contacted at: tugrul@etm.pdx.edu
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