EBU Digital-Radio-Toolkit

DIGITAL RADIO
TOOLKIT
KEY FACTORS IN THE
DEPLOYMENT OF
DIGITAL RADIO
DECEMBER 2014

DIGITAL RADIO TOOLKIT 2
The EBU's Media Intelligence Service (MIS) provides your broadcasting organization with the latest market data, research and
analysis needed to plan your future strategies and stay ahead of the game.
Our experts cover a broad range of topics, including TV and radio trends, new media developments, market structure and
concentration, funding and public policy issues.
MEDIA INTELLIGENCE SERVICE
DIGITAL RADIO TOOLKIT
PRODUCED BY THE MEDIA INTELLIGENCE SERVICE (MIS)
OF THE EUROPEAN BROADCASTING UNION, IN COLLABORATION
WITH THE RADIO UNIT
DECEMBER 2014
CONFIDENTIALITY: The information contained in this document is confidential and only for EBU Members internal use. In the case of non-
Members, the same and/or specific conditions apply. Public communication – oral, printed or electronic – is strictly forbidden without previous
authorization by EBU-MIS. In addition, please avoid any unnecessary redistribution of this information within your company. If you have any doubt
about how to use these data, please contact the Media Intelligence Service at EBU (mis@ebu.ch).
DISCLAIMER: Please note that the EBU or the MIS are not liable for any errors or inaccuracies in data provided by third-parties.
HEAD OF THE MEDIA INTELLIGENCE SERVICE
Dr Roberto Suárez Candel
suarez.candel@ebu.ch
SENIOR MEDIA ANALYST
Dr Florence Hartmann
hartmann@ebu.ch
Francesca Cimino
cimino@ebu.ch
Dr David Fernández Quijada
fernandez.quijada@ebu.ch
DEVELOPMENT & COMMUNICATIONS
Rachel McGowan
mcgowan@ebu.ch
Alexandra Brenkman
brenkman@ebu.ch
VISITING RESEARCHER
Riikka Lätti
latti@ebu.ch
CONTACT
www.ebu.ch/mis
mis@ebu.ch

INTRODUCTION
Digital distribution has been an issue
for the radio industry for about two
decades. While digital is a reality for
platforms such as the Internet, mobile
devices and even TV, radio remains
analogue in the most cost-effective and
primary distribution platform for free-to-
air services, terrestrial broadcasting.
To build the case for digital radio, the
EBU’s Radio Unit commissioned the
Media Intelligence Service to examine
the key success factors for radio
digitization. Entitled the Digital Radio
Toolkit, the research was carried out
with the collaboration of various radio
industry stakeholders (see annexe) and
this report details the results.
This project builds on the EBU’s
Recommendation on Digital Radio
Distribution in Europe (EBU R 138),
which suggests the deployment
primarily of DAB+ services and, only if
DAB coverage is not possible, the use of
DRM as a broadcasting alternative. As a
further step, this report offers guidelines
on how to launch digital terrestrial radio,
based on the experiences at the three
countries leading this process in Europe:
Norway, Switzerland and the United
Kingdom.
The report focuses on good practices
for introducing digital radio; however,
there is no one-size-fits-all solution.
Consequently, it describes various ways
to handle the main digitization issues by
highlighting 30 factors that contribute
to positive acceptance of digital radio
by listeners. Each of these key success
factors is illustrated with a specific
national example.
Obviously, national contexts are
significant in the radio market. General
social conditions such as each country’s
wealth or its citizens’ ICT awareness
affect the uptake of digital radio.
Other specific issues play an important
role, such as the level and nature of
competition, the relative strength of
public service media organizations,
the co-existence and share of national,
regional or local networks and stations,
the size of the advertising market, or
policies and regulations.
Even taking into account the specificities
of each national context, the experiences
analysed in this report can be helpful
when introducing national policies and
broadcasting strategies for launching
digital radio.

NEVER
UNDERESTIMATE
THE SIMPLICITY
OF RADIO
Knut-Henrik
Ytre-Arne (NRK)
,,

6
METHODOLOGY
7
EXECUTIVE SUMMARY
8
INSTITUTIONAL STRUCTURE
10
POLICY AND REGULATION
12
CONTENT AND OFFER
16
TECHNOLOGY
20
SWITCHOVER PROCESS
22
PUBLIC COMMUNICATIONS
24
CONSUMER ELECTRONICS
26
CAR INDUSTRY
29
ANNEXE – LIST OF EXPERTS
INTERVIEWED
CONTENT

METHODOLOGY
between May and July 2014. The
interviewees included top and middle
managers in public service media
organizations, commercial broadcasters,
network operators, government
departments dealing with radio issues,
regulatory authorities, industry trade
bodies, and car manufacturers. A
complete list is provided as an annexe to
this report.
The report is divided into eight
sections, each of them tackling a
key element for the digitization of
radio: institutional structure, policy
and regulation, content and offer,
technology, switchover process, public
communications, consumer electronics
This research project was designed for
EBU Members and other radio industry
stakeholders in response to the growing
momentum of digital radio in some
countries.
Following a first phase of desk research
to define the most relevant markets,
Norway, Switzerland and the United
Kingdom were chosen as national
case studies, as they are forerunners
in launching digital radio (in offer,
penetration and development of
regulation).
The bulk of the project was based on
34 semi-structured personal interviews
with relevant stakeholders conducted
and the car industry. As many aspects
are interrelated and boundaries are
increasingly blurred between areas, there
are frequent cross-sectional references
throughout the document.
Finally, a terminological consideration
needs to be clarified. In this report, the
term digital radio is used as a synonym
for digital terrestrial radio, as it is
commonly used as such by industry
practitioners. Nowadays, digital radio
services are also available on other
platforms, such as the internet, mobile
and television networks, but terrestrial
delivery is still (and is forecast to remain
so for the coming years) the main
distribution platform for radio services.

EXECUTIVE
SUMMARY
Terrestrial radio is the only
radio distributed universally
and free at the point of use.
At the same time, it is also the
only platform that guarantees
the delivery of public service
content and its associated
democratic values. In its
current analogue form, there
seems to be no more room
for development in most of
the European countries. The
future is not just broadcasting
but broadcasting will be
the backbone of this future.
This is why a switchover to
digital transmission is highly
important.
Summarizing, there are 5 Cs
that digital radio needs if it is
to succeed:
Coverage
At the end of the process, digital radio
coverage must be at least the same as
analogue radio, including along major
roads. Listeners will not accept losing
coverage in comparison with analogue
services.
Content
The content needs to be strong, with
clear added value when comparing
the digital and analogue portfolio of
services. This means more services but
also more diversity, targeting unattended
audiences.
Costs
The launch of digital radio has
associated costs, mainly distribution
costs and production costs for new
content. Carefully planning and
building economies of scale will help
broadcasters deal with these additional
costs. Returns are not immediate. If the
process is managed successfully, these
costs are outweighed by long-term
benefits.
Collaboration
Led by broadcasters, all the stakeholders
must work together in the technological
and communications sectors. Their
involvement may vary according to the
stage of the process but all of them are
necessary. This relationship must be built
on trust and confidence.
Communication
Public communication is essential
to make citizens aware of the new
platform and its associated services.
It is also a central tool in involving the
related industries. The message must
be consistent and avoid confusion in the
market.
This 5 Cs formula leads to a sixth:
commitment from all stakeholders. This
commitment clearly shows the goals
and ambitions of the industry and sends
the strongest possible signal, helping to
generate momentum among listeners.
For them, digital radio represents an
expanded offer of services, not just
limited to traditional programming but
as a driver of other audio innovations in
broadcasting and on IP platforms.

1. INSTITUTIONAL
STRUCTURE
The radio market includes a variety
of stakeholders, each with particular
interests. Conflicts and divergence
are therefore common among these
players. Any uncertainty arising from
technological transitions creates
additional tensions, so understanding the
logic of the radio environment is crucial
to achieving effective coordination
among all stakeholders.
The digital switchover is not an issue that
broadcasters can tackle individually. As
it affects the entire industry, it requires
coordinated actions. Yet often the
difference arises less out of differing
needs for digitization but more because
the players involved cannot afford the
costs involved.
Public intervention in this area must seek
to create win-win situations in which all
players can find incentives to embrace
digitization. To that end, three main
actions are necessary:
– identifying benefits for all stakeholders
– foreseeing risks and uncertainties and
managing their potential impact
– creating opportunities for everybody
COMPETE ON
CONTENT,
COOPERATE IN
TECHNOLOGY
IS THE SHARED
VISION BETWEEN
PUBLIC AND
PRIVATE
BROADCASTERS
Ideally the long-term benefits of the
transition should outweigh the initial
investment and interviewees repeatedly
pointed out that the cornerstone of
their whole strategy was ‘competing
on content, cooperating in technology’.
This approach enables broadcasters to
focus on creating appealing content for
audiences while outsourcing non-core
tasks to other stakeholders.
Similarly, tackling digitization lets
broadcasters manage their own
transition while limiting the opportunities
for a disruptive new entrant.
Finally, public service broadcasters have
the opportunity to broaden their remit
and better serve their audiences, while
commercial broadcasters might obtain
additional revenues from expanding their
activities. Governments and regulators
can also benefit from this transition
by simplifying standards or correcting
misalignments in the market. Obviously,
network operators, manufacturers and
retailers are keen to offer new products
and services, to expand their business
areas. Balancing these opportunities will
help to promote digital terrestrial radio
and generate momentum.
,,

KEY SUCCESS FACTOR 1
Involve all stakeholders
Stakeholders need to see an achievable
benefit for their involvement in the
digitization process: better serve their
audiences, expand their coverage,
broaden their range of services and
business, offer new products and
services, reduce costs in the long-term,
etc. Collaboration among public and
private broadcasters, network operators,
regulators and governments needs to
be established before the launch, during
the planning stage. Once launched, this
commitment needs to be extended to
other stakeholders, such as retailers and
manufacturers in related industries.
NATIONAL EXPERIENCE 1
Business case for commercial
radio
Commercial operators might feel
uncomfortable with opening up markets
to new entrants. While competition is
already increasing on other platforms
(streaming services, internet radio, apps,
etc.), broadcasters could retain control
of the terrestrial digital radio market.
This is the approach in Norway and the
UK, where the incumbent operators
have been allowed to increase their offer
in digital radio, creating more choice
for listeners without creating more
competition for broadcasters.
Set up an industry body
As an example of collaboration,
creating industry bodies involving
key stakeholders has proved to be an
effective tool to drive radio digitization.
These organizations usually focus on
non-core activities for broadcasters,
such as enabling coordination among
stakeholders, public communications
(see section 6), marketing and
engagement with retailers and
manufacturers.
Digital Radio UK
Digital Radio UK is an industry body
set up by broadcasters and the
network operator Arqiva. It includes
representatives from the automotive
industry and radio manufacturers.
Its main goal is to boost digital
radio listening. Its activities include
coordinating public communications and
public relations campaigns, activities to
engage with manufacturers and retailers,
and managing the Digital Tick Scheme
(see section 6). It also collaborates with
the government in several key areas
of the Digital Radio Action Plan, the
roadmap for digital radio in the UK. In
Norway and Switzerland, Digital Radio
Norge and MCDT play a similar role.
Unified message to the
authorities
Once cooperation is established and
strategies aligned, a single joint message
needs to be sent to the government
and the regulators, so the appropriate
regulations and policies can be drawn up
(see section 2). A unified and coherent
discourse makes the case for digital radio
stronger, and it is then more difficult for
the authorities to ignore the industry’s
approach. The sooner there is consensus
and the stronger it is, the more effective
this approach will be.
DigiMig
In Switzerland, a working group called
the Digital Migration (DigiMig) was set
up to make recommendations to the
Swiss government based on the radio
industry’s views. It comprises public and
private broadcasters, working together
for the first time, and chaired by the
media authority acting as a facilitator.
Between 2013 and 2014, DigiMig
studied technical, legal and public
communications solutions to promote
opportunities for the success of digital
radio and propose a route map to the
government.

2. POLICY AND
REGULATION
The traditional reason for broadcasting
regulations and granting broadcasting
licences was spectrum scarcity and
the need to organize airwaves to
avoid interference. Thanks to digital
technologies, this scarcity has become
less acute and so the licensing system
has shifted focus towards content
delivery issues: what content is seen by
the legislator as essential for a healthy
democratic, diverse and pluralistic
society. In the analogue era content
requirements were part of the licences
awarded in most countries. Now they
have become their core element.
Digital radio policy aims to enable the
radio industry to take advantage of
the new opportunities provided by
technology and give its listeners a better
service. This is crucial if radio is to remain
relevant in the digital age. As the FM
spectrum is saturated in most European
countries, digitization is also the only
option for growth.
Among the various policy tools,
regulation has proved to be the most
suitable way of driving the digitization
of radio. The most relevant issues settled
by regulation include:
IT IS ESSENTIAL TO
FIND THE RIGHT
REGULATORY
INCENTIVES TO
FOSTER THE
INVOLVEMENT OF
BROADCASTERS
– nature of the licensing regime
– criteria for allocating licences
– renewal or expiration of analogue
licences (with different durations
depending on the country, including
indefinite duration)
– possible uses of the analogue
frequencies being released
– need to maintain, amend or introduce
a must-carry principle for some public
service radio stations
– public subsidies for digital
transmission or for specific stations
(typically local or community stations)
– decisions regarding stations deciding
not to migrate to digital transmission
Policies and regulations can foster the
deployment of digital radio by providing
appropriate incentives for broadcasters,
which are highly sensitive to regulatory
conditions.
,,

Provide regulatory incentives
Broadcasters mainly avoid digitizing
radio to protect their analogue business.
Regulatory incentives are therefore
necessary to encourage them to do so.
There is a wide range of possibilities:
– extension of analogue licences (as in
Switzerland and the UK)
– protection from new entrants
– reduction of the licence fees paid by
broadcasters
– relaxation of the current regulatory
regime (local content requirements in
the UK)
– direct subsidies for rolling out digital
networks (Switzerland and partially in
the UK)
– clear and early calendar for the
switchover, which offers certainty for
the required investments and reduces
the cost of simulcasting
British regulatory incentives
In the UK, regulatory incentives were
provided at the very outset of radio
digitization. The automatic renewal
of analogue licences for broadcasters
launching DAB services was one
of the first measures implemented.
Furthermore, regulation was relaxed,
for instance reducing local content
requirements. A third incentive was a
funding hub set up for the roll-out of
local DAB transmitters, including partial
public subsidies.
Rethink your licensing system
The appearance of multiplex operators
in digital radio has forced regulators
to rethink the licensing regime. In the
countries studied, digital terrestrial radio
licences are awarded to the multiplex
operators instead of the broadcasters,
as was traditionally the case. This
means that the broadcasters need to
reach a commercial agreement with
the multiplex operator to be included in
its portfolio of services. Consequently,
there are no broadcast licences (or they
are awarded without a public tender, as
in Norway) and therefore no chance to
lose them. This also reduces the cost of
regulation since the number of beauty
contests (comparative selection) is
reduced to a minimum.
Norwegian licensing regime
The licensing regime in Norway
comprises three kinds of licences:
spectrum (right to use the spectrum),
facility (right to set up transmission
facilities), and broadcasting licences
(right to broadcast). Facility and
spectrum licences were awarded
together in an auction (jointly held by
the Media Authority and the Postal
Authority). Broadcasters interested
in DAB must contact the holder of the
facility and spectrum licences to reach
a commercial agreement on renting
capacity. Once this has been obtained,
these companies can apply to the Media
Authority for a broadcasting licence.
When the agreement is terminated the
broadcasting licence is also revoked.
The broadcasting licence has no content
requirements but needs to be obtained.
Content requirements can be included
in the facility licence for the multiplex
operator, so diversity is ensured when
the latter negotiates with broadcasters.
Correct regulation
The transition to digital radio represents
a unique opportunity to correct
regulatory misalignments in the
market or to introduce new regulatory
modalities. Together with the incentives,
the authorities can strengthen the
democratic, social and/or economic
value of radio and act on sensitive areas
such as pluralism, diversity or universal
service. A public debate on these issues
might help as well.
Swiss key regulatory areas
In its recommendations to the Swiss
government, the DigiMig interest group
suggested that several issues needed to
be resolved as a result of digitization:
– use of analogue frequencies no longer
operated by radio broadcasters
– adapting the must-carry principle
– need for public subsidies for digital
transmission or for specific stations
(typically local or community stations)
– status quo for stations that decide not
to migrate to digital transmission.

3. CONTENT AND
OFFER
Offering an attractive radio service is a
challenge not only in terms of creativity
and marketing but also of costs. At the
same time, the increasing number of
competitors beyond broadcasting makes
it tougher to find a relevant audience
niche.
For digital radio to succeed, its content
needs to be different from analogue
radio. Something new and valuable
needs to be added. This can be achieved
not only with new radio channels and
programmes but also with visuals,
multimedia, metadata, sound quality,
interactivity, etc. By combining all
of them in an increasingly hybrid
environment, digital radio can provide
greater value for audiences.
Investments need to be scaled over
time. The return on investment will
not be short-term, as it rarely is with
new technologies. Consequently,
broadcasters have used various
strategies to avoid a chicken-and-
egg situation, in which new cycles of
funding are not provided because the
return on the previous ones has not
been satisfactory. There is a difference
between seeing this funding as a cost
and seeing it as an investment, between
short-term and long-term management.
A BALANCE
IS NEEDED
BETWEEN AN
ATTRACTIVE
CONTENT
PROPOSITION
AND ITS
ASSOCIATED
COSTS
Strong content, capable of engaging
listeners, is a requirement for avoiding
the funding issue described above.
Simulcasting on analogue stations is
necessary to ensure that no listeners
experience a loss. But this is not enough:
listeners need to perceive digital radio as
more and better radio.
Together with specific research, a
knowledge of the internal market and
the lessons learned from other countries
can help broadcasters design a new,
attractive portfolio of services that is
not just a secondary platform but is
integrated into the station’s overall offer.
In this section, the various key success
factors are closely related and in many
cases several of them have been applied
together.
,,

Add value to your offer
The feature of digital radio listeners most
appreciate is the availability of additional
stations. A good, varied portfolio of
channels is the pillar of a strong content
proposition. Sound quality is also seen as
relevant although it is not a clear driver;
it is more in terms of the stability of the
digital signal compared to analogue,
especially in-car.
Oslo digital offer
In Oslo, the 27 FM services have become
40 digital stations; half of which are
exclusively digital. The increased offer is
even more apparent in terms of airtime
since several stations that previously
only broadcast a few hours in FM have
expanded their output in digital. As a
result, the added value in comparison
to the analogue offer is obvious for
listeners.
Find unattended audiences
Broadcasters may find audiences that are
not catered for with the analogue offer.
Society’s changing tastes, behaviours
and habits, together with the limited
analogue spectrum, mean that there are
minorities that are currently not being
served. This represents an opportunity
for broadcasters to find an audience
niche.
P1+ senior target
Through its research, the Norwegian
public broadcaster NRK identified
growing disenchantment with its main
radio station, P1, among seniors as it was
becoming younger, especially in style. As
a result, they created a more traditional
channel, P1+, to target this unattended
audience. As a result, one week after the
launch it had become the sixth largest
radio station in Norway.
Rely on familiar and well
positioned brands
Existing well positioned brands are a
huge asset for broadcasters. Relying
on them to drive audiences to digital
listenership has proved to be effective.
At the same time, this strategy also
favours the broadcaster, as it can market
its new services more efficiently.
BBC’s extra channels
Three of the new digital-only BBC
stations are extensions of analogue
brands. Like BBC Radio 1, BBC 1Xtra
targets young adults, although it focuses
on black music and ethnic minorities.
BBC Radio 5 Live Sports Extra extends
the news and sports focus of BBC Radio
5 Live. Finally, BBC Radio 4 Extra was
originally branded BBC Radio 7 with
limited success. After rebranding it
Radio 4 Extra, the same type of content
achieved a 37% increase in weekly
listening hours in just six months.

Exploit economies of scale
Broadcasters can limit the costs of new
digital services by exploiting economies
of scale. Examples include producing
the same output (a radio programme
or station) for a larger distribution or
sharing the costs of production among a
larger number of stations (e.g. by airing
the same radio show with customized
music for each network).
Imported content from other
platforms
For many years, Swiss public broadcaster
SRG SSR had jukebox-like radio services
for satellite and cable, with major
penetration in the country. Making these
channels available through broadcast
networks for the first time emerged as a
natural option for filling part of the new
DAB offer at zero cost.
Design a product strategy, not a
platform strategy
The biggest incumbent radio players
try to bundle a comprehensive portfolio
of radio stations throughout their
various distribution platforms rather
than providing a platform-based
offer. Bundling leads to synergies and
therefore cost savings. At the same
time, it allows commercial broadcasters
to maximize advertising revenue by
offering a more attractive range of
outlets for advertisers.
Absolute Radio’s bundled offer
In the UK, the commercial group
Absolute Radio has bundled an offer of
digital-only music radio stations that
accounts for most of its listenership. The
segmentation is clear and covers most
of the radio audience. The stations are
organized in decades: Absolute Radio
60s, 70s, 80s, 90s, 00s and Absolute
Radio Classic Rock. This portfolio
enables listeners to clearly identify the
output of each station while helping the
commercial team to market the services.
Drive people to digital
listenership
Broadcasters are developing various
strategies to drive listenership to digital
platforms. As their main asset is the
content offered and valued by the
audience, these strategies mainly involve
moving this content onto digital radio.
This can be done at different levels:
stations, programmes or even DJs and
journalists.
Musikwelle’s move to digital
In German-speaking Switzerland, SRG
SSR had to shut down its traditional
AM music station MusikWelle due to
environmental issues. In order to keep
the service broadcasting, SRG SSR
decided to transform it into a DAB
channel. As the station is aimed at senior
citizens, this decision encouraged a
group that was usually behind on new
technologies to adopt digital radio.

4. TECHNOLOGY
Unlike analogue, digital technology
evolves rapidly and media organizations
are therefore faced with constant
innovation. The multiplication of delivery
platforms and receiving devices makes
this situation more complex, especially in
terms of distribution strategy. In addition,
the enhanced capabilities of digital
devices, such as additional screens
or their increasing multifunctional
nature, pose challenges in terms of
broadcasters’ traditional services.
Relying purely on analogue technology
limits radio’s ability to innovate on its
main distribution platform while digital
transmission allows local stations to
expand their coverage. At the same time,
broadcasters do not want third-party
operators to become the gatekeepers
of their services. This is why digital
broadcasting is seen as the logical future
of the radio industry.
Broadcast networks are the main
platform for radio services, even in
the markets where online and mobile
services are more developed. It is the
only free-to-air, easy-to-use platform
that is available everywhere. Its coverage
still outpaces mobile networks and
will do it for many years to come, also
because of the robustness of its signal.
This is why it is still considered an
essential resource for communication in
emergency situations, for example.
HYBRID
RADIO BRINGS
TOGETHER THE
EFFICIENCY OF
BROADCASTING
AND THE
SOPHISTICATION
OF INTERNET
In this context, broadcast is still seen by
the industry as the backbone of present
and future radio services, which are
becoming increasingly hybrid. There is
no longer any room for purely broadcast
strategies: broadcasting is cost-efficient
for the broadcaster and for the listener.
In addition, reception devices are energy
efficient, even though in today’s media
environment they are also relatively
unsophisticated. Broadband can add
sophistication, including personalization.
IP delivery does not appear to be a
suitable replacement for broadcast
transmission. The potential audience
for IP in national markets is still smaller
than the almost universal coverage
provided by broadcast. At the same time,
broadcast delivery is 40 times more
cost effective than broadband because
once a broadcast network is up and
running, the cost of adding listeners is
zero. With IP distribution, each additional
listener also means an additional cost for
the broadcaster, and often also for the
listener.
,,

Ensure good coverage
Good coverage is taken for granted
by most listeners. The minimum
requirements for digital terrestrial radio
coverage must therefore be at least the
same as for analogue transmissions.
In this sense, network planning and
geographical flexibility can help to
control costs, especially at an early stage.
The roll-out of digital radio typically
starts in the most densely populated
areas and along major roads. While a
slow extension plan keeps costs low, it
also shows limited commitment, makes
public communication more difficult and
prolongs the transition period.
DAB coverage in Switzerland
In Switzerland, outdoor coverage was
prioritized and nowadays reaches 99%
of the population. Indoor coverage
is also very high (96%). Additionally,
commercial stations have expanded
its FM coverage and for the first time
will be able to cover nearly all their
linguistic areas. This represents a clear
improvement for listeners.
Reduce transmission costs
Transmission costs are lower for digital
than for analogue broadcasting because
the network is shared among many
stations. To fulfil this attractive incentive
for broadcasters (see section 1), during
the simulcast period they need to pay for
both analogue and digital transmission.
Investment in digital radio can therefore
be seen as a long-term savings strategy
that also depends on additional factors
such as coverage requirements, the
topography of the country, the amount
of services in a multiplex or available
public funding, for example.
NRK’s transmission planning
NRK has an obligation to cover 99.5%
of population with its 14 digital radio
services (DAB+), just as it had to do with
its FM offer, in a large country sparsely
populated by five million people. To fulfil
this requirement, 762 transmitters are
needed. Digitization has enabled NRK
to reduce its transmission costs and
increase its offer. Currently about 2,000
masts are required to distribute three FM
channels alone.
Extend collaboration to all
technical platforms
The technological cooperation agreed
in Norway, Switzerland and the UK (see
section 1) is not only based on broadcast
technologies but is being extended to
other platforms such as internet and
mobile networks. The collaboration
is not only reflected in specific
developments but even at institutional
level in organizations such as RadioDNS,
focused on coordinating technical
standards for hybrid radio.
Shared Radioplayer
In the UK, the BBC and the main
commercial players agreed to share a
common internet platform. This is the
entry point for the audience to the UK
radio stations, just as they have in their
traditional radio set. The Radioplayer
is run by a jointly owned not-for-profit
company. The service has been extended
to connected devices such as PCs,
tablets and mobile phones, and has even
developed a prototype of hybrid radio
adaptor for in-car use that also enables
users to receive FM and DAB/DAB+
signals.

Make the case for local radio
Local radio is a relevant player in the
radio industry, probably bigger than
its audience figures show. They often
represent one of the few local media
outlets available in many cities and
towns, are key for local commitment and
participation, central for local news and
indispensable for local advertisers in the
case of commercial stations.
DAB+ islands
Backed by the regulator, DAB+
islands trials have been conducted in
Switzerland. This is a low-cost software
solution for local and community radio
stations. Local radios want to share the
distribution platform with big stations;
otherwise, they think they will eventually
lose their audience. As DAB was
originally designed for large areas rather
than local communities, as is the case for
FM, these islands may be a solution.
Be flexible with the quality
Along with the receiver, bitrates define
the quality of the audio for the listener.
A common practice in digital radio is to
assign different bitrates to radio stations
according to the type of content: lower
bitrate for talk-radio than for music
stations and, among these, the highest
bitrate for classical music. This allows a
more efficient use of radio spectrum.
NRK’s variable bitrate
NRK varies the bitrate of its transmission
depending on external and internal
factors. The external factor is
transmissions from its regional stations:
they rarely transmit 24 hours per day,
freeing multiplex capacity for other
services at certain hours. The internal
factor is the kind of content offered.
This is a result of negotiations between
channel strategists and the Technical
Department. In DAB, bitrates vary from
a maximum quality of 192 kbps, typically
for the classical music channel, to a
minimum of 16 kbps for the weather
channel, which is primarily aimed at
fishermen at sea. In DAB+ the highest
bitrate is 80 kbps.
Use digital technologies in a
digital way
Digital technologies do not only mean
a change in the transmission signal;
they also open up new opportunities:
some typically digital uses of broadcast
technology include the supply of
associated metadata, the creation of
pop-up stations, the use of electronic
programme guides or the distribution
of visuals to enrich audio content.
This provides broadcasters with
opportunities for business development.
Pop-up stations
Norwegian and British public service
media have experimented with
temporary, or pop-up, digital stations.
NRK created a new channel for the
Christmas season, reaching 13% of the
audience. During the 2012 London
Olympic Games, the BBC aired BBC
Radio 5 Live Olympics Extra, with a total
reach of 1.6 million listeners in two weeks.
In 2014, it bundled its coverage of the
Eurovision Song Contest with the four-
day station BBC Radio 2 Eurovision.

5. SWITCHOVER
PROCESS
Converting analogue to digital radio,
i.e. the switchover process, creates
uncertainty about the best strategy and
pace for achieving the goals. Uncertainty
is not good for the management of
any activity so the radio industry tends
to avoid it. This creates an additional
challenge for the players involved.
To address this issue, planning is
essential. It enforces commitment, sets
guidelines and sends a powerful signal
about the commitment of stakeholders.
One strategy used in some countries
has been to differentiate between pre-
launch and post-launch. The pre-launch
phase lets the stakeholders set the
technical and regulatory conditions that
will enable digital radio to be launched.
This means that broadcasters need to
work closely with network operators, the
government and the regulatory authority.
In the post-launch phase, the focus shifts
onto consumers, public communications,
retailers and manufacturers. Here, the
specific digital radio industry body and
the related industries take on a more
central role alongside broadcasters (see
section 1).
IN THE
SWITCHOVER
PROCESS,
STAKEHOLDERS
MUST REDUCE
UNCERTAINTY
ABOUT THE
FUTURE BY
SETTING
GUIDELINES
The switch-off is usually the key element
of the whole switchover process.
Actually, one of the key decisions of
the process is whether the goal of the
process is to achieve analogue switch-
off or not; AM and FM services have
coexisted for decades in many countries
although AM has now been switched
off in several European territories. In
the event of a switch-off, criteria play
an essential role, giving certainty to
stakeholders, setting the milestones to
be achieved and thus guiding the steps
of the stakeholders. These criteria must
be clear, well-defined and measurable.
Additionally, a permanent data collection
is necessary to monitor the progress of
the process.
The experience of the early adopters
will help newcomers to digital radio, as
many of the challenges have been faced
and solutions tested. The learning curve
therefore accelerates for everybody.
,,

Plan the process
The switchover is a long and complex
process. So careful planning, based on
lessons learnt elsewhere, can save a
lot of time and money by setting out
procedures and inspiring strategies.
Although with different levels of
detail, all the countries analysed have
set guidelines or action plans for the
transition. Having a plan also generates
momentum.
Digital Radio Action Plan
In the UK, the industry and the
government worked together to produce
the Digital Radio Action Plan. From
2010 to 2013, information was gathered
for a well-informed decision by the
government on whether to switch off
analogue broadcasts. The plan was
built around consumer choice, quality,
affordability, accessibility and awareness,
producing publicly available documents
in different key areas.
Fix a clear calendar
The industry bodies and the related
industries in particular require a clear
calendar for the whole transition process.
However, broadcasters and regulators
tend to be more cautious to avoid a
situation where it is not possible to
meet the deadlines; this could be seen
as a failure and create a negative image
for digital radio. In any case, a clear
calendar sends a strong signal about the
commitment of the radio industry and its
stakeholders.
Norway’s calendar
In an official white paper, Norway
proposed a calendar combining a clear
commitment to switchover but with
flexibility. Analogue switch-off was set
for 2019 but the possibility for an earlier
switch-off was possible if additional
criteria were met. The calendar included
additional milestones such as a date
for defining some of the criteria, the
evaluation date of the criteria and a
calendar to assess the situation of local
radio.
Set realistic criteria for the
switch-off
The switch-off date is one of the most
sensitive decisions of the transition.
Realistic and measurable criteria are
needed, based on serious research.
Data must be collected systematically
in order to monitor progress; this will
make it easier to take measures to
correct misalignments. Setting criteria
also generates interest in digital
radio among listeners and sends the
strongest possible signal to retailers,
manufacturers and importers.
Norway’s switch-off criteria
Norway was the first country to set
criteria for an analogue switch-off.
Three of them are absolute: digital
coverage of public broadcaster must be
equivalent to that of its main FM channel;
digital coverage for national commercial
broadcasters must reach at least 90%
of the population; and digital radio
must add value for the listeners. Two
additional criteria could allow an earlier
switch-off: 50% of daily reach via digital
platforms and availability of affordable
and technically satisfactory solutions for
in-car radio.

6. PUBLIC
COMMUNICATIONS
The average citizens are not aware of the
technicalities of radio. They just need to
know how to tune in to their preferred
radio programme or station and to be
aware of the advantages of digital radio.
Public communication is a useful tool
for broadcasters and other stakeholders
involved in digital radio for two reasons:
first, to raise awareness among the public
about the availability of digital radio and
its characteristics; second, to persuade
them to switch from analogue to digital.
This effort needs to be sustained over
time and scope, backed by evidence
and based on trust. Strategy can change
from one campaign to another but needs
to rely on broadcasters’ own outlets,
including powerful tools such as cross-
promotion from current FM services or
television services within the same media
group, or third-party media.
RAISING
AWARENESS
AMONG THE
PUBLIC AND
PERSUADING
THEM TO SWITCH
TO DIGITAL
RADIO ARE KEY
COMMUNICATION
GOALS
Broadcasters’ core know-how is in
creating appealing content and not
public relations. That is why all the
countries analysed have created a
specific industry body (with different
kinds of stakeholders and ranges of
activities). Public communication is
in all cases one of its more critical
tasks and that’s why a specialised and
wholly dedicated team is needed.
They do business-to-consumer (B2C)
communication to inform citizens as
well as business-to-business (B2B)
communication to inform the related
industries. The most important message
for driving listeners to digital radio is
to show them that there is something
unique in digital radio, a strong content
proposition (see section 3). For B2B,
the key message is to show the business
opportunity for them.
,,

Communicate a single, clear
and accurate message
Messages to citizens and related
businesses need to be straightforward.
As people are attached to programmes
and not to technology, the message
should focus on the clearly perceivable
added value, such as new stations.
Quality should be used as a secondary
feature or for specific purposes, such as
in-car reception. Similarly, it is advisable
to promote ‘digital radio’ instead of ‘DAB’
or ‘DAB+’ as it is easier to understand.
Get Digital Radio
In the UK, the national information and
promotional campaign is coordinated
under one single message: ‘get digital
radio’. Originally it focused on DAB but
this was later seen as a mistake and the
label used was changed to digital radio,
including on other platforms. Digital
is a concept familiar to many citizens
and normally has positive connotations
for them. With D-Love, they also
created a popular figure to increase the
promotional effect.
Plan promotion
To ensure consistency in messages about
digital radio across channels and regions
and their effectiveness, promotion
needs to be coordinated, perhaps even
centralized. This enables the promotion
effort to be sustained over a long period
while sharing the efforts among the
various stakeholders. A coordinated
approach also ensures that retailers have
enough stock and show it prominently
while campaigns are running.
Promotion calendar
In the UK, two big annual campaigns are
coordinated and scheduled by Digital
Radio UK. In summer, the first focuses
on the content available; just before
Christmas, the second insists on the idea
of radio as a gift, focusing on sales. Both
campaigns include commercial radios
and BBC radio and television airtime as
part of the broadcasters’ contribution
to the process. The new car registration
periods are also taken into account since
this is a period when car sales jump. Then
the focus is on in-car receivers. The effort
is sustained throughout the year, with
differing levels of intensity.
Target the related industries
The radio industry is not isolated from
other businesses. Consumer electronics
provide most of the necessary devices
to access radio content while the car
industry provides one of the main
listening locations. These are important
players within the industry and need
to be targeted early in the process of
introducing digital radio in a country.
They include manufacturers, importers/
distributors and retailers, where the key
targets are marketing and sales staff.
B2B activities in Norway
Communications activities targeted to
related industries in Norway include
garages, professional visits, speeches,
leaflets, articles in professional
magazines, etc. Most of this activity
targets the car and consumer electronics
industry. As an example, by mid-2014
more than 80% of Norwegian car
dealerships had been visited by the
industry trade body Digitalradio Norge
at least once. The focus then shifted
towards other car-related businesses
such as petrol stations or tyre repair
shops, making them aware of the
business opportunity of providing
aftermarket in-car adaptors (see
section 8).

7. CONSUMER
ELECTRONICS
The role of the consumer electronics
industry in the transition to digital radio
is to provide the necessary equipment.
While many different options are
available at professional level, with
consumer equipment critical issues
need to be addressed. These issues are
mainly related to the availability and
affordability of radio sets.
Clearly, consumption changes
matter. The way listeners can access
radio services is evolving with the
multiplication of platforms and devices.
In some countries a decline in the sales
of radio receivers can be observed.
This does not mean that fewer people
are accessing radio but that they are
diversifying the devices they use.
In line with the EBU’s Smart Radio
initiative, the aim is to have free-to-air
broadcast in all radio-capable devices
equipped with both FM and digital
tuners in order to ease the transition to
digital radio. This includes domestic and
in-car radio sets as primary devices as
well as smartphones, tablets and other
digital gadgets.
WORKING WITH
MANUFACTURERS,
IMPORTERS
AND RETAILERS
FOSTERS THEIR
INVOLVEMENT
AND THE TAKE-UP
OF DIGITAL RADIO
In order to address this challenge,
broadcasters are joining forces
with consumer electronics and
semiconductors manufacturers, as
they are all interested in consumers’
purchasing new devices; broadcasters
to distribute their digital services and
manufacturers to sell their products.
These manufacturers are international so
the bigger the scale of the production,
the cheaper the devices will be on the
market. A major effort has been made
in pioneering countries but there is a
need to target retailers and importers
in each country to create demand for
devices. Working with them, normally
through a common industry trade
body (see section 6), will help to foster
the involvement of these players and
consequently improve take-up of digital
radio.
,,

Make affordable devices
available on the market
Cheap devices are needed on the market
to provide affordable access to digital
radio. This will give low-income listeners
access to digital radio and might also
encourage undecided people to give
digital radio a try given the low economic
barrier. Additionally, a range of devices is
needed at a variety of price and quality
levels to cater to all listener target
groups.
Entry level prices
In the summer of 2014, DAB devices in
the UK had an entry price close to GBP
15 (just over EUR 20) in the main chains
selling radio sets. Countries joining the
transition later will have the advantage
of the economies of scale created by
the frontrunners since manufacturers
have international scope. The same can
be expected for in-car radio devices,
including aftermarket units.
Offer future-proof devices
Citizens do not want to buy a radio set
and realize that it has become outdated
after just a few years. Consumer interest
must be kept in mind when producing,
importing and selling radio receivers.
Otherwise, a bad experience will create
a negative image for digital radio. This
can be done directly by introducing
mandatory digital tuners or indirectly
through information campaigns or
certification marks for tested products.
This requires close cooperation between
broadcasters, manufacturers and
retailers. Consumer regulations can also
apply.
Tick Mark Scheme
The UK’s Digital Radio Certification
Mark or simply Tick Mark identifies
radio devices that meet minimum
requirements through a test, assuring
buyers that the product is future-ready
and will enable them to receive DAB,
DAB+ and FM radio stations. The mark
can appear at the retail point of sale,
on packaging, online and on other
marketing materials. It is managed by
the trade body Digital Radio UK (see
section 1).
Ensure a good buying
experience
Retailers need to keep three basic things
in mind: sales people need to be trained
to explain main features of digital radio
to consumers; radios must be displayed
at the point of sale (and a prominent
position will boost sales); and in-store
repeaters should be considered an
option for demonstrations.
In-store repeaters
Some of the biggest British retailers,
such as John Lewis, or specialist
consumer electronics shops, such
as Currys, use in-store repeaters to
guarantee a clear reception of DAB
signals for their demonstrations. This is
done with the acknowledgement of the
regulator and consumers are reminded
to check coverage at home to avoid a
disappointing experience.

8. CAR INDUSTRY
Although radio is closely related to
the car industry it is not one of its core
concerns. It is therefore important
to make the case for in-car digital
radio highlighting the added value for
customers. The international scope
of the car industry, compared to the
national scope of broadcasters, is an
additional challenge.
Digital radio is not important to the car
industry unless it is an incentive or a
risk: an incentive for customers to buy a
particular car if digital radio is offered or
a risk of losing them if it is not offered.
In this context, the radio industry’s best
partners are consumers, since their
demands for digital radio will generate a
positive response from the car industry.
Given the international nature of the car
industry, it may be difficult to make the
case for digital radio nationally. However,
countries adopting digital radio later will
have the advantage of the awareness
and the economies of scale created by
frontrunners’ markets. Once the market
starts to develop, there is also a snowball
effect: car manufacturers offer digital
radio because their competitors include
it, especially those in the same segment
or targeting the same type of customers.
IN-ROAD
SAFETY AND
INFORMATION
PROVIDED BY
DIGITAL RADIO
IS ADDED VALUE
FOR THE CAR
INDUSTRY
As agreed by our contacts, both content
and safety can be used as arguments
to involve this stakeholder. The reasons
for digital include the extra content (see
section 3) but also the opportunities of
using digital radio networks for improved
information and travel services, such as
TPEG. This standardized traffic protocol
enables more and more accurate
information and has already been
launched through DAB+ in Germany. In-
car digital radio represents more quality
and safety at marginal cost. At the same
time, it is the most reliable network in
emergency situations and is capable
of reaching a large number of listeners
without the risk of network congestion.
A final note refers to the connected
car. In future years, radio will lose the
monopoly of the car dashboard with the
wide availability of data connectivity.
This can be a distribution channel for
radio but also for other audio providers
such as Spotify, Deezer, Pandora or
Apple. Other entertainment options
could also have an opportunity to take
over time traditionally devoted to radio.
However, at this point the connected
car is not foreseen by broadcasters as a
disruptive competitor. On the contrary,
as broadcasters see it, the real connected
car combines IP with broadcasting
offering a wide range of hybrid radio
content and added value for drivers.
,,

Target the car industry early
The car industry works with long lead
times so it is necessary to target it
soon. Currently, there are no technical
constraints to include digital radio, just
commercial reasons. There is a need to
launch a dialogue with car manufacturers
since broadcasters assume that car
manufacturers will install radios as they
have traditionally done so but this may
be naïve when Spotify or Pandora are
paying car manufacturers to be on the
dashboard.
Car industry visits
In Switzerland, the industry body MCDT
heavily targets the car industry, mainly
through personal visits. Without Swiss
local manufacturers, importers are a
key target to promote the installation
of in-car digital radio tuners. As a
result, in 2013 DAB+ was fitted as
standard in 30% to 50% of all new cars.
Dealerships are also visited and specific
in-store staff training sessions are held,
providing them with brochures and other
promotional material.
Attend to the aftermarket
Most of the current radio audience
will not change their cars during the
transition period or will not have the
opportunity to buy a car with a digital
tuner. This means that in-car adaptors
for digital services need to be provided.
The aftermarket can be served by the
manufacturers themselves or by the free
market. It is a new business opportunity
for them so they will embrace it. Like
other radio sets, affordable adaptors
with minimum quality requirements are
necessary.
UK aftermarket
The United Kingdom has been
particularly active in targeting the
in-car aftermarket. In the summer
of 2014, entry-level prices started at
GBP 50 (around EUR 65). Prices may
vary according to the quality of the
product chosen, the antenna and the
cost of installation. Adaptors available
include head sets, units fitted into the
dashboards, hidden units behind the
dashboard and units integrated into the
dashboard.
Ensure a seamless in-car radio
experience
One of the main concerns of the car
industry is to ensure digital radio
coverage of major roads, including
tunnels, a key challenge in countries
such as Norway and Switzerland. The
objective is to guarantee that car drivers
do not lose coverage during their
journeys. Many digital receivers are able
to switch automatically between FM
and DAB depending on the quality of
reception. Hybrid systems could add IP
delivery to this shared reception.
Tunnel coverage
In both Norway and Switzerland, tunnel
coverage is the responsibility of the local
roads administration since it is part of
their safety policy. In Norway, it plans to
achieve full coverage in tunnels through
a bid to select the best provider. In
Switzerland, where this administration
currently funds FM coverage in tunnels,
negotiations are under way to keep this
status for digital signals.

ANNEXE
NORWAY
Øyvind Christensen (Kulturdepartementet / Ministry of Culture)
Hans Petter Danielsen (P4, WorldDMB)
Petter Hox (NRK)
Jørn Erik Jensen (NRK, WorldDMB)
Line Langnes (Medietilsynet / Norwegian Media Authority)
Svein Larsen (Norsk Lokalradioforbund / Association of Local Radios)
Torbjørn Østli (Norkring)
Jarle Ruud (Digitalradio Norge)
Ole Jørgen Torvmark (Digitalradio Norge)
Knut Henrik Ytre-Arne (NRK)
SWITZERLAND
Juerg Bachmann (Verband Schweizer Privatradios / Association of Swiss Private Radios)
Daniel Gamper (Automobil- und Motoren AG – AMAG)
Thomas Gilgen (Digris)
Marcel Regnotto (Federal Office of Communications)
Thomas Saner (SRG SSR, WorldDMB)
Marc Savary (SRG SSR)
Rolf Schurter (SwissMediaCast)
Lukas Weiss (Union nicht-kommerzorientierter Lokalradios / Association of Non-commercial
Local Radios – Unikom)
Ernst Werder (Marketing and Consulting for Digital Broadcasting Technologies – MCDT)
Philippe Zahno (Radios Régionales Romandes / Regional Radios of Romandie)
UNITED KINGDOM
Lindsay Cornell (BBC, WorldDMB)
Peter Davies (Ofcom)
Ford Ennals (Digital Radio UK)
Adrian Fitch (Bauer Media)
Mark Friend (BBC, WorldDMB)
Laurence Harrison (Digital Radio UK)
Glyn Jones (Arqiva)
Graham Johnson (The Society of Motor Manufacturers and Traders – SMMT, Connects2)
Lindsey Mack (BBC)
Ian O'Neill (Department of Culture, Media & Sport – DCMS)
Nick Piggott (Global Radio, RadioDNS, WorldDMB)
INTERNATIONAL BODIES
Gunnar Garfors (International DMB Advancement Group, NRK)
Patrick Hannon (WorldDMB, Frontier Silicon)
Bernie O’Neill (WorldDMB)
LIST OF EXPERTS INTERVIEWED

EUROPEAN BROADCASTING UNION
Case postale 45
L’Ancienne-Route 17A
CH-1218 Le Grand-Saconnex
Switzerland
T +41 (0)22 717 21 11
F +41 (0)22 7474000
E ebu@ebu.ch
www.ebu.ch

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