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DTT: the economics of the Digital Terrestrial Transition
- May 2012
- 122 Pages
A review of ASO best practices, the challenges for upcoming transitions, the Second Digital Dividend and business models
This report proposes an international benchmark for DTT rollout and Analogue Switch-Off (ASO) practices and also presents guidelines for the ASO. It addresses the issues and prospects of the (Second) Digital Dividend and details business models for the overall process of transition to digital, including three country cases in the low- to mid-GDP/pop range.
Report's Key Questions
- What are the key standards and technologies used in DTT, mobile TV, digital radio and mobile broadband? What are the trends, internationally?
- Where do we stand in terms of DTT rollout and ASO processes in the world? What are the key driving factors?
- Following the ASO in Europe, what are the lessons learnt? What are the best practices and key milestones for a smooth transition?
- Is there any room for cooperation between the worlds of telecoms and TV in the spectrum split? Towards a Second Digital Dividend in EMEA?
- What is the business case for the digital transition in low- to mid-GDP/pop countries? What investments and costs are necessary? Who is funding the transition? What role should Public-Private partnerships be playing?
1. Executive Summary
1.1. Planning DTT rollout and analogue switch-off: an international benchmark
1.2. Preparing the analogue switch-off
1.3. The Digital Dividend(s)
1.4. Business model
2. Methodology
3. Services and technologies on the terrestrial network
DTT leads to additional digital services for the consumer
The (terrestrial) Analogue Switch-Off opens the way to narrow the digital divide
3.1. Digital terrestrial TV technologies
3.1.1. DTTV transmission standards
Migrating to the DVB-T2 network
3.1.2. Digital TV broadcast efficiency
Video compression
DTTV Multiplex (MUX) structure
Number of DTV services
Should deployment of Single Frequency Networks (SFNs) be encouraged over Multiple Frequency Networks (MFNs)?
3.2. Digital radio overview
3.2.3. HD Radio
3.2.4. Digital radio: advantages over analogue terrestrial
3.3. Broadcast Mobile (handled) TV
3.4. Mobile broadband technologies
3.4.1. The key evolution of mobile technology
LTE technical improvements
3.4.2. New radio technologies
4. DTT rollout and analogue switch-off plans: the international benchmark
4.1. Africa-Middle East
DTT rollout
Time to ASO
4.2. Asia-Pacific
DTT rollout
Time to ASO
4.3. Europe
DTT rollout
Time to ASO
4.4. Latin America
DTT rollout
Time to ASO
4.5. North America
DTTV rollout
Time to ASO
4.6. How national DTT strategies are influenced
4.6.1. The impact of the TV landscape on DTT strategy and ASO framework
ASO frameworks, illustration in Europe
4.6.2. Choice of standards and technology leapfrog
DVB-T is (and will remain) the most deployed DTT technology
The last comers will benefit from technology leapfrog
4.6.3. Besides terrestrial DTV, few additional services developed so far
Interactive TV services, with few exceptions, did not develop massively
Portable indoor reception more successful than mobile broadcast TV
Digital radio in the starting blocks
Thanks to ASO, new development could complement TV services
4.6.4. The role of coordination in the DTT rollout
Regional harmonisation
4.6.5. Industrial policy and costs of receivers have affected choice of DTT standards
Internal policy objectives…
… external lobbying…
… and prices of receivers
5. Preparing the analogue switch-off
5.1. Defining the ASO action plan
5.2. Some lessons from the European ASO
5.2.1. Digital Terrestrial TV has been major driver of digital TV penetration
DTT take-up is key
DTT is the key platform for narrowing the TV digital divide
5.2.2. The consumer market is key
Available and affordable DTT receivers
Marketing and communication
Compelling content
5.2.3. Need to involve and coordinate national public stakeholders
5.2.4. DTT spectrum rights and role of the multiplex operator
5.2.5. Terrestrial network is cornerstone for frequency resource management and plays key role in spectrum and network optimisation
Different processes and speeds of digital transition will impact simulcast and ASO length – key to the evolution of terrestrial transmission business models
5.3. Strategy for digital transition: guidelines
National agreement on transition goals must be achieved
Anticipating the regulatory framework necessary for adaptation
Switch-over is programme for consumer change, not technology project
A central organising hub is a must-have
Secured funding is compulsory
Communication need to be tailored, with deep outreach in communities
Compelling content and "targeted" service line-up will facilitate rapid service take-up
Simulcasting phase must be kept as short as possible
DTT network planning must be spelt out attentively
Social and economic aspects of transition to be evaluated fully
Roadmap and milestones require meticulous detail
6. The Digital Dividend(s)
6.1. The digital dividend framework
6.1.1. The golden frequencies
6.1.2. The regulatory framework
ITU spectrum harmonisation
WRC-07 and WRC-12 frameworks
Digital Dividend in rest of world
RF re-arrangement
Digital dividend licencing process
6.2. The worlds of TV and mobile telecom fight over spectrum
6.2.1. The position of TV broadcasting players
The terrestrial network currently occupies a unique place in the world of audiovisual broadcasting
Estimated economic gains of DTT
The transition to digital and related broadcasting migration generates hidden issues and costs
6.2.2. The position of mobile broadband operators
How explosion of mobile data traffic impacts spectrum requirements
IDATE traffic forecasts
Mobile broadband growth is impacting spectrum demand too
Estimated economic gains associated with the allocation of the Digital Dividend to wireless broadband
6.3. Towards a Second Digital Dividend?
6.3.1. In the USA
In the USA, DTT enjoying unexpected revival in digital era
6.3.2. In Europe
The point of view of telecom operators
The point of view of European broadcasters
The point of view of terrestrial transmission service providers
6.3.3. In the Middle East - Africa
7. The business models of digital transition
7.1. DTT rollout strategies
The legacy scheme
The reengineering scheme
7.2. Key investments and costs for economic transition
7.2.1. The network
Key technical components and parameters
Various network designs
The DTT head-end
7.2.2. The consumer devices
7.2.3. The marketing of digital transition
7.3. Case studies of typical rollout investments
7.3.1. Methodology
Capex to build the network
Set-top box expenditure
Marketing expenditure
7.3.2. Case studies
Overview of case studies
Case studies
Case studies comparisons
7.4. Funding the digital transition
7.4.1. How far can the digital transition be funded?
7.4.2. Funding through the digital dividend to mobile operators
Premium frequencies to make comparisons and anticipations
7.4.3. Funding by the television industry
7.5. Matching investments and costs and funding: the role of public funding
7.5.1. Cases studies comparing funding and investments for the digital transition
Country A business model for the digital transition
Country B business model for the digital transition
Country C business model for the digital transition
7.5.2. Sensitivity analysis: key parameters impacting the economics of digital transition
The impact of the length of the digital transition
The impact of cost factors
The impact of funding levels
Combined impact of costs and funding assumptions on the level of funding needed
7.5.3. Synthesis: funding of the digital transition


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Men's Soccer to Hold Open Tryout on Feb. 5
Jan. 19, 2014
Duquesne's men's soccer team will hold an open tryout for currently full-time enrolled Duquesne students on Wednesday, February 5th from 3-4 pm in the back gym of the A.J. Palumbo Center. If weather permits, the tryout will take place on Rooney Field.
Interested students will need to bring the proper clothing and footwear. The tryout is open to any Duquesne full time student. Before students are allowed to tryout, they will need to be cleared with the DU Athletic Department medical staff as well as the compliance staff. Interested students will need to allow enough time to get cleared through the proper compliance and medical channels.
If interested, please contact Rick Christensen (412-396-4710 / firstname.lastname@example.com), in the compliance department and Melissa Ebig (412-396-5491 / firstname.lastname@example.com) in the athletic training department to fill out all the needed documents.

subset: commoncrawl


text:
- Report: #940902
Report - Rebuttal - Arbitrate
Complaint Review: Family Dollar Stores Inc.
Family Dollar Stores Inc.10301 Monroe Road Charlotte, NC 28201 Charlotte, North Carolina United States of America
Family Dollar Stores Inc. Hostile Working Environment Permitted by DM - Store Manager Harrassed and Forced To Quit While Out On Personal Leave Charlotte, North Carolina
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As store manager, I was required to work a minimum of 52 hours per week but with a very limited payroll budget, I was forced to work in excess of 70 hours per week. Most weeks I worked well over 80 hours. After I hired someone, suggested by my DM, to help purge the stockroom, unload trucks and stock, together we were able to get the store and stockroom under control. Once this started happening, my DM quit calling and answering my calls unless it was to her benefit. My DM would only communicate with me if she needed myself and the employee I had hired and trained successfully to travel to fix other stores that were in messes. As long as I did everything she (my DM) asked, everything was fine but the moment I asked for more payroll or asked that my workload be lessened, she became hostile and bitter toward me. When I asked not to have to travel anymore that I would prefer to stay in my own store, she forced me to anyway stating, "....I need you to do this, if I can't count on you to do this for me then how can I count on you for anything else? I asked you and not another store manager because I knew I could count on you and you would make sure it got done....I knew I wouldn't have to worry about it." Feeling defeated, I always did as I was told....I knew the consequences of saying "NO". I began having issues within my own store, I was down to one assistant that began to create a hostile working environment.
After addressing this issue with my DM, I was instructed that I was being given another assistant manager that had been in two weeks training at another store but I would have to keep the one causing the issue as well. When I told my Dm that this particular ASM was working against me she stated, "I do not understand, she has a proven track record with the company.....you are going to have to figure something out". The more time went on, the worse the situation became. In October, I contacted my DM again stating to her that things were so bad that one of us, and I did not care which one had to be transferred that we could not work together. My request was refused and I was told to pacify this ASM and cut down her hours and to work opposite shifts of her (she was to be scheduled only to relieve me or for me to come in later to relieve her but, not to work together). This only caused further headaches, when this ASM worked with me, she was productive yet on shifts without me she failed to complete her assigned task. Even on nights I would schedule her to close with the only responsibility of recovering and closing the store, she would not recover and would clock out late. In November, I requested a second transfer for personal reasons (which I made clear to my DM) and again I did not receive a transfer.
Finally, toward the end of February, I was forced by my DM to transfer across town to a low volume store. In November, my transfer request was for a store outside of Statesville. Since I was told I had no choice, I took over my new store which was also behind. My DM began creating a hostile working environment, forcing me to violate company policies and slashimg my payroll forcing me to run two stores (for almost a month) and placing and unbearable workload on me. I was, at this point, both physically and mentally exhausted but pushed on.
In June 2012, I had requested a personal leave. While on personal leave my DM called me demanding me to return to work and that she had placed me back on the schedule for the next day. I was frustrated and confused as I was still on leave (against company policy to contact an employee on leave). I explained to her that first of all, she was the one that had suggested I take a leave of absence and second, she did not even ask why I needed this leave. I further explained to her that I could not return to work at that time because I had my 11 year old niece in my care and was leaving the next morning for Kentucky because my dads cancer was back. She stated, "I do not care, you are to be at work in the morning, I already put you on the schedule". I told her that I have no family here and I had my niece in my care because she had been abused/neglected in her mother's care and my brother was in the process of moving. I asked that she have someone cover my store so that I could go to Kentucky to see my dad and I would leave my niece there and return to work in two days (the day after she demanded me to return). She told me, "no, like I said you are on the schedule for tomorrow......so, you have a choice to make". I was shocked as I had always worked very hard for her and done everything she had asked of me. I told my DM the first time my dad was diagnosed as being terminal with stage four lung cancer, I was forced by her to choose between my father and my job and I was not permitted to leave to go see my dad as she had always told me there was nobody to cover my store. I explained that I could not be forced to make that choice again as I was not certain he would go into remission a second time. My DM repeated, "like I said, you have a choice to make". I told her I would be at my store within fifteen minutes to turn my keys in. Her only response to me was okay and she simply hung up.
When I arrived at the store to turn in my keys, my assistant manager on duty and my cashier were shocked. After telling them why I was turning in my keys, my ASM stated, "Melissa, I do not understand....Brandy (our DM) said you were going to be out for awhile and for me to write a schedule because you wouldn't be back until the 27th or 28th......I am so sorry about your dad and I understand, if it were me, I would do the same......". It was obvious, as i thought, that Brandy simply wanted me out and she knew how to do it.
I have all my time cards and there was one week I exceeded 100 hours without so much as a thank you or a job well done. The harder I worked, the less I was appreciated and the worse I was treated.
I feel my DM forced me out after I sent her an email asking why she was forcing such an unbearable workload on me and clarifying all the issues we had between us. At that time, emailing this was my only option as I was unable to get her to return my calls. Immediately after sending this email, I filed a complaint through our alert line hoping to alleviate her need to retaliate against me. Filing a complaint did not stop her. She came into my store, took me into my office for two hours stating she would not leave until we had an understanding. My initial response was, "this is gonna be a long day". First, she asked me to explain what my email was about and why I sent it. I was expecting to be either fired or forced to quit so I responded, "It's all right there on your laptop and I have a copy if you wanna see it in black and white. It's all in my email so I don't know what you need me to tell you and I sent it because I wanted you to know what I think and how I feel." I was told that it did not matter how I felt and nothing was ever personal, this was simply business. My DM further stated that she should have and could have fired me prior to the holidays when allegations where made against me. I stated I did not understand why when I had been investigated, questioned and cleared. I further stated that was why I had requested the initial transfer as I had been forced to work in a hostile working environment with an ASM that worked against me and filed numerous bogus complaints against me trying to get me fired. Basically she denied everything in my email except for my hours worked and the heavy workload. My DM tried to justify the heavy workload by saying she held a higher standard for me than her other store managers because she knew I was more than capable and I was a waste of talent in my store. She simply tried to pacify me, in hopes I would not file any further complaints against her and would continue to work 80+ hours for her. I knew I would not be able to accomplish anything so I basically listened to her and just agreed with her so she would leave.
All I know is that if you are looking for a job/career where you are over worked, under paid and under appreciated, Family Dollar is the place for you. At first, I was very angry and bitter over being forced to quit. However, I am grateful in some ways. I am no longer physically and mentally exhausted, I am not stressed out and I feel so much better.
This report was posted on Ripoff Report on 09/13/2012 07:26 PM and is a permanent record located here: http://www.ripoffreport.com/r/Family-Dollar-Stores-Inc/Charlotte-North-Carolina-28201/Family-Dollar-Stores-Inc-Hostile-Working-Environment-Permitted-by-DM-Store-Manager-Har-940902. The posting time indicated is Arizona local time. Arizona does not observe daylight savings so the post time may be Mountain or Pacific depending on the time of year.
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Posted: Sun Nov 25, 2012 12:39 pm
Post subject: Champagne
Quick question - would any of you be happy/content if someone gave you a bottle of real champagne (not the cheapy supermarket stuff) or would you not be interested? I have a couple of people I need to get extra presents for but its so hard to get them anything and I just thought that champagne might be the answer.
Posted: Sun Nov 25, 2012 5:10 pm
Post subject:
Posted: Sun Nov 25, 2012 6:06 pm
Post subject:
I LOVE champagne but when OH bought me a really posh bottle a few years ago (£100 ) I didn't appreciate it as much as I should because he could have got a lot more for that kind of money in my opinion. It is a lovely idea if they like champagne, but as someone else said they'd feel bad if you spent a lot and they didn't like it.
Posted: Sun Nov 25, 2012 6:26 pm
Post subject:
Bella83 wrote:
It is simply called Jacobs creek sparkling rose. Its about £12/£13 a bottle which is not really expensive i don't think, but.it really is so nice & a lovely gift (it was bought.for me as a gift) & a great bottle to pop open on new years
thats what I usually have for special occasions, and would love it if someone bought me a bottle
Posted: Sun Nov 25, 2012 7:48 pm
Post subject:
I have to say - I would try find out if they like it - champagne seems to be a bit of the marmite drink - either love or hate it. I hate it personally and have a rather gorgeous bottle of Harrod's champagne in our cupboard from our wedding that will be opened probably at our next wedding anniversary ( we were a bit busy for our first one ) where I know there will be other people to drink it because me and DH certainly wont! Failing that - it'll be taken along to a birthday event or similar because again - no point opening it for just me and DH!
If they are champagne drinkers though - it is a lovely idea as someone already said - it's a special occassion drink, bubbly and celebratory and nice to give as a gift