CONCLUSION

RTVE has not adapted itself to the digital environment and is tiring out its model in the analogic world, in spite of being a company with leadership ability (30% of the audience with two channels) in the analogic world. The lack of strategic planning and the absence of a previous definition of public service broadcasting have delayed the group action as the promoter of the digital migration. In her last appearance before the House of Commons, the general manager Carmen Caffarel presented a five line work project that includes the promotion of presence and group's contents online and the reinforcement of the role played by TVE in the DTT development. It is urgent that the measures are held by qualitative and quantitative indicators and long term reviews to check the degree of fulfilling the public audiovisual mission in the digital environment. The Web site does not offer general interest contents for the most of the audience or a news service. Successful programmes do not have a digital version where spectators can share their common interests (social matters, local information, hobbies). Only the marketing department is developed because it allows the on line hiring of advertising spaces and all this activity can be carried out online.

United Kingdom has chosen a mixed solution. The BBC has been pioneering in political changes applied both to its public service function and its business model. The Board of Governors has accepted the digital challenge and considers the corporation as an organization of radio, television, and new media that enrich the services offered by the two traditional media. Interactive services (BBCi) and the Web site (www.bbc.co.uk) are the natural service extensions and show different objectives, but always keeping in mind the fulfilling of the BBC's mission.