Omdia: LED Video Display Market Grows Steadily in 1Q25, Driven by Micro-LED Adoption and Fine Pixel Pitch Demand
"The first quarter of 2025 confirmed that the LED video display market is evolving beyond traditional applications," said Cindy Liu , Senior Analyst at Omdia. "With advances in pixel pitch technology and micro-LED, adoption is widening across multiple industries."
Micro-LED, and mini-LED technologies continued gaining traction supported by progress in LED packaging, driver ICs and coating materials. These innovations improve brightness, energy efficiency, lifespan, HDR capabilities, and color accuracy – positioning LED displays as the premium option for cinema, retail, broadcast and control room applications.
"Vendors are responding to demand for seamless and flexible LED solutions in events, exhibitions and architectural displays. For example, Unilumin's UMicro series now offers 0.4mm, 0.6mm, 0.7mm and 0.9mm pixel pitches using flip chip and ink with coating technologies to boost grayscale consistency and thermal performance," explained Liu.
Fine pixel pitch (FPP) displays dominated revenues in Q1 2025, increasing by 8.1% YoY, accounting for 55.4% of the market. The 1.50–1.99mm pixel pitch category was 11.1% YoY, driven by demand for all in one (AIO) corporate, conference room displays and outdoor poster displays. These offer a balance between resolution and brightness enabling new opportunities in retail, transportation, shelter and residential area scenarios.
As costs and thermal management challenges remain, FPP and micro-LED are expected to penetrate outdoor applications, including digital out-of-home (DOOH) advertising.
This momentum is particularly visible across emerging markets. In Asia & Oceania, as well as Latin America & the Caribbean and Middle East & Africa, growth is being powered by urbanization, digital advertising expansion, smart city initiatives, and large-scale public events.
In Q1 2025, Asia & Oceania recorded the highest revenue share in the FPP segment - 15.6% trailing only China and North America. In the 1.50–1.99mm pixel pitch, the region led globally with a 20.2% share surpassing North America. Government-driven smart city and infrastructure programs in India, Indonesia and Singapore are lifting demand in transportation, control room, public space and corporate verticals. Retailers are also rapidly adopting LED video displays for indoor and outdoor advertising.
In the Middle East & Africa, momentum from mega events like the 2022 FIFA World Cup continues to benefit the market. High-end retail and hospitality in cities like Dubai and Doha have adopted FPP LED video displays for branding. Regional governments are also investing in smart city initiatives such as Saudi Arabia's Vision 2030 and the UAE's Smart Dubai which are accelerating demand for public space installations.
In Latin America, the forecast remains strong due to rising DOOH advertising, upgrades in sports venues and growth in the retail and banking sectors. Preparations for Copa America and the 2030 World Cup are driving demand for LED video displays in stadiums, retail, transportation and public space verticals.
Omdia continues to monitor LED video display market developments across regions and technologies, providing in-depth insights through its LED Video Displays Market Tracker.
ABOUT OMDIA
Omdia, part of Informa TechTarget, Inc. (Nasdaq: TTGT), is a technology research and advisory group. Our deep knowledge of tech markets combined with our actionable insights empower organizations to make smart growth decisions.
View source version on businesswire.com: https://www.businesswire.com/news/home/20250616392903/en/
Contacts
Fasiha Khan- fasiha.khan@omdia.com

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
34 minutes ago
- Yahoo
How investors can target £1,000 of monthly passive income
For many investors, the dream of earning £1,000 a month in passive income is both motivating and achievable. But it requires a disciplined, long-term approach. By consistently investing £250 each month and targeting an annualised return of 10%, investors can build a substantial portfolio over time. After 22 years, it would be possible to withdraw just under £1,000 a month. All tax-free. Please note that tax treatment depends on the individual circumstances of each client and may be subject to change in future. The content in this article is provided for information purposes only. It is not intended to be, neither does it constitute, any form of tax advice. Readers are responsible for carrying out their own due diligence and for obtaining professional advice before making any investment decisions. Starting from zero, the investor would need to deposit £250 a month. In the first year, the portfolio grows modestly, ending with a balance of £3,141.39 after earning £141.39 in interest. As the years progress, the power of compounding becomes increasingly apparent. By year five, the total balance reaches £19,359.27, with £4,359.27 coming from accrued interest. By year 10, the portfolio has grown to £51,211.24, and the interest earned each year continues to increase. This acceleration is the result of compounding, where the returns themselves start generating additional returns. By year 15, the balance stands at £103,617.59, with interest now contributing more than the annual deposits. After 22 years of consistent investing and 10% annualised growth, the portfolio reaches a value of £238,293.44. At this point, withdrawing 5% annually (a common, sustainable withdrawal rate) would provide an income of around £11,900 a year. That's just under £1,000 a month. If the investor chooses to withdraw at a slightly higher rate, the £1,000 monthly target becomes comfortably achievable. As we can see, the speed of growth increase towards the end of the period even though the contributions remain consistent. This is simply how compounding works and why starting earlier is always best. However, any investor can lose money as stock prices can fall and dividends can be cut. Losing money is particularly common with novice investors who make poor investment decisions. Avoiding losses can be more important than chasing big gains, because when your investment plunges, your portfolio has to work even harder to get you back to where you started. A simple way to mitigate risk in the early years is to invest in funds, trusts and exchange-traded funds (ETFs). A popular option is Scottish Mortgage Investment Trust (LSE:SMT). For context, it was the first investment I made in my daughter's pension. Scottish Mortgage, as the name suggests, is an investment trust. It's managed by Baillie Gifford and its focus is on technologies and innovation. Its current top holdings include SpaceX, MercadoLibre and Amazon. The trust's objective is to maximise total returns by investing in a portfolio of exceptional growth companies, both public and private, across the world. This unconstrained approach allows Scottish Mortgage to seek out pioneering businesses at the forefront of change, particularly in sectors such as technology, healthcare, and consumer innovation. However, the trust does use gearing (borrowing to invest). And that can magnify losses as well as gains. That's a risk worth bearing in mind. Despite this, I think it's a very appealing growth-oriented stock. It's definitely worthy of broad consideration. The post How investors can target £1,000 of monthly passive income appeared first on The Motley Fool UK. More reading 5 Stocks For Trying To Build Wealth After 50 One Top Growth Stock from the Motley Fool John Mackey, former CEO of Whole Foods Market, an Amazon subsidiary, is a member of The Motley Fool's board of directors. James Fox has positions in Scottish Mortgage Investment Trust Plc. The Motley Fool UK has recommended Amazon and MercadoLibre. Views expressed on the companies mentioned in this article are those of the writer and therefore may differ from the official recommendations we make in our subscription services such as Share Advisor, Hidden Winners and Pro. Here at The Motley Fool we believe that considering a diverse range of insights makes us better investors. Motley Fool UK 2025 Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
34 minutes ago
- Yahoo
Analysis-Santander's bet on Britain with TSB deal shows banks' need for scale
By Jesús Aguado, Andres Gonzalez and Amy-Jo Crowley MADRID/LONDON (Reuters) -Santander's plan to buy TSB for 2.65 billion pounds ($3.61 billion) and boost its position in the UK came together just a few weeks ago, after the Spanish bank had been weighing a possible exit from Britain, three sources close to the process said. The lender, grappling with years of underperformance at its UK business and a market share that at best had flatlined, had this year been reviewing its two-decade-long presence in Britain. Instead, two developments coincided to hand Santander a chance to snap up TSB, the British unit of Spanish bank Sabadell, one of the sources close to the process said, speaking on the condition of anonymity. In early May, Santander announced it was selling its Polish bank, raising 6.8 billion euros ($8.02 billion) in the process. Then word reached it that Sabadell - which itself is the subject of a takeover offer from Santander rival BBVA - had started receiving offers for TSB, the seventh-biggest British bank by number of branches and a lender that has struggled under Sabadell's control. Advised by Centerview, Robey Warshaw and Deutsche Bank, Santander and its bankers had worked for the past three weeks to put in an offer late on Friday, the source said. Sabadell - working with Goldman Sachs and Morgan Stanley - appeared to keep everyone guessing until a Tuesday board meeting. In the end, Santander beat runner-up Barclays, with the difference between the offers tiny, two sources close to the process said. The deal highlights how rising consolidation in European banking is prompting lenders outside the top tier to realise they need to scale or sell out. Santander and Sabadell declined to comment. Centerview, Barclays, Goldman Sachs and Morgan Stanley also declined to comment. Robey Warshaw and Deutsche Bank did not respond to requests for comment. Acquiring TSB will boost Santander's ranking in UK mortgages to fourth from fifth, RBC estimates. For that, Santander is paying 1.45 times TSB's book value, which analysts said was high but reflected the depth of cost-cutting the Spanish lender believes possible by slashing duplicated back office roles and branches. "The acquisition of TSB serves to bulk up Santander's UK business significantly and presents material cost extraction opportunities," said John Cronin, banking analyst at SeaPoint Insights. Cronin said it could be "the first step in a wider play to drive consolidation within the mainstream lending space - with Santander potentially on the offensive". British lenders flush with cash from higher interest rates are looking at more deals, notably as upstart challenger banks call time on their struggles to take market share from the biggest players. It mirrors a consolidation process taking place in other European markets, including in Italy, as banks are forced to compete for size because of tighter regulations and massive technology costs. Bankers say the Santander move will also increase pressure on other British lenders wanting to expand through acquisitions, especially as the number of obvious options declines, with Virgin Money, Tesco's bank and now TSB all taken over in the past 18 months. NO EASY CUTS After reports emerged in January that Santander, a sprawling bank operating in 10 core markets, wanted out of Britain, Executive Chair Ana Botin said publicly that the bank was committed to the UK. While the TSB deal delivers on that promise, the success of the transaction is partly predicated on potentially difficult cost cutting. Santander has said it expects to take out 400 million pounds of costs, about 55% of TSB's cost base. That well exceeds feasible cost synergies of 40% in the UK based on past transactions, analysts at BofA said in a report. The bank said the deal will generate a return on invested capital of over 20% and help lift the UK business' return on equity to 16% from an industry-lagging 11%. Integrating computer systems and migrating customer accounts has proven a tough task in Britain due to a reliance by lenders on often decades-old legacy software. Two of the sources close to the process said Santander would use Gravity, its new IT system, to help with the integration. The Spanish lender's aim to cut costs by slashing branches and jobs may also trigger protests from unions and customers, as well as political scrutiny. Santander will also have to battle to win market share from Lloyds Banking Group and NatWest that dominate more profitable banking services such as mortgages and credit cards, even with the scale it has added by buying TSB. ($1 = 0.7346 pounds) ($1 = 0.8480 euros) (Additional reporting by Lawrence White and Charlie Conchie; Writing by Tommy Reggiori Wilkes; Editing by Bill Berkrot) Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Entrepreneur
35 minutes ago
- Entrepreneur
Keeping Cyber Secure — and Scalable
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Stephen Kines has been building businesses with his co-founder Tony for over 30 years, but with Goldilock - and its flagship physical cyber product FireBreak - he's scaling a truly global vision. From Wolverhampton to Singapore, his team is tackling one of tech's toughest problems: how to grow fast, stay agile, and never compromise on trust. Entrepreneur UK finds out more. What strategies helped you scale efficiently without compromising quality? My co-founder Tony and I have known each other for over three decades, and we've spent a lot of that time building and scaling businesses. The success stories have consistently been characterised by great people. Hire the best people, empower them to make decisions, learn from setbacks together, and always, always put the customer at the centre of everything you're doing. That's what we've replicated here at Goldilock. We have recruited extremely experienced people to lead our teams globally. Crucially, people who really believe in what we're doing at Goldilock in protecting networks with our physical cyber product, FireBreak. That's how we know they'll consistently make the right decisions for the company. We've also made sure no silos are created between departments as we scale. Keeping our technical team in close contact with our sales, marketing and communications teams has placed the customer at the centre of every decision being made across the board. This means quality of service is never affected and we can maintain the agility we had in the beginning as we're all working to the same end. How did you build and maintain a strong company culture during rapid growth? Goldilock is very much a modern global organisation. We're headquartered in Wolverhampton and the vast majority of our technical team is based there. But in FireBreak we have developed a genuinely new cyber security product that is not only unique but also applicable for every single industry and organisation that uses digital infrastructure, so there was no point in limiting ourselves to launching in just one or two countries or regions. This means the rest of our team is spread out across the globe – from the US to Europe to Singapore to Australia. When you have a scale-up workforce that is so widely dispersed, communication is key. This communication has to be constant and it has to come from the top-down. A main focus when building Goldilock was building a very, very experienced management team. We handpicked a leadership team that not only brought invaluable experience but could make sure each region feels like a cohesive part of the team. Maintaining this cohesive team element as we continue to scale means retaining that startup mindset we had at the beginning, communicating regularly on the direction of the business, getting everyone's buy-in on strategy, and – critically – ensuring no silos ever appear between the technical, sales, marketing and comms teams, as well as our board. We're very lucky that everyone on the team here believes in what we're trying to do at Goldilock and has the same drive and motivation to see this company continue to succeed that Tony and I do. What were the biggest operational challenges you faced while scaling? As with most start-ups, we had to start with a fairly lean team while we went through R&D. Obviously, a small team is great for agility and flexibility – both of which you need a lot of when starting a company. However, it did mean we were spread quite thin. Identifying market opportunities has never been difficult for us with a product that is so applicable across industries, but it then came down to prioritising resources. Using a channel model for sales really helped us here as it allowed us to target various sectors with different needs and pain points – from manufacturing to financial services – without investing too heavily in expertise in-house. The other challenge with a smaller workforce is making sure we don't end up creating bottlenecks. Solving this comes back to choosing great people, empowering them to make decisions and then trusting them to do so. How did you prioritise customer acquisition and retention as you expanded? Since we decided early on that a channel model made sense for us since we sell to so many different types of businesses and organisations, as we've grown, we've worked hard to make sure both our channel partners and end-users truly understand the product and what it can do. We focus on communicating the value FireBreak brings and the ease with which it can be deployed into organisations' existing infrastructure to dramatically reduce their attack surfaces. The key throughout has been making sure both groups – partners and customers – feel totally sure of our support wherever they are in a sales process. What advice would you give a start-up looking to scale in a competitive market? You have to really believe in what you do and then find other people who also genuinely believe in it to join you; experienced colleagues you don't need to persuade to join you end up being the most dedicated workers and best advocates when helping to build your brand and sell to prospects and investors. It's so easy for silos to pop up between departments as you build them out, but if everyone is clear on what the company is trying to achieve as well as the why and the how, everything should be moving together towards the same objective. Then it's all about having a laser focus on your USP. Focusing on what makes us unique and pioneering has got us to where we are today. Ask yourself – what challenge are you solving, what differentiates your solution, and why should it matter to your customers? Building your company around the answers to these questions will help you keep customers at the heart of your decision-making and also help you communicate consistently with external stakeholders as you scale. How have UK trade policies influenced your international expansion and scaling efforts? More accessible export finance solutions for the startup community could help to further accelerate the international reach of pioneering UK technologies like ours and help home-grown startups more easily scale and succeed. Beyond that, to be honest, UK trade policies haven't had too much of an effect on our ability to grow globally. In fact, we have been fortunate enough to work closely with some government departments as we've scaled because of the huge potential of FireBreak in protecting critical infrastructure. The UK's Business & Trade team and the Defence & Security Exports team in particular are excellent – we have been on trade missions and to UK Embassies and High Commissions such as recently in Singapore. The MoD's Defence and Security Accelerator (DASA) and Innovate UK have also been very supportive.