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Why Smartphones Are Rewriting The Television Experience

Television is no longer competing only with streaming platforms. It is now vying for attention against the device most viewers keep within reach at all times: the smartphone.

A New Attention Economy Is Taking Shape

Market research firm Omdia says the divide between TV and mobile is increasingly disappearing, with nearly three in four US television viewers regularly using their phones for other media while watching television. The finding points to a broader shift in viewing behavior that is reshaping how audiences consume video across markets.

What was once considered a distraction is becoming the norm. Rather than choosing between screens, viewers are using them together, turning television and mobile devices into a single, fluid media environment.

Older Viewers Are Driving The Shift Too

The trend is not confined to younger audiences. Omdia found that simultaneous media use has risen across age groups, including among viewers historically seen as more loyal to traditional television.

Among Americans aged 55 to 64, the share using other media while watching television climbed from 42% in 2023 to 56% in 2026. For those aged 45 to 54, the figure rose from 62% to 73% over the same period. Among 35- to 44-year-olds, it increased to 76% from 69%.

The pattern suggests that the attention challenge facing broadcasters is becoming structural, not cyclical.

Short-Form Video Is Changing Viewing Habits

Much of this shift is being fueled by short-form and vertical video, formats that have trained audiences to expect highly personalized content delivered instantly on mobile devices. That habit does not disappear when the television is on.

As María Rúa Aguete, global head of media and entertainment at Omdia, put it: “We don’t have a content problem. We have an attention problem.” She added that “three in four US TV viewers are using their phones while watching TV, and increasingly what they are doing is watching more video.”

Her conclusion is telling: “The battle is no longer simply TV versus mobile; both screens are on.”

What It Means For Broadcasters And Streamers

For media companies, the implication is clear. The challenge is no longer limited to producing more programming. In an environment where viewers can shift attention in seconds, retaining engagement has become a separate business priority.

That creates pressure on broadcasters, streaming platforms and content owners alike. Success will depend not only on what audiences watch, but on why they move from one screen to another — and what keeps them coming back.

For advertisers, the lesson is just as significant. TV and mobile can no longer be treated as isolated environments. Viewers are moving across screens in real time, which means campaigns must reflect how media is actually consumed, not how legacy planning models assume it is consumed.

A Global Problem, Not Just An American One

Although the data comes from the US, the broader behavior is global. The same devices, platforms and content habits are available in markets around the world, making the trend relevant well beyond American households.

Rúa Aguete presented the findings at IBC 2026 in Amsterdam, where Omdia used the research to illustrate how rapidly audience behavior is changing in the age of mobile video.

For broadcasters in smaller markets such as Cyprus, the pressure is no less acute. Local television now competes not only with domestic channels and streaming services, but with an endless library of global video content accessible on a phone at any moment.

The Real Question For Television

The central issue for the industry is not whether television still matters. It does. The question is whether it can still command attention when viewers have a second screen constantly competing for their focus.

In the new media economy, the winners will not simply be the companies with the most content. They will be the ones that understand how audiences move between screens — and how to hold their attention once they do.

LVMH Revenue Rises, But China Weakness Continues To Weigh On Luxury Giant

A Softer Quarter Exposes The Limits Of Luxury’s Recovery

LVMH, the world’s largest luxury group and parent of Louis Vuitton, Dior, Celine and Hennessy, reported revenue of €18.5 billion in the three months to the end of September, underscoring both the scale of its business and the pressure building across parts of the luxury market.

The company’s revenue rose 1.2% year on year in the third quarter, following a 0.1% increase in the second quarter and a 5.9% decline in the first. The trajectory points to stabilization, but not yet to a convincing rebound.

Organic Growth Misses Expectations

Organic sales growth, which strips out currency effects and portfolio changes, slowed to 1% in the third quarter from 3% in the previous quarter. That result fell short of market expectations and reinforced concerns that the luxury cycle remains uneven.

For the first nine months of the year, LVMH generated sales of €57.1 billion, with organic growth of 2%.

In its statement, the company highlighted the breadth of its portfolio, saying that diversification continues to provide resilience in an uncertain geopolitical and economic environment. That remains one of LVMH’s defining strengths: when one category weakens, another can help offset the downturn.

China Remains The Key Pressure Point

LVMH said sales performed well in the United States, Europe and Japan, but conditions in China remained less favorable. That matters because the country has long been one of the most important growth engines for global luxury brands.

The fashion and leather goods division, LVMH’s most closely watched unit, saw organic sales fall 5% as weaker demand in China weighed on performance. Deutsche Bank said the decline was steeper than the roughly 2% drop expected by analysts.

The segment had delivered its first organic sales gain in two years in the previous quarter, making the latest retreat a notable setback.

Brand Equity Faces A Test In China

The quarter also highlighted the reputational risks facing global brands in China. Louis Vuitton drew criticism after suing local tea company Molly Tea over logo copying. Although the company won the case, the dispute sparked social media backlash and boycott calls, adding another layer of pressure to an already fragile environment.

For a company built on scarcity, aspiration and brand discipline, perception is an asset as valuable as inventory. In a market as digitally connected as China, that asset can shift quickly.

Mixed Performance Across The Portfolio

Not every division weakened. LVMH’s selective retailing business, which includes Sephora, posted an 8% organic sales increase. Watches and jewellery, along with wines and spirits, both recorded 6% organic gains.

That broad mix is precisely what has historically given LVMH an advantage over rivals: it can absorb softness in one category without relying on a single growth driver.

Analysts See A Longer Recovery Ahead

Deutsche Bank analysts said the results could lead to further cuts in earnings forecasts for the second half of 2026 and 2027. They added that it is difficult to see what could improve investor sentiment in the near term.

Still, the bank framed the weakness as cyclical rather than structural. In its view, recovery is taking longer because Chinese demand remains subdued, but the problem does not appear to reflect a permanent deterioration in the brand franchise. Analysts said ongoing brand initiatives are beginning to show results, though improvements are likely to remain gradual.

Investor Pressure Continues To Mount

LVMH’s share price has fallen nearly 40% since the start of the year. In September, L’Oréal overtook the group as France’s most valuable listed company, a symbolic shift that captures how sharply sentiment has changed.

Shares in LVMH were down more than 1.6% in Paris around 10 a.m. CEST following the release.

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