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市場調查報告書
商品編碼
1988147

商務休閒旅遊市場：2026-2032年全球市場預測（依旅遊類型、時長、旅遊類型及交通方式分類）

Bleisure Travel Market by Travel Type, Travel Duration, Tour Type, Travel Mode - Global Forecast 2026-2032
出版日期: | 出版商: 360iResearch | 英文 185 Pages | 商品交期: 最快1-2個工作天內

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預計到 2025 年，商務休閒旅遊市場價值將達到 5,807.8 億美元，到 2026 年將成長至 6,386.3 億美元，到 2032 年將達到 11944.3 億美元，複合年成長率為 10.84%。

主要市場統計數據
基準年 2025 5807.8億美元
預計年份：2026年 6386.3億美元
預測年份 2032 11944.3億美元
複合年成長率 (%) 10.84%

現代企業政策、旅客期望和營運重點中商務和休閒旅行一體化趨勢的興起。

「商務休閒旅行」（Blèleisure travel）融合了商務與休閒，已從曇花一現的潮流發展成為旅行規劃者和企業決策者重點考慮的因素。隨著混合辦公模式和彈性工作安排逐漸融入組織架構，商務旅行和私人旅行之間的傳統界限日漸模糊，迫使人力資源部門、差旅經理和酒店服務提供者重新思考福利、薪酬和服務設計。如今，旅客期望行程能夠兼顧高效的工作時間和有意義的當地體驗，他們會選擇能夠同時實現這兩種目標的旅行目的地、住宿設施和交通途徑方式。

在商務休閒旅行中，混合辦公、數位化個人化和不斷變化的旅客優先事項如何融合，從而重塑供應商策略、企業政策和旅客期望？

商務休閒旅行的格局正在經歷一場變革，其驅動力包括工作方式的結構性轉變、技術的普及以及消費者對柔軟性和有意義體驗的日益成長的需求。混合辦公和遠距辦公的興起使工作擺脫了固定辦公地點的限制，商務旅行得以延伸至休閒度假，使旅行者能夠選擇既能提供高效工作環境，又能提供生活方式配套設施的目的地。同時，數位化平台簡化了行程客製化流程，使旅客能夠預訂既能支援專注工作又能方便探索當地風情的住宿設施，並找到為商務旅行增添個人價值的精選體驗。

評估美國在 2025 年實施的關稅措施對商務休閒旅遊的旅遊供應鏈、營運成本和消費者決策因素的累積影響。

美國2025年實施的新關稅正在對整個旅遊生態系統產生累積影響，波及供應鏈、營運成本和消費者價格敏感度。由於對酒店業相關進口商品（例如家具、床上用品和某些食品原料）徵收關稅，導致價格上漲，擠壓了酒店的營業利潤率，並促使其採取選擇性的成本回收措施。同樣，影響運輸設備零件和旅行相關電子產品的關稅也影響了航空公司和鐵路營運商的維護成本和資本投資週期，導致航班時刻表和車輛現代化計畫的調整。這可能間接影響旅客的出行頻率和價格穩定性。

詳細的細分分析揭示了旅行類型、時長、交通方式和旅遊偏好如何影響商務休閒服務的差異化產品設計和籌資策略。

市場區隔仍然是理解多元需求模式並根據旅行者需求客製化產品的基本觀點。檢驗不同類型的旅行可以發現，不同旅客的優先事項存在差異，尤其是在國內商務休閒旅行和國際商務休閒旅行之間。國內商務休閒旅客往往優先考慮便利性、自駕或短程航班的可及性以及平衡工作與休閒活動的能力。而國際商務休閒旅客則更重視簽證便利性、文化體驗以及能帶來更長旅行時間的多日行程。這些差異會影響住宿設施選擇、忠誠度計畫偏好以及輔助服務的消費行為。

區域趨勢和基礎設施因素決定了喘息需求在美洲、歐洲、中東和非洲以及亞太地區的市場表現。

區域趨勢對全球商務休閒旅遊市場的需求模式、定價策略和產品差異化有顯著影響。在美洲，國內交通網路和成熟的商務旅行基礎設施支撐著頻繁的多用途商務旅行，而主要都市中心則提供豐富的聯合辦公空間和專為長期住宿量身定做的酒店產品。同時，區域休閒資源和國內旅遊獎勵持續影響商務旅客選擇延長停留地點，飯店和目的地管理機構（DMO）正攜手合作，提供既能滿足商務需求又能滿足當地探索需求的綜合服務。

為了抓住商務休閒旅遊領域不斷擴大的機遇，旅遊、旅館和科技業的主要企業如何在夥伴關係、政策和服務設計方面進行創新？

隨著商務旅行和休閒消費的融合，飯店、航空、鐵路和旅遊科技產業的主要企業正在調整產品和服務，以掌握市場機會。飯店品牌專注於提供靈活的客房類型、升級客房辦公空間，以及獎勵長期住宿和額外消費的會員忠誠度計劃。航空公司和鐵路營運商正在試驗推出捆綁式優惠和基於夥伴關係關係的輔助服務，以簡化商務行程中添加休閒元素的流程。而旅遊科技公司則致力於打造無縫的預訂流程、整合式費用報告和行程智慧規劃，根據旅客的偏好和時間表推薦當地體驗。

產業領導者應採取切實可行的策略和營運步驟，在維持成本控制、合規性和保障旅客福祉的同時，抓住喘息需求。

產業領導者必須採取果斷行動，透過調整產品設計、政策框架和銷售管道，使其與旅客的期望和公司管治要求相符，從而將潛在需求轉化為永續的業務成果。首先，差旅採購者應修訂企業差旅政策，明確認可並推廣混合型差旅模式，具體措施包括制定清晰的成本分攤、照顧義務和核准流程規則，並減少行政流程中的摩擦。同時，飯店和旅遊服務負責人應拓展模組化服務，例如可直接用於辦公室的房間、本地體驗券和靈活的餐飲計劃，這些服務既可面向企業客戶，也可面向尋求多功能體驗的旅客。

透過結合對關鍵相關人員的訪談、旅行者調查、預訂行為分析和跨來源檢驗，調查方法獲得了有關休息時間的可操作見解。

本研究整合了定性和定量數據，並全面觀點了商務休閒旅遊的趨勢。初步調查包括對差旅採購人員、企業差旅負責人、酒店業高管和交通運營商進行結構化訪談，並結合對經常出差的商務旅客的調查結果，直接了解其行為和偏好的變化。第二次調查則系統地回顧了行業報告、監管動態和行業期刊，將初步研究結果置於宏觀經濟和政策趨勢的背景下進行解讀。此外，研究還分析了預訂平台的數據和專有的行為指標，以識別旅行延期率、平均停留時間和交通偏好方面的規律。

本文總結了商務休閒旅遊為何代表市場結構性轉變，以及為何需要旅遊業相關人員在政策、產品和夥伴關係方面做出全面應對。

商務休閒旅行並非曇花一現的現象，而是一種永續的行為轉變，其驅動力來自工作方式的結構性變化、旅行者對有意義體驗的期望，以及供應商為緩解工作義務與個人探索之間的摩擦而進行的創新。政策調整、數位化體驗的提升以及區域基礎設施的差異將相互作用，決定這一現像在何處以及如何加速發展。積極重新定義政策框架、投資於靈活的產品設計並建立夥伴關係合作關係的公司，將更有利於從商務休閒旅遊中獲取商業性利益和人才保留優勢。

目錄

第1章：序言

第2章：調查方法

  • 調查設計
  • 研究框架
  • 市場規模預測
  • 數據三角測量
  • 調查結果
  • 調查的前提
  • 研究限制

第3章執行摘要

  • 首席主管觀點
  • 市場規模和成長趨勢
  • 2025年市佔率分析
  • FPNV定位矩陣，2025
  • 新的商機
  • 下一代經營模式
  • 產業藍圖

第4章 市場概覽

  • 產業生態系與價值鏈分析
  • 波特五力分析
  • PESTEL 分析
  • 市場展望
  • 上市策略

第5章 市場洞察

  • 消費者洞察與終端用戶觀點
  • 消費者體驗基準
  • 機會映射
  • 分銷通路分析
  • 價格趨勢分析
  • 監理合規和標準框架
  • ESG與永續性分析
  • 中斷和風險情景
  • 投資報酬率和成本效益分析

第6章：美國關稅的累積影響，2025年

第7章：人工智慧的累積影響，2025年

第8章：商務休閒旅遊市場：依旅遊類型分類

  • 國內休閒
  • 海外商務休閒

第9章：商務休閒旅遊市場：依旅行時長分類

  • 長期住宿
  • 1週
  • 短途旅行

第10章：商務休閒旅遊市場：依旅遊類型分類

  • 團體
  • 個人旅行

第11章：商務休閒旅遊市場：以交通方式分類

  • 航空旅行
  • 火車旅行
  • 自駕遊

第12章：商務休閒旅遊市場：依地區分類

  • 北美洲和南美洲
    • 北美洲
    • 拉丁美洲
  • 歐洲、中東和非洲
    • 歐洲
    • 中東
    • 非洲
  • 亞太地區

第13章：商務休閒旅遊市場：依群體分類

  • ASEAN
  • GCC
  • EU
  • BRICS
  • G7
  • NATO

第14章：商務休閒旅遊市場：依國家分類

  • 美國
  • 加拿大
  • 墨西哥
  • 巴西
  • 英國
  • 德國
  • 法國
  • 俄羅斯
  • 義大利
  • 西班牙
  • 中國
  • 印度
  • 日本
  • 澳洲
  • 韓國

第15章：美國：商務休閒旅遊市場

第16章 中國：商務休閒旅遊市場

第17章 競爭格局

  • 市場集中度分析，2025年
    • 濃度比（CR）
    • 赫芬達爾-赫希曼指數 (HHI)
  • 近期趨勢及影響分析，2025 年
  • 2025年產品系列分析
  • 基準分析，2025 年
  • Airbnb, Inc.
  • American Express Company
  • BCD Travel Services BV
  • Bleisure Travel Company SpA
  • Booking.com BV
  • Carlson Wagonlit Travel
  • Concur Technologies, Inc.
  • Corporate Travel Management Limited
  • Expedia Group, Inc.
  • Flight Centre Travel Group
  • Hilton Worldwide Holdings Inc.
  • Hyatt Hotels Corporation
  • InterContinental Hotels Group PLC
  • MakeMyTrip Limited
  • Marriott International, Inc.
  • Navan, Inc.
  • Sabre GLBL Inc.
  • Travel Leaders Group Holdings, LLC
  • TravelPerk SLU
  • Travelzoo Inc.
  • Trip.com Group Limited
  • TripAdvisor, Inc.
  • Trivago NV
  • United Corporate Preferred
Product Code: MRR-F97DD5A7DF63

The Bleisure Travel Market was valued at USD 580.78 billion in 2025 and is projected to grow to USD 638.63 billion in 2026, with a CAGR of 10.84%, reaching USD 1,194.43 billion by 2032.

KEY MARKET STATISTICS
Base Year [2025] USD 580.78 billion
Estimated Year [2026] USD 638.63 billion
Forecast Year [2032] USD 1,194.43 billion
CAGR (%) 10.84%

Framing the emergence of blended business and leisure journeys within contemporary corporate policy, traveler expectations, and operational priorities

Bleisure travel - the blending of business obligations with leisure pursuits - has matured from a fringe behavior to a mainstream consideration for travel planners and corporate policy architects. As hybrid work models and flexible schedules embed themselves into organizational design, the traditional boundaries between work trips and personal travel have blurred, prompting human resources, travel managers, and hospitality operators to rethink benefits, compensation, and service design. Travelers now expect itineraries that accommodate productive work time alongside meaningful local experiences, and they select destinations, accommodations, and transport modes that facilitate both outcomes.

This introduction frames the report's focus on how demand drivers, traveler preferences, and operational constraints are converging to reshape industry priorities. It underscores the importance of understanding segmentation across travel type and duration, the operational implications of evolving corporate travel policies, and the ways technology and sustainability considerations influence traveler choices. By grounding subsequent analysis in observable behavioral patterns and contemporary commercial responses, this section prepares decision-makers to appreciate how incremental shifts translate into strategic opportunities and operational imperatives.

How hybrid work, digital personalization, and evolving traveler priorities are converging to reshape supplier strategies, corporate policy, and traveler expectations in bleisure

The landscape of bleisure travel is undergoing transformative shifts driven by structural changes in work patterns, technological enablement, and consumer expectations of flexibility and meaningful experiences. Hybrid and remote work arrangements have decoupled work from fixed office locations, enabling professionals to extend business trips into leisure stays and to choose destinations that offer lifestyle amenities as well as connectivity for productive work. Meanwhile, digital platforms have simplified itinerary customization, enabling travelers to book accommodations that support both focused work and local exploration, and to discover curated experiences that add personal value to professional travel.

Concurrently, corporate travel programs are evolving from strict cost-control instruments to strategically managed experiences that balance duty of care, employee wellbeing, and talent retention. Travel managers are increasingly incorporating policy flexibilities for extended stays and mixed-purpose trips while demanding transparent cost controls and compliance tools. Sustainability and wellness considerations have become primary filters for destination selection, with travelers preferring lodging and transport options that demonstrate environmental stewardship and health-conscious design. These shifts collectively compel suppliers and corporate buyers to innovate across pricing models, loyalty programs, and bundled offerings, thereby creating new revenue streams and enhancing traveler satisfaction.

Assessing the cumulative effects of United States tariff measures introduced in 2025 on travel supply chains, operating costs, and consumer decision drivers in bleisure travel

The introduction of new United States tariffs in 2025 has had a cumulative effect on the broader travel ecosystem, with impacts that propagate through supply chains, operating costs, and consumer cost sensitivity. Tariff-driven increases on imports that serve hospitality operations, such as furnishing, linens, and certain food inputs, have pressured hotel operating margins and prompted selective cost recovery measures. Similarly, tariffs affecting components for transport equipment and travel-related electronics influence maintenance costs and capital expenditure cycles for airlines and rail operators, altering scheduling and fleet modernization plans in ways that can indirectly affect service frequency and price stability for travelers.

Moreover, the policy environment has contributed to currency and inflationary pressures that influence discretionary spending on international leisure components of business trips. Travel planners report increased scrutiny on combined itineraries where tariff-related cost pass-throughs could erode the perceived value of extending stays for leisure. As a consequence, travel buyers and suppliers have emphasized contractual flexibility, dynamic pricing strategies, and targeted value-added services to preserve traveler uptake of blended trips. In addition, the tariff environment has accelerated regional sourcing strategies among hospitality chains and service providers, encouraging nearshoring of supplies and partnerships with local vendors to mitigate exposure to cross-border tariff volatility and to sustain service propositions for bleisure guests.

Deep segmentation analysis revealing how travel type, duration, mode, and tour preferences drive differentiated product design and sourcing strategies for bleisure offerings

Segmentation remains a foundational lens for understanding heterogenous demand patterns and aligning product offers with traveler needs. When examining travel type, distinctions between Domestic Bleisure and International Bleisure reveal differing priorities: domestic bleisure travelers often prioritize convenience, drive- or short-flight accessibility, and the ability to commute between work commitments and leisure activities, while international bleisure travelers place higher value on visa facilitation, cultural experiences, and multi-day itineraries that justify longer transit times. These differences influence accommodation selection, loyalty program preferences, and ancillary spend behavior.

Travel duration also informs the design of stay packages and ancillary services, with Extended Stays, One Week, and Short Trips each presenting unique operational and commercial considerations. Extended Stays demand accommodations with integrated workspaces, laundry services, and neighborhood access that supports a semi-local lifestyle; One Week trips balance concentrated business activity with curated leisure opportunities; and Short Trips place a premium on seamless logistics and high-impact local experiences. Mode of travel shapes route planning and product integration as well, where Air Travel, Rail Travel, and Road Travel present distinct booking patterns, lead times, and traveler expectations for flexibility and punctuality. Finally, tour type - whether Group or Solo - affects amenity preferences and risk management; group travelers often require coordinated itineraries and negotiated rates, while solo travelers prioritize personalization, safety assurances, and community-oriented experiences. Together, these segmentation dimensions guide targeted product development, distribution strategies, and corporate policy alignment.

Regional dynamics and infrastructure drivers that determine how bleisure demand manifests across the Americas, Europe Middle East & Africa, and Asia-Pacific markets

Regional dynamics materially shape demand patterns, pricing strategies, and product differentiation across the global bleisure landscape. In the Americas, domestic connectivity and a mature corporate travel infrastructure support frequent mixed-purpose trips, with metropolitan hubs providing abundant coworking environments and hospitality products tailored for extended stays. Meanwhile, regional leisure assets and domestic tourism incentives continue to influence where business travelers choose to extend their stays, prompting hotels and destination management organizations to partner on integrated offerings that appeal to both business needs and local discovery.

Across Europe, Middle East & Africa, the interplay of regulatory regimes, visa facilitation, and a dense network of intercity transport options supports a high incidence of cross-border bleisure, particularly among travelers combining professional obligations with cultural experiences. European urban centers have adapted with flexible accommodation products and a hospitality workforce skilled at servicing blended stays. In Asia-Pacific, rapid digital adoption, a strong emphasis on wellness and experiential travel, and growing intra-regional connectivity enable both short-haul and long-haul bleisure patterns. Here, suppliers invest heavily in technology-enabled conveniences, contactless services, and localized experiences to capture travelers seeking a seamless fusion of work productivity and exploration. Each region's infrastructure, regulatory posture, and cultural norms thus shape how travelers compose bleisure itineraries and how suppliers prioritize investment to capture that demand.

How leading travel, hospitality, and technology companies are innovating partnerships, policies, and service designs to capture the expanding bleisure opportunity

Leading companies across hospitality, airline, rail, and travel technology sectors are recalibrating offerings to capture the growing intersection between professional travel and leisure consumption. Hospitality brands emphasize flexible room categories, enhanced in-room workspaces, and loyalty benefits that reward extended stays and ancillary spending. Airlines and rail operators experiment with bundle offers and partnership-based ancillaries that simplify the logistics of adding leisure components to business itineraries, while travel technology firms focus on frictionless booking flows, integrated expense reporting, and itinerary intelligence that recommends local experiences aligned to traveler preferences and calendar constraints.

Strategic collaborations and white-label partnerships have accelerated, enabling corporate travel buyers to access curated local experiences at negotiated rates while preserving duty of care and compliance. Additionally, companies investing in data-driven personalization and health-and-wellness oriented services stand out for their ability to influence traveler choice. Operationally, best-in-class companies deploy flexible cancellation policies, modular pricing, and hybrid loyalty rewards to reduce friction for bleisure adoption. These competitive moves signal that success in the bleisure segment depends on the ability to orchestrate cross-industry capabilities-from last-mile mobility to local experience curation-while preserving transparent cost governance and measurable duty-of-care practices.

Actionable strategic and operational initiatives industry leaders should implement to capture bleisure demand while preserving cost control, compliance, and traveler wellbeing

Industry leaders must act decisively to convert latent demand into sustained business results by aligning product design, policy frameworks, and distribution channels with traveler expectations and corporate governance needs. First, travel buyers should revise corporate travel policies to explicitly recognize and facilitate blended trips, incorporating clear rules for cost allocation, duty of care, and approval workflows that reduce administrative friction. Simultaneously, hospitality and mobility providers should expand modular offerings-such as work-ready rooms, local experience vouchers, and flexible meal plans-that can be marketed both to corporate accounts and directly to travelers seeking combined purposes.

Next, investment in digital experience is essential; companies should prioritize seamless booking journeys, integrated expense management, and itinerary-level personalization that recommends local activities based on calendar windows and traveler preferences. Suppliers should also diversify sourcing strategies to reduce exposure to tariff-driven cost pressures and to strengthen local supply chains that enable consistent service quality. Finally, industry stakeholders must embed sustainability and wellbeing criteria into product development as core differentiators that drive traveler choice and improve corporate ESG outcomes. By implementing these measures, leaders can increase the attractiveness of bleisure options while safeguarding cost transparency and operational resilience.

Methodological framework combining primary stakeholder interviews, traveler surveys, booking behavior analytics, and cross-source triangulation to derive actionable bleisure insights

This research synthesizes qualitative and quantitative inputs to deliver a comprehensive perspective on bleisure dynamics. Primary research included structured interviews with travel buyers, corporate travel managers, hospitality executives, and transportation operators, complemented by survey-based inputs from frequent business travelers to capture firsthand behavior and preference shifts. Secondary research involved a systematic review of industry reports, regulatory updates, and trade publications to contextualize primary findings within macroeconomic and policy trends. Data from booking platforms and proprietary behavioral indicators were analyzed to identify patterns in trip extension rates, average stay durations, and mode preferences.

Findings were validated through triangulation across multiple sources, ensuring that observed patterns are robust and representative of operational realities. Segmentation analysis applied cross-dimensional lenses-travel type, travel duration, travel mode, and tour type-to surface actionable distinctions for product and policy design. Limitations include evolving regulatory landscapes and rapid behavioral shifts that can alter short-term demand patterns; to mitigate this, the methodology incorporates sensitivity checks and expert validation rounds to reinforce the credibility of strategic implications.

Concluding synthesis on why bleisure is a structural market shift that demands integrated policy, product, and partnership responses from travel stakeholders

Bleisure travel represents a durable behavioral shift rather than a transient anomaly, driven by structural changes in work arrangements, traveler expectations for meaningful experiences, and supplier innovations that reduce friction between business obligations and personal exploration. The interplay of policy adaptations, digital experience enhancements, and regional infrastructure differences will determine where and how this phenomenon accelerates. Companies that proactively revise policy frameworks, invest in flexible product architectures, and forge cross-sector partnerships will be best positioned to capture the commercial and talent-retention benefits that bleisure offers.

In closing, stakeholders should treat bleisure not merely as a traveler preference but as an inflection point for travel program design that touches procurement, HR, operations, and marketing. By aligning governance with traveler-centric product innovations, organizations can unlock enhanced employee satisfaction, new revenue streams, and competitive differentiation in a landscape where work and life increasingly intersect.

Table of Contents

1. Preface

  • 1.1. Objectives of the Study
  • 1.2. Market Definition
  • 1.3. Market Segmentation & Coverage
  • 1.4. Years Considered for the Study
  • 1.5. Currency Considered for the Study
  • 1.6. Language Considered for the Study
  • 1.7. Key Stakeholders

2. Research Methodology

  • 2.1. Introduction
  • 2.2. Research Design
    • 2.2.1. Primary Research
    • 2.2.2. Secondary Research
  • 2.3. Research Framework
    • 2.3.1. Qualitative Analysis
    • 2.3.2. Quantitative Analysis
  • 2.4. Market Size Estimation
    • 2.4.1. Top-Down Approach
    • 2.4.2. Bottom-Up Approach
  • 2.5. Data Triangulation
  • 2.6. Research Outcomes
  • 2.7. Research Assumptions
  • 2.8. Research Limitations

3. Executive Summary

  • 3.1. Introduction
  • 3.2. CXO Perspective
  • 3.3. Market Size & Growth Trends
  • 3.4. Market Share Analysis, 2025
  • 3.5. FPNV Positioning Matrix, 2025
  • 3.6. New Revenue Opportunities
  • 3.7. Next-Generation Business Models
  • 3.8. Industry Roadmap

4. Market Overview

  • 4.1. Introduction
  • 4.2. Industry Ecosystem & Value Chain Analysis
    • 4.2.1. Supply-Side Analysis
    • 4.2.2. Demand-Side Analysis
    • 4.2.3. Stakeholder Analysis
  • 4.3. Porter's Five Forces Analysis
  • 4.4. PESTLE Analysis
  • 4.5. Market Outlook
    • 4.5.1. Near-Term Market Outlook (0-2 Years)
    • 4.5.2. Medium-Term Market Outlook (3-5 Years)
    • 4.5.3. Long-Term Market Outlook (5-10 Years)
  • 4.6. Go-to-Market Strategy

5. Market Insights

  • 5.1. Consumer Insights & End-User Perspective
  • 5.2. Consumer Experience Benchmarking
  • 5.3. Opportunity Mapping
  • 5.4. Distribution Channel Analysis
  • 5.5. Pricing Trend Analysis
  • 5.6. Regulatory Compliance & Standards Framework
  • 5.7. ESG & Sustainability Analysis
  • 5.8. Disruption & Risk Scenarios
  • 5.9. Return on Investment & Cost-Benefit Analysis

6. Cumulative Impact of United States Tariffs 2025

7. Cumulative Impact of Artificial Intelligence 2025

8. Bleisure Travel Market, by Travel Type

  • 8.1. Domestic Bleisure
  • 8.2. International Bleisure

9. Bleisure Travel Market, by Travel Duration

  • 9.1. Extended Stays
  • 9.2. One Week
  • 9.3. Short Trips

10. Bleisure Travel Market, by Tour Type

  • 10.1. Group
  • 10.2. Solo

11. Bleisure Travel Market, by Travel Mode

  • 11.1. Air Travel
  • 11.2. Rail Travel
  • 11.3. Road Travel

12. Bleisure Travel Market, by Region

  • 12.1. Americas
    • 12.1.1. North America
    • 12.1.2. Latin America
  • 12.2. Europe, Middle East & Africa
    • 12.2.1. Europe
    • 12.2.2. Middle East
    • 12.2.3. Africa
  • 12.3. Asia-Pacific

13. Bleisure Travel Market, by Group

  • 13.1. ASEAN
  • 13.2. GCC
  • 13.3. European Union
  • 13.4. BRICS
  • 13.5. G7
  • 13.6. NATO

14. Bleisure Travel Market, by Country

  • 14.1. United States
  • 14.2. Canada
  • 14.3. Mexico
  • 14.4. Brazil
  • 14.5. United Kingdom
  • 14.6. Germany
  • 14.7. France
  • 14.8. Russia
  • 14.9. Italy
  • 14.10. Spain
  • 14.11. China
  • 14.12. India
  • 14.13. Japan
  • 14.14. Australia
  • 14.15. South Korea

15. United States Bleisure Travel Market

16. China Bleisure Travel Market

17. Competitive Landscape

  • 17.1. Market Concentration Analysis, 2025
    • 17.1.1. Concentration Ratio (CR)
    • 17.1.2. Herfindahl Hirschman Index (HHI)
  • 17.2. Recent Developments & Impact Analysis, 2025
  • 17.3. Product Portfolio Analysis, 2025
  • 17.4. Benchmarking Analysis, 2025
  • 17.5. Airbnb, Inc.
  • 17.6. American Express Company
  • 17.7. BCD Travel Services B.V.
  • 17.8. Bleisure Travel Company S.p.A
  • 17.9. Booking.com B.V.
  • 17.10. Carlson Wagonlit Travel
  • 17.11. Concur Technologies, Inc.
  • 17.12. Corporate Travel Management Limited
  • 17.13. Expedia Group, Inc.
  • 17.14. Flight Centre Travel Group
  • 17.15. Hilton Worldwide Holdings Inc.
  • 17.16. Hyatt Hotels Corporation
  • 17.17. InterContinental Hotels Group PLC
  • 17.18. MakeMyTrip Limited
  • 17.19. Marriott International, Inc.
  • 17.20. Navan, Inc.
  • 17.21. Sabre GLBL Inc.
  • 17.22. Travel Leaders Group Holdings, LLC
  • 17.23. TravelPerk S.L.U.
  • 17.24. Travelzoo Inc.
  • 17.25. Trip.com Group Limited
  • 17.26. TripAdvisor, Inc.
  • 17.27. Trivago N.V.
  • 17.28. United Corporate Preferred

LIST OF FIGURES

  • FIGURE 1. GLOBAL BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)
  • FIGURE 2. GLOBAL BLEISURE TRAVEL MARKET SHARE, BY KEY PLAYER, 2025
  • FIGURE 3. GLOBAL BLEISURE TRAVEL MARKET, FPNV POSITIONING MATRIX, 2025
  • FIGURE 4. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 5. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 6. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 7. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 8. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY REGION, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 9. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY GROUP, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 10. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 11. UNITED STATES BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)
  • FIGURE 12. CHINA BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)

LIST OF TABLES

  • TABLE 1. GLOBAL BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 2. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 3. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY DOMESTIC BLEISURE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 4. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY DOMESTIC BLEISURE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 5. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY DOMESTIC BLEISURE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 6. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY INTERNATIONAL BLEISURE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 7. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY INTERNATIONAL BLEISURE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 8. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY INTERNATIONAL BLEISURE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 9. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 10. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY EXTENDED STAYS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 11. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY EXTENDED STAYS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 12. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY EXTENDED STAYS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 13. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ONE WEEK, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 14. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ONE WEEK, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 15. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ONE WEEK, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 16. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SHORT TRIPS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 17. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SHORT TRIPS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 18. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SHORT TRIPS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 19. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 20. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY GROUP, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 21. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY GROUP, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 22. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY GROUP, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 23. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SOLO, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 24. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SOLO, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 25. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY SOLO, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 26. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 27. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY AIR TRAVEL, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 28. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY AIR TRAVEL, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 29. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY AIR TRAVEL, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 30. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY RAIL TRAVEL, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 31. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY RAIL TRAVEL, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 32. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY RAIL TRAVEL, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 33. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ROAD TRAVEL, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 34. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ROAD TRAVEL, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 35. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY ROAD TRAVEL, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 36. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 37. AMERICAS BLEISURE TRAVEL MARKET SIZE, BY SUBREGION, 2018-2032 (USD MILLION)
  • TABLE 38. AMERICAS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 39. AMERICAS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 40. AMERICAS BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 41. AMERICAS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 42. NORTH AMERICA BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 43. NORTH AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 44. NORTH AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 45. NORTH AMERICA BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 46. NORTH AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 47. LATIN AMERICA BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 48. LATIN AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 49. LATIN AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 50. LATIN AMERICA BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 51. LATIN AMERICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 52. EUROPE, MIDDLE EAST & AFRICA BLEISURE TRAVEL MARKET SIZE, BY SUBREGION, 2018-2032 (USD MILLION)
  • TABLE 53. EUROPE, MIDDLE EAST & AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 54. EUROPE, MIDDLE EAST & AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 55. EUROPE, MIDDLE EAST & AFRICA BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 56. EUROPE, MIDDLE EAST & AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 57. EUROPE BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 58. EUROPE BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 59. EUROPE BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 60. EUROPE BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 61. EUROPE BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 62. MIDDLE EAST BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 63. MIDDLE EAST BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 64. MIDDLE EAST BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 65. MIDDLE EAST BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 66. MIDDLE EAST BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 67. AFRICA BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 68. AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 69. AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 70. AFRICA BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 71. AFRICA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 72. ASIA-PACIFIC BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 73. ASIA-PACIFIC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 74. ASIA-PACIFIC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 75. ASIA-PACIFIC BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 76. ASIA-PACIFIC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 77. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 78. ASEAN BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 79. ASEAN BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 80. ASEAN BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 81. ASEAN BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 82. ASEAN BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 83. GCC BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 84. GCC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 85. GCC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 86. GCC BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 87. GCC BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 88. EUROPEAN UNION BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 89. EUROPEAN UNION BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 90. EUROPEAN UNION BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 91. EUROPEAN UNION BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 92. EUROPEAN UNION BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 93. BRICS BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 94. BRICS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 95. BRICS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 96. BRICS BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 97. BRICS BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 98. G7 BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 99. G7 BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 100. G7 BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 101. G7 BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 102. G7 BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 103. NATO BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 104. NATO BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 105. NATO BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 106. NATO BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 107. NATO BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 108. GLOBAL BLEISURE TRAVEL MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 109. UNITED STATES BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 110. UNITED STATES BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 111. UNITED STATES BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 112. UNITED STATES BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 113. UNITED STATES BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)
  • TABLE 114. CHINA BLEISURE TRAVEL MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 115. CHINA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL TYPE, 2018-2032 (USD MILLION)
  • TABLE 116. CHINA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL DURATION, 2018-2032 (USD MILLION)
  • TABLE 117. CHINA BLEISURE TRAVEL MARKET SIZE, BY TOUR TYPE, 2018-2032 (USD MILLION)
  • TABLE 118. CHINA BLEISURE TRAVEL MARKET SIZE, BY TRAVEL MODE, 2018-2032 (USD MILLION)