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市场调查报告书
商品编码
2008389

旅游及活动预订市场：依规模、旅游时间、目的地、预订方式及最终用户划分－2026-2032年全球市场预测

Tours & Activities Reservations Market by Size, Duration of Tour, Destination, Booking Mode, End-User - Global Forecast 2026-2032
出版日期: | 出版商: 360iResearch | 英文 188 Pages | 商品交期: 最快1-2个工作天内

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预计到 2025 年，旅游和活动预订市场价值将达到 1,855.2 亿美元，到 2026 年将成长到 1,989.9 亿美元，到 2032 年将达到 3,133.3 亿美元，复合年增长率为 7.77%。

主要市场统计数据
基准年 2025 1855.2亿美元
预计年份：2026年 1989.9亿美元
预测年份 2032 3133.3亿美元
复合年增长率 (%) 7.77%

本书以清晰现代的方式介绍了不断变化的旅客期望和营运动态如何重塑旅游和活动预订市场。

旅游和活动预订生态系统正处于消费者对真实体验的需求与企业对扩充性、可靠服务的商业性需求的交汇点。营运商、销售平台和本地合作伙伴正在努力适应消费者对个人化、便利预订以及安全难忘体验日益增长的期望。同时，行动优先商务、动态履约和更丰富的内容表达等技术元素正在改变人们发现、评估和购买体验的方式。

权威概述了旅游和活动产业中正在改变客户体验、销售策略和营运模式的关键变化。

近年来，一些因素正在永久重塑旅游和活动产业的格局。首先，数位搜寻和预订已从简单的便捷选项转变为商业性成功的核心决定因素，即时可用性、可靠的视觉呈现和便捷的支付方式变得愈发重要。其次，大规模个人化已从行销目标演变为营运必要。客户期望获得基于其偏好、旅行背景和过往行为的个人化行程和沟通。

对 2025 年累积关税变化将如何影响旅游和活动提供者的采购、定价结构和业务永续营运进行全面分析。

2025年的政策环境，包括源自美国的关税调整，透过改变成本结构、供应商关係和旅客的决策，对全球旅游和活动产业产生了累积影响。关税可能会推高营运商赖以提供体验的进口商品和服务成本，例如专用设备、车辆零件和数位硬件，迫使营运商重新思考筹资策略并实现供应商多元化。面对不断上涨的投入成本，许多业者正在探索在地采购、设备租赁或策略性库存联合管理，以在维持服务水准的同时缓解眼前的价格压力。

详细的細項分析，解释了规模、持续时间、目的地、预订管道和最终用户目标如何影响提供者的商业和营运策略。

市场区隔始于对旅行者群体构成分析，并影响产品设计和行销重点。依规模，市场可分为三类：情侣、团体和单人旅行者。这种分类决定了运力规划、定价结构和体验方案。情侣通常重视隐私和个人化服务，偏好灵活的出发时间和高端服务。团体重视协调性、规模经济和高效率的物流。单人旅行者重视社交机会和安全，通常选择能够促进社区建设和独立旅行的体验。

从区域观点出发，阐明美洲、欧洲、中东和非洲以及亚太地区的需求模式和法规如何影响产品和通路的优先事项。

区域趋势对产品组合、分销策略和监管合规性有显着影响。在美洲，成熟的城市中心和丰富的自然景观支撑着种类繁多的旅游产品，从文化健行到探险运动，应有尽有。此外，对整合分销合作伙伴和行动预订的依赖程度也日益提高。季节性规律和成熟的国内旅游市场促使营运商优化转换率高的时段，并开发能够充分利用当地需求的淡季提案。

这是一份以企业为中心的全面分析报告，重点介绍了企业和平台如何利用技术、伙伴关係和服务设计来超越竞争对手并扩大业务。

旅游活动产业的主要企业正日益透过整合技术与卓越的现场营运能力来提升自身竞争力。市场领导者正投资于支援复杂库存规则、即时显示可用性以及向销售合作伙伴内容传送的预订引擎。这些功能与标准化的营运流程和培训计划相结合，确保在不同市场提供一致的客户体验。与本地供应商和全球销售平台建立策略伙伴关係，使他们能够在不相应增加固定成本的情况下，获得更广泛的库存。

优先考虑的、可操作的建议，企业和平台可以在短期内实施这些建议，以提高盈利能力、业务永续营运和客户忠诚度。

领导企业首先应调整产品组合，使其与明确的市场区隔优先事项保持一致，确保提供的产品能够满足情侣、团体和个人旅客的需求，以及企业、朝圣和休閒等终端使用者的特定需求。这种调整有助于实现精准的讯息和销售管道的最佳化，从而降低营运复杂性并提高行销投资回报率。同时，他们也应投资于模组化旅游产品设计，将核心元素组合起来，打造一日游和多日游产品，并以稳定的利润率进行定价和销售。

对多方面的调查方法进行透明的解释，该方法结合了初步访谈、交易分析和情境评估，以确保获得可靠和实用的见解。

本报告的研究采用混合方法，结合了质性访谈、量化预订资料和消费行为分析，并辅以二手资讯进行三角验证。主要研究包括对营运商、销售合作伙伴、目的地相关人员和企业差旅采购人员进行结构化检验，以收集关于需求模式、成本压力和营运限制的第一手观点。为了补充访谈内容，我们分析了匿名化的预订资料集和消费行为讯号，以识别交易趋势、通路绩效和取消趋势。

简洁扼要的结论重点强调了确保在旅游和活动预订领域获得可持续竞争优势所必需的策略重点和可操作的指南。

现代旅游及活动产业既蕴藏着巨大的机会，也面临严峻的营运挑战。消费者对体验的真实性和便利性的需求日益增长，而分销管道的分散化和政策的转变则使产品和服务的经济效益变得更加复杂。成功的企业将是那些在产品和通路策略中体现清晰细分、投资于可互通技术并建立稳健的供应商网路的企业。

目录

第一章：序言

第二章：调查方法

  • 调查设计
  • 研究框架
  • 市场规模预测
  • 数据三角测量
  • 调查结果
  • 调查的前提
  • 研究限制

第三章执行摘要

  • 首席体验长观点
  • 市场规模和成长趋势
  • 2025年市占率分析
  • FPNV定位矩阵，2025
  • 新的商机
  • 下一代经营模式
  • 产业蓝图

第四章 市场概览

  • 产业生态系与价值链分析
  • 波特五力分析
  • PESTEL 分析
  • 市场展望
  • 上市策略

第五章 市场洞察

  • 消费者洞察与终端用户观点
  • 消费者体验基准
  • 机会映射
  • 分销通路分析
  • 价格趋势分析
  • 监理合规和标准框架
  • ESG与永续性分析
  • 中断和风险情景
  • 投资报酬率和成本效益分析

第六章：美国关税的累积影响，2025年

第七章：人工智慧的累积影响，2025年

第八章：旅游及活动预订市场：依规模划分

  • 夫妻
  • 团体
  • 一个人

第九章：旅游和活动预订市场－按时间分類的旅游线路

  • 多日游
  • 一日游

第十章：按目的地分類的旅游和活动预订市场

  • 国内的
  • 国外

第十一章 旅游及活动预订市场：依预订方式划分

  • 离线
  • 在线的

第十二章 旅游和活动预订市场：依最终用户划分

  • 公司
    • 会议
    • 社交活动
  • 朝圣
  • 休閒休閒
    • 长假
    • 週末旅行

第十三章 旅游及活动预订市场：按地区划分

  • 北美洲和南美洲
    • 北美洲
    • 拉丁美洲
  • 欧洲、中东和非洲
    • 欧洲
    • 中东
    • 非洲
  • 亚太地区

第十四章 旅游及活动预约市场：依团体划分

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

第十五章 旅游和活动预订市场：按国家/地区划分

  • 我们
  • 加拿大
  • 墨西哥
  • 巴西
  • 英国
  • 德国
  • 法国
  • 俄罗斯
  • 义大利
  • 西班牙
  • 中国
  • 印度
  • 日本
  • 澳洲
  • 韩国

第十六章：美国旅游和活动预订市场

第十七章：中国旅游及活动预订市场

第十八章 竞争格局

  • 市场集中度分析，2025年
    • 浓度比（CR）
    • 赫芬达尔-赫希曼指数 (HHI)
  • 近期趋势及影响分析，2025 年
  • 2025年产品系列分析
  • 基准分析，2025 年
  • Airbnb, Inc.
  • bookingkit GmbH
  • CIVITATIS TOURS SL
  • Expedia, Inc.
  • FareHarbor BV
  • GetYourGuide Deutschland GmbH
  • Go Turify, SL
  • Headout Inc
  • Klook Travel Technology Limited
  • MAKEMYTRIP PVT. LTD.
  • Manawa by ADRENALINE HUNTER SAS
  • Miki Travel Limited
  • NutmegLabs Inc.
  • Peek Travel Inc
  • Project Expedition
  • Rakuten Group, Inc.
  • Rezdy Pty Limited
  • Thrillophilia
  • Tiqets International BV
  • Traveloka Group
  • Tripadvisor LLC
  • TRYTN, Inc.
  • TUI Group
  • Withlocals BV
  • Xola Inc.
Product Code: MRR-C002B1C99612

The Tours & Activities Reservations Market was valued at USD 185.52 billion in 2025 and is projected to grow to USD 198.99 billion in 2026, with a CAGR of 7.77%, reaching USD 313.33 billion by 2032.

KEY MARKET STATISTICS
Base Year [2025] USD 185.52 billion
Estimated Year [2026] USD 198.99 billion
Forecast Year [2032] USD 313.33 billion
CAGR (%) 7.77%

A clear, contemporary introduction to how evolving traveler expectations and operational dynamics are reshaping tours and activities reservations

The tours and activities reservations ecosystem stands at the intersection of consumer demand for authentic experiences and the commercial imperative to deliver scalable, reliable services. Operators, distribution platforms, and destination partners are navigating a landscape in which expectations for personalization, seamless booking, and safe, memorable delivery continue to rise. Meanwhile, technological enablers such as mobile-first commerce, dynamic fulfillment, and richer content presentation are changing how experiences are discovered, evaluated, and purchased.

Across segments, travel behavior is evolving: travelers seek deeper local immersion for longer trips and curated, time-efficient experiences for shorter visits. This shift requires operators to reconfigure product design, curate modular offerings that can be recombined for different trip types, and invest in guest communication flows that reduce friction from discovery to post-experience feedback. Operational resilience has become a strategic priority as well; the industry must reconcile demand volatility with the need to maintain quality and safety standards.

In this context, strategic clarity matters. Organizations that align product portfolios with clear segmentation logic, invest in distribution agility, and embed data-driven decision making into commercial processes are better positioned to convert interest into sustained bookings. The remainder of this executive summary synthesizes structural shifts, policy impacts, segmentation nuances, regional dynamics, competitive behavior, and pragmatic steps leaders can take to strengthen their position in a changing market.

An authoritative synthesis of the major transformative shifts altering customer journeys, distribution strategies, and operational models in the tours and activities sector

The past several years have produced accelerants that are reshaping the tours and activities landscape in enduring ways. First, digital discovery and booking have moved from optional conveniences to core determinants of commercial success, elevating the importance of real-time availability, credible visual storytelling, and frictionless payment options. Second, personalization at scale has progressed from a marketing aspiration to an operational necessity; customers expect tailored itineraries and communications informed by preferences, trip context, and prior behavior.

Simultaneously, distribution dynamics are fragmenting: direct-to-consumer channels coexist with global distribution platforms and an expanding network of local affiliates and resellers. This multiplicity amplifies both reach and complexity, requiring standardized data schemas, clear attribution models, and robust channel management to avoid margin leakage. Sustainability considerations and regulatory scrutiny are also influencing product design and destination access policies, adding constraints but also opening opportunities for premium, responsibly delivered offerings.

Operationally, businesses are adopting flexible staffing models, modular product architectures, and automated customer service tools to preserve margins while improving experience consistency. Safety protocols remain non-negotiable and are increasingly integrated into marketing narratives as proof points of quality. Taken together, these shifts favor organizations that can synthesize customer intent data, operational capabilities, and strategic partnerships to deliver differentiated experiences at scale.

A comprehensive analysis of how cumulative tariff changes in 2025 have altered procurement, pricing structures, and operational resilience across tours and activities providers

The policy environment in 2025, including tariff adjustments emanating from the United States, has exerted a cumulative influence on the global tours and activities ecosystem by changing cost structures, supplier relationships, and traveler decision-making. Tariffs can increase the cost of imported goods and services that operators rely on for experience delivery, such as specialized equipment, vehicle parts, and digital hardware, prompting operators to reassess procurement strategies and supplier diversification. Faced with higher input costs, many operators have explored local sourcing, equipment leasing, or strategic inventory pooling to mitigate immediate price pressures while preserving service standards.

Beyond direct procurement effects, tariffs reshaped broader cost-of-travel considerations by influencing ancillary components such as transportation pricing and supply chain lead times. These dynamics affected the economics of cross-border experiences, nudging some operators to expand domestic product portfolios and to reconfigure itineraries to rely less on imported consumables. Corporate and group bookings, which are more margin-sensitive, increasingly favored predictable, low-variability offerings that could be stabilized through supplier contracts and dynamic buffer pricing.

From a commercial perspective, distribution partners and platforms adjusted commission structures and promotional investments to reflect evolving operator margins and consumer price sensitivity. In some cases, platforms extended cooperative marketing or payment terms to support key suppliers facing transient cost pressures, which helped preserve inventory breadth for consumers. Credit access and financing options for small and medium operators became more prominent as organizations sought working capital to bridge short-term tariff-driven gaps. Ultimately, the cumulative impact has been to accelerate existing trends toward localization, diversified sourcing, and closer platform-operator collaboration aimed at maintaining competitiveness without sacrificing guest experience.

In-depth segmentation analysis explaining how size, duration, destination, booking channel, and end-user purpose shape commercial and operational strategies for providers

Segmentation begins with traveler group composition and influences product design and marketing priorities. Based on Size, market is studied across Couple, Group, and Solo, and this differentiation determines capacity planning, pricing architecture, and experience scripting. Couples typically prioritize intimacy and personalization, favoring flexible departure times and premium touches; groups emphasize coordination, economy of scale, and streamlined logistics; solo travelers value social access and safety, often choosing experiences that facilitate community building or self-guided autonomy.

Duration of participation also drives offering complexity. Based on Duration of Tour, market is studied across Multi-Day Tours and Single Day Tours, which require distinct operational approaches. Multi-day experiences demand integrated logistics, accommodation partnerships, and stronger cancellation policies, while single-day offerings prioritize high turnover, punctuality, and concise guest journeys that can be delivered reliably multiple times per day.

Destination context shapes both demand and compliance considerations. Based on Destination, market is studied across Domestic and International, where domestic experiences often benefit from lower travel friction and greater spontaneity, and international offerings compete on uniqueness and cultural immersion but must manage visas, cross-border logistics, and elevated pre-trip planning.

Booking channel dynamics determine customer acquisition strategies. Based on Booking Mode, market is studied across Offline and Online, with offline channels retaining importance for certain demographics and corporate bookings, while online channels drive scale through instant confirmation, tailored recommendations, and integrated payments. Each channel carries distinct cost structures and data visibility implications.

End-use segmentation defines purpose-driven product innovation. Based on End-User, market is studied across Corporate, Pilgrimage, and Recreational & Leisure. The Corporate segment is further studied across Conferences and Networking Events, demanding reliability, group coordination, and brand-safe delivery. Pilgrimage experiences require sensitivity to ritual timing, crowd management, and stewardship of culturally significant sites. The Recreational & Leisure segment is further studied across Extended Vacations and Weekend Getaways; extended vacations prioritize deep, multi-day itineraries and premium experiences, while weekend getaways emphasize proximity, convenience, and rapid booking flows. Each of these segmentation lenses interacts, creating hybrid demand pockets that successful operators can target with tailored packages and routing logic.

A focused regional perspective that clarifies how Americas, Europe Middle East & Africa, and Asia-Pacific demand patterns and regulations shape product and channel priorities

Regional dynamics exert a powerful influence on product mix, distribution strategy, and regulatory compliance. In the Americas, mature urban hubs and diverse natural attractions support a broad spectrum of offerings from cultural walking tours to adventure sports, with strong reliance on integrated distribution partners and mobile booking trends. Seasonality patterns and well-developed domestic travel markets incentivize operators to optimize for high-conversion periods and to develop off-peak propositions that leverage local demand.

Across Europe, Middle East & Africa, regulatory frameworks and heritage preservation policies vary substantially, shaping how experiences are designed and marketed. In many EMEA markets, stringent site management rules and local stakeholder expectations require operators to invest in permit acquisition, community engagement, and sustainable capacity management. These obligations, while operationally demanding, can serve as differentiators for operators that demonstrate responsible stewardship and high-quality delivery.

The Asia-Pacific region presents a juxtaposition of rapid demand growth and uneven infrastructure maturity. High-volume source markets in the region create opportunities for scalable, technology-enabled distribution, while destinations with emerging tourism infrastructure present room for product development and capacity building. Cross-border travel corridors in APAC are sensitive to visa policies and low-cost carrier connectivity, affecting the viability of multi-destination itineraries. Overall, regional strategies must be calibrated to local demand rhythms, regulatory realities, and the maturity of digital booking behaviors to unlock commercial potential.

Comprehensive company-centric analysis highlighting how operators and platforms deploy technology, partnerships, and service design to outperform competitors and scale operations

Leading companies in the tours and activities space are increasingly differentiated by their ability to integrate technology with on-the-ground operational excellence. Market leaders invest in booking engines that support complex inventory rules, real-time availability, and rich content syndication to distribution partners. They pair these capabilities with standardized operating procedures and training programs that ensure consistent guest experiences across markets. Strategic partnerships with local suppliers and global distribution platforms enable broader inventory depth without proportional increases in fixed costs.

Smaller operators and niche specialists compete through unique experiences, deep local knowledge, and personalized service. These organizations often adopt lightweight technology stacks and focus on direct or localized channel activation to preserve margins. Meanwhile, distribution platforms and channel aggregators evolve toward value-added services such as deferred payment options, integrated insurance, and bundled cross-sell packages that increase average transaction value and retention.

Across the competitive set, leaders prioritize data governance, customer lifetime value strategies, and loyalty mechanisms that encourage repeat bookings. Investment in experience quality measurement tools, real-time guest feedback loops, and post-experience engagement programs distinguishes firms that sustain higher net promoter scores. Finally, talent development and supplier relationship management remain core capabilities: firms that can standardize onboarding for suppliers and codify service level agreements reduce variability and scale more efficiently.

A pragmatic set of prioritized, actionable recommendations that operators and platforms can implement to strengthen margins, resilience, and customer loyalty in the near term

Leaders should begin by aligning product portfolios to clear segmentation priorities, ensuring offerings match the needs of couples, groups, and solo travelers as well as the unique demands of corporate, pilgrimage, and recreational end-users. This alignment reduces operational complexity and improves marketing ROI by enabling targeted messaging and optimized distribution allocations. Concurrently, invest in modular tour design to enable recombination of core components into single-day and multi-day products that can be priced and fulfilled with consistent margins.

Digitize channel management and standardize data interchange to eliminate friction across offline and online partners. Implement booking APIs, standardized content taxonomies, and real-time availability controls to reduce double-booking risk and to facilitate scalable distribution. Complement these technical investments with cooperative commercial models that align incentives between platforms and suppliers, such as shared marketing funds or performance-based commission tiers.

Strengthen supply resilience by diversifying procurement and adopting local sourcing where feasible to mitigate tariff exposure and supply-chain disruptions. Employ dynamic buffer strategies-such as flexible vendor agreements and scalable staffing pools-to manage demand volatility without eroding customer satisfaction. Simultaneously, differentiate through demonstrable commitments to safety and sustainability, using transparent operational practices and certifications to build trust with both consumers and institutional buyers.

Finally, harness customer data ethically to drive personalization while maintaining privacy standards. Use segmented lifecycle campaigns to increase repeat bookings, and deploy feedback loops that inform continuous product refinement. Leadership should also prioritize scenario planning and cash-flow management to preserve agility in the face of policy shifts and macroeconomic uncertainty.

A transparent explanation of the multi-method research approach combining primary interviews, transactional analysis, and scenario assessment to ensure robust, actionable insights

The research underpinning this report relied on a mixed-methods approach that combined primary qualitative interviews, quantitative booking and consumer behavior analysis, and triangulation with secondary operational sources. Primary work included structured interviews with operators, distribution partners, destination stakeholders, and corporate travel buyers to capture firsthand perspectives on demand patterns, cost pressures, and operational constraints. Complementing interviews, anonymized booking datasets and consumer behavior signals were analyzed to identify transactional trends, channel performance, and cancellation dynamics.

Secondary validation used publicly available operational indicators and reputable industry datasets to check consistency and to provide contextual grounding. Analytical methods included cross-sectional comparison, cohort trend analysis, and scenario-based impact assessment to understand how policy shifts and operational changes propagate through the ecosystem. All findings were subject to internal peer review and consistency checks to ensure robust interpretation and to avoid overreliance on any single data source.

Limitations include variability in reporting standards among small operators and the inherent lag between policy changes and observable market responses. To address this, the methodology emphasized qualitative corroboration and sensitivity testing for key conclusions. Ethical considerations guided the anonymization of primary data and the voluntary nature of interview participation. The result is a rigorous, multi-evidence synthesis designed to inform strategic decision-making while acknowledging areas of uncertainty.

A concise conclusion emphasizing the strategic priorities and execution disciplines required for sustained competitive advantage in tours and activities reservations

The contemporary tours and activities landscape presents both significant opportunities and pronounced operational challenges. Demand is increasingly driven by experiential authenticity and convenience, while distribution fragmentation and policy shifts have complicated the economics of delivery. Successful organizations will be those that translate segmentation clarity into product and channel strategies, invest in interoperable technology, and cultivate resilient supplier networks.

Operational excellence, transparent stewardship of destinations, and a willingness to experiment with commercial partnerships will determine which operators scale without sacrificing quality. The cumulative impacts of regulatory and policy changes underscore the importance of flexibility in procurement and pricing, and they highlight the value of closer collaboration between platforms and suppliers to maintain inventory breadth and consumer choice.

Ultimately, the path forward requires disciplined execution: prioritize initiatives that deliver the clearest operational leverage, protect guest experience, and enable rapid response to external shocks. With purposeful strategy and timely investment, leaders can convert current disruption into sustained competitive advantage.

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. Tours & Activities Reservations Market, by Size

  • 8.1. Couple
  • 8.2. Group
  • 8.3. Solo

9. Tours & Activities Reservations Market, by Duration of Tour

  • 9.1. Multi-Day Tours
  • 9.2. Single Day Tours

10. Tours & Activities Reservations Market, by Destination

  • 10.1. Domestic
  • 10.2. International

11. Tours & Activities Reservations Market, by Booking Mode

  • 11.1. Offline
  • 11.2. Online

12. Tours & Activities Reservations Market, by End-User

  • 12.1. Corporate
    • 12.1.1. Conferences
    • 12.1.2. Networking Events
  • 12.2. Pilgrimage
  • 12.3. Recreational & Leisure
    • 12.3.1. Extended Vacations
    • 12.3.2. Weekend Getaways

13. Tours & Activities Reservations Market, by Region

  • 13.1. Americas
    • 13.1.1. North America
    • 13.1.2. Latin America
  • 13.2. Europe, Middle East & Africa
    • 13.2.1. Europe
    • 13.2.2. Middle East
    • 13.2.3. Africa
  • 13.3. Asia-Pacific

14. Tours & Activities Reservations Market, by Group

  • 14.1. ASEAN
  • 14.2. GCC
  • 14.3. European Union
  • 14.4. BRICS
  • 14.5. G7
  • 14.6. NATO

15. Tours & Activities Reservations Market, by Country

  • 15.1. United States
  • 15.2. Canada
  • 15.3. Mexico
  • 15.4. Brazil
  • 15.5. United Kingdom
  • 15.6. Germany
  • 15.7. France
  • 15.8. Russia
  • 15.9. Italy
  • 15.10. Spain
  • 15.11. China
  • 15.12. India
  • 15.13. Japan
  • 15.14. Australia
  • 15.15. South Korea

16. United States Tours & Activities Reservations Market

17. China Tours & Activities Reservations Market

18. Competitive Landscape

  • 18.1. Market Concentration Analysis, 2025
    • 18.1.1. Concentration Ratio (CR)
    • 18.1.2. Herfindahl Hirschman Index (HHI)
  • 18.2. Recent Developments & Impact Analysis, 2025
  • 18.3. Product Portfolio Analysis, 2025
  • 18.4. Benchmarking Analysis, 2025
  • 18.5. Airbnb, Inc.
  • 18.6. bookingkit GmbH
  • 18.7. CIVITATIS TOURS S.L.
  • 18.8. Expedia, Inc.
  • 18.9. FareHarbor B.V.
  • 18.10. GetYourGuide Deutschland GmbH
  • 18.11. Go Turify, S.L.
  • 18.12. Headout Inc
  • 18.13. Klook Travel Technology Limited
  • 18.14. MAKEMYTRIP PVT. LTD.
  • 18.15. Manawa by ADRENALINE HUNTER SAS
  • 18.16. Miki Travel Limited
  • 18.17. NutmegLabs Inc.
  • 18.18. Peek Travel Inc
  • 18.19. Project Expedition
  • 18.20. Rakuten Group, Inc.
  • 18.21. Rezdy Pty Limited
  • 18.22. Thrillophilia
  • 18.23. Tiqets International B.V.
  • 18.24. Traveloka Group
  • 18.25. Tripadvisor LLC
  • 18.26. TRYTN, Inc.
  • 18.27. TUI Group
  • 18.28. Withlocals B.V.
  • 18.29. Xola Inc.

LIST OF FIGURES

  • FIGURE 1. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)
  • FIGURE 2. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SHARE, BY KEY PLAYER, 2025
  • FIGURE 3. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET, FPNV POSITIONING MATRIX, 2025
  • FIGURE 4. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 5. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 6. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 7. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 8. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 9. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY REGION, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 10. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY GROUP, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 11. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2025 VS 2026 VS 2032 (USD MILLION)
  • FIGURE 12. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)
  • FIGURE 13. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)

LIST OF TABLES

  • TABLE 1. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 2. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 3. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUPLE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 4. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUPLE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 5. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUPLE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 6. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY GROUP, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 7. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY GROUP, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 8. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY GROUP, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 9. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SOLO, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 10. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SOLO, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 11. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SOLO, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 12. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 13. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY MULTI-DAY TOURS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 14. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY MULTI-DAY TOURS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 15. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY MULTI-DAY TOURS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 16. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SINGLE DAY TOURS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 17. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SINGLE DAY TOURS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 18. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SINGLE DAY TOURS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 19. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 20. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DOMESTIC, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 21. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DOMESTIC, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 22. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DOMESTIC, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 23. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY INTERNATIONAL, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 24. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY INTERNATIONAL, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 25. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY INTERNATIONAL, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 26. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 27. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY OFFLINE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 28. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY OFFLINE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 29. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY OFFLINE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 30. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY ONLINE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 31. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY ONLINE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 32. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY ONLINE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 33. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 34. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 35. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 36. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 37. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 38. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CONFERENCES, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 39. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CONFERENCES, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 40. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CONFERENCES, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 41. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY NETWORKING EVENTS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 42. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY NETWORKING EVENTS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 43. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY NETWORKING EVENTS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 44. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY PILGRIMAGE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 45. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY PILGRIMAGE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 46. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY PILGRIMAGE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 47. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 48. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 49. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 50. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 51. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY EXTENDED VACATIONS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 52. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY EXTENDED VACATIONS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 53. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY EXTENDED VACATIONS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 54. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY WEEKEND GETAWAYS, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 55. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY WEEKEND GETAWAYS, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 56. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY WEEKEND GETAWAYS, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 57. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY REGION, 2018-2032 (USD MILLION)
  • TABLE 58. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SUBREGION, 2018-2032 (USD MILLION)
  • TABLE 59. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 60. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 61. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 62. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 63. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 64. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 65. AMERICAS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 66. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 67. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 68. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 69. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 70. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 71. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 72. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 73. NORTH AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 74. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 75. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 76. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 77. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 78. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 79. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 80. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 81. LATIN AMERICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 82. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SUBREGION, 2018-2032 (USD MILLION)
  • TABLE 83. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 84. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 85. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 86. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 87. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 88. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 89. EUROPE, MIDDLE EAST & AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 90. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 91. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 92. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 93. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 94. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 95. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 96. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 97. EUROPE TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 98. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 99. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 100. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 101. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 102. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 103. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 104. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 105. MIDDLE EAST TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 106. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 107. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 108. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 109. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 110. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 111. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 112. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 113. AFRICA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 114. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 115. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 116. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 117. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 118. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 119. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 120. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 121. ASIA-PACIFIC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 122. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY GROUP, 2018-2032 (USD MILLION)
  • TABLE 123. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 124. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 125. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 126. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 127. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 128. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 129. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 130. ASEAN TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 131. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 132. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 133. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 134. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 135. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 136. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 137. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 138. GCC TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 139. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 140. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 141. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 142. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 143. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 144. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 145. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 146. EUROPEAN UNION TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 147. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 148. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 149. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 150. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 151. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 152. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 153. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 154. BRICS TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 155. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 156. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 157. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 158. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 159. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 160. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 161. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 162. G7 TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 163. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 164. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 165. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 166. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 167. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 168. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 169. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 170. NATO TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 171. GLOBAL TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY COUNTRY, 2018-2032 (USD MILLION)
  • TABLE 172. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 173. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 174. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 175. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 176. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 177. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 178. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 179. UNITED STATES TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)
  • TABLE 180. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, 2018-2032 (USD MILLION)
  • TABLE 181. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY SIZE, 2018-2032 (USD MILLION)
  • TABLE 182. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DURATION OF TOUR, 2018-2032 (USD MILLION)
  • TABLE 183. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY DESTINATION, 2018-2032 (USD MILLION)
  • TABLE 184. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY BOOKING MODE, 2018-2032 (USD MILLION)
  • TABLE 185. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY END-USER, 2018-2032 (USD MILLION)
  • TABLE 186. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY CORPORATE, 2018-2032 (USD MILLION)
  • TABLE 187. CHINA TOURS & ACTIVITIES RESERVATIONS MARKET SIZE, BY RECREATIONAL & LEISURE, 2018-2032 (USD MILLION)