Hyderabad, Friday, 7 November 2025.
Mordor Intelligence published this Friday forecasts the global amusement-park market will reach USD 101.2 billion by 2030, driven by rising middle‑class disposable income, tourism rebound and technology-led guest experiences such as AR/VR, trackless dark rides and immersive storytelling. For retail and operator executives the headline signals continued capital deployment into themed IP, ride and show technology, and resort-scale mixed‑use development, while also foreshadowing intensified competitive pressure in China and faster growth in Asia‑Pacific. Operators should prioritize guest‑experience differentiation, yield management and operational resilience: expect wider adoption of dynamic pricing, integrated merchandising and hotel assets to lift per‑capita spend. Major regional players cited—Fantawild, OCT Parks (Happy Valley) and Compagnie des Alpes—illustrate the spectrum from domestic scale to IP‑driven resort models. In short, the forecast points to steady market expansion to 2030 and a strategic shift from capacity buildout to monetizing richer, tech‑enabled guest journeys. Prepare investment cases that prioritize experience ROI.
Market headline and growth math
Mordor Intelligence’s forecast published this Friday projects the global amusement‑parks market to rise from USD 80.51 billion in 2025 to USD 101.20 billion by 2030, a figure the report ties to rising middle‑class disposable income, tourism recovery and technology‑led guest experiences such as AR/VR and immersive dark rides [1]. That headline implies a nominal market expansion of 25.699 percent between the two reported points, using the report’s own base and end values [1].
Why operators should prioritise experience investments
The report explicitly connects growth to investments in immersive and themed attractions—examples cited include AR/VR, trackless dark rides and storytelling‑led environments—signalling that capital allocation should tilt from raw capacity builds to technology and IP‑driven guest experiences that lift per‑capita spend and dwell time [1]. For executives weighing investment cases, the market narrative in the report points toward prioritising spend on ride/show technology, integrated merchandising and hotel/resort assets that convert attendance into higher ancillary revenues [1].
Revenue management and operational resilience as strategic levers
Mordor Intelligence highlights operators’ increasing adoption of dynamic pricing systems to manage demand, optimise throughput and protect yields—advice that implies a stronger emphasis on revenue‑management capabilities, yield analytics and flexible ticketing platforms as competitive necessities [1]. The same section of the report flags renewed demand for outdoor leisure and the need for operational resilience—investment areas that include staffing models, predictive maintenance for attractions and guest‑flow management tools to sustain experience quality under higher utilisation [1].
Regional context: Asia‑Pacific momentum and competitive implications
The research identifies Asia‑Pacific as the fastest‑growing regional market for the 2025–2030 horizon, underscoring why operators and investors should target the region for growth capital and partnerships [1]. That regional momentum, coupled with the report’s broader growth forecast, suggests intensified competitive pressure in markets where local operators scale quickly; however, specific claims about named regional operators or their strategic positioning were not substantiated in the provided press release and are therefore not asserted here [1][alert! ‘no source provided to confirm mention of Fantawild, OCT Parks or Compagnie des Alpes in the cited press release’].
Implications for dealmaking and capex planning
For M&A and investment teams, the forecast is an explicit signal that themed IP integration, show‑system upgrades and resort‑scale mixed‑use developments remain priority use cases for deployed capital—areas the report lists as growth drivers and revenue sources alongside hotels, food & beverage and merchandise [1]. Investors should therefore model return scenarios that emphasise experience ROI (guest spend uplift per visit), and stress‑test valuations using dynamic pricing and ancillary‑revenue sensitivities that the report identifies as growing levers for operator profitability [1].
Bronnen