Amusement Rides Market by Ride Type (Dark Ride, Family Ride, Kiddie Ride), Operation Mode (Portable, Stationary), Construction Material, Installation Location, End User - Global Forecast 2025-2032
Description
The Amusement Rides Market was valued at USD 28.41 billion in 2024 and is projected to grow to USD 30.59 billion in 2025, with a CAGR of 7.72%, reaching USD 51.53 billion by 2032.
A forward-looking orientation that frames how guest expectations, engineering advances, and safety governance are reshaping strategic priorities across the amusement rides ecosystem
The contemporary amusement rides environment is at once familiar and profoundly transformed, driven by converging forces in consumer expectations, engineering innovation, and regulatory scrutiny. Operators now prioritize immersive guest experiences that balance thrill and safety, while manufacturers innovate across ride mechanics, materials, and digital integration. Safety protocols and maintenance regimes have become more systematized and data-driven, creating new roles and vendor partnerships that did not exist a decade ago. Meanwhile, end users are demanding greater accessibility and diversified programming that supports repeat visitation and extended dwell times.
Transitioning from legacy operating models, stakeholders have had to integrate multidisciplinary expertise spanning ride design, structural engineering, software systems, and experiential storytelling. Investment decisions increasingly weigh whole-life costs and guest throughput alongside headline-grabbing novelty. As a result, the sector exhibits both resilience and complexity: resilience in its capacity to adapt technologies from adjacent industries, and complexity in managing a broader stakeholder set that includes regulators, insurers, communities, and corporate investors. This introduction establishes the context for subsequent sections by framing the strategic tensions that leaders must reconcile-innovation versus safety, capital intensity versus return on experience, and localized operations versus global supply chains.
Rapid redefinition of product, operational and regulatory landscapes driven by immersive technology integration, materials innovation, and lifecycle service models
Current shifts in the amusement rides landscape are transformative in scope, driven by technical advances, heightened consumer demand for immersive storytelling, and a reconfiguration of supply chains. Ride designers are increasingly blending mechanical innovation with digital augmentation, creating hybrid experiences that combine traditional roller coaster dynamics with projection, VR/AR overlays, and synchronized multimedia. Simultaneously, materials science improvements-particularly in composites and advanced steels-are enabling longer spans, lighter structures, and more efficient maintenance regimes.
Regulatory frameworks and certification processes are also evolving in parallel, responding to both higher safety expectations and the introduction of novel ride modalities. These regulatory changes are prompting tighter collaboration between manufacturers and operators to ensure compliance from design through to operation. At the same time, business models are shifting: operators seek modular, upgradable assets that can be refreshed without full replacement, and manufacturers are offering lifecycle services and digital monitoring as bundled value propositions. Consumer behavior is influencing product design as well, with families seeking multi-generational offerings and thrill seekers demanding higher-intensity yet safer experiences. Collectively, these shifts are accelerating a cycle of innovation that rewards cross-disciplinary partnerships and operational agility.
How recent tariff measures are prompting procurement redesign, near-shoring considerations, design-for-manufacture adaptations, and capital allocation shifts across the supply chain
The imposition of new tariffs affecting components, raw materials, and finished ride systems has introduced a substantive operational pressure point for manufacturers, integrators, and park operators. Increased import duties raise the landed cost of specialized components such as electronic control systems, precision bearings, and custom-fabricated steel sections, which in turn compresses manufacturer margins and alters procurement strategies. In response, procurement teams are revisiting supplier portfolios to identify near-shore manufacturers and regional fabrication partners capable of meeting technical tolerances without compromising safety or delivery timelines.
Moreover, tariff-induced input cost volatility has encouraged a reevaluation of design decisions, particularly with respect to material choice and modularity. Manufacturers are prioritizing design-for-manufacture approaches that reduce dependence on tariff-exposed inputs, while operators are seeking retrofit-friendly solutions that extend asset life and spread capital expenditure over longer cycles. Financial planning functions within operators and vendors are likewise adapting: more conservative capex phasing, greater use of leasing and financing arrangements, and tighter management of inventory and lead times. In addition, tariffs have sharpened interest in vertically integrated strategies, where firms seek to internalize key manufacturing capabilities to secure supply and control costs, albeit at the expense of higher fixed capital requirements. These dynamics collectively reshape tender criteria, vendor selection, and long-term capital planning across the industry.
Actionable segmentation insights that align ride type, end-user environment, operation mode, construction material, and installation location with product and service strategies
A nuanced understanding of market segmentation is essential for aligning product development, sales strategies, and operational planning. When examined by ride type, the landscape encompasses Dark Ride, Family Ride, Kiddie Ride, Roller Coaster, Simulator Ride, Thrill Ride, and Water Ride, with Family Ride further defined by Carousels, Ferris Wheels, Observation Towers, and Train Rides, Roller Coaster differentiated between Steel Coaster and Wooden Coaster, and Water Ride segmented into Flume Rides, River Rapids, and Water Slides. These distinctions inform design priorities, safety protocols, guest throughput expectations, and maintenance regimes.
From the perspective of end users, assets are deployed within Amusement Park, Family Entertainment Center, Theme Park, and Water Park contexts, where Water Parks are further categorized into Indoor Water Park, Public Water Park, and Resort Water Park, each with unique climatic, staffing, and seasonal considerations. Operation mode segmentation divides offerings into Portable and Stationary modalities, a distinction that affects certification, transport logistics, and lifecycle depreciation. Construction material choices-Composite, Steel, and Wooden-carry implications for durability, maintenance intensity, and capital replacement cycles. Finally, installation location-Indoor versus Outdoor-shapes weatherproofing requirements, acoustics, and guest comfort interventions. Integrating these segmentation lenses enables stakeholders to design product roadmaps, after-sales services, and financing options that align with the operational realities and value drivers of each market niche.
Taken together, these segmentation vectors reveal clear patterns: family-oriented experiences emphasize throughput and accessibility; thrill and coaster investments prioritize structural fatigue management and sensorized maintenance; water-based attractions demand rigorous water treatment and lifeguard integration protocols; and portable systems require streamlined certification and rapid assembly procedures. Decision-makers should therefore tailor offerings and commercial terms to the specific risk profile, regulatory environment, and guest expectations inherent to each segment.
How divergent regional demand dynamics and regulatory regimes are reshaping sourcing strategies, refurbishment opportunities, and localized go-to-market priorities
Regional dynamics materially influence demand drivers, regulatory expectations, supply chain configurations, and talent availability across the amusement rides domain. The Americas demonstrate mature operational ecosystems where aging assets create steady opportunities for refurbishment and technology retrofits, while North American regulatory frameworks emphasize documented maintenance regimes and certified training for operational staff. Transitioning to Europe, Middle East & Africa, a mosaic of regulatory regimes and investment appetites creates both complexity and opportunity, with certain markets prioritizing localized manufacturing content and others focusing on destination-level investments that integrate tourism and hospitality.
In the Asia-Pacific region, rapid urbanization and growing middle-class leisure spend are driving large-scale theme and water park development, with a strong appetite for marquee attractions and novel experiential formats. Supply chain proximity to advanced fabrication centers in parts of Asia supports competitive sourcing but also concentrates exposure to regional trade policies and logistical risks. Operators and manufacturers must therefore adopt regionally tailored strategies: in the Americas, emphasize lifecycle services and compliance solutions; in Europe, Middle East & Africa, focus on regulatory navigation and project management capabilities; and in Asia-Pacific, accelerate capacity to deliver high-impact, culturally resonant attractions while managing rapid construction schedules. These regional distinctions should guide network planning, local partnerships, and talent development strategies.
Competitive differentiation through integrated lifecycle services, predictive maintenance deployment, and strategic vertical and technology partnerships that sustain long-term value
Leading companies across design, manufacturing, and operations are differentiating through integrated service models, digital monitoring, and collaborative partnerships with park operators and specialized constructors. Market leaders are investing in predictive maintenance platforms that aggregate sensor data to reduce unplanned downtime and extend asset life, while others focus on modular ride architectures that allow for feature upgrades without full asset replacement. Strategic alliances between technology providers and traditional ride manufacturers are creating hybrid propositions that pair mechanical reliability with software-driven guest experiences.
In parallel, several firms are pursuing vertical integration to mitigate supply chain disruption, consolidating fabrication capabilities or forming long-term procurement agreements with steel and composite suppliers. On the operational front, leading park operators are adopting centralized asset management systems and training academies to standardize safety practices across multi-site portfolios. Partnerships with third-party service providers-covering commissioning, regulatory compliance, and training-are emerging as a pragmatic route to scale best practices. Ultimately, firms that combine technical excellence, service-oriented commercial models, and a willingness to co-invest in lifecycle solutions are best positioned to capture long-term value and sustain competitive differentiation.
Practical strategic actions for leaders to secure resilience and competitive advantage through modular design, sourcing diversification, and lifecycle service monetization
Industry leaders should pursue a three-pronged strategic agenda that balances product innovation, supply chain resilience, and customer-centric service models. First, prioritize modular and upgradeable design principles that allow attractions to be refreshed with lower capital outlay, thereby increasing asset utilization and responsiveness to shifting guest preferences. Design teams should embed maintainability and sensorization from the outset, enabling predictive maintenance regimes and real-world performance feedback loops. Second, develop a risk-mitigated sourcing strategy that reduces exposure to tariff volatility by diversifying supplier bases, exploring near-shore fabrication, and qualifying alternative materials with comparable safety and lifecycle properties.
Third, strengthen commercial offerings with lifecycle service bundles that include training, certification support, digital monitoring, and scheduled refurbishments. Operators should negotiate contractual terms that align incentives for uptime and safety, while manufacturers can structure service agreements that create recurring revenue and deeper client engagement. Additionally, invest in workforce development programs to close skills gaps in specialized maintenance and control systems, and cultivate stronger relationships with regulators through proactive compliance initiatives and transparent reporting. By executing on these strategic priorities, leaders will increase operational resilience, enhance guest satisfaction, and create defensible advantage in an increasingly complex market.
A robust mixed-methods approach combining stakeholder interviews, triangulated secondary analysis, and segmentation-driven scenario testing to ensure practical relevance and validity
The research methodology underpinning this analysis combined qualitative and quantitative techniques to ensure robustness and practical relevance. Primary inputs included structured interviews with industry stakeholders across design, manufacturing, operations, and regulatory roles to capture real-world constraints and emergent practices. Secondary analysis synthesized technical standards, safety guidelines, and publicly available industry literature to ground interpretations in accepted norms and statutory requirements. Cross-validation occurred through triangulation: insights from operators were compared with manufacturer perspectives and technical documentation to identify consistent themes and reconcile divergent views.
Analytical rigor was upheld by disaggregating findings across relevant segmentation axes-ride type, end user, operation mode, construction material, and installation location-and by applying scenario analysis to assess potential operational responses to tariff pressures and regional regulatory shifts. Wherever possible, the study prioritized observable industry behaviors and documented initiatives over speculative forecasting, emphasizing actionable implications for procurement, design, and lifecycle management. Limitations were acknowledged and addressed through sensitivity checks and an emphasis on practical recommendations suited to the current operating environment.
Concluding synthesis emphasizing decisive leadership, cross-value-chain collaboration, and pragmatic investments to harness technological and operational transformations
In summary, the amusement rides ecosystem is navigating a period of substantive transformation characterized by technological convergence, evolving regulatory expectations, and supply chain recalibration. Operators and manufacturers face a strategic inflection point where design choices, procurement strategies, and service models will determine long-term competitiveness. Embracing modularity and sensor-enabled maintenance, diversifying sourcing to mitigate tariff and logistical risks, and packaging lifecycle services as part of core commercial propositions will be essential actions for organizations seeking sustainable advantage.
Looking ahead, collaboration across the value chain-between designers, fabricators, operators, and regulators-will accelerate the adoption of best practices and unlock efficiencies that benefit safety, guest experience, and commercial performance. Firms that invest in skills, digital capabilities, and resilient sourcing will be better positioned to capitalize on growth opportunities while managing downside risks. This conclusion underscores the imperative for decisive, informed action that aligns product innovation with pragmatic operational disciplines.
Note: PDF & Excel + Online Access - 1 Year
A forward-looking orientation that frames how guest expectations, engineering advances, and safety governance are reshaping strategic priorities across the amusement rides ecosystem
The contemporary amusement rides environment is at once familiar and profoundly transformed, driven by converging forces in consumer expectations, engineering innovation, and regulatory scrutiny. Operators now prioritize immersive guest experiences that balance thrill and safety, while manufacturers innovate across ride mechanics, materials, and digital integration. Safety protocols and maintenance regimes have become more systematized and data-driven, creating new roles and vendor partnerships that did not exist a decade ago. Meanwhile, end users are demanding greater accessibility and diversified programming that supports repeat visitation and extended dwell times.
Transitioning from legacy operating models, stakeholders have had to integrate multidisciplinary expertise spanning ride design, structural engineering, software systems, and experiential storytelling. Investment decisions increasingly weigh whole-life costs and guest throughput alongside headline-grabbing novelty. As a result, the sector exhibits both resilience and complexity: resilience in its capacity to adapt technologies from adjacent industries, and complexity in managing a broader stakeholder set that includes regulators, insurers, communities, and corporate investors. This introduction establishes the context for subsequent sections by framing the strategic tensions that leaders must reconcile-innovation versus safety, capital intensity versus return on experience, and localized operations versus global supply chains.
Rapid redefinition of product, operational and regulatory landscapes driven by immersive technology integration, materials innovation, and lifecycle service models
Current shifts in the amusement rides landscape are transformative in scope, driven by technical advances, heightened consumer demand for immersive storytelling, and a reconfiguration of supply chains. Ride designers are increasingly blending mechanical innovation with digital augmentation, creating hybrid experiences that combine traditional roller coaster dynamics with projection, VR/AR overlays, and synchronized multimedia. Simultaneously, materials science improvements-particularly in composites and advanced steels-are enabling longer spans, lighter structures, and more efficient maintenance regimes.
Regulatory frameworks and certification processes are also evolving in parallel, responding to both higher safety expectations and the introduction of novel ride modalities. These regulatory changes are prompting tighter collaboration between manufacturers and operators to ensure compliance from design through to operation. At the same time, business models are shifting: operators seek modular, upgradable assets that can be refreshed without full replacement, and manufacturers are offering lifecycle services and digital monitoring as bundled value propositions. Consumer behavior is influencing product design as well, with families seeking multi-generational offerings and thrill seekers demanding higher-intensity yet safer experiences. Collectively, these shifts are accelerating a cycle of innovation that rewards cross-disciplinary partnerships and operational agility.
How recent tariff measures are prompting procurement redesign, near-shoring considerations, design-for-manufacture adaptations, and capital allocation shifts across the supply chain
The imposition of new tariffs affecting components, raw materials, and finished ride systems has introduced a substantive operational pressure point for manufacturers, integrators, and park operators. Increased import duties raise the landed cost of specialized components such as electronic control systems, precision bearings, and custom-fabricated steel sections, which in turn compresses manufacturer margins and alters procurement strategies. In response, procurement teams are revisiting supplier portfolios to identify near-shore manufacturers and regional fabrication partners capable of meeting technical tolerances without compromising safety or delivery timelines.
Moreover, tariff-induced input cost volatility has encouraged a reevaluation of design decisions, particularly with respect to material choice and modularity. Manufacturers are prioritizing design-for-manufacture approaches that reduce dependence on tariff-exposed inputs, while operators are seeking retrofit-friendly solutions that extend asset life and spread capital expenditure over longer cycles. Financial planning functions within operators and vendors are likewise adapting: more conservative capex phasing, greater use of leasing and financing arrangements, and tighter management of inventory and lead times. In addition, tariffs have sharpened interest in vertically integrated strategies, where firms seek to internalize key manufacturing capabilities to secure supply and control costs, albeit at the expense of higher fixed capital requirements. These dynamics collectively reshape tender criteria, vendor selection, and long-term capital planning across the industry.
Actionable segmentation insights that align ride type, end-user environment, operation mode, construction material, and installation location with product and service strategies
A nuanced understanding of market segmentation is essential for aligning product development, sales strategies, and operational planning. When examined by ride type, the landscape encompasses Dark Ride, Family Ride, Kiddie Ride, Roller Coaster, Simulator Ride, Thrill Ride, and Water Ride, with Family Ride further defined by Carousels, Ferris Wheels, Observation Towers, and Train Rides, Roller Coaster differentiated between Steel Coaster and Wooden Coaster, and Water Ride segmented into Flume Rides, River Rapids, and Water Slides. These distinctions inform design priorities, safety protocols, guest throughput expectations, and maintenance regimes.
From the perspective of end users, assets are deployed within Amusement Park, Family Entertainment Center, Theme Park, and Water Park contexts, where Water Parks are further categorized into Indoor Water Park, Public Water Park, and Resort Water Park, each with unique climatic, staffing, and seasonal considerations. Operation mode segmentation divides offerings into Portable and Stationary modalities, a distinction that affects certification, transport logistics, and lifecycle depreciation. Construction material choices-Composite, Steel, and Wooden-carry implications for durability, maintenance intensity, and capital replacement cycles. Finally, installation location-Indoor versus Outdoor-shapes weatherproofing requirements, acoustics, and guest comfort interventions. Integrating these segmentation lenses enables stakeholders to design product roadmaps, after-sales services, and financing options that align with the operational realities and value drivers of each market niche.
Taken together, these segmentation vectors reveal clear patterns: family-oriented experiences emphasize throughput and accessibility; thrill and coaster investments prioritize structural fatigue management and sensorized maintenance; water-based attractions demand rigorous water treatment and lifeguard integration protocols; and portable systems require streamlined certification and rapid assembly procedures. Decision-makers should therefore tailor offerings and commercial terms to the specific risk profile, regulatory environment, and guest expectations inherent to each segment.
How divergent regional demand dynamics and regulatory regimes are reshaping sourcing strategies, refurbishment opportunities, and localized go-to-market priorities
Regional dynamics materially influence demand drivers, regulatory expectations, supply chain configurations, and talent availability across the amusement rides domain. The Americas demonstrate mature operational ecosystems where aging assets create steady opportunities for refurbishment and technology retrofits, while North American regulatory frameworks emphasize documented maintenance regimes and certified training for operational staff. Transitioning to Europe, Middle East & Africa, a mosaic of regulatory regimes and investment appetites creates both complexity and opportunity, with certain markets prioritizing localized manufacturing content and others focusing on destination-level investments that integrate tourism and hospitality.
In the Asia-Pacific region, rapid urbanization and growing middle-class leisure spend are driving large-scale theme and water park development, with a strong appetite for marquee attractions and novel experiential formats. Supply chain proximity to advanced fabrication centers in parts of Asia supports competitive sourcing but also concentrates exposure to regional trade policies and logistical risks. Operators and manufacturers must therefore adopt regionally tailored strategies: in the Americas, emphasize lifecycle services and compliance solutions; in Europe, Middle East & Africa, focus on regulatory navigation and project management capabilities; and in Asia-Pacific, accelerate capacity to deliver high-impact, culturally resonant attractions while managing rapid construction schedules. These regional distinctions should guide network planning, local partnerships, and talent development strategies.
Competitive differentiation through integrated lifecycle services, predictive maintenance deployment, and strategic vertical and technology partnerships that sustain long-term value
Leading companies across design, manufacturing, and operations are differentiating through integrated service models, digital monitoring, and collaborative partnerships with park operators and specialized constructors. Market leaders are investing in predictive maintenance platforms that aggregate sensor data to reduce unplanned downtime and extend asset life, while others focus on modular ride architectures that allow for feature upgrades without full asset replacement. Strategic alliances between technology providers and traditional ride manufacturers are creating hybrid propositions that pair mechanical reliability with software-driven guest experiences.
In parallel, several firms are pursuing vertical integration to mitigate supply chain disruption, consolidating fabrication capabilities or forming long-term procurement agreements with steel and composite suppliers. On the operational front, leading park operators are adopting centralized asset management systems and training academies to standardize safety practices across multi-site portfolios. Partnerships with third-party service providers-covering commissioning, regulatory compliance, and training-are emerging as a pragmatic route to scale best practices. Ultimately, firms that combine technical excellence, service-oriented commercial models, and a willingness to co-invest in lifecycle solutions are best positioned to capture long-term value and sustain competitive differentiation.
Practical strategic actions for leaders to secure resilience and competitive advantage through modular design, sourcing diversification, and lifecycle service monetization
Industry leaders should pursue a three-pronged strategic agenda that balances product innovation, supply chain resilience, and customer-centric service models. First, prioritize modular and upgradeable design principles that allow attractions to be refreshed with lower capital outlay, thereby increasing asset utilization and responsiveness to shifting guest preferences. Design teams should embed maintainability and sensorization from the outset, enabling predictive maintenance regimes and real-world performance feedback loops. Second, develop a risk-mitigated sourcing strategy that reduces exposure to tariff volatility by diversifying supplier bases, exploring near-shore fabrication, and qualifying alternative materials with comparable safety and lifecycle properties.
Third, strengthen commercial offerings with lifecycle service bundles that include training, certification support, digital monitoring, and scheduled refurbishments. Operators should negotiate contractual terms that align incentives for uptime and safety, while manufacturers can structure service agreements that create recurring revenue and deeper client engagement. Additionally, invest in workforce development programs to close skills gaps in specialized maintenance and control systems, and cultivate stronger relationships with regulators through proactive compliance initiatives and transparent reporting. By executing on these strategic priorities, leaders will increase operational resilience, enhance guest satisfaction, and create defensible advantage in an increasingly complex market.
A robust mixed-methods approach combining stakeholder interviews, triangulated secondary analysis, and segmentation-driven scenario testing to ensure practical relevance and validity
The research methodology underpinning this analysis combined qualitative and quantitative techniques to ensure robustness and practical relevance. Primary inputs included structured interviews with industry stakeholders across design, manufacturing, operations, and regulatory roles to capture real-world constraints and emergent practices. Secondary analysis synthesized technical standards, safety guidelines, and publicly available industry literature to ground interpretations in accepted norms and statutory requirements. Cross-validation occurred through triangulation: insights from operators were compared with manufacturer perspectives and technical documentation to identify consistent themes and reconcile divergent views.
Analytical rigor was upheld by disaggregating findings across relevant segmentation axes-ride type, end user, operation mode, construction material, and installation location-and by applying scenario analysis to assess potential operational responses to tariff pressures and regional regulatory shifts. Wherever possible, the study prioritized observable industry behaviors and documented initiatives over speculative forecasting, emphasizing actionable implications for procurement, design, and lifecycle management. Limitations were acknowledged and addressed through sensitivity checks and an emphasis on practical recommendations suited to the current operating environment.
Concluding synthesis emphasizing decisive leadership, cross-value-chain collaboration, and pragmatic investments to harness technological and operational transformations
In summary, the amusement rides ecosystem is navigating a period of substantive transformation characterized by technological convergence, evolving regulatory expectations, and supply chain recalibration. Operators and manufacturers face a strategic inflection point where design choices, procurement strategies, and service models will determine long-term competitiveness. Embracing modularity and sensor-enabled maintenance, diversifying sourcing to mitigate tariff and logistical risks, and packaging lifecycle services as part of core commercial propositions will be essential actions for organizations seeking sustainable advantage.
Looking ahead, collaboration across the value chain-between designers, fabricators, operators, and regulators-will accelerate the adoption of best practices and unlock efficiencies that benefit safety, guest experience, and commercial performance. Firms that invest in skills, digital capabilities, and resilient sourcing will be better positioned to capitalize on growth opportunities while managing downside risks. This conclusion underscores the imperative for decisive, informed action that aligns product innovation with pragmatic operational disciplines.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
180 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of augmented reality experiences in roller coasters to enhance rider engagement and immersion
- 5.2. Implementation of advanced roller coaster magnetic launch systems to reduce maintenance costs and increase efficiency
- 5.3. Growing adoption of eco-friendly sustainable materials and energy efficient technologies in ride manufacturing
- 5.4. Expansion of interactive water park attractions featuring smart wearable technologies and personalized user experiences
- 5.5. Increasing focus on multi-sensory dark ride attractions with dynamic storytelling and customizable effects
- 5.6. Rising trend of modular ride designs enabling operators to reconfigure attractions for seasonal or themed events
- 5.7. Development of virtual queueing and contactless entry systems to optimize guest flow and improve safety measures
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Amusement Rides Market, by Ride Type
- 8.1. Dark Ride
- 8.2. Family Ride
- 8.2.1. Carousels
- 8.2.2. Ferris Wheels
- 8.2.3. Observation Towers
- 8.2.4. Train Rides
- 8.3. Kiddie Ride
- 8.4. Roller Coaster
- 8.4.1. Steel Coaster
- 8.4.2. Wooden Coaster
- 8.5. Simulator Ride
- 8.6. Thrill Ride
- 8.7. Water Ride
- 8.7.1. Flume Rides
- 8.7.2. River Rapids
- 8.7.3. Water Slides
- 9. Amusement Rides Market, by Operation Mode
- 9.1. Portable
- 9.2. Stationary
- 10. Amusement Rides Market, by Construction Material
- 10.1. Composite
- 10.2. Steel
- 10.3. Wooden
- 11. Amusement Rides Market, by Installation Location
- 11.1. Indoor
- 11.2. Outdoor
- 12. Amusement Rides Market, by End User
- 12.1. Amusement Park
- 12.2. Family Entertainment Center
- 12.3. Theme Park
- 12.4. Water Park
- 12.4.1. Indoor Water Park
- 12.4.2. Public Water Park
- 12.4.3. Resort Water Park
- 13. Amusement Rides 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. Amusement Rides Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Amusement Rides 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. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. ABC Engineering AG
- 16.3.2. Amusement Devices Manufacturing, LLC
- 16.3.3. Antonio Zamperla S.p.A.
- 16.3.4. Bolliger & Mabillard Inc.
- 16.3.5. Chance Rides, LLC
- 16.3.6. Fabbri Group
- 16.3.7. Gerstlauer Amusement Rides GmbH
- 16.3.8. Great Coasters International, Inc.
- 16.3.9. Intamin AG
- 16.3.10. MACK Rides GmbH & Co. KG
- 16.3.11. Majestic Manufacturing Inc.
- 16.3.12. Maurer Rides GmbH
- 16.3.13. MOSER’S RIDES SRL
- 16.3.14. Pinfari Coaster Co. LTD. Srl
- 16.3.15. Premier Rides
- 16.3.16. qitele GROUP CO.,Ltd
- 16.3.17. Rocky Mountain Construction
- 16.3.18. S&S Worldwide
- 16.3.19. Sally Industries, Inc.
- 16.3.20. Six Flags Entertainment Corporation
- 16.3.21. Sunkid GmbH
- 16.3.22. TECHNICAL PARK S.N.C.
- 16.3.23. The Gravity Group, LLC
- 16.3.24. Vekoma Rides Manufacturing B.V. by Sansei Technologies Inc.
- 16.3.25. ZIERER Karussell‐ und Spezialmaschinenbau GmbH & Co. KG
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