Elevator Market by Type (Dumbwaiter, Freight Elevator, Passenger Elevator), Service Type (Maintenance & Repair, Modernization, New installation), Technology, Machine Type, Control system, End-User - Global Forecast 2025-2032
Description
The Elevator Market was valued at USD 80.72 billion in 2024 and is projected to grow to USD 86.19 billion in 2025, with a CAGR of 6.97%, reaching USD 138.41 billion by 2032.
A strategic orientation that frames the elevator sector’s converging forces, stakeholder priorities, and essential decision levers for operators and investors
This executive summary opens with a strategic orientation to the elevator sector as it navigates converging forces in construction dynamics, urbanization, technological modernization, and regulatory change. Over recent cycles, stakeholders ranging from building owners to integrators have reprioritized uptime, energy efficiency, and lifecycle economics. As a result, capital allocation decisions increasingly weigh the long-term operating profile of vertical transportation assets alongside initial procurement costs. The following analysis distills those themes into actionable intelligence for operators, equipment manufacturers, service providers, and investors.
In the pages that follow, readers will find an integrated view that links macro drivers to operational levers. The introduction frames current competitive tensions, emerging product vectors, and the shifting value equation for new installation versus modernization investments. Transitional commentary outlines how innovations in traction systems, machine architecture, and control strategies are reframing vendor differentiation, while also elevating the importance of service models and outcomes-based contracting.
Finally, this orientation establishes the lens we apply across subsequent sections: a pragmatic balance of technology appraisal, service economics, and regional nuance. This approach is intended to support decision-makers who must align engineering choices with commercial targets, regulatory constraints, and tenant expectations while preserving optionality for future retrofits and digital upgrades.
How technological convergence, sustainability mandates, and urban design changes are reshaping product roadmaps, service models, and supplier ecosystems within vertical transportation
The landscape of vertical transportation is undergoing transformative shifts driven by technology convergence, sustainability imperatives, and evolving building typologies. Digitalization has moved beyond basic remote monitoring to predictive maintenance regimes that combine onboard diagnostics with cloud analytics, enabling condition-based service that reduces unplanned downtime and optimizes parts inventory. Concurrently, energy efficiency and decarbonization imperatives are pushing the adoption of low-loss drives, regenerative braking, and more efficient machine architectures, changing total cost of ownership calculations and regulatory compliance paths.
In parallel, urban densification and mixed-use developments are altering traffic patterns and performance specifications, encouraging solutions such as machine room-less traction systems that reclaim building footprint and reduce mechanical complexity. Market participants are also responding to supply chain volatility by regionalizing procurement and qualifying multiple suppliers for critical subassemblies, which shortens lead times and mitigates single-source risk. Service models are evolving too, shifting toward outcome-based contracts and bundled modernization offerings that combine hardware upgrades with software-driven performance guarantees.
Taken together, these shifts require stakeholders to re-evaluate product roadmaps, service portfolios, and partner ecosystems. Forward-looking firms will integrate digital and mechanical innovation with flexible commercial models, ensuring that investments align with both near-term resilience and long-term sustainability goals.
How evolving tariff regimes and trade policy shifts are driving regionalized manufacturing choices, supply chain resilience strategies, and procurement design adaptations
Trade policy and tariff adjustments have increasingly exerted influence over procurement strategies, manufacturing footprints, and cost pass-through across the supply chain. Recent tariff postures have prompted manufacturers and large buyers to reassess sourcing geographies and to accelerate localization of key components. As a result, integration strategies now frequently prioritize regional assembly hubs and dual-source component strategies to cushion against geopolitical disruptions and to maintain competitive lead times for critical projects.
In reaction to tariff pressures, some original equipment manufacturers have adapted by relocating certain high-value production stages closer to target markets, thereby preserving margin integrity and complying with regional content preferences. Meanwhile, service and refurbishment operations have gained relative importance, as owners look to extend asset life and avoid the higher landed costs associated with long lead-time new equipment. This dynamic amplifies the attractiveness of modernization programs and aftermarket offerings that can deliver measurable performance uplift without the capital demands of full replacement.
Consequently, procurement teams are increasingly structuring contracts to include tariff contingency clauses, phased delivery schedules, and local value commitments. These pragmatic measures reduce exposure and create room for adaptive supply plans that align with project schedules. In short, trade measures have catalyzed a more regionalized, resilience-oriented approach to manufacturing and deployment across the vertical transportation ecosystem.
Detailed segmentation analysis revealing how product types, service modalities, technology choices, machine architectures, control strategies, and end-user needs shape demand and investment priorities
A rigorous segmentation lens reveals differentiated demand drivers, technical priorities, and service expectations across distinct product and user categories. Based on type, product strategies diverge between small-service applications such as dumbwaiters and high-capacity systems like freight elevators, while passenger elevators remain the primary focal point for traffic optimization and user experience investment, and service elevators often prioritize durability and functional flexibility. Transitioning to service type considerations, maintenance and repair operations emphasize uptime and predictive analytics, modernization programs focus on retrofit compatibility and minimal disruption, and new installations center on design integration and compliance with evolving codes.
From a technology perspective, hydraulic elevators are preferred in low-rise installations for cost-efficiency and simplicity, machine room-less traction elevators appeal to projects seeking space efficiency and lower lifecycle complexity, and traction elevators continue to serve mid- and high-rise segments where performance and speed are paramount. Machine type distinctions, notably between geared and gearless machines, influence noise profiles, maintenance intervals, and energy performance. Control system differentiation between automatic elevators and manual elevators governs user interfaces, building automation integration, and the potential for advanced dispatch algorithms.
End-user segmentation further nuances demand: commercial buildings typically demand high-throughput performance and aesthetic integration, industrial facilities emphasize ruggedness and load capacity, institutional buildings prioritize accessibility and security features, and residential buildings balance ride comfort, cost, and space constraints. Together, these layers inform targeted product development, aftermarket service offerings, and pricing strategies that align with the operational realities of each customer cohort.
Regional dynamics and regulatory differences that drive distinct technology adoption, service priorities, and commercial strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics materially influence technology adoption, regulatory priorities, and procurement behavior across the elevator value chain. In the Americas, demand patterns often align with renovation cycles in aging building stock and a strong emphasis on energy efficiency standards, prompting modernization initiatives and adoption of regenerative drives. North American and Latin American projects also reflect a mix of new urban development and refurbishment, where service contracts and aftermarket capabilities are key differentiators for suppliers.
Turning to Europe, the Middle East, and Africa, regulatory frameworks and building code harmonization play a central role in product specification and safety compliance, while emerging markets within these regions are experiencing rapid urban expansion that favors scalable, space-efficient solutions. Suppliers operating here must balance advanced compliance requirements in developed markets with cost-sensitive customization for growth markets. Moving to Asia-Pacific, densely populated urban centers and tall-building projects continue to push the envelope on high-speed traction systems and intelligent traffic management. Additionally, the region is characterized by significant local manufacturing capacity and intense competition, which accelerates product iteration cycles and localized innovation.
Across regions, the common thread is that local regulatory environments, labor markets, and urban development patterns drive differentiated priorities for technology selection, service offerings, and go-to-market strategies. As a result, companies that tailor their commercial and operational models to regional nuances secure more resilient pipelines and higher client retention.
Competitive landscape insights showing how global scale, local agility, and ecosystem partnerships are reshaping service offerings, aftermarket strength, and go-to-market advantage
Competitive landscape observations point to a mix of global incumbents and agile regional challengers, with each cluster leveraging distinct strengths to capture opportunity. Leading equipment manufacturers maintain advantages in scale, R&D investment, and broad service networks, enabling them to bundle hardware with long-term service agreements and to offer integrated digital platforms for remote monitoring. At the same time, regional firms are increasing their foothold by offering rapid local response, cost-competitive customization, and closer collaboration with developers on design and delivery timelines.
Partnerships and ecosystem plays are becoming more consequential, as alliances with control system specialists, parts suppliers, and software integrators create differentiated value propositions. Suppliers that cultivate strong aftermarket capabilities and predictive maintenance services tend to achieve higher customer retention, while those investing in retrofit-compatible product families unlock incremental modernization revenue streams. Moreover, talent strategies that emphasize cross-disciplinary expertise-combining mechanical engineering, software analytics, and field service operations-are increasingly important for sustaining product and service innovation.
In terms of commercial posture, successful companies demonstrate flexibility in contract structures, offering blended solutions that combine new installation services, modernization paths, and performance-based maintenance options. Such approaches enable clients to manage capital constraints while benefiting from continuous performance improvements and operational transparency.
Practical, actionable initiatives that align predictive maintenance, modular modernization, supply chain resilience, sustainability, and talent strategies to strengthen competitive positioning
Industry leaders should prioritize a set of practical initiatives that align engineering choices with commercial resilience and client outcomes. First, accelerate the integration of condition-based monitoring and predictive maintenance into service portfolios to reduce unplanned downtime and to shift contractual relationships toward outcome-based models. This requires investment in data infrastructure, field instrumentation, and analytical capability, paired with revised service-level agreements that reflect measurable performance metrics. Secondly, consider modular modernization pathways that allow owners to stage investments and capture efficiency gains without full system replacement, thereby expanding the addressable aftermarket opportunity and reducing capital barriers for clients.
Next, optimize supply chain resilience by qualifying multiple suppliers for critical components and by evaluating regional assembly options to shorten lead times. This should be accompanied by deliberate inventory strategies that balance just-in-time efficiencies with buffer stocks for high-failure critical parts. Additionally, embed energy and sustainability criteria into product development and retrofit roadmaps, including low-loss drives, regenerative technologies, and recyclable materials, to meet tenant expectations and regulatory trajectories.
Finally, cultivate cross-functional talent that blends mechanical, software, and service excellence, and invest in partner ecosystems to accelerate time-to-market for integrated offerings. Executed together, these actions improve operational reliability, expand serviceable revenue, and strengthen competitive differentiation in an increasingly complex industry environment.
A mixed-methods research framework blending primary stakeholder interviews, technical document synthesis, supply chain mapping, and scenario stress-testing to validate insights
The research approach combines structured primary engagement with rigorous secondary synthesis to produce an evidence-based perspective on industry dynamics. Primary inputs included targeted interviews with senior stakeholders across manufacturing, installation, and service operations, as well as consultations with facility managers and technical specialists to capture operational priorities and retrofit decision criteria. These qualitative engagements were complemented by company literature, patent filings, regulatory documents, and product specifications to validate technological claims and identify innovation trajectories.
Secondary analysis integrated supply chain mapping, component-level cost drivers, and comparative assessments of control and machine architectures. Data triangulation was applied to reconcile differing viewpoints, ensuring that insights reflect both practitioner experience and technical documentation. Scenario analysis was used to stress-test supply chain and tariff sensitivities, while case-level studies illustrated successful modernization programs and service delivery innovations. Throughout, emphasis was placed on reproducible methods, transparent sourcing, and clear delineation between observed practices and forward-looking inferences.
This mixed-methods approach balances depth with breadth, enabling robust conclusions about operational priorities, technology adoption, and commercial strategies, while preserving clarity for decision-makers seeking to apply findings in procurement, product development, and service design contexts.
A synthesized conclusion that underscores the imperative of integrating digital service, modular modernization, supply chain resilience, and regional strategies to secure durable advantage
In conclusion, the elevator ecosystem is at an inflection point where digital capabilities, sustainability expectations, and supply chain resilience collectively shape competitive advantage. Operational priorities have shifted toward uptime assurance, energy efficiency, and retrofit-friendly architectures, creating an environment in which service excellence and adaptable product design are central to long-term client retention. Companies that align their technology roadmaps with modular modernization options and invest in predictive service capabilities will be better positioned to capture aftermarket value and to reduce exposure to trade and logistics volatility.
Moreover, regional differentiation remains a defining factor: regulatory regimes, urban development patterns, and local manufacturing capacity necessitate tailored go-to-market strategies and flexible commercial models. Finally, implementing the recommended operational and strategic initiatives-spanning digital monitoring, modular retrofit solutions, supply chain diversification, and talent development-will enable organizations to transition from reactive maintenance models to proactive, outcome-driven partnerships with asset owners.
Taken together, these conclusions underscore the need for an integrated approach that synchronizes engineering, service, and commercial decisions. This integration creates a resilient foundation for growth and positions stakeholders to respond nimbly as building uses, technologies, and policy contexts continue to evolve.
Please Note: PDF & Excel + Online Access - 1 Year
A strategic orientation that frames the elevator sector’s converging forces, stakeholder priorities, and essential decision levers for operators and investors
This executive summary opens with a strategic orientation to the elevator sector as it navigates converging forces in construction dynamics, urbanization, technological modernization, and regulatory change. Over recent cycles, stakeholders ranging from building owners to integrators have reprioritized uptime, energy efficiency, and lifecycle economics. As a result, capital allocation decisions increasingly weigh the long-term operating profile of vertical transportation assets alongside initial procurement costs. The following analysis distills those themes into actionable intelligence for operators, equipment manufacturers, service providers, and investors.
In the pages that follow, readers will find an integrated view that links macro drivers to operational levers. The introduction frames current competitive tensions, emerging product vectors, and the shifting value equation for new installation versus modernization investments. Transitional commentary outlines how innovations in traction systems, machine architecture, and control strategies are reframing vendor differentiation, while also elevating the importance of service models and outcomes-based contracting.
Finally, this orientation establishes the lens we apply across subsequent sections: a pragmatic balance of technology appraisal, service economics, and regional nuance. This approach is intended to support decision-makers who must align engineering choices with commercial targets, regulatory constraints, and tenant expectations while preserving optionality for future retrofits and digital upgrades.
How technological convergence, sustainability mandates, and urban design changes are reshaping product roadmaps, service models, and supplier ecosystems within vertical transportation
The landscape of vertical transportation is undergoing transformative shifts driven by technology convergence, sustainability imperatives, and evolving building typologies. Digitalization has moved beyond basic remote monitoring to predictive maintenance regimes that combine onboard diagnostics with cloud analytics, enabling condition-based service that reduces unplanned downtime and optimizes parts inventory. Concurrently, energy efficiency and decarbonization imperatives are pushing the adoption of low-loss drives, regenerative braking, and more efficient machine architectures, changing total cost of ownership calculations and regulatory compliance paths.
In parallel, urban densification and mixed-use developments are altering traffic patterns and performance specifications, encouraging solutions such as machine room-less traction systems that reclaim building footprint and reduce mechanical complexity. Market participants are also responding to supply chain volatility by regionalizing procurement and qualifying multiple suppliers for critical subassemblies, which shortens lead times and mitigates single-source risk. Service models are evolving too, shifting toward outcome-based contracts and bundled modernization offerings that combine hardware upgrades with software-driven performance guarantees.
Taken together, these shifts require stakeholders to re-evaluate product roadmaps, service portfolios, and partner ecosystems. Forward-looking firms will integrate digital and mechanical innovation with flexible commercial models, ensuring that investments align with both near-term resilience and long-term sustainability goals.
How evolving tariff regimes and trade policy shifts are driving regionalized manufacturing choices, supply chain resilience strategies, and procurement design adaptations
Trade policy and tariff adjustments have increasingly exerted influence over procurement strategies, manufacturing footprints, and cost pass-through across the supply chain. Recent tariff postures have prompted manufacturers and large buyers to reassess sourcing geographies and to accelerate localization of key components. As a result, integration strategies now frequently prioritize regional assembly hubs and dual-source component strategies to cushion against geopolitical disruptions and to maintain competitive lead times for critical projects.
In reaction to tariff pressures, some original equipment manufacturers have adapted by relocating certain high-value production stages closer to target markets, thereby preserving margin integrity and complying with regional content preferences. Meanwhile, service and refurbishment operations have gained relative importance, as owners look to extend asset life and avoid the higher landed costs associated with long lead-time new equipment. This dynamic amplifies the attractiveness of modernization programs and aftermarket offerings that can deliver measurable performance uplift without the capital demands of full replacement.
Consequently, procurement teams are increasingly structuring contracts to include tariff contingency clauses, phased delivery schedules, and local value commitments. These pragmatic measures reduce exposure and create room for adaptive supply plans that align with project schedules. In short, trade measures have catalyzed a more regionalized, resilience-oriented approach to manufacturing and deployment across the vertical transportation ecosystem.
Detailed segmentation analysis revealing how product types, service modalities, technology choices, machine architectures, control strategies, and end-user needs shape demand and investment priorities
A rigorous segmentation lens reveals differentiated demand drivers, technical priorities, and service expectations across distinct product and user categories. Based on type, product strategies diverge between small-service applications such as dumbwaiters and high-capacity systems like freight elevators, while passenger elevators remain the primary focal point for traffic optimization and user experience investment, and service elevators often prioritize durability and functional flexibility. Transitioning to service type considerations, maintenance and repair operations emphasize uptime and predictive analytics, modernization programs focus on retrofit compatibility and minimal disruption, and new installations center on design integration and compliance with evolving codes.
From a technology perspective, hydraulic elevators are preferred in low-rise installations for cost-efficiency and simplicity, machine room-less traction elevators appeal to projects seeking space efficiency and lower lifecycle complexity, and traction elevators continue to serve mid- and high-rise segments where performance and speed are paramount. Machine type distinctions, notably between geared and gearless machines, influence noise profiles, maintenance intervals, and energy performance. Control system differentiation between automatic elevators and manual elevators governs user interfaces, building automation integration, and the potential for advanced dispatch algorithms.
End-user segmentation further nuances demand: commercial buildings typically demand high-throughput performance and aesthetic integration, industrial facilities emphasize ruggedness and load capacity, institutional buildings prioritize accessibility and security features, and residential buildings balance ride comfort, cost, and space constraints. Together, these layers inform targeted product development, aftermarket service offerings, and pricing strategies that align with the operational realities of each customer cohort.
Regional dynamics and regulatory differences that drive distinct technology adoption, service priorities, and commercial strategies across the Americas, EMEA, and Asia-Pacific
Regional dynamics materially influence technology adoption, regulatory priorities, and procurement behavior across the elevator value chain. In the Americas, demand patterns often align with renovation cycles in aging building stock and a strong emphasis on energy efficiency standards, prompting modernization initiatives and adoption of regenerative drives. North American and Latin American projects also reflect a mix of new urban development and refurbishment, where service contracts and aftermarket capabilities are key differentiators for suppliers.
Turning to Europe, the Middle East, and Africa, regulatory frameworks and building code harmonization play a central role in product specification and safety compliance, while emerging markets within these regions are experiencing rapid urban expansion that favors scalable, space-efficient solutions. Suppliers operating here must balance advanced compliance requirements in developed markets with cost-sensitive customization for growth markets. Moving to Asia-Pacific, densely populated urban centers and tall-building projects continue to push the envelope on high-speed traction systems and intelligent traffic management. Additionally, the region is characterized by significant local manufacturing capacity and intense competition, which accelerates product iteration cycles and localized innovation.
Across regions, the common thread is that local regulatory environments, labor markets, and urban development patterns drive differentiated priorities for technology selection, service offerings, and go-to-market strategies. As a result, companies that tailor their commercial and operational models to regional nuances secure more resilient pipelines and higher client retention.
Competitive landscape insights showing how global scale, local agility, and ecosystem partnerships are reshaping service offerings, aftermarket strength, and go-to-market advantage
Competitive landscape observations point to a mix of global incumbents and agile regional challengers, with each cluster leveraging distinct strengths to capture opportunity. Leading equipment manufacturers maintain advantages in scale, R&D investment, and broad service networks, enabling them to bundle hardware with long-term service agreements and to offer integrated digital platforms for remote monitoring. At the same time, regional firms are increasing their foothold by offering rapid local response, cost-competitive customization, and closer collaboration with developers on design and delivery timelines.
Partnerships and ecosystem plays are becoming more consequential, as alliances with control system specialists, parts suppliers, and software integrators create differentiated value propositions. Suppliers that cultivate strong aftermarket capabilities and predictive maintenance services tend to achieve higher customer retention, while those investing in retrofit-compatible product families unlock incremental modernization revenue streams. Moreover, talent strategies that emphasize cross-disciplinary expertise-combining mechanical engineering, software analytics, and field service operations-are increasingly important for sustaining product and service innovation.
In terms of commercial posture, successful companies demonstrate flexibility in contract structures, offering blended solutions that combine new installation services, modernization paths, and performance-based maintenance options. Such approaches enable clients to manage capital constraints while benefiting from continuous performance improvements and operational transparency.
Practical, actionable initiatives that align predictive maintenance, modular modernization, supply chain resilience, sustainability, and talent strategies to strengthen competitive positioning
Industry leaders should prioritize a set of practical initiatives that align engineering choices with commercial resilience and client outcomes. First, accelerate the integration of condition-based monitoring and predictive maintenance into service portfolios to reduce unplanned downtime and to shift contractual relationships toward outcome-based models. This requires investment in data infrastructure, field instrumentation, and analytical capability, paired with revised service-level agreements that reflect measurable performance metrics. Secondly, consider modular modernization pathways that allow owners to stage investments and capture efficiency gains without full system replacement, thereby expanding the addressable aftermarket opportunity and reducing capital barriers for clients.
Next, optimize supply chain resilience by qualifying multiple suppliers for critical components and by evaluating regional assembly options to shorten lead times. This should be accompanied by deliberate inventory strategies that balance just-in-time efficiencies with buffer stocks for high-failure critical parts. Additionally, embed energy and sustainability criteria into product development and retrofit roadmaps, including low-loss drives, regenerative technologies, and recyclable materials, to meet tenant expectations and regulatory trajectories.
Finally, cultivate cross-functional talent that blends mechanical, software, and service excellence, and invest in partner ecosystems to accelerate time-to-market for integrated offerings. Executed together, these actions improve operational reliability, expand serviceable revenue, and strengthen competitive differentiation in an increasingly complex industry environment.
A mixed-methods research framework blending primary stakeholder interviews, technical document synthesis, supply chain mapping, and scenario stress-testing to validate insights
The research approach combines structured primary engagement with rigorous secondary synthesis to produce an evidence-based perspective on industry dynamics. Primary inputs included targeted interviews with senior stakeholders across manufacturing, installation, and service operations, as well as consultations with facility managers and technical specialists to capture operational priorities and retrofit decision criteria. These qualitative engagements were complemented by company literature, patent filings, regulatory documents, and product specifications to validate technological claims and identify innovation trajectories.
Secondary analysis integrated supply chain mapping, component-level cost drivers, and comparative assessments of control and machine architectures. Data triangulation was applied to reconcile differing viewpoints, ensuring that insights reflect both practitioner experience and technical documentation. Scenario analysis was used to stress-test supply chain and tariff sensitivities, while case-level studies illustrated successful modernization programs and service delivery innovations. Throughout, emphasis was placed on reproducible methods, transparent sourcing, and clear delineation between observed practices and forward-looking inferences.
This mixed-methods approach balances depth with breadth, enabling robust conclusions about operational priorities, technology adoption, and commercial strategies, while preserving clarity for decision-makers seeking to apply findings in procurement, product development, and service design contexts.
A synthesized conclusion that underscores the imperative of integrating digital service, modular modernization, supply chain resilience, and regional strategies to secure durable advantage
In conclusion, the elevator ecosystem is at an inflection point where digital capabilities, sustainability expectations, and supply chain resilience collectively shape competitive advantage. Operational priorities have shifted toward uptime assurance, energy efficiency, and retrofit-friendly architectures, creating an environment in which service excellence and adaptable product design are central to long-term client retention. Companies that align their technology roadmaps with modular modernization options and invest in predictive service capabilities will be better positioned to capture aftermarket value and to reduce exposure to trade and logistics volatility.
Moreover, regional differentiation remains a defining factor: regulatory regimes, urban development patterns, and local manufacturing capacity necessitate tailored go-to-market strategies and flexible commercial models. Finally, implementing the recommended operational and strategic initiatives-spanning digital monitoring, modular retrofit solutions, supply chain diversification, and talent development-will enable organizations to transition from reactive maintenance models to proactive, outcome-driven partnerships with asset owners.
Taken together, these conclusions underscore the need for an integrated approach that synchronizes engineering, service, and commercial decisions. This integration creates a resilient foundation for growth and positions stakeholders to respond nimbly as building uses, technologies, and policy contexts continue to evolve.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
198 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. Rapid adoption of AI-driven predictive analytics is transforming elevator maintenance services
- 5.2. Integration of destination dispatch systems significantly improving building traffic flow efficiency
- 5.3. Implementation of IoT-enabled remote monitoring solutions enhancing safety and downtime reduction
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Elevator Market, by Type
- 8.1. Dumbwaiter
- 8.2. Freight Elevator
- 8.3. Passenger Elevator
- 8.4. Service Elevator
- 9. Elevator Market, by Service Type
- 9.1. Maintenance & Repair
- 9.2. Modernization
- 9.3. New installation
- 10. Elevator Market, by Technology
- 10.1. Hydraulic Elevator
- 10.2. Machine Room-Less Traction Elevator
- 10.3. Traction Elevator
- 11. Elevator Market, by Machine Type
- 11.1. Geared Machine
- 11.2. Gearless Machine
- 12. Elevator Market, by Control system
- 12.1. Automatic Elevators
- 12.2. Manual Elevators
- 13. Elevator Market, by End-User
- 13.1. Commercial Buildings
- 13.2. Industrial Facilities
- 13.3. Institutional Buildings
- 13.4. Residential Buildings
- 14. Elevator Market, by Region
- 14.1. Americas
- 14.1.1. North America
- 14.1.2. Latin America
- 14.2. Europe, Middle East & Africa
- 14.2.1. Europe
- 14.2.2. Middle East
- 14.2.3. Africa
- 14.3. Asia-Pacific
- 15. Elevator Market, by Group
- 15.1. ASEAN
- 15.2. GCC
- 15.3. European Union
- 15.4. BRICS
- 15.5. G7
- 15.6. NATO
- 16. Elevator Market, by Country
- 16.1. United States
- 16.2. Canada
- 16.3. Mexico
- 16.4. Brazil
- 16.5. United Kingdom
- 16.6. Germany
- 16.7. France
- 16.8. Russia
- 16.9. Italy
- 16.10. Spain
- 16.11. China
- 16.12. India
- 16.13. Japan
- 16.14. Australia
- 16.15. South Korea
- 17. Competitive Landscape
- 17.1. Market Share Analysis, 2024
- 17.2. FPNV Positioning Matrix, 2024
- 17.3. Competitive Analysis
- 17.3.1. Blain Hydraulics GmbH
- 17.3.2. Chuo Elevator Co., Ltd.
- 17.3.3. Dong Yang Elevator Co., Ltd.
- 17.3.4. EITA Resources Berhad
- 17.3.5. Express Elevators Corporation
- 17.3.6. Fain Ascensores S.A.
- 17.3.7. Fujitec Co., Ltd.
- 17.3.8. GMV Martini S.p.A.
- 17.3.9. Gulf Elevator & Escalator Co. Ltd.
- 17.3.10. Hitachi, Ltd.
- 17.3.11. Hyundai Elevator Co., Ltd.
- 17.3.12. Kleemann Hellas SA
- 17.3.13. KONE Corporation
- 17.3.14. Mitsubishi Electric Corporation
- 17.3.15. OK Elevator PVT. LTD.
- 17.3.16. Orona Group
- 17.3.17. Otis Worldwide Corporation
- 17.3.18. Schindler Group
- 17.3.19. Sicher Elevator Co., Ltd.
- 17.3.20. Sigma Elevator Company
- 17.3.21. SJEC Corporation
- 17.3.22. Stiltz Limited
- 17.3.23. TK Elevator GmbH
- 17.3.24. Toshiba Corporation
- 17.3.25. Yungtay Engineering Co., Ltd.
- 17.3.26. Zhejiang Meilun Elevator Co., Ltd.
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