Рынок деловых поездок с элементами отдыха достигнет 3,57 трлн долларов к 2034 году

The global bleisure travel market was valued at $816.24 billion in 2025 by Precedence Research, which projects it will reach $3.57 trillion by 2034. A separate 2025 estimate from Towards Consumer Goods put the current bleisure market at $813.8 billion, rising to $3.45 trillion over the same window. The two forecasts differ by billions, but the direction is identical, and the growth says less about travel than it does about how work itself is changing. Founders and executive teams are increasingly reevaluating how and where focused work can occur, as well as who gets to make those decisions. Bleisure travel is becoming a key part of the solution. A Skyscanner survey revealed that 83% of travelers occasionally combine business trips with leisure activities. Additionally, Skift's 2024 research on frequent business travelers found that 55% took at least two bleisure trips that year alone. Bleisure Travel Is Becoming A Talent Strategy, Not Just A Perk Precedence Research identifies Millennials as the largest group of bleisure travelers, accounting for between 38% and 45% depending on the survey results. Additionally, The HR Director reports that 70% of Gen Z workers look forward to business travel, viewing it as an opportunity for lifestyle experiences rather than simply a duty squeezed between flights. CFO’s reporting on hotel and travel-platform data found Gen X and Boomer travelers still book bleisure trips, but they’re less likely than younger colleagues to extend a stay or pay for upgrades once they arrive. A separate market report from Fortune Business Insights puts men at 64.17% of the bleisure segment in 2025, reminding us that the shift isn’t confined to one demographic, even as younger workers drive most of the growth. That gap is showing up in how companies compete for early and mid-career talent. A growing number of companies now offer work-from-anywhere policies with stipends for extended stays, betting that employees who combine work and bleisure travel return with sharper thinking and stronger retention numbers than employees who don't. Lotte Hotel Seattle is one property positioning itself around that shift in expectations."Seattle has always been a city defined by creativity, innovation, and a deep connection to the outdoors," said Ian Ring, General Manager of Lotte Hotel Seattle. "With our central downtown location and thoughtfully curated partnerships, we make it easy for guests to transition from business and meetings to authentic Seattle experiences.” Lotte Hotel partnerships offer guests the opportunity to experience Seattle’s renowned glass art, symphony performances, and the beautiful Seattle waterfront. Lotte’s strategic partnerships are designed to immerse visitors in Seattle’s unique culture, whether guests are here for work, leisure, or both. Companies Are Building Bleisure Into Travel Policy Skift's research found that 78% of frequent business travelers say the leisure portion of a bleisure trip adds value to the assignment itself, and 73% say it benefits them as employees, not just as travelers. Fifty-five percent say the practice helps them maintain a better work-life balance. Those numbers are starting to show up in how HR and travel-management teams write policy, not just in how individual employees behave on a given trip. Companies that integrate leisure time into business trips—by offering extended itineraries, allowing flexible return flight schedules, or encouraging employees to stay an extra night—are experiencing benefits that traditional expense reports don't capture. These advantages include increased job satisfaction, improved problem-solving skills, and employees returning from "bleisure" trips feeling genuinely rested. As the job market for remote and hybrid roles becomes increasingly competitive, this policy change is proving to be an effective recruiting tool. Jerome Arribas, General Manager of Four Seasons Resort Scottsdale, is seeing that shift firsthand. “Today’s luxury business traveler is seeking more than a place to meet, they’re looking for a destination that leaves them feeling restored and inspired,” he says. “At Four Seasons Resort Scottsdale, we’re seeing more guests extend their stays to experience the restorative power of the Sonoran Desert. As the lines between business and leisure continue to blur, travelers are increasingly choosing destinations that help them do their best work while also taking the time to reset.” The travelers doing this most often are also picking up skills that outlast the trip. Navigating an unfamiliar city on a compressed timeline, adjusting to a different pace of business culture, and managing work across time zones all build a kind of adaptability that's difficult to teach in an office. As routine tasks get automated, those are exactly the human skills employers say they can't replace. Where Bleisure Travel Leaves The Future Of Work The $3.5 trillion projection depends on more than travel budgets holding steady. It depends on employers continuing to treat flexibility as a competitive advantage rather than a line item to cut when growth slows. Millennials and Gen Z, the two generations driving most of bleisure travel's growth, are also the generations employers most need to retain, and they're among the most willing to change jobs over how and where they're allowed to work. The skills that come with that flexibility- adaptability, cross-cultural fluency, and comfort managing work across time zones- are becoming harder to source any other way as routine tasks get automated. That makes bleisure travel less a travel-industry trend and more an early signal of how the next decade of work gets structured: less tied to a single office, more built around what an employee can prove on the move.