¼¼°èÀÇ ±â³» ¼îÇÎ ½ÃÀå
Inflight Shopping
»óǰÄÚµå : 1747708
¸®¼­Ä¡»ç : Global Industry Analysts, Inc.
¹ßÇàÀÏ : 2025³â 06¿ù
ÆäÀÌÁö Á¤º¸ : ¿µ¹® 183 Pages
 ¶óÀ̼±½º & °¡°Ý (ºÎ°¡¼¼ º°µµ)
US $ 5,850 £Ü 8,496,000
PDF (Single User License) help
PDF º¸°í¼­¸¦ 1¸í¸¸ ÀÌ¿ëÇÒ ¼ö ÀÖ´Â ¶óÀ̼±½ºÀÔ´Ï´Ù. Àμâ´Â °¡´ÉÇϸç Àμ⹰ÀÇ ÀÌ¿ë ¹üÀ§´Â PDF ÀÌ¿ë ¹üÀ§¿Í µ¿ÀÏÇÕ´Ï´Ù.
US $ 17,550 £Ü 25,489,000
PDF (Global License to Company and its Fully-owned Subsidiaries) help
PDF º¸°í¼­¸¦ µ¿ÀÏ ±â¾÷ÀÇ ¸ðµç ºÐÀÌ ÀÌ¿ëÇÒ ¼ö ÀÖ´Â ¶óÀ̼±½ºÀÔ´Ï´Ù. Àμâ´Â °¡´ÉÇϸç Àμ⹰ÀÇ ÀÌ¿ë ¹üÀ§´Â PDF ÀÌ¿ë ¹üÀ§¿Í µ¿ÀÏÇÕ´Ï´Ù.


Çѱ۸ñÂ÷

¼¼°èÀÇ ±â³» ¼îÇÎ ½ÃÀåÀº 2030³â±îÁö 93¾ï ´Þ·¯¿¡ À̸¦ Àü¸Á

2024³â¿¡ 72¾ï ´Þ·¯·Î ÃßÁ¤µÇ´Â ±â³» ¼îÇÎ ¼¼°è ½ÃÀåÀº 2024-2030³â°£ CAGR 4.2%·Î ¼ºÀåÇÏ¿© 2030³â¿¡´Â 93¾ï ´Þ·¯¿¡ À̸¦ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. º» º¸°í¼­¿¡¼­ ºÐ¼®ÇÑ ºÎ¹® Áß ÇϳªÀÎ ÆÛ½ºÆ® Ŭ·¡½º Ç×°ø±â´Â CAGR 3.6%¸¦ ³ªÅ¸³»°í, ºÐ¼® ±â°£ Á¾·á½Ã¿¡´Â 35¾ï ´Þ·¯¿¡ À̸¦ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. ºñÁî´Ï½º Ŭ·¡½º Ç×°ø±â ºÎ¹®ÀÇ ¼ºÀå·üÀº ºÐ¼® ±â°£Áß CAGR 3.7%·Î ÃßÁ¤µË´Ï´Ù.

¹Ì±¹ ½ÃÀåÀº 19¾ï ´Þ·¯·Î ÃßÁ¤, Áß±¹Àº CAGR 4.2%·Î ¼ºÀå ¿¹Ãø

¹Ì±¹ÀÇ ±â³» ¼îÇÎ ½ÃÀåÀº 2024³â¿¡ 19¾ï ´Þ·¯·Î ÃßÁ¤µË´Ï´Ù. ¼¼°è 2À§ °æÁ¦´ë±¹ÀÎ Áß±¹Àº 2030³â±îÁö 15¾ï ´Þ·¯ ±Ô¸ð¿¡ À̸¦ °ÍÀ¸·Î ¿¹ÃøµÇ¸ç, ºÐ¼® ±â°£ÀÎ 2024-2030³â CAGRÀº 4.2%·Î ÃßÁ¤µË´Ï´Ù. ±âŸ ÁÖ¸ñÇØ¾ß ÇÒ Áö¿ªº° ½ÃÀåÀ¸·Î¼­´Â ÀϺ»°ú ij³ª´Ù°¡ ÀÖÀ¸¸ç, ºÐ¼® ±â°£Áß CAGRÀº °¢°¢ 3.8%¿Í 3.8%¸¦ º¸ÀÏ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. À¯·´¿¡¼­´Â µ¶ÀÏÀÌ CAGR 3.6%¸¦ º¸ÀÏ Àü¸ÁÀÔ´Ï´Ù.

¼¼°èÀÇ ±â³» ¼îÇÎ ½ÃÀå - ÁÖ¿ä µ¿Çâ°ú ÃËÁø¿äÀÎ Á¤¸®

±â³» ¼îÇÎÀÌ Ç×°ø»çÀÇ Àü·«Àû ÃÊÁ¡ÀÌ µÇ°í ÀÖ´Â ÀÌÀ¯´Â ¹«¾ùÀϱî?

±â³» ¼îÇÎÀº ±âº»ÀûÀÎ ¸é¼¼Ç° Á¦°ø¿¡¼­ Ç×°ø»çÀÇ ¼Ò¸Å ¹× ½Â°´°úÀÇ °ü°è¿¡¼­ ¿ªµ¿ÀûÀ̰í Àü·«ÀûÀÎ ¿ä¼Ò·Î ÁøÈ­Çϰí ÀÖ½À´Ï´Ù. ƯÈ÷ ÀüÅëÀûÀÎ ¿îÀÓ Ã¼°è°¡ ¿¬·áºñ º¯µ¿°ú ¼ÒºñÀÚ ¼±È£µµ º¯È­¿¡ µû¸¥ ¾Ð¹Ú¿¡ Á÷¸éÇϸ鼭 Ç×°ø»ç´Â Ç×°ø±Ç ÀÌ¿ÜÀÇ ¼öÀÍ¿øÀ¸·Î ÀÌ Ã¤³ÎÀÇ È°¿ëÀ» ´Ã¸®°í ÀÖ½À´Ï´Ù. ¿©ÇàÀÚ°¡ À̵¿ Áß¿¡µµ »óǰÀ» ¿­¶÷ÇÏ°í ±¸¸ÅÇÒ ¼ö ÀÖµµ·Ï ÇÔÀ¸·Î½á, Ç×°ø»ç´Â Æí¸®¼º, µ¶Á¡¼º, üÇèÀû ¸Å·ÂÀ» °áÇÕÇÑ µ¶Æ¯ÇÑ ¸Å·ÂÀÇ ¼Ò¸Å ȯ°æÀ» Á¶¼ºÇϰí ÀÖ½À´Ï´Ù.

½Â°´µéÀº ±â³» ÆÇ¸ÅÀÇ Âü½ÅÇÔ¿¡ È£ÀÇÀûÀÎ ¹ÝÀÀÀ» º¸À̰í ÀÖÀ¸¸ç, ƯÈ÷ ´Ù¸¥ °÷¿¡¼­´Â ½±°Ô ±¸ÇÒ ¼ö ¾ø´Â »óǰÀ» Á¦°øÇϰųª µ¶Á¡ ÆÇ¸Å, ¿¹¾à ÇÒÀÎ µîÀ» ÅëÇØ °¡Ä¡¸¦ ´À³¢°í ÀÖ½À´Ï´Ù. ¸íǰ, °¡ÀüÁ¦Ç°, ¿©Çà¿ë ¾×¼¼¼­¸®, ºê·£µå »óǰ µîÀÌ Àαâ Ä«Å×°í¸®·Î, °èÀýº° Æ®·»µå¿Í Áö¿ªº° ½Â°´ÀÇ ÃëÇâÀ» ¹Ý¿µÇØ Å¥·¹À̼ÇÇÏ´Â °æ¿ì°¡ ¸¹½À´Ï´Ù. ±â³» ¼îÇÎÀº ¼ÒºñÀÚÀÇ ´ÏÁ ÃæÁ·½Ãų »Ó¸¸ ¾Æ´Ï¶ó, ƯÈ÷ Àå°Å¸® ¹× ÇÁ¸®¹Ì¾ö ³ë¼±¿¡¼­ ºê·£µå Â÷º°È­¿Í °í°´ Ãæ¼ºµµ Çâ»ó¿¡ ±â¿©Çϰí ÀÖ½À´Ï´Ù.

±â³» ÆÇ¸Å °æÇèÀ» ÀçÁ¤ÀÇÇÏ´Â µðÁöÅÐ Çõ½ÅÀ̶õ?

±â³» ¼îÇÎÀº Á¤ÀûÀΠīŻ·Î±×¿¡¼­ ÀÎÅÍ·¢Æ¼ºêÇÏ°í °³ÀÎÈ­µÈ ¼Ò¸Å Ç÷§ÆûÀ¸·Î ±â¼úÀûÀ¸·Î º¯È­Çϰí ÀÖ½À´Ï´Ù. Ç×°ø»çµéÀº ±â³» ¿£ÅÍÅ×ÀÎ¸ÕÆ® ½Ã½ºÅÛ¿¡ µðÁöÅÐ ¼îÇÎ Æ÷ÅÐÀ» ÅëÇÕÇÏ¿© ½Â°´µéÀÌ Á¼® µî¹ÞÀÌ ½ºÅ©¸°À̳ª °³ÀÎ ¼ÒÀ¯ÀÇ µð¹ÙÀ̽º¸¦ ÅëÇØ »óǰÀ» º¸°í, ÇÁ·Î¸ð¼Ç¿¡ ¾×¼¼½ºÇϰí, ±¸¸Å¸¦ ¿Ï·áÇÒ ¼ö ÀÖµµ·Ï Çϰí ÀÖ½À´Ï´Ù. ÀÌ·¯ÇÑ ½Ã½ºÅÛÀº ·Î¿­Æ¼ ÇÁ·Î±×·¥À̳ª °í°´ ÇÁ·ÎÆÄÀÏ¿¡ ¿¬°áµÉ ¼ö ÀÖÀ¸¸ç, °ú°Å ÇൿÀ̳ª ¸ñÀûÁö¿ÍÀÇ ¿¬°ü¼º¿¡ µû¶ó ¸ÂÃãÇü Á¦¾È°ú ÃßõÀ» Á¦°øÇÒ ¼ö ÀÖ½À´Ï´Ù.

¸ð¹ÙÀÏ ¾Û°úÀÇ ÅëÇÕ, ºñÁ¢ÃË½Ä °áÁ¦, ½Ç½Ã°£ Àç°í µ¿±âÈ­´Â ÀÌÁ¦ º¸ÆíÈ­µÇ¾î ÀÖÀ¸¸ç, ¿©ÇàÀÚ´Â ±â³» ¶Ç´Â ºñÇà ÈÄ ÁýÀ¸·Î ¹è¼ÛÇϱâ À§ÇØ »óǰÀ» »çÀü ÁÖ¹®ÇÒ ¼ö ÀÖ½À´Ï´Ù. ÀϺΠÇ×°ø»ç´Â Áõ°­Çö½ÇÀ» ÀÌ¿ëÇÑ ¹Ì¸®º¸±â¿Í À½¼ºÀ¸·Î °Ë»öÀ» ÅëÇØ ÇÚÁîÇÁ¸® ¼îÇÎÀ» ÇÒ ¼ö ÀÖµµ·Ï ½ÃµµÇϰí ÀÖ½À´Ï´Ù. ÇÑÆí, ¹é¿£µå Ç÷§ÆûÀº ±¸¸Å Çൿ, ÃÖÀûÀÇ »óǰ ¹èÄ¡, ÀüȯÀ²¿¡ ´ëÇÑ ÅëÂû·ÂÀ» Á¦°øÇÏ´Â µ¥ÀÌÅÍ ºÐ¼® µµ±¸·Î °­È­µÇ°í ÀÖ½À´Ï´Ù. ÀÌ·¯ÇÑ ±â¼ú Çõ½ÅÀº ¿î¿µÀ» °£¼ÒÈ­ÇÏ°í ½Â°´°ú Á¦ÈÞ Ç×°ø»ç¿¡ ´ëÇÑ ¸®Å×ÀÏÀÇ °¡Ä¡ Á¦¾ÈÀ» °­È­ÇÕ´Ï´Ù.

¾î¶² ¿î¿µ ¸ðµ¨°ú Á¦Ç° Àü·«ÀÌ Ã¤ÅÃÀ» ÃËÁøÇϴ°¡?

Ç×°ø»çµéÀº ±â³» ¼îÇÎ Àü·«À» È®´ëÇÏ¿© ºñÇà Àü ÁÖ¹®, ±â³» °Ë»ö, ºñÇà ÈÄ ÁÖ¹® 󸮱îÁö Æ÷ÇÔÇÏ´Â ±â³» ¼îÇÎ Àü·«À» È®ÀåÇϰí ÀÖ½À´Ï´Ù. ÀÌ·¯ÇÑ ¿È´Ïä³Î Á¢±Ù ¹æ½ÄÀ» ÅëÇØ ½Â°´Àº ž½Â ÀüºÎÅÍ µµÂø ÈıîÁö Ç×°ø»ç ¼Ò¸Å¾÷ü¿Í ¼ÒÅëÇÒ ¼ö ÀÖ¾î ¿øÈ°ÇÑ ¿©Çà Ä¿¸Ó½º »ýŰ踦 ±¸ÃàÇÒ ¼ö ÀÖ½À´Ï´Ù. ¶ÇÇÑ, ÀϺΠÇ×°ø»ç´Â °í±Þ ºê·£µå ¹× Áö¿ª ÀåÀεé°ú Á¦ÈÞÇÏ¿© ±â³» °æÇèÀ» Çâ»ó½ÃŰ´Â ÇÑÁ¤ »óǰ, ÇÑÁ¤Ç°, ¸ñÀûÁö Å׸¶ »óǰÀ» Á¦°øÇÕ´Ï´Ù.

Å©·Î½ºµµÅ· ¹× µ¿Àû Àç°í °ü¸®¿Í °°Àº ¹°·ù Çõ½ÅÀº ¼ö¿ä°¡ ¸¹Àº »óǰ°ú °³ÀÎÈ­µÈ »óǰÀ» º¸´Ù ¹ÎøÇÏ°Ô Ç×°ø±â¿¡ ÀûÀçÇÒ ¼ö ÀÖ°Ô ÇØÁÝ´Ï´Ù. ¶ÇÇÑ, ģȯ°æ Æ÷Àå, À±¸®ÀûÀ¸·Î Á¶´ÞµÈ Á¦Ç°, ź¼Ò Á߸³ ¹è¼Û ¿É¼Ç¿¡ ´ëÇÑ °ü½ÉÀÌ ³ô¾ÆÁö¸é¼­ Áö¼Ó°¡´É¼ºµµ Á¦Ç° Â÷º°È­ ¿ä¼Ò·Î ºÎ»óÇϰí ÀÖ½À´Ï´Ù. ÇÑÁ¤µÈ ±â³» °ø°£À¸·Î ÀÎÇØ Ç×°ø»çµéÀº Á¦Ç°À» ¾ö¼±ÇÏ°Ô ¼±ÅÃÇÏ°Ô µÇ¾ú°í, ÀÛ°í °¡º±°í ¼öÀͼºÀÌ ³ôÀº Á¦Ç°À» ¼±È£ÇÏ°Ô µÇ¾ú½À´Ï´Ù.

±â³» ¼îÇÎ ½ÃÀåÀÇ ¼ºÀåÀº ¸î °¡Áö ¿äÀο¡ ÀÇÇØ ÁÖµµµË´Ï´Ù.

±â³» ¼îÇÎ ½ÃÀåÀÇ ¼ºÀåÀº ±â³» ¼öÀÍ Ã¢Ãâ¿¡ ´ëÇÑ °ü½É Áõ°¡, ½Â°´ÀÇ ±â´ëÄ¡ º¯È­, ±â³» Ä¿³ØÆ¼µå ±â¼ú µµÀÔ µî ¿©·¯ °¡Áö ¿äÀο¡ ÀÇÇØ ÁÖµµµÇ°í ÀÖ½À´Ï´Ù. Ç×°ø»ç´Â ¿©ÇàÀÚ¿ÍÀÇ ¸ðµç Á¢Á¡À» ÃÖ´ëÇÑ È°¿ëÇÏ·Á°í ³ë·ÂÇϰí ÀÖÀ¸¸ç, ±â³» ¼îÇÎÀº ¿£ÅÍÅ×ÀÎ¸ÕÆ®, ÆíÀǼº ¹× »ó°Å·¡¸¦ ÇϳªÀÇ ¿øÈ°ÇÑ °æÇèÀ¸·Î ÅëÇÕÇÒ ¼ö ÀÖ´Â Áß¿äÇÑ ±âȸ¸¦ Á¦°øÇÕ´Ï´Ù. µðÁöÅÐ ±â´ÉÀÌ ¼º¼÷ÇÏ°í ´õ ¸¹Àº ¼ÒºñÀÚµéÀÌ ±â³» °Å·¡¿¡ Àͼ÷ÇØÁü¿¡ µû¶ó ±â³» ÆÇ¸Å´Â ¼öµ¿ÀûÀÎ °Í¿¡¼­ °íµµ·Î ÀÎÅÍ·¢Æ¼ºêÇÏ°í °³ÀÎÈ­µÈ ¼­ºñ½º ¸ðµ¨·Î ÁøÈ­Çϰí ÀÖ½À´Ï´Ù.

µðÁöÅÐ ³×ÀÌÆ¼ºê ½Â°´À¸·ÎÀÇ Àα¸Åë°èÇÐÀû º¯È­¿Í ÇÔ²² ¿©ÇàÀÚ¿ÍÀÇ ¼ÒÅë¿¡ ´ëÇÑ °ü½ÉÀÌ ³ô¾ÆÁö¸é¼­ Ç×°ø»çµéÀº º¸´Ù ½º¸¶Æ®Çϰí Á¤±³ÇÑ ±â³» ¼Ò¸Å Ç÷§Æû¿¡ ÅõÀÚÇϰí ÀÖ½À´Ï´Ù. ¶ÇÇÑ, °æÀï»ç¿ÍÀÇ Â÷º°È­¿Í Ãæ¼ºµµ Çâ»óÀ» À§ÇÑ Àμ¾Æ¼ºê´Â Ç×°ø»çÀÇ »óǰ ¼±ÅÃÀÇ Á¤±³È­ ¹× ¸®Å×Àϰú ±¤¹üÀ§ÇÑ °í°´ °æÇè Àü·«°úÀÇ ÅëÇÕÀ» ÃËÁøÇϰí ÀÖ½À´Ï´Ù. ¿©Çà ¼ö¿ä°¡ ȸº¹µÇ°í Ç×°ø±âÀÇ ¿¬°á¼ºÀÌ °è¼Ó Çâ»óµÊ¿¡ µû¶ó ±â³» ¼îÇÎÀº Çö´ë Ç×°ø»çÀÇ °¡Ä¡ Á¦¾ÈÀÇ ÇÙ½ÉÀÌ µÉ Áغñ°¡ µÇ¾î ÀÖ½À´Ï´Ù.

ºÎ¹®

Ç×°ø±â Ŭ·¡½º(ÆÛ½ºÆ® Ŭ·¡½º, ºñÁî´Ï½º Ŭ·¡½º, ÇÁ¸®¹Ì¾ö ÀÌÄÚ³ë¹Ì Ŭ·¡½º, ÀÌÄÚ³ë¹Ì Ŭ·¡½º), Ç×°ø»ç À¯Çü(Ç® ¼­ºñ½º, Àú°¡), ¼îÇÎ À¯Çü(¿©Çà Çʼöǰ, ¾×¼¼¼­¸®, ºäƼ£¦Äɾî, ¾î¸°ÀÌ, ±âŸ ¼îÇÎ À¯Çü)

Á¶»ç ´ë»ó ±â¾÷ ¿¹(ÃÑ 47°³»ç)

°ü¼¼ ¿µÇâ °è¼ö

Global Industry Analysts´Â º»»çÀÇ ±¹°¡, Á¦Á¶°ÅÁ¡, ¼öÃâÀÔ(¿ÏÁ¦Ç° ¹× OEM)À» ±â¹ÝÀ¸·Î ±â¾÷ÀÇ °æÀï·Â º¯È­¸¦ ¿¹ÃøÇß½À´Ï´Ù. ÀÌ·¯ÇÑ º¹ÀâÇÏ°í ´Ù¸éÀûÀÎ ½ÃÀå ¿ªÇÐÀº ÀÎÀ§ÀûÀÎ ¼öÀÍ¿ø°¡ Áõ°¡, ¼öÀͼº °¨¼Ò, °ø±Þ¸Á ÀçÆí µî ¹Ì½ÃÀû ¹× °Å½ÃÀû ½ÃÀå ¿ªÇÐ Áß¿¡¼­µµ ƯÈ÷ °æÀï»çµé¿¡°Ô ¿µÇâÀ» ¹ÌÄ¥ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù.

Global Industry Analysts´Â ¼¼°è ÁÖ¿ä ¼ö¼® ÀÌÄÚ³ë¹Ì½ºÆ®(1,4,949¸í), ½ÌÅ©ÅÊÅ©(62°³ ±â°ü), ¹«¿ª ¹× »ê¾÷ ´Üü(171°³ ±â°ü)ÀÇ Àü¹®°¡µéÀÇ ÀǰßÀ» ¸é¹ÐÈ÷ °ËÅäÇÏ¿© »ýŰ迡 ¹ÌÄ¡´Â ¿µÇâÀ» Æò°¡ÇÏ°í »õ·Î¿î ½ÃÀå Çö½Ç¿¡ ´ëÀÀÇϰí ÀÖ½À´Ï´Ù. ¸ðµç ÁÖ¿ä ±¹°¡ÀÇ Àü¹®°¡¿Í °æÁ¦ÇÐÀÚµéÀÌ °ü¼¼¿Í ±×°ÍÀÌ ÀÚ±¹¿¡ ¹ÌÄ¡´Â ¿µÇâ¿¡ ´ëÇÑ ÀǰßÀ» ÃßÀû Á¶»çÇß½À´Ï´Ù.

Global Industry Analysts´Â ÀÌ·¯ÇÑ È¥¶õÀÌ ÇâÈÄ 2-3°³¿ù ³»¿¡ ¸¶¹«¸®µÇ°í »õ·Î¿î ¼¼°è Áú¼­°¡ º¸´Ù ¸íÈ®ÇÏ°Ô È®¸³µÉ °ÍÀ¸·Î ¿¹»óÇϰí ÀÖÀ¸¸ç, Global Industry Analysts´Â ÀÌ·¯ÇÑ »óȲÀ» ½Ç½Ã°£À¸·Î ÃßÀûÇϰí ÀÖ½À´Ï´Ù.

2025³â 4¿ù: Çù»ó ´Ü°è

À̹ø 4¿ù º¸°í¼­¿¡¼­´Â °ü¼¼°¡ ¼¼°è ½ÃÀå Àüü¿¡ ¹ÌÄ¡´Â ¿µÇâ°ú Áö¿ªº° ½ÃÀå Á¶Á¤¿¡ ´ëÇØ ¼Ò°³ÇÕ´Ï´Ù. ´ç»çÀÇ ¿¹ÃøÀº °ú°Å µ¥ÀÌÅÍ¿Í ÁøÈ­ÇÏ´Â ½ÃÀå ¿µÇâ¿äÀÎÀ» ±â¹ÝÀ¸·Î ÇÕ´Ï´Ù.

2025³â 7¿ù: ÃÖÁ¾ °ü¼¼ Àç¼³Á¤

°í°´´Ôµé²²´Â °¢ ±¹°¡º° ÃÖÁ¾ ¸®¼ÂÀÌ ¹ßÇ¥µÈ ÈÄ 7¿ù¿¡ ¹«·á ¾÷µ¥ÀÌÆ® ¹öÀüÀ» Á¦°øÇØ µå¸³´Ï´Ù. ÃÖÁ¾ ¾÷µ¥ÀÌÆ® ¹öÀü¿¡´Â ¸íÈ®ÇÏ°Ô Á¤ÀÇµÈ °ü¼¼ ¿µÇ⠺м®ÀÌ Æ÷ÇԵǾî ÀÖ½À´Ï´Ù.

»óÈ£ ¹× ¾çÀÚ °£ ¹«¿ª°ú °ü¼¼ÀÇ ¿µÇ⠺м® :

¹Ì±¹ <>& Áß±¹ <>& ¸ß½ÃÄÚ <>& ij³ª´Ù <>&EU <>& ÀϺ» <>& Àεµ <>& ±âŸ 176°³±¹

¾÷°è ÃÖ°íÀÇ ÀÌÄÚ³ë¹Ì½ºÆ®: Global Industry AnalystsÀÇ Áö½Ä ±â¹ÝÀº ±¹°¡, ½ÌÅ©ÅÊÅ©, ¹«¿ª ¹× »ê¾÷ ´Üü, ´ë±â¾÷, ±×¸®°í ¼¼°è °è·® °æÁ¦ »óȲ¿¡¼­ Àü·Ê ¾ø´Â ÆÐ·¯´ÙÀÓ ÀüȯÀÇ ¿µÇâÀ» °øÀ¯ÇÏ´Â ºÐ¾ßº° Àü¹®°¡ µî °¡Àå ¿µÇâ·Â ÀÖ´Â ÃÖ°í ÀÌÄÚ³ë¹Ì½ºÆ®¸¦ Æ÷ÇÔÇÑ 14,949¸íÀÇ ÀÌÄÚ³ë¹Ì½ºÆ®¸¦ ÃßÀûÇϰí ÀÖ½À´Ï´Ù. 16,491°³ ÀÌ»óÀÇ º¸°í¼­ ´ëºÎºÐ¿¡ ¸¶ÀϽºÅæ¿¡ ±â¹ÝÇÑ 2´Ü°è Ãâ½Ã ÀÏÁ¤ÀÌ Àû¿ëµÇ¾î ÀÖ½À´Ï´Ù.

¸ñÂ÷

Á¦1Àå Á¶»ç ¹æ¹ý

Á¦2Àå ÁÖ¿ä ¿ä¾à

Á¦3Àå ½ÃÀå ºÐ¼®

Á¦4Àå °æÀï

LSH
¿µ¹® ¸ñÂ÷

¿µ¹®¸ñÂ÷

Global Inflight Shopping Market to Reach US$9.3 Billion by 2030

The global market for Inflight Shopping estimated at US$7.2 Billion in the year 2024, is expected to reach US$9.3 Billion by 2030, growing at a CAGR of 4.2% over the analysis period 2024-2030. First Class Aircraft, one of the segments analyzed in the report, is expected to record a 3.6% CAGR and reach US$3.5 Billion by the end of the analysis period. Growth in the Business Class Aircraft segment is estimated at 3.7% CAGR over the analysis period.

The U.S. Market is Estimated at US$1.9 Billion While China is Forecast to Grow at 4.2% CAGR

The Inflight Shopping market in the U.S. is estimated at US$1.9 Billion in the year 2024. China, the world's second largest economy, is forecast to reach a projected market size of US$1.5 Billion by the year 2030 trailing a CAGR of 4.2% over the analysis period 2024-2030. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at a CAGR of 3.8% and 3.8% respectively over the analysis period. Within Europe, Germany is forecast to grow at approximately 3.6% CAGR.

Global Inflight Shopping Market - Key Trends & Drivers Summarized

Why Is Inflight Shopping Becoming a Strategic Focus for Airlines?

Inflight shopping has evolved from a basic duty-free offering into a dynamic and strategic component of airline retail and passenger engagement. Airlines are increasingly leveraging this channel as a source of non-ticket revenue, particularly as traditional fare structures face pressure from fluctuating fuel costs and shifting consumer preferences. By providing travelers the ability to browse and purchase products while in transit, airlines are creating a unique captive retail environment that combines convenience, exclusivity, and experiential appeal.

Passengers are responding positively to the novelty of inflight retail, especially when it offers products that are not easily accessible elsewhere or provide perceived value through exclusivity or pre-order discounts. Luxury goods, electronics, travel accessories, and branded merchandise are among the top-selling categories, often curated to reflect seasonal trends or regional passenger preferences. In addition to serving consumer needs, inflight shopping is contributing to enhanced brand differentiation and customer loyalty, particularly on long-haul or premium routes.

What Digital Innovations Are Redefining the Inflight Retail Experience?

Inflight shopping has undergone a technological transformation, moving beyond static catalogs to interactive and personalized retail platforms. Airlines are integrating digital shopping portals into in-flight entertainment systems, enabling passengers to view products, access promotions, and complete purchases via seatback screens or personal devices. These systems can be linked to loyalty programs and customer profiles, allowing for curated offers and recommendations based on past behavior or destination relevance.

Mobile app integration, contactless payments, and real-time inventory synchronization are now common, allowing travelers to pre-order items for delivery onboard or even to their home post-flight. Some airlines are experimenting with augmented reality previews and voice-controlled browsing for hands-free shopping. Meanwhile, backend platforms are being enhanced with data analytics tools that provide insights into buying behavior, optimal product placement, and conversion rates. These innovations are streamlining operations and enhancing the retail value proposition for both passengers and airline partners.

Which Operational Models and Product Strategies Are Driving Adoption?

Airlines are expanding their inflight shopping strategies to include pre-flight ordering, inflight browsing, and post-flight fulfillment. This omni-channel approach allows passengers to engage with airline retail before boarding and beyond arrival, creating a seamless travel-commerce ecosystem. Some airlines are also partnering with high-end brands or regional artisans to offer exclusive merchandise, limited editions, or destination-themed products that elevate the inflight experience.

Logistics innovations, such as cross-docking and dynamic inventory management, are allowing for more agile stocking of aircraft with high-demand or personalized goods. Sustainability is also emerging as a product differentiator, with increasing emphasis on eco-conscious packaging, ethically sourced products, and carbon-neutral delivery options. As cabin space is limited, airlines are becoming more selective in their product curation, favoring compact, lightweight, and high-margin items.

The Growth in the Inflight Shopping Market Is Driven by Several Factors…

The growth in the inflight shopping market is driven by several factors including the increasing focus on ancillary revenue generation, evolving passenger expectations, and the adoption of connected inflight technologies. Airlines are seeking to maximize every touchpoint with the traveler, and inflight shopping presents a key opportunity to combine entertainment, convenience, and commerce into one seamless experience. As digital capabilities mature and more consumers become comfortable with inflight transactions, onboard retail is evolving from a passive offering into a highly interactive and personalized service model.

Greater emphasis on traveler engagement, combined with demographic shifts toward digitally native passengers, is pushing airlines to invest in smarter and more sophisticated inflight retail platforms. Additionally, competitive differentiation and loyalty-building incentives are driving airlines to refine their product selection and integrate retail with broader customer experience strategies. As travel rebounds and aircraft connectivity continues to improve, inflight shopping is poised to become a cornerstone of the modern airline value proposition.

SCOPE OF STUDY:

The report analyzes the Inflight Shopping market in terms of units by the following Segments, and Geographic Regions/Countries:

Segments:

Aircraft Class (First Class, Business Class, Premium Economy Class, Economy Class); Carrier Type (Full-Service, Low-Cost); Shopping Type (Travel Essential, Accessories, Beauty & Care, Children, Other Shopping Types)

Geographic Regions/Countries:

World; United States; Canada; Japan; China; Europe (France; Germany; Italy; United Kingdom; and Rest of Europe); Asia-Pacific; Rest of World.

Select Competitors (Total 47 Featured) -

TARIFF IMPACT FACTOR

Our new release incorporates impact of tariffs on geographical markets as we predict a shift in competitiveness of companies based on HQ country, manufacturing base, exports and imports (finished goods and OEM). This intricate and multifaceted market reality will impact competitors by artificially increasing the COGS, reducing profitability, reconfiguring supply chains, amongst other micro and macro market dynamics.

We are diligently following expert opinions of leading Chief Economists (14,949), Think Tanks (62), Trade & Industry bodies (171) worldwide, as they assess impact and address new market realities for their ecosystems. Experts and economists from every major country are tracked for their opinions on tariffs and how they will impact their countries.

We expect this chaos to play out over the next 2-3 months and a new world order is established with more clarity. We are tracking these developments on a real time basis.

As we release this report, U.S. Trade Representatives are pushing their counterparts in 183 countries for an early closure to bilateral tariff negotiations. Most of the major trading partners also have initiated trade agreements with other key trading nations, outside of those in the works with the United States. We are tracking such secondary fallouts as supply chains shift.

To our valued clients, we say, we have your back. We will present a simplified market reassessment by incorporating these changes!

APRIL 2025: NEGOTIATION PHASE

Our April release addresses the impact of tariffs on the overall global market and presents market adjustments by geography. Our trajectories are based on historic data and evolving market impacting factors.

JULY 2025 FINAL TARIFF RESET

Complimentary Update: Our clients will also receive a complimentary update in July after a final reset is announced between nations. The final updated version incorporates clearly defined Tariff Impact Analyses.

Reciprocal and Bilateral Trade & Tariff Impact Analyses:

USA <> CHINA <> MEXICO <> CANADA <> EU <> JAPAN <> INDIA <> 176 OTHER COUNTRIES.

Leading Economists - Our knowledge base tracks 14,949 economists including a select group of most influential Chief Economists of nations, think tanks, trade and industry bodies, big enterprises, and domain experts who are sharing views on the fallout of this unprecedented paradigm shift in the global econometric landscape. Most of our 16,491+ reports have incorporated this two-stage release schedule based on milestones.

COMPLIMENTARY PREVIEW

Contact your sales agent to request an online 300+ page complimentary preview of this research project. Our preview will present full stack sources, and validated domain expert data transcripts. Deep dive into our interactive data-driven online platform.

TABLE OF CONTENTS

I. METHODOLOGY

II. EXECUTIVE SUMMARY

III. MARKET ANALYSIS

IV. COMPETITION

(ÁÖ)±Û·Î¹úÀÎÆ÷¸ÞÀÌ¼Ç 02-2025-2992 kr-info@giikorea.co.kr
¨Ï Copyright Global Information, Inc. All rights reserved.
PC¹öÀü º¸±â