by Brandon Sanders, Senior Analyst
Consumer survey data from Integrated Insight’s 2025 and 2026 Leisure Experiences Consumer Survey Reports show trends that are impactful for location-based entertainment pricing strategy and revenue optimization.
In the 2026 survey results, we see impacts of the K-shaped economy, in which higher-income households and affluent sectors participate and spend more, and lower-income groups and price-sensitive sectors participate less.
Focusing on the value proposition is increasingly necessary among budget-conscious consumers, as the total cost of the visit and ticket prices are pervasive barriers. For most location-based entertainment venues, “too expensive” is the top cited reason for considering but not converting on an activity. This is particularly true for theme parks and sporting events.
On the other hand, one in five leisure consumers do not worry about the cost at all if it is something they really want to do, and there's an increased appetite for experiential upgrades.
For attractions and location-based entertainment venues, optimizing pricing to accommodate different guest budgets is key to addressing the current leisure landscape while maximizing revenue. Below are some practical ways operators can drive growth while meeting consumers where they are:
- Provide Tiered Admission Prices Through Variable or Dynamic Pricing
- Provide Packages and Bundles To Lower the Overall Cost of Visit
- Provide Premium Product Upsells for Less Price-Sensitive Consumers
- Leverage “Good, Better, Best” Product Stratification
1. Provide Tiered Admission Prices Through Variable or Dynamic Pricing
Variable pricing involves setting different price points for different customers, segments, or situations based on predetermined criteria such as day parts, customer demographics, purchase history, or membership status. Variable admission pricing tiers can vary by season, day of the week, and time of day, offering lower prices on less-busy days and higher prices during peak periods.
Variable pricing gives price-sensitive consumers a more affordable option to visit if they are willing to visit during historically weaker periods of demand. Variable pricing does not change prices in real-time based on demand or weather-based triggers; prices are generally set at the beginning of the season on a static calendar.
When evaluating a variable pricing strategy, consider the following:
- The variance between price points should be adequate to distinguish between tiers. This looks different for each attraction, depending on the “starting at” price point and the ability to increase prices on peak days.
- Leverage entry-level price points in marketing and online messaging as the “starting at” price point, but provide transparent calendars to consumers that show price points throughout the season clearly so they can make a decision that works best for them.
- Measure the effectiveness of your variable pricing strategy. The optimal goal of a pricing strategy is to provide strong price value for guests while maximizing revenue for the bottom line. It’s important to understand the risk of revenue dilution. Consider how many customers would have visited regardless and were simply given a lower price. Evaluate the potential revenue dilution alongside any incremental demand generated by the strategy.
- While variable pricing can shift and smooth demand, it’s not always seen in practice. If smoothing demand is an objective for your attraction or experience, variable pricing is one lever, but applying capacity constraints or timed ticketing may be needed to optimize the guest experience.
Dynamic pricing can also be leveraged to provide admission tiers when executed correctly. Dynamic pricing, also referred to as surge pricing or demand pricing, is a strategy that involves adjusting prices in real time based on demand, supply, competitor pricing, and customer behavior. Dynamic pricing is gaining favorability among leisure consumers, as 40% found dynamic pricing favorable to some degree, compared to just 22% in 2025. However, consider the following:
- Similar to variable pricing, an attractive entry-level price point can be set and advertised, but the price a guest sees may vary depending on when they purchase. If prices are increasing as demand increases, a customer who shops for tickets weeks in advance but decides to purchase the day before may see two different prices. This can create confusion and frustration.
- Can a variable pricing strategy yield just as much incremental revenue? Dynamic pricing can introduce operational complexity and customer friction when similar revenue gains may be achievable through a simpler variable pricing approach.
- Will dynamic pricing obscure the value proposition? Dynamic pricing can reduce price transparency, shifting the consumer’s focus from the experience itself to the fluctuations in price. This is prevalent in experiences that change prices in small increments and can be construed as price gouging.
Both variable and dynamic pricing, when set up correctly, can provide options for consumers with various budgets.
2. Provide Packages and Bundles To Lower the Overall Cost of Visit
The 2026 Leisure Experiences Consumer Survey Report showed that nearly half of consumers consider the total cost of a visit when considering a paid experience—and nearly half search for deals before purchasing.
Additionally, 85% of consumers indicate they favor all-in pricing. Of the four discount offers tested in our research, packages were the top choice for over 40% of consumers, highlighting the appeal of simplified, all-inclusive package offers.
All-inclusive packages improve the value proposition by lowering the overall cost of a visit and can create a more seamless guest experience. Combining admission with food, parking, or merchandise locks in a clear, upfront price for the guest, eliminating the stress of budgeting line by line and constantly reaching for their wallet. At the same time, bundling can help capture higher spending per visit by including underutilized upsells alongside core offerings. For example, an attraction might bundle a photo opportunity that a guest would otherwise overlook if purchasing items separately.
Below are some attraction package examples that can be a win-win for both the guests and the business.
For guests who live farther away from an attraction, convenient “getaway” packages can help remove several barriers and enhance value. Attractions can partner with local hotels and other nearby businesses to make planning and booking a trip easier while encouraging guests to purchase in advance. Combining lodging, admission, and other local experiences into a single package can also give guests more reason to take the trip, especially when it offers clear savings or added benefits.
3. Provide Premium Product Upsells for Less Price-Sensitive Consumers
1 in 5 leisure entertainment consumers do not worry about cost when planning out-of-home entertainment they really want to do, and separately, 1 in 3 say neither money nor lack of time will prevent them from participating in the paid experiences they want to do over the next 12 months.
Additionally, compared to 2025, guests are more willing to pay for upgrades that make their visit easier, such as early access or front-of-line options. This suggests that some guests are placing more value on perks that offer convenience, save time, and help them get more out of their visit.
Premium upsells give less price-sensitive guests the chance to spend more on what they value most, while keeping the base price within reach for those more focused on cost. This can be an effective way to drive incremental revenue while enhancing the overall guest experience.
Limited-time seasonal events can be a great place to incorporate premium offers, as high demand and limited capacity can make premium perks even more valuable to guests. These could include early or faster access, VIP or behind-the-scenes experiences, and tickets that give guests more time to enjoy the event.
4. Leverage “Good, Better, Best” Product Stratification
A “Good, Better, Best” product strategy provides options for consumers and helps illustrate the value proposition. In today’s experience economy, this structure allows consumers to choose the option that best fits their needs and willingness to pay, while creating natural opportunities to buy up into higher-yielding products.
For example, product stratification is a common practice with season pass products. Parks often offer several pass tiers, ranging from lower-cost options with basic admission to premium passes that include added perks and benefits, such as discounts and no blackout dates.
Product stratification can be applied to other admission products as well. For example, offering attraction combos, multi-day visit passes, and various packages can provide options for consumers.
Turning Insights into Growth
In today’s leisure economy, the focus should be on driving perceived value among each consumer segment. Location-based entertainment venues that understand who their guests are and what they value can better build a strategy to meet them where they are and create a stronger value proposition to drive meaningful growth.
If you are interested in better understanding your guests or uncovering new ways to strengthen your strategy, reach out to discuss how we can support your goals.
Download the full consumer report here: https://integratedinsight.com/2026-leisure-experiences-consumer-survey/
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