Region:Middle East
Author(s):Ventura Sundara Karthik
Product Code:KR971
The report titled “Saudi Arabia Leisure and Entertainment Market Outlook to 2025-Movie Theatre Market by Revenue (Ticket Admissions, Food, and Beverage Sales, Advertisements and Sponsorships), Amusement Park Industry (Ticket Admissions, Food, and Beverage, Merchandise, Games, and Others) and Alternate Entertainment Avenues (VR Gaming, Bowling Alley and Trampoline Parks)” provides a comprehensive analysis on the status of leisure and entertainment industry in KSA. The report covers various aspects including the market potential, market segmentation and customer preferences in each segment. The report concludes with market projections for the future of the industry including forecasted industry size by revenue with recommended market penetration strategies for a new entrant.
Saudi Arabia movie theater market had begun taking shape after a 35-year hiatus. The Saudi government, in a bid to increase entertainment opportunities in Saudi Arabia, allowed screening of movies in 2018. AMC Cinemas was the first international movie theater chain to operate in Saudi Arabia with the KAFD screen that accommodates 490 patrons. As of December 2019, more than 9 movie theaters are operational across Saudi Arabia, with a maximum in Riyadh.
Market Segmentation by Revenue Source (Ticket Sales, Food and Beverages, and Advertisements and Sponsorship): Ticket sales were observed to the dominant revenue source for movie theaters, in line with trends observed in emerging movie theater markets. The standard screen was observed to dominate the type of tickets and screens preferred by moviegoers due to their low cost and high availability. Similar to more developed movie markets, the majority of the demand for ticket sales was through the online medium.
Food and Beverages: sales were second-highest for movie theater operators. Movie theater companies were observed to have earned a higher margin on F&B related costs. Currently, third-party vendors operating in movie theaters are rare and all offerings belong to the theater company. Average spending by Saudis on F&B in movie theaters were in the range of SAR 40-60.
Advertisements and Sponsorship: included revenue from the exhibition of ads from distributors. Sponsorship revenue was included as most of the theaters operating in Saudi Arabia were new and therefore had greater sponsorship activity to increase footfall in theaters.
As of 2019, the movie theater industry is concentrated between 4 players, with VOX Cinemas operating 7 out 9 theaters as of 2019. The Saudi Authority for a movie, General Entertainment Authority has given movie theater licenses to 7 operators as of January 2020. Currently, 4 cinema chains are operational in Saudi Arabia, namely Dubai based VOX, and USA based AMC, Saudi based MUVI Cinemas and Middle Eastern-based Empire Cinemas. Currently, VOX holds the market leadership position with more than 7 operational theaters across KSA, followed by AMC and MUVI with 2 locations each. Companies compete on the basis of ticket prices, type of screen formats, F&B packages and discounts among others.
For the period 2019-20205, the movie theater industry in Saudi Arabia is forecasted to grow at a CAGR of 15% as more movie theater chains enter the market. As movie theaters face footfall challenges, discounts, movie passes can be expected on tickets as well as higher margins on F&B sales. For nationals with higher spending capacity, premium movie viewing formats such as 4D, IMAX and other luxurious offerings such as fine dining and private viewing will help movie theater operators to gain higher revenue from fewer admissions.
The amusement park industry in Saudi Arabia is fragmented with various types of amusement parks in operation including theme parks, water parks, entertainment parks in malls, snow-based parks among others. The market grew at a single-digit CAGR. The Al Hokair group and Al Futtaim group are the leading businesses in the amusement park establishments, with Al Shallal Theme Park, Al Hokair Land, and Jungle Theme park. The growth in tourists and their entry with tourist visas and the government’s push for an entertainment-based economy has driven the market in the review period.
Ticket Sales and Admissions in 2019for amusement parks include sales of walk-in tickets, online, and groups and parties. This segment was observed to have accounted for the highest share of amusement park revenues, as the average ticket price includes an entry fee to be paid irrespective of rides.
Food and Beverages revenues include sales from stalls and restaurants as well as catering services offered inside the premises. Catering services are offered to groups such as schools, corporate, ladies nights among others. This segment accounted for the second-highest share of overall amusement park revenues in 2019.
Merchandise Sales in 2019accounted for the third-highest of amusement park revenues in 2019. All amusement parks sold souvenirs, clothes, toys, and other accessories at shops and stalls inside the premises.
Games and arcades revenues from Amusement parks had specific gaming arcades for families, children, and women which includes traditional arcade games as well as new games that included VR and bowling.
Other revenue sources include royalty from third party food vendors if any, parking charges, and sponsorship revenues for events that are conducted in the amusement park such as water shows, magic shows, and other exhibitions.
The nature of competition is fragmented in terms of amusement parks. The region has various amusement parks, family entertainment centers, water parks, and theme-based parks. Al-Shallal Theme park is the oldest operating theme park in Saudi Arabia and holds the highest market share in terms of revenue as well as admissions as of 2019. Other parks include Al Hokair Land and Atallah Happy Land which have the next highest revenues.
The nature of competition in terms of holding companies is moderately concentrated as Majid Al Futtaim and Al Hokair group are market leaders with annual revenues from entertainment and family-oriented destinations exceeding SAR 1 Billion for 2019. Fakieh Group is another holding company, which owns Al-Shallal theme park.
Alternate entertainment avenues have been identified in Saudi Arabia based on their attractiveness for investors as well as customers. These avenues are identified according to the Vision 2030, which expects Saudi nationals to engage themselves in leisure, entertainment and specifical recreation with an interest in physical activity.
Virtual Reality gaming is extremely new in Saudi Arabia and has major applications to business enterprises than in gaming and leisure. Currently, Vogel and Off the Grid (OTG) provide VR solutions for businesses while OTG also provides gaming solutions, Zero Latency is Saudi Arabia's first free roam VR gaming arcade. The payback period for investment in a lease based operating model was observed to be highest.
Bowling Alleys are common in Saudi Arabia as the sport has a long history in the kingdom. The Universal Bowling Center in Riyadh operates according to International Bowling Standards and conducts various tournaments for professionals as well as leisure seekers.
Trampoline Parks are somewhat common in the kingdom with international operators such as Skyzone and Bounce having operations in Jeddah, Riyadh and Al Khobar. With the purpose of exercise and recreation, trampoline parks attract schools, corporate, females only among others with an aim to improve lifestyle and fitness, as well as entertainment.
Movie Theater Market
Amusement Park Market
Alternate Entertainment Investment
Companies Covered in Report:
Saudi Arabia Movie Theater Market
Market Segmentation
Market Competition
Future Outlook
Saudi Arabia Amusement Parks Market Size
Market Segmentation
Market Competition
Alternate Entertainment in Saudi Arabia
2.1. Market Definitions
2.2. Abbreviations
2.3. Market Sizing and Modeling
Consolidated Research Approach
Market sizing Approach – Saudi Arabia Movie Theater and Amusement Park Market
Sample Size Inclusion Table
Limitations
Final Conclusion
Gross Domestic Product of Saudi Arabia
Overview of Tourism, leisure and Entertainment in Saudi Arabia
Population in Saudi ArBaia
Number of Households in Saudi Arabia
4.1.Saudi Arabia Movie Theater Market Overview, 2019
4.2.Revenue Streams of Movie Theater Industry
4.3.Saudi Arabia Movie Theater Market Size, 2019
4.4.Saudi Arabia Movie Theater Market Segmentation By Revenue Source (Ticket Sales, F&B and Advertisements and Sponsorships), 2019
Movie Theater Market Competition Overview
4.5. Investment Model to Setup Movie Theater in Saudi Arabia
Assumptions
Fixed and Capital Costs
Wages and Salaries
Interest Cost Calculations
Operating Expenses
Revenue Model
Conclusion
4.6. Customer Preference for Cinema Viewing Experience in Saudi Arabia
4.7. Case Study on Successful Movie Theater Ventures
4.7.1. AMC Theaters
4.7.2. Vox Cinemas, Majid Al Futtaim in Dubai, UAE
4.8. Investment and Regulatory Scenario in Saudi Arabia Movie Theater Industry
4.8.1. Investment Scenario
Retail Real Estate Supply in Saudi arabia
4.8.2. Regulatory Scenario
Overview of New Cinema Regulatory Regime
Movie Operator’s Obligations Towards GCAM
Procedure to Obtain License and Set up Operations of a Movie Theater
4.9. Future Outlook for Saudi Arabia Movie Theater Industry 2019-2025F
By Source of Revenue (Ticket Sales, F&B Revenue, Advertisements and Sponsorships), 2019-2025E
4.10. Analyst Recommendations – Movie Theater Market
4.10.1. Recommendations for Existing Players
Ticket Booking Aggregator
Experimenting with Different Pricing Models
Content of Film Exhibition
Competition from Streaming Applications
4.10.2. Recommendations for New Entrants
Sustainable Funding Models
Target Hotspots of Retail Supply
Mode of Entry
5.1.Saudi Arabia Amusement Park Market Overview
5.2.Revenue Streams of Saudi Arabia Amusement Park Industry
5.3. Saudi Arabia Amusement Park Market Size by Revenue, 2014-2019
5.4. Saudi Arabia Amusement Park Market Segmentation by Revenue Streams, 2019
5.5. Competition Scenario in Saudi Arabia Amusement Park Market, 2019
5.6. Investment Model to Setup Amusement Park in Saudi Arabia
Assumptions
Fixed and Capital Costs
Interest Cost Calculations
Wages and Salaries
Revenue Model
Conclusion
5.7. Customer Preference For Amusement Park in Saudi Arabia
5.8. Case Study on Successful Amusement Park Companies
5.8.1. Al Hokair Group
5.8.2. Fakieh Group (Al Shallal Theme Park)
5.9. Investment and Regulatory Scenario in Saudi Arabia Amusement Park Industry
5.9.1.Investment Scenario
Upcoming Entertainment Ventures in Saudi arabia
Funding Model for Amusement Parks
Regulatory, Financial and TAX Incentives for Doing Business in Saudi Arabia
Regional Scenario in terms of Investment in Amusement Parks
5.9.2. Overview of Regulatory Bodies
5.10. Future Outlook for Saudi Arabia Amusement Park Market 2019-2025F
5.11. Analyst Recommendations Amusement Park Market
5.11.1. Analyst Recommendations for Existing Players
Combating Seasonality
Sustainable Funding Models
Technology Enabled Operation and Maintenance
Discovering new Hotspots
5.11.2. Analyst Recommendations For New Entrants
Conducting Feasibility Analysis
Selecting type and Location of Park
Business Model for Amusement Parks
6.1. Alternate Entertainment (VR Gaming, Bowling Alley and Trampoline Parks) Market Overview
6.2. Investment Model to Setup Alternate Entertainment Destinations (VR Gaming Arcade, Bowling Alley and Trampoline Parks) in Saudi Arabia
6.2.1. VR Gaming Arcade
Fixed Capital Costs
Operating Expenses
Revenue Model
Conclusion
6.2.2. Bowling Alley Investment Model
Location and Assumptions
Fixed Capital Costs
Interest Cost Calculations
Wages and Salaries
Operating Expenses
Revenue Model
Conclusion
6.2.3. Trampoline Park
Fixed Capital Costs
Interest Cost Calculations
Wages and Salaries
Operating Expenses
Revenue Model
Final Conlusion
6.3. Case Study on Alternate Entertainment in Saudi Arabia
6.3.1.Off The Grind, Jeddah
6.3.2.Emirates Bowling Village (EBV), Dubai
6.3.3.Bounce Trampoline Park, KSA
6.4.Customer Preference on Alternate Entertainment (VR Gaming, Bowling Alley, Trampoline Park)
6.5. Future Outlook in Alternate Entertainment (VR Gaming, Bowling Alley, Trampoline Park)
6.5.1.Investment Scenario
Target Audience
Future Demand for Alternate Entertainment
Ideal Location
Sources of Funding
6.6. Analyst Recommendations – Alternate Entertainment
6.6.1.VR Gaming
1.1.1.1.Recommendation for Existing Players
Democratization of VR Technology
Standardization of VR Hardware and Software
1.1.1.2. Recommendation for New Entrants
Investment in VR Gaming
6.6.2. Bowling Alley
1.1.1.3. Recommendations for Existing Players
Exploring new Target Market and Revenue Streams
Personnel Training and Development
1.1.1.4. Recommendations for New Entrants
Financing a Bowling Alley
Setting up a Bowling Alley
6.6.3. Trampoline Parks
1.1.1.5. Recommendations for Existing Players
Attracting a Larger Audience
Safety Standards For Trampolines
Creating an Online Presence
1.1.1.6. Recommendations for New ENtrants
Selecting a Suitable Location
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