¼¼°èÀÇ ºñÁî´Ï½º Ç×°ø±â ½ÃÀå
Business Aircraft
»óǰÄÚµå : 1757645
¸®¼­Ä¡»ç : Global Industry Analysts, Inc.
¹ßÇàÀÏ : 2025³â 06¿ù
ÆäÀÌÁö Á¤º¸ : ¿µ¹® 275 Pages
 ¶óÀ̼±½º & °¡°Ý (ºÎ°¡¼¼ º°µµ)
US $ 5,850 £Ü 8,053,000
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 24,161,000
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 ºñÁî´Ï½º Ç×°ø±â ½ÃÀåÀº 2030³â±îÁö 458¾ï ´Þ·¯¿¡ ´ÞÇÒ Àü¸Á

2024³â¿¡ 393¾ï ´Þ·¯·Î ÃßÁ¤µÇ´Â ¼¼°èÀÇ ºñÁî´Ï½º Ç×°ø±â ½ÃÀåÀº 2024-2030³â¿¡ CAGR 2.6%·Î ¼ºÀåÇϸç, 2030³â¿¡´Â 458¾ï ´Þ·¯¿¡ ´ÞÇÒ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù. ÀÌ ¸®Æ÷Æ®¿¡¼­ ºÐ¼®ÇÑ ºÎ¹®ÀÇ ÇϳªÀÎ ´ëÇü Á¦Æ®±â´Â CAGR 2.1%¸¦ ±â·ÏÇϸç, ºÐ¼® ±â°£ Á¾·á½Ã¿¡´Â 246¾ï ´Þ·¯¿¡ ´ÞÇÒ °ÍÀ¸·Î ¿¹»óµË´Ï´Ù. ÁßÇü Á¦Æ®±â ºÎ¹®ÀÇ ¼ºÀå·üÀº ºÐ¼® ±â°£ Áß CAGR 3.0%·Î ÃßÁ¤µË´Ï´Ù.

¹Ì±¹ ½ÃÀåÀº 107¾ï ´Þ·¯·Î ÃßÁ¤, Áß±¹Àº CAGR 4.9%·Î ¼ºÀå ¿¹Ãø

¹Ì±¹ÀÇ ºñÁî´Ï½º Ç×°ø±â ½ÃÀåÀº 2024³â¿¡ 107¾ï ´Þ·¯·Î ÃßÁ¤µË´Ï´Ù. ¼¼°è 2À§ÀÇ °æÁ¦´ë±¹ÀÎ Áß±¹Àº 2030³â±îÁö 88¾ï ´Þ·¯ÀÇ ½ÃÀå ±Ô¸ð¿¡ ´ÞÇÒ °ÍÀ¸·Î ¿¹ÃøµÇ¸ç, ºÐ¼® ±â°£ÀÎ 2024-2030³âÀÇ CAGRÀº 4.9%ÀÔ´Ï´Ù. ±âŸ ÁÖ¸ñÇÒ ¸¸ÇÑ Áö¿ªº° ½ÃÀåÀ¸·Î´Â ÀϺ»°ú ij³ª´Ù°¡ ÀÖÀ¸¸ç, ºÐ¼® ±â°£ Áß CAGRÀº °¢°¢ 1.0%¿Í 1.9%·Î ¿¹ÃøµË´Ï´Ù. À¯·´¿¡¼­´Â µ¶ÀÏÀÌ CAGR 1.4%·Î ¼ºÀåÇÒ °ÍÀ¸·Î ¿¹ÃøµË´Ï´Ù.

¼¼°èÀÇ ºñÁî´Ï½º Ç×°ø±â ½ÃÀå - ÁÖ¿ä µ¿Çâ°ú ÃËÁø¿äÀÎ Á¤¸®

ºñÁî´Ï½º Ç×°ø±â°¡ ±â¾÷ À̵¿¼º, ÀÓ¿ø ¿¬°á¼º, Àå°Å¸® À̵¿ ÃÖÀûÈ­¿¡ ÀÖÀ¸¸ç, Àü·«ÀûÀ¸·Î Áß¿äÇÑ ¿ªÇÒÀ» ÇÏ´Â ÀÌÀ¯´Â ¹«¾ùÀΰ¡?

ºñÁî´Ï½º Ç×°ø±â´Â ±â¾÷ÀÌ ¹Î°£ Ç×°øÀ» ´ëüÇÒ ¼ö ÀÖ´Â ¹ÎøÇÏ°í ¾ÈÀüÇÏ¸ç »ý»êÀûÀÎ À̵¿ ¼ö´ÜÀ» ã´Â °¡¿îµ¥ Àü·«Àû Á߿伺ÀÌ Ä¿Áö°í ÀÖ½À´Ï´Ù. ¼ÒÇü Á¦Æ®±â ¹× Åͺ¸ÇÁ·Ó Ç×°ø±âºÎÅÍ ´ëÇü ijºóÀÇ ´ë·ú°£ Á¦Æ®±â±îÁö ´Ù¾çÇÑ Ç×°ø±â´Â ºÐ»êµÈ ¾÷¹«, ½Ã°£ Ã˹ÚÇÑ ¾÷¹«, ¿ø°ÝÁö ¹× ¼­ºñ½º Ãë¾à Áö¿ªÀ¸·ÎÀÇ Á¢±ÙÀ» Áö¿øÇÏ´Â ¿Âµð¸Çµå ¸ðºô¸®Æ¼¸¦ Á¦°øÇÕ´Ï´Ù. COVID-19 ÀÌÈÄ ±â¾÷ ÃâÀå ÇàÅÂÀÇ º¯È­, À§Çè °¨¼Ò¿¡ ´ëÇÑ °ü½É Áõ°¡, ÇÏÀ̺긮µå ±Ù¹« ¹æ½Ä¿¡ ´ëÇÑ ¼ö¿ë È®´ë´Â C-suiteÀÇ À̵¿¼º°ú °æ¿µÁøÀÇ Àü·«Àû ÀÇ»ç°áÁ¤À» °¡´ÉÇÏ°Ô ÇÏ´Â ÇÁ¶óÀ̺ø Ç×°øÀÇ ¸Å·ÂÀ» °­È­Çϰí ÀÖ½À´Ï´Ù.

ºñÁî´Ï½º Ç×°øÀº ¶ÇÇÑ ºÎÀ¯Ãþ, ½ºÆ÷Ã÷ ÇÁ·£Â÷ÀÌÁî, Àü¼¼±â ¿î¿µ»çµé »çÀÌ¿¡¼­ µ¶Á¡ÀûÀ̰í È¿À²ÀûÀÎ ¸ÂÃãÇü Ç×°ø ¿©Çà °æÇèÀ» ¿øÇÏ´Â ºÎÀ¯Ãþ »çÀÌ¿¡¼­ Àα⸦ ²ø°í ÀÖ½À´Ï´Ù. Ç×°ø±â Çö´ëÈ­, Ç×°ø±â ÀÌ¿ë·ü Áõ°¡, ½ÅÈï ½ÃÀå¿¡¼­ÀÇ Ãʱ⠼ÒÀ¯À² Áõ°¡°¡ ¼ö¿ä ȸº¹¿¡ ±â¿©Çϰí ÀÖ½À´Ï´Ù. ±â¾÷Àº ¿îÇ× Åº·Â¼º, ´ë¸é Âü¿© ¹× ½Ã°£ °ü¸® ÃÖÀûÈ­¸¦ ¿ì¼±½ÃÇϰí ÀÖÀ¸¸ç, ºñÁî´Ï½º Ç×°ø±â´Â »çġǰÀÌ ¾Æ´Ñ °æÀïÀÌ Ä¡¿­ÇÑ ¾÷°è¿¡¼­ °æÀï ¿ìÀ§¸¦ È®º¸Çϱâ À§ÇÑ Åø·Î Àνĵǰí ÀÖ½À´Ï´Ù.

Ç×°ø±â µðÀÚÀÎ, Ä¿³ØÆ¼ºñƼ ¼Ö·ç¼Ç, Áö¼Ó°¡´É¼º¿¡ ´ëÇÑ ³ë·ÂÀº ºñÁî´Ï½º Ç×°ø »ýŰ踦 ¾î¶»°Ô ÁøÈ­½Ã۰í Àִ°¡?

±â¼ú Çõ½ÅÀº ¼º´É, ±â³» °æÇè, ¹è±â°¡½º ¹èÃâ °¨¼Ò¸¦ ÅëÇØ ºñÁî´Ï½º Ç×°ø±âÀÇ ¿ª·®À» À籸¼ºÇϰí ÀÖ½À´Ï´Ù. Â÷¼¼´ë Ç×°ø±â´Â °³¼±µÈ °ø±â¿ªÇÐÀû Ư¼º, °æ·® º¹ÇÕÀç·á, Â÷¼¼´ë ¿£ÁøÀ» ÅëÇØ Ç׼ӰŸ®, ¿¬·á È¿À²¼º, ¼ÒÀ½ ÇÁ·ÎÆÄÀÏÀ» °³¼±Çϰí ÀÖ½À´Ï´Ù. »óȲ ÀνÄ, ÀÚµ¿Á¶Á¾ ÅëÇÕ, ¿¹Áö Á¤ºñ ºÐ¼®ÀÌ °­È­µÈ ÷´Ü Ç×°øÀüÀÚ ½Ã½ºÅÛÀº º¸´Ù ¾ÈÀüÇϰí È¿À²ÀûÀÎ ¿îÇ×À» Áö¿øÇÕ´Ï´Ù.

°í¼Ó ±â³» ¿¬°á¼º, ¸ÂÃãÇü Á¼® ¹èÄ¡, ½º¸¶Æ® ȯ°æ Á¦¾î¿Í °°Àº ±â³» Çõ½ÅÀº ºñÁî´Ï½º Á¦Æ®±â¸¦ ¸ð¹ÙÀÏ ÀÓ¿ø ¹× ·°¼Å¸® ¿©Çà°´ÀÇ ±â´ë¿¡ ºÎÀÀÇϵµ·Ï ¸¸µé°í ÀÖ½À´Ï´Ù. À§¼º Åë½Å ±â¹Ý ±¤´ë¿ª, VPN Á¢¼Ó, ±â³» µðÁöÅÐÈ­ µîÀ¸·Î Ç×°ø±â´Â ÇÏ´ÃÀ» ³ª´Â ÀÛ¾÷ °ø°£À¸·Î º¯¸ðÇϰí ÀÖ½À´Ï´Ù. ÀÌ¿Í ÇÔ²² Á¦Á¶¾÷üµéÀº ź¼Ò »ó¼â ÇÁ·Î±×·¥, SAF(Áö¼Ó°¡´ÉÇÑ Ç×°ø ¿¬·á) ȣȯ¼º, ¼ö¸íÁÖ±â È¿À²¼ºÀÌ ³ôÀº Ç×°ø±â ¼³°è µîÀ» ÅëÇØ Áö¼Ó°¡´É¼º¿¡ ´ëÇÑ ÅõÀÚ¸¦ ÁøÇàÇϰí ÀÖÀ¸¸ç, ICAOÀÇ È¯°æ ¸ñÇ¥¿¡ ºÎÇÕÇÏ´Â ±ÔÁ¦·Î ÀÎÇØ Àú¹èÃâ ÃßÁø ±â¼ú ¹× ȯ°æ ģȭÀû Á¦Á¶ ¹æ¹ýÀÇ ¿¬±¸°³¹ßÀÌ °¡¼ÓÈ­µÇ°í ÀÖ½À´Ï´Ù. ¿¬±¸°³¹ßÀÌ °¡¼ÓÈ­µÇ°í ÀÖ½À´Ï´Ù.

ºñÁî´Ï½º Ç×°ø±â ¼ö¿ä¸¦ ÁÖµµÇÏ´Â ¹ÙÀÌ¾î ºÎ¹®, Áö¿ª ½ÃÀå, ºñÁî´Ï½º ¸ðµ¨Àº?

´ë±â¾÷, Àü¼¼±â ¼­ºñ½º ÇÁ·Î¹ÙÀÌ´õ, ÃʺÎÀ¯ÃþÀÌ ¿©ÀüÈ÷ ºñÁî´Ï½º Ç×°ø±âÀÇ ÁÖ¿ä ±¸¸ÅÀÚÀÓÀº º¯ÇÔ¾øÀ¸¸ç, ÆÐ¹Ð¸® ¿ÀÇǽº, »ç¸ðÅõÀÚȸ»ç, Àü¹® ¼­ºñ½º ¾÷°è¿¡¼­ äÅÃÀÌ Áõ°¡Çϰí ÀÖ½À´Ï´Ù. Àü¼¼±â ¹× ºÐ¼ö ¼ÒÀ¯ ºÐ¾ß´Â À¯¿¬Çϰí ÀÚ»êÀÌ ÀûÀº Á¢±Ù ¸ðµ¨¿¡ ´ëÇÑ ¼ö¿ä·Î ÀÎÇØ ºü¸£°Ô ¼ºÀåÇϰí ÀÖ½À´Ï´Ù. Á¤ºÎ ±â°ü°ú ¹æÀ§ ±â°üµµ ÀÓ¿ø ¿î¼Û°ú Áß¿äÇÑ ÀÓ¹«¿¡ ºñÁî´Ï½º Ç×°ø±â¸¦ »ç¿ëÇϰí ÀÖ½À´Ï´Ù.

ºÏ¹Ì´Â ±¤¹üÀ§ÇÑ FBO(Fixed Base Operator) ³×Æ®¿öÅ©, ³ôÀº ÃâÀå Áý¾àµµ, À¯¸®ÇÑ ÀÚ±Ý Á¶´Þ ÀÎÇÁ¶ó¸¦ ¹ÙÅÁÀ¸·Î Àü ¼¼°è Ç×°ø±â ¿îÇ× È°µ¿ÀÇ ´ëºÎºÐÀ» Â÷ÁöÇϰí ÀÖ½À´Ï´Ù. À¯·´Àº ´Ù±¹Àû ±â¾÷°ú °í±Þ ¿©Çà°´µé »çÀÌ¿¡¼­ ÁßÀå°Å¸® Á¦Æ®±â¿¡ ´ëÇÑ ¼ö¿ä°¡ °­ÇØ ±× µÚ¸¦ ÀÕ°í ÀÖ½À´Ï´Ù. ¾Æ½Ã¾ÆÅÂÆò¾çÀº ƯÈ÷ Áß±¹°ú Àεµ¿¡¼­ °í¼ºÀå Áö¿ªÀ¸·Î ºÎ»óÇϰí ÀÖÀ¸¸ç, °³ÀÎ Àڻ갡 âÃâ°ú ÀÎÇÁ¶ó ±¸ÃàÀ¸·Î ÀÎÇØ óÀ½À¸·Î ¼ÒÀ¯ ¹× Àü¼¼±â È®ÀåÀ» ÁÖµµÇϰí ÀÖ½À´Ï´Ù. ¶óƾ¾Æ¸Þ¸®Ä«¿Í Áßµ¿Àº ƯÈ÷ ¼®À¯, ±¤¾÷, Áö¿ª ¹°·ù »ç¾÷¿¡¼­ ²ÙÁØÇÑ °ü½ÉÀ» º¸À̰í ÀÖ½À´Ï´Ù.

½ÃÀå ¿ªÇÐÀº ÀüÅëÀûÀÎ ¼ÒÀ¯±Ç, ¿î¿ë¸®½º, Ç×°ø±â °ü¸® ¼­ºñ½º, ¿Âµð¸Çµå Àü¼¼ Ç÷§ÆûÀÇ À¶ÇÕÀ» ÅëÇØ Çü¼ºµÇ°í ÀÖ½À´Ï´Ù. µðÁöÅÐ Àü¼¼ ½ÃÀå, Á¦Æ®Ä«µå, ºÐ¼ö ÇÁ·Î±×·¥Àº ºñÁî´Ï½º Ç×°ø¿¡ ´ëÇÑ Á¢±ÙÀ» ¹ÎÁÖÈ­Çϸ鼭 ¿¹Ãø °¡´ÉÇÑ ºñ¿ë ±¸Á¶¿Í È®Àå °¡´ÉÇÑ À¯¿¬¼ºÀ» Á¦°øÇϰí ÀÖÀ¸¸ç, OEM ¹× MRO ÇÁ·Î¹ÙÀÌ´õ´Â ÅëÇÕ ¼­ºñ½º Á¦°ø, ¼º´É Çâ»ó, °´½Ç °³Á¶, ¾÷±×·¹ÀÌµå µîÀ» ÅëÇØ ¼º´É ¾÷±×·¹À̵å, ±â³» °³Á¶ µîÀ» ÅëÇØ ¼ö¸íÁֱ⠰¡Ä¡¸¦ Áö¿øÇÕ´Ï´Ù.

ºñÁî´Ï½º Ç×°ø±â ½ÃÀåÀÇ ¼ºÀåÀ» °¡¼ÓÇÏ´Â ¿äÀÎÀº ¹«¾ùÀΰ¡?

ºñÁî´Ï½º Ç×°ø±â ½ÃÀåÀº ±â¾÷ ¹× °³ÀÎÀÌ ¾÷¹« ¿¬¼Ó¼º, °æ¿µÁøÀÇ »ý»ê¼º, ½Ã°£°úÀÇ ÀüÀïÀ» Áö¿øÇÏ´Â ½Å¼ÓÇϰí À¯¿¬Çϸç ÅëÁ¦ °¡´ÉÇÑ Ç×°ø ¿©Çà ¼Ö·ç¼ÇÀ» ã°í ÀÖÀ¸¹Ç·Î ¼ºÀåÇϰí ÀÖ½À´Ï´Ù. µðÁöÅÐ Åø, ÇÁ¸®¹Ì¾ö ±â³» °æÇè, Áö¼Ó°¡´É¼º ·Îµå¸ÊÀÇ °áÇÕÀº ¹Î°£ Ç×°øÀÇ Àü·«Àû °ü·Ã¼ºÀ» ´õ¿í ³ô¿©ÁÖ°í ÀÖ½À´Ï´Ù.

ÁÖ¿ä ¼ºÀå ÃËÁø¿äÀÎÀ¸·Î´Â ÆÒµ¥¹Í ÀÌÈÄ º¯È­µÈ ºñÁî´Ï½º ¿©Çà ¿ªÇÐ, ÃÖÃÊ ¼ÒÀ¯ ¹× ºÎºÐ ¼ÒÀ¯ Áõ°¡, ¿¬·á È¿À² ¹× Ç׼ӰŸ® °³¼±, µðÁöÅÐ Àü¼¼ Ç÷§ÆûÀÇ È®»ê, Áö¼Ó°¡´ÉÇÑ Ç×°ø ÀÎÇÁ¶óÀÇ °¡¿ë¼º Áõ°¡ µîÀ» ²ÅÀ» ¼ö ÀÖ½À´Ï´Ù. ¶ÇÇÑ ±â¾÷ ½ÇÀûÀÇ È¸º¹°ú ´ë¸é ºñÁî´Ï½º ±³·ùÀÇ Á߿伺ÀÌ ´Ù½Ã °­Á¶µÇ°í ÀÖ´Â °Íµµ ½ÃÀåÀÇ ½Å·Ú°¨À» ³ôÀ̰í ÀÖ½À´Ï´Ù.

±â¾÷ÀÌ ºÐ»êµÈ ¿î¿µ, ÁöÁ¤ÇÐÀû º¹À⼺, ÇÁ¸®¹Ì¾ö ¸ðºô¸®Æ¼¿¡ ´ëÇÑ ±â´ë¿¡ ºÎÀÀÇÏ´Â °¡¿îµ¥, ºñÁî´Ï½º Ç×°ø±â´Â ¹ÎøÇÏ°í ¾ÈÀüÇÏ¸ç °¡Ä¡ ÀÖ´Â ¼¼°è ±â¾÷ ¿©ÇàÀÇ ¹Ì·¡¸¦ Çü¼ºÇÏ´Â µ¥ ÀÖÀ¸¸ç, ÇʼöÀûÀÎ ÀÚ»êÀ¸·Î ±× ¿ªÇÒÀ» ÀçÁ¤ÀÇÇÒ ¼ö Àִ°¡?

ºÎ¹®

À¯Çü(´ëÇü Á¦Æ®±â, ÁßÇü Á¦Æ®±â, ¼ÒÇü Á¦Æ®±â), ÃÖÁ¾»ç¿ë(¿ÀÆÛ·¹ÀÌÅÍ ÃÖÁ¾»ç¿ë, ÇÁ¶óÀ̺ø ÃÖÁ¾»ç¿ë)

Á¶»ç ´ë»ó ±â¾÷ÀÇ ¿¹(ÇÕ°è 41»ç)

AI ÅëÇÕ

¿ì¸®´Â À¯È¿ÇÑ Àü¹®°¡ ÄÁÅÙÃ÷¿Í AI Åø¿¡ ÀÇÇØ ½ÃÀå°ú °æÀï Á¤º¸¸¦ º¯ÇõÇϰí ÀÖ½À´Ï´Ù.

Global Industry Analysts´Â LLM³ª ¾÷°è °íÀ¯ SLM¸¦ Á¶È¸ÇÏ´Â ÀϹÝÀûÀÎ ±Ô¹ü¿¡ µû¸£´Â ´ë½Å¿¡, ºñµð¿À ±â·Ï, ºí·Î±×, °Ë»ö ¿£Áø Á¶»ç, ¹æ´ëÇÑ ¾ç ±â¾÷, Á¦Ç°/¼­ºñ½º, ½ÃÀå µ¥ÀÌÅÍ µî, Àü ¼¼°è Àü¹®°¡·ÎºÎÅÍ ¼öÁýÇÑ ÄÁÅÙÃ÷ ¸®Æ÷ÁöÅ丮¸¦ ±¸ÃàÇß½À´Ï´Ù.

°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 ¼öÀÔ¿ø°¡(COGS) 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.

¸ñÂ÷

Á¦1Àå Á¶»ç ¹æ¹ý

Á¦2Àå °³¿ä

Á¦3Àå ½ÃÀå ºÐ¼®

Á¦4Àå °æÀï

KSA
¿µ¹® ¸ñÂ÷

¿µ¹®¸ñÂ÷

Global Business Aircraft Market to Reach US$45.8 Billion by 2030

The global market for Business Aircraft estimated at US$39.3 Billion in the year 2024, is expected to reach US$45.8 Billion by 2030, growing at a CAGR of 2.6% over the analysis period 2024-2030. Large Jet, one of the segments analyzed in the report, is expected to record a 2.1% CAGR and reach US$24.6 Billion by the end of the analysis period. Growth in the Mid-Size Jet segment is estimated at 3.0% CAGR over the analysis period.

The U.S. Market is Estimated at US$10.7 Billion While China is Forecast to Grow at 4.9% CAGR

The Business Aircraft market in the U.S. is estimated at US$10.7 Billion in the year 2024. China, the world's second largest economy, is forecast to reach a projected market size of US$8.8 Billion by the year 2030 trailing a CAGR of 4.9% over the analysis period 2024-2030. Among the other noteworthy geographic markets are Japan and Canada, each forecast to grow at a CAGR of 1.0% and 1.9% respectively over the analysis period. Within Europe, Germany is forecast to grow at approximately 1.4% CAGR.

Global Business Aircraft Market - Key Trends & Drivers Summarized

Why Are Business Aircraft Gaining Strategic Relevance Across Corporate Mobility, Executive Connectivity, and Long-Haul Travel Optimization?

Business aircraft are regaining strategic prominence as enterprises seek agile, secure, and productivity-enhancing travel alternatives to commercial aviation. These aircraft-ranging from light jets and turboprops to large-cabin intercontinental jets-offer on-demand mobility that supports decentralized operations, time-sensitive engagements, and access to remote or underserved regions. Post-pandemic shifts in corporate travel behavior, heightened focus on risk mitigation, and growing acceptance of hybrid work structures are reinforcing the appeal of private aviation as a strategic enabler of C-suite mobility and executive decision-making.

Business aviation is also gaining traction among high-net-worth individuals, sports franchises, and charter operators seeking exclusive, efficient, and tailored air travel experiences. Fleet modernization, increased aircraft utilization, and rising first-time ownership in emerging markets are contributing to a resurgence in demand. With companies prioritizing operational resilience, face-to-face engagement, and optimized time management, business aircraft are being viewed less as a luxury and more as a tool for competitive advantage in high-stakes industries.

How Are Aircraft Design, Connectivity Solutions, and Sustainability Initiatives Advancing the Business Aviation Ecosystem?

Technological innovation is reshaping business aircraft capabilities through enhancements in performance, cabin experience, and emissions reduction. New-generation aircraft offer improved range, fuel efficiency, and reduced noise profiles through aerodynamic refinements, lightweight composite materials, and next-gen engines. Advanced avionics systems with enhanced situational awareness, autopilot integration, and predictive maintenance analytics are supporting safer and more efficient operations.

Cabin innovations-such as high-speed in-flight connectivity, customizable seating layouts, and smart environmental controls-are aligning business jets with the expectations of mobile executives and luxury travelers. Satcom-based broadband, VPN access, and cabin digitalization are transforming aircraft into flying workspaces. Parallel to this, manufacturers are investing in sustainability through carbon offset programs, SAF (sustainable aviation fuel) compatibility, and lifecycle-efficient aircraft design. Regulatory alignment with ICAO environmental goals is accelerating R&D into lower-emission propulsion technologies and green manufacturing practices.

Which Buyer Segments, Regional Markets, and Business Models Are Driving Demand for Business Aircraft?

Large corporations, charter service providers, and ultra-high-net-worth individuals remain the primary buyers of business aircraft, with rising adoption in family offices, private investment firms, and professional service industries. The charter and fractional ownership segments are expanding rapidly, driven by demand for flexible, asset-light access models. Government and defense agencies also use business aircraft for executive transport and critical missions.

North America accounts for the majority of global fleet activity, supported by an expansive network of fixed-base operators (FBOs), high business travel intensity, and favorable financing infrastructure. Europe follows with strong demand for midsize and long-range jets among multinational firms and luxury travelers. Asia-Pacific is emerging as a high-growth region, particularly in China and India, where private wealth creation and infrastructure development are driving first-time ownership and charter expansion. Latin America and the Middle East are showing steady interest, especially in oil, mining, and regional logistics operations.

Market dynamics are being shaped by a blend of traditional ownership, operating leases, aircraft management services, and on-demand charter platforms. Digital charter marketplaces, jet cards, and fractional programs are democratizing access to business aviation while offering predictable cost structures and scalable flexibility. OEMs and MRO providers are supporting lifecycle value through integrated service offerings, performance upgrades, and cabin retrofits.

What Are the Factors Driving Growth in the Business Aircraft Market?

The business aircraft market is expanding as enterprises and individuals seek fast, flexible, and controlled air travel solutions that support operational continuity, executive productivity, and time-sensitive engagement. The convergence of digital tools, premium cabin experiences, and sustainability roadmaps is further enhancing the strategic relevance of private aviation.

Key growth drivers include post-pandemic shifts in business travel dynamics, rise in first-time and fractional ownership, improvements in fuel efficiency and range, digital charter platform proliferation, and increasing availability of sustainable aviation infrastructure. Market confidence is also being bolstered by recovery in corporate earnings and renewed emphasis on face-to-face business interactions.

As organizations navigate decentralized operations, geopolitical complexity, and premium mobility expectations, could business aircraft redefine their role as indispensable assets in shaping the future of agile, secure, and high-value global enterprise travel?

SCOPE OF STUDY:

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

Segments:

Type (Large Jet, Mid-Size Jet, Light Jet); End-Use (Operator End-Use, Private End-Use)

Geographic Regions/Countries:

World; United States; Canada; Japan; China; Europe (France; Germany; Italy; United Kingdom; Spain; Russia; and Rest of Europe); Asia-Pacific (Australia; India; South Korea; and Rest of Asia-Pacific); Latin America (Argentina; Brazil; Mexico; and Rest of Latin America); Middle East (Iran; Israel; Saudi Arabia; United Arab Emirates; and Rest of Middle East); and Africa.

Select Competitors (Total 41 Featured) -

AI INTEGRATIONS

We're transforming market and competitive intelligence with validated expert content and AI tools.

Instead of following the general norm of querying LLMs and Industry-specific SLMs, we built repositories of content curated from domain experts worldwide including video transcripts, blogs, search engines research, and massive amounts of enterprise, product/service, and market data.

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 increasing the Cost of Goods Sold (COGS), reducing profitability, reconfiguring supply chains, amongst other micro and macro market dynamics.

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