What the 2026 Benchmark Survey Reveals About the Future of Zoos and Wildlife Attractions

In early 2026, we invited organisations across the UK zoo and wildlife attraction sector to take part in the first Zoo & Wildlife Attraction Benchmark Survey. The aim was simple: to create a clearer, industry-wide view of the challenges, priorities and strategic direction shaping the sector today.

The response was strong, with 31 organisations contributing, ranging from smaller regional zoos to large, high-volume wildlife attractions. The resulting report provides one of the most detailed snapshots of the sector in recent years, covering strategy, operations, visitor engagement, revenue models, digital capability and future outlook.

The full report can be downloaded here: UK Zoo & Wildlife Attraction Benchmark Survey Report 2026

What emerges from the findings is not a sector in decline, but a sector in transition. Zoos and wildlife attractions remain ambitious, mission-driven and outward-looking, yet the environment they operate in is becoming more complex, more expensive and more demanding.

Below are some of the key themes shaping the sector in 2026 and beyond.

A sector under pressure, but still evolving

One of the clearest messages from the survey is that financial pressure is now shaping almost every strategic decision. Rising wage costs, energy prices and weather volatility were cited by the majority of respondents as the biggest operational challenges facing their organisation.

This reflects the structural reality of wildlife attractions. They are labour-intensive, estate-heavy and highly seasonal. Animal care, welfare standards and regulatory obligations mean that many costs cannot easily be reduced. As a result, organisations are being forced to think differently about how they remain financially sustainable while continuing to deliver conservation, education and public engagement.

The survey suggests that this is leading to a gradual shift away from a model based primarily on admissions, towards one that depends on a broader mix of revenue, stronger visitor loyalty and more efficient operations.

Revenue per visitor is now as important as visitor numbers

One of the most significant findings in the survey is the level of focus on revenue per visitor. Almost every respondent described increasing spend per head as either critical or very important in 2026.

This marks an important change in mindset. For many attractions, growth in visitor numbers alone is no longer realistic. Catchment size, site capacity, weather exposure and market conditions all place limits on how far attendance can increase.

As a result, organisations are looking more closely at how the visit itself is structured. Memberships, food and beverage, retail, seasonal events, paid experiences and premium encounters are all becoming more important parts of the commercial model.

This also explains why the quality of the visitor journey is receiving more attention than ever before. If visitors stay longer, feel more informed and encounter fewer frustrations, they are more likely to spend more and return again.

The visitor journey still contains avoidable friction

When respondents were asked where the biggest problems exist in the visitor experience today, several themes appeared repeatedly.

Weather resilience and indoor capacity was the most common issue, highlighting the ongoing vulnerability of outdoor attractions. Food and beverage queues, navigation around large sites and access to real-time information were also frequently mentioned.

These may seem like operational details, but they have a direct commercial impact. Friction reduces dwell time, suppresses secondary spend and affects the likelihood of repeat visits.

Today’s visitors compare all leisure experiences against each other, not just against other zoos. Expectations around convenience, communication and experience quality have risen across the entire visitor economy, and wildlife attractions are being judged in the same context.

The survey suggests that improving the visitor journey is no longer just about guest satisfaction. It is now central to financial performance.

Digital capability is improving, but still fragmented

Most organisations reported that they now have core digital systems in place, including ticketing, email marketing and point-of-sale platforms. However, very few described their systems as fully integrated.

Many respondents characterised their current digital capability as functional but limited, with only a small number saying their systems are fully connected across the visitor lifecycle.

This matters because disconnected systems make it harder to understand visitor behaviour, personalise communication, support loyalty and make informed decisions.

Interestingly, the survey shows that the sector does not lack belief in digital. Most respondents see digital platforms as business-critical. The challenge is more practical than ideological. Limited internal skills, lack of time, cost and integration complexity were all cited as major barriers.

In other words, organisations understand the value of digital, but often struggle to implement it in a way that is manageable within existing resources.

Memberships, events and experiences are becoming core revenue drivers

Another strong theme in the survey is the growing importance of diversified income.

Membership schemes are becoming increasingly significant for some attractions, though the survey shows that dependence varies widely. For some organisations, members account for a small share of attendance, while for others they represent the majority of visits.

Events and paid experiences are also moving from optional extras to strategic priorities. Many respondents described seasonal events as important or core to their commercial plan, particularly as a way to extend the season, attract repeat visits and increase spend per visitor.

However, the survey also makes clear that the main barrier to growth in this area is not demand. It is capacity. Staffing, operational complexity, animal welfare considerations and site constraints all limit how quickly attractions can expand experiences.

This reinforces a recurring theme throughout the report: the sector often knows what it wants to do, but does not always have the time, budget or internal resource to do it at the pace it would like.

Operational capacity is now a major strategic constraint

When asked what is most limiting their ability to deliver their plans for 2026, respondents most often pointed to time, competing priorities and lack of capital investment.

This is a telling result. It suggests that the sector is not short of ideas, ambition or awareness. Instead, the limiting factor is the ability to execute.

Many organisations are balancing day-to-day operational demands with longer-term goals around visitor experience, commercial growth, digital transformation and impact reporting. Progress therefore tends to be incremental rather than transformational.

Some attractions will move quickly where leadership alignment, funding and systems allow. Others will take a more gradual path, focusing on practical improvements rather than large-scale change.

Expectations around impact and accountability are increasing

Zoos and wildlife attractions are not judged only on visitor numbers. They are also expected to demonstrate conservation outcomes, education value, accessibility, sustainability and community benefit.

The survey shows that pressure to evidence conservation impact remains the strongest, followed by education outcomes, welfare standards and social value.

This reflects the unique position of the sector. Wildlife attractions operate at the intersection of public leisure, conservation, science and education. As expectations grow, organisations must show not only that they attract visitors, but that they deliver meaningful outcomes.

This adds another layer of complexity to an already demanding operating model.

The outlook for 2026 and beyond

Taken together, the survey results suggest that the sector is entering a period of pragmatic transformation.

Attendance growth still matters, but it is no longer the only measure of success. Revenue diversification, visitor loyalty, operational efficiency and better use of data are all becoming more important.

Several shifts appear likely to define the next few years:

- Moving from volume to value, with greater focus on spend per head and repeat visits
- Going from static operations to more dynamic visitor management
- Changing from disconnected systems to joined-up insight
- Shifting from assumed impact to evidenced impact

These are not dramatic overnight changes, but gradual ones. The organisations that adapt most successfully are likely to be those that can make steady improvements across commercial, operational and digital performance while continuing to deliver on their core mission.

Why this benchmark matters

One of the most encouraging aspects of the survey is the level of alignment across the sector. Organisations vary in size, location and operating model, yet many of the same themes appear again and again.

That makes benchmarking valuable. Understanding how peers are responding to shared challenges helps organisations put their own plans into context and identify areas of opportunity.

With continued support from the industry, the intention is for this survey to become an annual benchmark, building a clearer picture over time of how the zoo and wildlife attraction sector continues to evolve.