沙特阿拉伯和卡塔尔的旅游多样化

IN SAUDI ARABIAAND QATAR FEBRUARY 2026 CONTENTS IntroductionContext Role of Tourism Segments in DiversificationCultural TourismSports Tourism References33 About this report Introduction Context Across the globe, tourism is one of the fastest developing sectors, contributing nearly 10% of GDP andaccounting for over 350 million jobs.1Beyond its scale, it is the lynchpin of service trade and increasinglyrecognized as a lever for economic diversification, cultural diplomacy, and sustainable development.Nowhere is this applied more evidently than in the GCC, where governments are lifting throttles at For Saudi Arabia and Qatar, the sector is at the centerof national development agendas and anchored as apathway for economic diversification. For the Kingdom,tourism is designed to create private sector jobs, widenaccess to wellbeing activities, and brand cultural heritage In both countries, tourism is no longer a niche sector. It has permeated the branding, service offerings, andend-to-end experience of proximal sectors, from culture, hospitality, accommodation, to business and sports.The growth path, while still behind potential, has already revealed a sustainable development utility for Saudi But the opportunities tourism segments bring remain untapped. While a unilateral approach to capturevalue from major events, leisure and cultural consumption, and business convenings has been the standard,a multiplier effect lies in a targeted coordination strategy. As Saudi Arabia and Qatar scale their ambitions, Aim and Scope This report analyses the current and untapped role of tourism in advancing diversification and developmentfor Saudi Arabia and Qatar. The report addresses two high-level objectives. First, it maps the tourismecosystem and assesses the maturity and offerings of key tourism segments. Second, drawing on these Current State Assessment: Tourismin KSA & Qatar The tourism sector rests on a wide, interconnected network of proximal industries and stakeholders, making it more complex than other sectors.2The first step towards determining the scope or nature of a segment-level tourism intervention is a sound diagnostic to understand the current state of the sector. For this report,a rapid system design framework is applied to structure the maturity of tourism sector development,comprising four dimensions (Figure 2). First, tourism vision, which defines the sector’s developmentaccording to pre-determined national objectives; second, governance arrangement, which informs how This section provides a baseline assessment of how Saudi Arabia and Qatar have developed their tourismsectors to date. It reviews the four foundational dimensions, namely national strategies as a measure ofambition, governance as a measure of management, and growth progress as measures of monitoring and Tourism Strategies Saudi Arabia The Kingdom’s tourism aspirations cascade from its National Tourism Strategy, which is tied to a set of social, cultural, and economic objectives by 2030 (Table 1).3To support these goals, the Kingdom has adopted aninvestment strategy that allocates a cumulative $1 trillion worth of investments into the sector by 2030. Thefunds serve projects that range from improving the public transportation system and capacitating hospitality The investments that the strategy is linked to can be structured under enablers of tourism demand, whichserve to increase the attractiveness of Saudi Arabia as a destination and lower barriers to entry, and enablers Qatar The sector’s strategic direction is guided by a cascade from national frameworks, with Qatar NationalVision 2030 (QNV 2030), the country’s long-term agenda, sitting at the highest level. This vision is thenimplemented through a series of medium-term plans, most recently the Third National Development Strategy (NDS3), which sets national priorities for the 2024–2030 period with a focus on economic diversification,private sector engagement, and sustainable growth.6These priorities are translated into sectoral actions,namely the Qatar National Tourism Sector Strategy 2030 (QNTSS 2030), which defines a roadmap for Governance Saudi Arabia To steer its growing tourism industry, Saudi Arabia established an ecosystem in 2020. The ecosystemis led by three entities that comprise the primary regulators: the Ministry of Tourism, the Saudi Tourism Authority, and the Tourism Development Fund.15The Ministry of Tourism is the central authority for alltourism-related activities in the Kingdom. It replaced the Saudi Commission for Tourism and NationalHeritage, which had been the first government agency overseeing tourism. Its primary functions include The stakeholders outlined are only a selection of the institutions actively shaping KSA’s tourism landscape. Inreality, the ecosystem is far more expansive and interconnected, with numerous ancillary actors contributingto its development, namely the Ministry of Foreign Affairs, the Ministry of Interior, and the