When Business Loosens Its Tie: The Quiet Structural Shift of Bleisure

The white paper, It’s My Bleisure, presented at IBTM World 2025, shows that bleisure is no longer a peripheral phenomenon. The data collected by The Hague & Partners reveals clear intent, strong emotional motivation and a solid generational base. The main challenge now lies in systemic execution: early integration into planning, compatible product design, partnerships and the reorganisation of the MICE ecosystem.

As Tibby van Dijk, Campaign Marketeer B2B at The Hague & Partners and one of the project coordinators, puts it: “The will is there. Now it is up to destinations, organisers and businesses to create the conditions for this to translate into real behaviour.”

The consolidation of bleisure (the combination of business and leisure travel) has moved beyond the status of an emerging trend to become a structural vector of transformation in business trips. The latest study by The Hague & Partners confirms this shift through objective data: 75% of business travellers express the intention to extend their professional trips for leisure purposes, a figure that rises to 95% among the 26–35 age group. However, the conversion of this desire into actual behaviour remains limited. According to research by the Netherlands Board of Tourism & Conventions, it is estimated that only around 10% of Dutch business travellers effectively carry out such extensions, revealing a clear intention–action gap.

For Tibby, this gap is largely explained by the timing of decision-making: “The decision to extend a trip has to be made very early in the process. Once tickets are booked and the agenda is closed, there is virtually no room for manoeuvre.” The researcher also highlights that factors such as work-life balance, corporate policies and the very design of the event are decisive. “It all depends both on the employer and on how the event is planned, whether by a professional organiser or internally.” Kyra de Hair, The Hague & Partners’ Business Researcher, adds that the strongest motivating factors, the inspiring character of the destination and affordable accommodation, also need to be communicated at an early stage. “The perception that a destination is inspiring can and should be built right from the start by the event organiser.”
 

Micro-Bleisure and Time Management

When a full extension is not possible, the concept of microbleisure comes into play: small leisure windows integrated into the professional programme. According to the quantitative data of the study, an extension of just 24 hours appears as the most viable model, particularly among younger participants. Kyra is clear: “An additional night is often enough to create a complete leisure experience, as long as the destination clearly shows what can be done within that time frame.”

In this context, the possibility of extending room blocks and offering activities that are accessible on foot or by public transport become key elements. Tibby reinforces the importance of urban design and mobility: “The multi-venue approach allows participants to move around the city during the event itself. That already partially turns them into tourists.”
 

What Makes a Destination ‘Energising’?

The study confirms that the main driver for extending stays is not only operational, but emotional. Destinations perceived as ‘inspiring’ show significantly higher rates of bleisure intention. Kyra details the generational differences: among those aged 26 to 35, gastronomy emerges as the main motivator, followed by culture. In older age groups, culture and gastronomy remain central, but the importance of nature, relaxation and beach experiences increases. A relevant fact is that ‘culinary interest decreases progressively with age.

Tibby translates this data into strategic planning: “The offer must be modular – it can prioritise nature and beach, but also urban gastronomic routes or immersive cultural circuits.” She also highlights the Big Five campaign, dedicated to the great masters of Dutch painting, as an example of integration between cultural programming and events.
 

Seasonality and Redistribution of Urban Tourism

One of the most relevant impacts of bleisure lies in its ability to redistribute tourist flows throughout the year, mitigating peaks in demand. In The Hague, major congresses take place mainly in autumn and winter months, traditionally a period of lower tourist demand. “January, February and March are crucial for the city’s economic balance. International events bring about 500 to 2,000 delegates during the low season, which generates a direct impact on hotels, restaurants and local businesses,” explains Tibby.

Kyra adds the importance of continuous monitoring: “We work with monthly visitor flow data and cross-reference it with the events calendar. This allows us to act in the so-called shoulder months.” Coordination between the DMO, hotels and event organisers thus emerges as a strategic pillar, in a destination that does not yet face acute over-tourism pressures.

From the Tourist Experience to the B2B Market

The report also highlights a cross-cutting interest in cultural, nature-based and relaxation experiences. The Hague & Partners’ institutional response has been to adapt existing B2C market assets to the events universe. Tibby describes this transition: “Interactive walking routes, originally designed for tourists, are now being repurposed to allow fast movement between venues and points of interest, functioning as natural extensions of the event programme.”

The strategy also involves direct engagement with local partners. In January, the DMO convened hotels and venues to present the study’s data and develop joint proposals. “Some hotels have already opened up to the idea of testing pilot programmes for extended stays,” she adds.

Furthermore, the data confirms clear behavioural differences between generations. Younger travellers prefer to travel alone during bleisure extensions, while older groups tend to integrate partners and family. Kyra summarises: “Personalisation starts with communication. A 24-hour extension can be positioned as a solo retreat for some or as a mini family getaway for others.”
 

Redesigning the MICE Ecosystem

Finally, the report identifies logistical ease as the main enabler driving bleisure: simple processes, integrated bookings and operational clarity. For Tibby, this represents a structural challenge for the entire MICE ecosystem. “Congresses tend to repeat the same formats year after year. If they want to attract new generations, they need to rethink schedules, create leisure windows and allow the extension of stays with concrete city-based propositions.” The DMO advocates a 24-hour package model, with pre-built accommodation, bespoke activities, routes and relaxation options.

From the organisers’ perspective, the main obstacle is largely cultural. “If there is no openness to talk about bleisure, immersive events or social impact, transformation simply does not happen,” Tibby underlines. On the other hand, “if the delegate is already at the destination, extending their stay is more sustainable than returning at another time.”
 

Published by Meeting Media Company, the publisher of Headquarters Magazine (HQ) – a leading international publication based in Brussels, serving the global MICE industry and association community.