Trampoline Park OTA Commission: A 20-30% Tax on Bookings

BOUNCE Singapore publishes one hour of general access at S$27.20 on its own pricing page. The same hour, sold through Klook to a Malaysian shopper on 29 October 2026, carried a price of RM76.39.

At the exchange rate that day, RM76.39 converts to S$23.99. That is 11.8% below the operator’s own gate price, and the Klook voucher also bundles the grip socks that sell for S$3.20 at the counter, along with a bottle of water and a locker.

Then the platform takes its percentage. GetYourGuide states on its own supplier help page that it applies “a commission fee of between 20% and 30% depending on the country in which the activity is provided”. Viator’s base rate is reported at 20–25%, with a promotional programme that pushes it higher. Klook negotiates case by case.

Stack the discount, the bundle and the commission, and a S$27.20 hour can return as little as S$13.59, or half of gate, before the park covers a single cost of its own. On an average US ticket of $22 with a 27.5% commission, the channel takes $6.05 a booking. A card payment takes $0.94 at standard US rates.

This article prices that channel. It does not argue that marketplaces are a mistake, because they reach a visitor who has never heard of your park, and that has value. It argues that the percentage should be computed against your own numbers rather than accepted as a cost of doing business.

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1. What the platforms publish, and what they leave out

Only one of the major platforms states a commission range in its own words. GetYourGuide publishes the bracket and works an example: charge €100 and, at a 20% rate, the operator receives €80. That is first-party text from the company that collects the money, which makes it the firmest number in this article.

The distinction between the second and third columns matters more than the headline. A 20% base rate is a floor, and the programmes stacked on top of it are the reason operators in competitive markets report paying closer to 30%.

Viator says as much on its own product pages. A listing for a 90-minute trampoline session in Pigeon Forge, Tennessee, carried the line “Viator earns higher commissions on experiences featured here” beside the promoted placement. The platform is disclosing that a position in a search result is itself a paid upgrade rather than an editorial judgement.

Two structural details are worth knowing before a rate is negotiated. Viator charges a per-product listing fee, reported at $29, which is trivial next to the commission but is charged whether or not the listing sells. The platforms also require the operator to carry its own liability cover, commonly €1–2 million for GetYourGuide, which is a cost the commission does not include.

None of these numbers is a secret, and none of them is published by Viator or Klook at the point where a supplier is asked to agree to it. That asymmetry is the first thing to notice: the party paying 20–35% is often the last party to see the schedule in writing.

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2. One hour of jumping, sold three ways

The BOUNCE Singapore example is useful because both ends of the transaction are visible on the same day. The operator publishes S$27.20 for an hour of general access, S$23.90 for a student session and S$19.00 for junior jumpers. The Klook listing, read on 29 October 2026, shows one hour of general access at RM76.39 with more than 9,000 bookings recorded on the page.

The conversion uses the 29 October mid-market rate of 0.314 Singapore dollars per ringgit. Net proceeds then follow the commission model the platforms describe: the operator sets a retail price, the platform deducts its percentage from that price, and the remainder is paid later.

The last row is the one operators miss. The voucher includes a pair of grip socks that the park sells at S$3.20 over the counter, so the play revenue inside that S$16.79 is S$13.59. The park has sold an hour of jumping at half its own published rate, through a channel that also holds the customer relationship.

That is a valuation choice rather than an accounting fact. If the socks cost the park S$1.10 landed, the true concession is smaller. But socks are a revenue line in their own right, which we costed separately in an earlier analysis of sock revenue, and bundling them into a discounted voucher converts a sale into a giveaway.

There is a second, quieter detail on the same pricing page. The booking button on the operator’s own site points to a third-party marketplace rather than to a native checkout. Whatever terms apply to that arrangement, they are not disclosed on the page, and the guest who arrived by searching the brand name has still been intermediated.

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3. Why the published rate is a floor

Four clauses in the standard paperwork push the effective rate above the headline. None of them is hidden, and all of them are easy to miss in a supplier agreement read once.

3.1 The promotional programme

What it is Viator’s Accelerate programme buys higher placement in search results in exchange for a higher commission, which is why trade compilations put the effective rate at 25–35% rather than the 20–25% base.

What it decides Whether the listing is seen at all. A park that declines the upgrade competes for the same search term against operators that accepted it, and the platform’s own disclosure on promoted listings makes clear which side of that auction is paying.

What to verify The incremental commission in writing, the placement it buys, and the measured change in conversion. Without those three numbers, the upgrade is a price increase with a marketing story attached.

3.2 The unilateral increase clause

GetYourGuide’s supplier terms allow the company to raise commission when its operating costs rise, applied uniformly across suppliers in similar categories. The clause gives the supplier one protection: if the increase is 20% or more of the current rate, the supplier may terminate within 30 days of the notice. The terms work an example in which a 25% rate rises to 30%.

The same section requires the supplier to keep the rate confidential, including after termination. That sentence is why no two trampoline parks can easily compare contracts, and why the ranges in this article come from trade compilations rather than from operators.

3.3 The payout frequency surcharge

GetYourGuide pays monthly at no extra cost, or twice monthly with a small surcharge reported at two percentage points. Paying 2 points to be paid sooner is a financing decision: if the float is worth less than 2% of the ticket, the monthly cycle is cheaper. For most parks the float is worth far less than that, which makes the surcharge one of the few clearly bad trades on the menu.

3.4 The net-rate model

Since 1 August 2026, Viator has asked operators to supply a net rate and a recommended retail price, with the platform and its partners free to set the final consumer price. The economics can be identical to a straight commission, but the control is not. Under a net rate the operator no longer knows what the guest paid, and therefore no longer knows what the discount actually was.

The test that resolves all four: ask for the effective rate, meaning total commission and fees divided by the consumer price actually charged, on last quarter’s bookings. A platform that cannot produce that number per operator is asking you to accept a range as a fact.

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4. The cannibalisation test that decides whether the channel pays

Commission is only a loss on bookings you would have received anyway. The question is not whether 27.5% is a lot, but how many of those bookings are genuinely new. That question has an arithmetic answer, and the answer is more forgiving than most operators expect.

Let P be the ticket price, c the commission rate and M the contribution a visit leaves after variable costs. Each marketplace booking costs the park c multiplied by P. A booking is worth having if it brings a guest who would not otherwise have come. If a share s of marketplace bookings would have bought direct anyway, the net effect of N bookings is N × ((1 − s) × M − c × P). Setting that to zero gives the break-even share: s = 1 − (c × P) ÷ M.

Read a row, not a column. At a $22 ticket and a $23.77 contribution per check-in, the figure we derived from the McAlester disclosure in the break-even analysis, a 27.5% commission costs $6.05 a booking. That is 25.5% of contribution, so the channel still pays if up to 74.5% of its bookings would have arrived anyway.

That result is counterintuitive, and it is the reason blanket advice to avoid marketplaces is wrong. Where contribution per visit is fat, a marketplace is an expensive but survivable channel. Where contribution is thin, the same commission is fatal: at $8 of contribution and a 30% rate, more than four bookings in five have to be genuinely new before the channel breaks even.

The table also explains why a deal that looks acceptable to a large park looks ruinous to a small one. Contribution per visit is the variable that decides it, and contribution per visit is exactly what a discount-and-bundle listing erodes.

Three qualifications belong in the same breath. The formula assumes spare capacity, so a Saturday session that would have sold out anyway has a marginal contribution of zero rather than $23.77. It assumes the marketplace guest spends like a direct guest, and the platform gives the park no data either way. And it assumes the park keeps the guest, which the next section covers.

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5. What the payout calendar and the fine print add

The commission is the visible cost. The invisible one is the gap between the guest’s visit and the operator’s bank balance, plus the allocation of everything that goes wrong between booking and arrival.

5.1 The float

Viator pays 21 business days after the travel month ends. A booking consumed on the first of the month is therefore settled about 59 days later; one consumed on the last day settles in about 29. The average is roughly 44 days. GetYourGuide’s monthly cycle, on the fifth business day of the following month, averages about 20 days.

On S$250,000 of annual marketplace revenue and a 10% cost of capital, 44 days of float costs about S$3,014. The same revenue on the monthly cycle costs about S$1,336. Neither figure changes a decision, and both belong in the comparison, because a park financing a fit-out at 10% is paying that difference in real interest.

5.2 Who absorbs the no-show

GetYourGuide’s terms allocate cancellations precisely. A guest who cancels inside the free-cancellation window receives a full refund and the supplier receives nothing. A guest who cancels after that window, or who does not appear, is treated as a completed booking for payment purposes, which means the park keeps the net proceeds for a session it staffed and a slot it could not resell.

That is a better allocation than most parks assume. The exposure sits on the other side: an unjustified supplier cancellation triggers a refund plus a cancellation fee, and the agreement requires the supplier to stay inside published thresholds for cancellation and no-show rates. A park that cancels low-selling sessions to save a supervisor’s wage is in breach of a contractual performance standard, not merely disappointing a guest.

5.3 The customer you do not get

Marketplace bookings arrive without an email address the park can use, without a marketing consent, and without a visit history the park owns. Every retention mechanism in the business, from a prepaid pass to a membership renewal, depends on that data. We set out the economics of the prepaid route in the analysis of prepaid passes, and the whole model rests on the park owning the relationship.

This is the cost that never appears in the commission table, and it is the one that compounds. A guest acquired at 27.5% and retained direct costs 27.5% once. A guest who books through the platform every visit costs 27.5% of every visit, for as long as the relationship lasts.

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6. What the data does and does not show

The commission ranges come from two kinds of source and should be weighted accordingly. GetYourGuide’s 20–30% bracket and its contractual clauses are first-party. The Viator and Klook figures are compiled by trade publications from supplier accounts and are consistent with each other, which is reassuring but not the same as a published schedule.

The price comparison rests on one operator on one day. BOUNCE Singapore publishes its own rates, and its Klook listing was read on 29 October 2026 at RM76.39. The conversion depends on a single exchange rate, and a move in the ringgit changes the discount by a percentage point or two without changing the conclusion. Other listings read the same day show that trampoline parks sell through these channels at volume, including a Manila park with more than 1,000 bookings recorded and a Singapore indoor play brand listed from S$16. We did not verify those operators’ own rates, so they do not extend the comparison.

Three things this article cannot tell you.

It cannot tell you what any individual park pays. The confidentiality clause in the standard agreement is designed to prevent exactly that comparison, and negotiated rates for volume operators sit below the published ranges.

It cannot tell you what share of marketplace bookings are incremental. No platform publishes booking geography, and no operator we found reports the split. The break-even table is therefore a tool for testing an assumption you have to form yourself, not a substitute for measuring it.

It cannot tell you whether marketplace guests return direct. That number, which decides whether the commission is a customer acquisition cost or a permanent revenue share, sits inside each park’s own booking system.

One caution on interpretation. Parks that appear on marketplaces are not thereby worse businesses, and parks that avoid them are not thereby better ones. Selection runs in both directions: a new park with no brand recognition needs distribution, and an established park with a full Saturday needs none. Comparing the two tells you about their stage, not about the channel.

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7. A decision rule you can apply to your own numbers

The rule has three tests, and they run in order. The first is arithmetic, the second is a measurement, and the third is a contract term.

Test one: compute the commission against contribution, not against price. Divide the commission per ticket by contribution per visit. If the answer is above 0.5, more than half of your marketplace bookings must be genuinely new before the channel breaks even, and you should treat it as an acquisition channel with a budget rather than as a sales channel. If it is below 0.3, the channel is cheap relative to the margin it protects and the argument for restricting it is weak.

Test two: measure the cannibalisation share on off-peak inventory only. List weekday sessions for 60 days and nothing else. If bookings arrive for slots that were running at under a third of capacity, they are almost certainly incremental. If Saturday sessions start filling through the platform, the channel is selling inventory you already had, and the answer to test one stops mattering.

Test three: fix the terms before volume makes renegotiation expensive. Four clauses are worth the argument: off-peak-only inventory, a net rate rather than a retail price you do not control, cancellation terms that match your session policy, and the effective rate stated per operator per quarter.

The delisting rule follows from test two. If measured cannibalisation exceeds the break-even share in the table above, the channel is transferring margin rather than buying reach, and the fix is either a higher retail price on the platform or withdrawal from full-price inventory. Neither requires ending the relationship.

One structural point no contract can fix: the commission is charged on the ticket, and the ticket is the smallest part of what a guest spends. A park that sells a $22 admission, a $4.99 pair of socks and $9.92 of food collects $36.91 per check-in, and the commission applies to 60% of it. That asymmetry is worth remembering when a platform argues that 27.5% is a small share of the guest’s total spend.

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8. Where the commission money would otherwise go

Take the reference box in our break-even model: 63,024 visits a year at an average ticket of $22. If a fifth of those visits arrive through a marketplace at 27.5%, the commission is $76,259 a year. If a third arrive that way, it is $114,389.

That is the size of the budget the channel consumes. Set it against two other lines on the same box. It is roughly the whole annual card processing bill in the payment fee breakdown, even though it applies to a fifth of the visits rather than all of them. It is also a little over one supervision post at the loaded rate calculated in the labor cost analysis, and about one and a half posts at the higher share.

None of that is an argument for zero distribution. A new park in a new market has no other way to reach a visitor who is planning a trip, and the commission is the price of being found. The argument is that the price should be paid deliberately: on inventory that needed selling, at a rate that has been measured, with a route back to the direct channel built into the guest’s first visit.

The cheapest version of that route is usually physical. A card at the counter, an offer printed on the wristband, a reason to leave an email address at check-in. The trampoline park accessories that carry a brand are the same assets that carry a rebooking offer. If you are specifying a park and want the entry sequence planned around a direct booking rather than around a queue, the design and delivery process starts with the floor plan, and the service terms cover what happens after handover.

Get a free design and quote →

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FAQ

What commission do OTAs charge trampoline parks?

Between 15% and 35%, depending on the platform and the country. GetYourGuide publishes a 20–30% range in its own supplier documentation and defaults closer to 30% before negotiation. Viator’s base is reported at 20–25%, with a promotional programme that lifts the effective rate to 25–35%. Klook negotiates individually and is reported across a 15–35% band. Every one of these is charged on the retail price of the ticket, before the park’s own costs.

Is selling through Klook or Viator worth it for an indoor park?

It depends on contribution per visit, not on the headline rate. Divide the commission per ticket by the contribution a visit leaves after variable costs. If that ratio is under 0.3, the channel survives heavy cannibalisation and is usually worth keeping for off-peak inventory. If it is over 0.5, more than half of the bookings need to be genuinely new, and the channel should be treated as paid acquisition with a fixed budget and a measured return.

Can I list on a marketplace without going below my gate price?

Sometimes, but the platforms increasingly control the consumer price. Under a net-rate arrangement, which Viator moved to in August 2026, the operator supplies a net rate and a recommended retail price while the platform and its partners set the final price. In the listing read on 29 October 2026, the marketplace price sat 11.8% below the operator’s own published rate and included a pair of grip socks worth S$3.20.

Do marketplace bookings count against my capacity?

Yes, and that is the part the break-even arithmetic misses. A marketplace booking in a session that would have sold out displaces a full-price guest, so its marginal contribution is zero rather than the normal figure. Restricting listings to weekday and off-peak sessions keeps the channel on inventory that had no alternative buyer, which is the only inventory where the commission buys something.

How do I find out how much of my marketplace volume is cannibalised?

Run the channel on off-peak sessions only for 60 days and compare total revenue with the same period a year earlier. If off-peak revenue rises and weekend revenue does not fall, the bookings are largely incremental. If weekend sessions start filling through the platform at discounted rates, the channel is selling inventory you already had. No platform publishes booking geography, so the test has to be run rather than requested.

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Sources

1. GetYourGuide, “How to list your activity on GetYourGuide”, supplier help page stating a commission of 20–30% by country, accessed 29 October 2026 — getyourguide.com
2. GetYourGuide, “Supplier Terms and Conditions”, sections 3.9 to 3.10 on cancellations and no-shows and section 4.1 on commission and commission increases, accessed 29 October 2026 — getyourguide.com
3. OTA Playbook, “OTA Commission Rates Compared (2026)”, rates as of July 2026 with payout terms updated October 2026 — otaplaybook.com
4. BOUNCE Singapore, pricing page listing S$27.20 general access, S$23.90 student and S$19.00 junior, accessed 29 October 2026 — bounceinc.com.sg
5. Klook, “BOUNCE Freestyle Playground and Indoor Trampoline Park in Singapore”, one hour general access at RM76.39 with more than 9,000 bookings, read 29 October 2026 — klook.com
6. Klook, “Trampoline Park Philippines Admission Ticket in Manila”, more than 1,000 bookings recorded, read 29 October 2026 — klook.com
7. Viator, “TopJump Trampoline & Extreme Arena, 90 minute unlimited fun”, Pigeon Forge, listing from $25 per person with the promoted-placement commission disclosure, read 29 October 2026 — viator.com
8. ExchangeRate-API, daily reference rates for 29 October 2026, used for the ringgit to Singapore dollar conversion — exchangerate-api.com