Corporate massage market in France in 2025

I. Market quantification and growth dynamics

Analysis of the B2B wellness services market, and more specifically the corporate massage segment, positions this sector as a fundamental lever in the Quality of Life and Working Conditions(QWLC) strategy of French organizations in 2025. The growing role of these services in managing psychosocial risks(PSR) and improving performance justifies a precise quantification of their value.

I.1 Key figure and 2025 projection

The market for recurrent and event-based massage services in France is projected at an estimated total sales figure of 14.6 million euros (M€) excluding tax in 2025. This assessment is based on a bottom-up model that specifically targets the most structured and recurring demand: Intermediate Size Companies (ETI) and Large Enterprises (GE).

Crucially, this estimate excludes one-off or informal spending, and focuses on recurring service contracts or large-scale events, representing the stable economic value of the B2B segment of specialist providers.

I.2 Modeling assumptions used

The financial projection for 2025 is anchored on three major analytical assumptions, detailed in the following sections:

1. Target Population (Total Addressable Market, TAM): The main market for recurring contracts is delimited by the 5,300 entities classified as ETIs and GEs in France^.1 These structures are the most likely to allocate significant, formalized QWL budgets, notably due to increased HR pressure regarding the deterioration in working conditions perceived by their employees^.2

2. Average Annual Shopping Basket (AAB): The average annual cost per regular customer (SME) is estimated at €8,000 excluding VAT. This figure is calculated on the basis of an average intervention frequency of around 10 hours per month, priced at an average hourly cost of €65 excluding VAT, a typical range for regular Amma seated massage services.

3. Penetration rate: The adoption rate of the regular massage service among this target population is projected at 26.4% in 2025, or 1,400 regular corporate customers. This rate takes into account strong growth and the accentuation of post-pandemic QWL strategies.

I.3 Strategic priorities for players in 2025

Corporate massage is now seen as a human capital management tool, rather than a mere fringe benefit. For service providers, the strategic priority in 2025 lies in monetizing the operational value of the service. Empirical data confirms a significant Return on Investment (ROI), including an average increase in productivity of 39% and a reduction in absenteeism of around 2.5 days of sick leave per year per employee concerned.

To secure GE and ETI budgets, it is becoming imperative to integrate physical well-being services into digital QWL measurement and monitoring platforms. The use of these technologies makes it possible to quantify the effectiveness of programs in real time and identify priority areas for intervention, thus transforming massage into an essential component of a predictive HR risk management system.

II. Positioning Massage in the QWL Economy 2025

The corporate massage market cannot be properly assessed without a thorough understanding of the macroeconomic and regulatory forces that structure it. It lies at the crossroads of the global growth of the wellness market and the strategic imperative of QWL.

II.1 Macroeconomic context and sectoral growth

The B2B business benefits from the general dynamism of the French massage market. The total massage market in France is already estimated at €1.5 billion, with a notable annual growth rate of +7% since 2019^.8 This continued growth, fueled by a steady demand for personal well-being, creates a favorable environment for the expansion of the corporate segment.

Internationally, the global wellness economy is reaching a record $6.3 trillion and is expected to expand to $9 trillion by 2028^.9 This validation of wellness investment legitimizes QWL budgets within companies, enabling physical wellness spending to move from the status of a discretionary cost to that of an essential investment in human capital.

Trend analysis indicates that growth in the B2B massage segment is likely to outpace the general +7% rate observed in the massage market as a whole. The strong competitive pressure on employment in 2025, where 67% of candidates prefer employers with a clear commitment to QWL , is driving companies to adopt tangible solutions quickly. As a result, part of the average basket traditionally allocated by the end consumer (B2C) is being shifted to collective care (B2B), making the corporate segment a priority growth vector, and faster than the overall market.

II.2 The imperatives of Quality of Life at Work (QWL) in 2025

The corporate massage market is entirely driven by the urgency of HR challenges linked to QWL, which has become a strategic asset for talent retention^.10

The top priority for organizations in 2025 is the management of mental health and well-being at work^.5 The implementation of physical well-being programs, such as massage, is a direct and concrete response to psychosocial risks and the imperative of stress management. Legal obligations in France, notably those linked to the prevention of RPS (Code du travail, art. L4121-1), reinforce the incentive for companies to assess and improve their QWL, with regulatory pressure expected to increase by 2025.

Demand is particularly strong in large organizations. The deterioration in QWL is most marked among employees of very large companies, with 60% of them believing that the level of quality of working life in their company is tending to deteriorate^.2 This concentration of dissatisfaction in Large Enterprises (GE) and, by extension, ETIs, translates into increased vulnerability to the risks of turnover and absenteeism. This vulnerability generates a captive, inelastic demand for well-being solutions perceived as effective and rapidly deployable. This is why the bottom-up model presented here concentrates most of its value on the ETI/GE segment, as these are the most stable and recurring buyers, as opposed to SMEs, which more often opt for one-off event-based services.

II.3. The Seated Massage Value Proposition

The success and modeling of the B2B market are largely based on the predominance of seated Amma massage, whose value proposition is perfectly adapted to the logistical constraints of the professional environment.

In operational terms, seated massage meets the need for speed and discreet integration. Sessions are short, varying from 10 to 30 minutes, with the 15-minute format being the most popular to enable a large number of employees to be served in a day^.12 The intervention requires little space (just 9m2) and is performed clothed, on an ergonomic chair provided by the practitioner^.7 This logistical simplicity minimizes organizational friction.

The main driver for adoption, however, remains tangible ROI. The effectiveness of massage therapy in the workplace has been scientifically demonstrated: seated massage leads to a 28% reduction in cortisol levels (the stress hormone) and a 26% increase in alertness, resulting in greater speed and fewer errors in task completion^.7 Quantifying these benefits enables service providers to justify a high cost by the positive impact on the organization's overall performance.

III. Defining the Target Population

To estimate sales in 2025, the analysis focuses on companies with the budgetary capacity and strategic imperative to purchase massage services on a recurring basis.

III.1 Quantifying ETIs and GEs (Primary market base)

The most relevant addressable market base (TAM) is made up of Intermediate Size Companies (ETI) and Large Enterprises (GE) in France, according to the INSEE classification. Due to their size and organization, these structures are the most likely to have Social and Economic Committees (CSE) or dedicated HR departments with formalized QWL budgets.

The latest available structural data from INSEE, used to extrapolate the target population in 2025, indicate the following breakdown ¹:

• Intermediate-sized companies (ETI): There are around 5,000 ETIs. These companies are in a growth or consolidation phase, and are under strong pressure to attract and retain talent.

• Large Enterprises (GE): There are around 300 GEs in this segment. They are historically the first to implement structured QWL policies, and have the largest budgets.

The Target Addressable Market (TAM) for recurring massage contracts is therefore set at 5,300 entities.

Table 1: Segmentation of the Addressable Target Market (ETI and Large Enterprises) in France (2025)

III.2 Estimated Massage-specific Adoption Rates (2025)

The penetration rate of QWL services in these large structures is already high for certain themes (for example, 70% to 75% of health and medico-social establishments in the Île-de-France region have set up actions to prevent RPS)^.14 Seated massage, with its proven effectiveness in reducing stress, fits directly into these prevention programs.

The specific penetration rate assumptions for regular massage in 2025 are as follows:

• GE penetration rate: 50% (150 companies). GEs, faced with the greatest perceived deterioration in HRQoL (60% of dissatisfied employees) ², are obliged to invest in solutions with a visible impact. A penetration rate of half of this segment is consistent with the HR urgency of 2025.

• ETI penetration rate: 25% (1,250 companies). ETIs are in a phase of rapid adoption to remain competitive in the employment market^.6 A quarter of this segment is already an active and growing market.

Total Regular Customers (TCR) for the year 2025 are therefore estimated at : 150 GE + 1,250 ETI = 1,400 recurring corporate customers

The adoption of QWL measurement tools, sometimes integrating Artificial Intelligence to predict burnout risks, is a factor that will significantly boost these rates. If the B2B market succeeds in demonstrating that massage is part of a measured HR risk management strategy and not simply a comfort service, a rapid increase in penetration rates is assured. The development of a "WellTech" offering integrating massage services acts as a lever to accelerate adoption, making the service indispensable to General Management seeking to optimize performance and comply with the tightened legal framework around RPS.

IV. Cost variables and determining the Average Annual Basket (AAB)

Market quantification is based on a realistic assessment of the budgets allocated by regular customers.

IV.1 Analysis of B2B service providers' pricing models

Pricing for corporate seated massage services is mainly based on an hourly rate applied to the practitioner's time of attendance.

The reference price for a regular service generally varies between €60 ex. VAT and €70 ex. VAT per hour. For modeling purposes, a weighted average of €65 ex. VAT/hour is used. Some service providers also offer packages based on a standard frequency of intervention. For example, one day per month can be invoiced at between €380 ex. tax and €420 ex. tax.

It's important to note that this pricing often includes a complete service: event management, equipment set-up (disinfected ergonomic chair), health questionnaire, and an appointment scheduling portal for the teams, facilitating logistical organization for the client company.

IV.2 Building the Average Annual Basket (AAB)

The Average Annual Basket (AAB) is calculated on the assumption of a minimum commitment for an intervention with a significant impact on QHCT. A regular weekly or bi-monthly service is required to maintain the beneficial effect of the service.

The assumption used for the average frequency of purchase per regular customer (ETI/GE) is 10 hours of service per month. This corresponds to the equivalent of two half-day massage sessions or four 2.5-hour sessions per month.

The calculation of the PMA, based on 11.5 months of activity (taking into account summer and end-of-year vacation periods when services are reduced), is as follows: 10 hours/month x 11.5 months x €65/hour = €7,475.

In order to take account of inflation and general market growth (+7%), as well as larger-scale contracts awarded by GEs, the Average Annual Basket (AAB) for a regular B2B customer has been adjusted to €8,000 excluding VAT.

IV.3. Consideration of the Secondary Market (SME/Occasional)

The market for SMEs, associations and one-off events (trade shows, seminars) is more volatile and less structured than the market for SMEs, making it difficult to model accurately. These purchases are often dictated by the CSE budget or specific events, rather than by formalized QWL programs.

Sector analysis indicates that this occasional market, although fragmented, represents a significant addition to the sales of service providers. It is estimated to account for 30% of the value generated by the regular customer market (SMEs).

V. Financial projections for the corporate massage market (France 2025)

The final estimate of the market in 2025 is the sum of the two segments modeled: the regular B2B market (ETI/GE) and the occasional market (PME/Événementiel).

V.1 Calculating sales for the regular B2B market

Sales generated by the 1,400 regular B2B customers are calculated as follows: B2B Regular Market sales = 1,400 customers x €8,000/customer = €11,200,000

V.2 Calculating the Occasional/Event Market

Applying the 30% ratio to regular market sales: Occasional Market Sales} = €11,200,000 x 0.30 = €3,360,000

V.3. Total market size 2025

Total sales for the corporate massage market in 2025 are therefore the sum of the two segments:

= €11,200,000 + €3,360,000 = Total sales 2025} = €14,560,000

The market is therefore projected at €14.6 million ex-VAT in 2025.

Table 2: Financial projections for the corporate massage market (France, 2025)

V.4. Model Sensitivity Analysis (Risks and Opportunities)

The main vulnerability of this projection lies in the geographical concentration of the business. Historically, B2B services, including corporate massage, have been highly concentrated in the Paris region (Paris and the surrounding area, as evidenced by the areas of operation of the main players)^.3 The market's ability to reach the €14.6 million mark will depend on the effective penetration of services within SMBs located in the major regional employment areas.

A second major risk concerns the dependence of growth on the perception of service. If massage remains perceived as an unmeasurable comfort expense, it will be exposed to budget cuts in the event of an economic downturn. However, the growing integration of QWL ⁶ measurement tools offers a critical opportunity: by providing objective data on stress reduction and productivity improvement, service providers secure their position and transform service into a strategic investment more resilient to economic cycles.

VI. Case study AlterMassage

AlterMassage is a major player and potential leader in the French corporate massage market. With over 11 years' experience and operations under its belt, the company operates nationwide, covering all business sectors.

Strategic positioning: The company has a significant reach, with over 20 employees and annual sales in excess of 600 K€. Its success is based on a solid legal structure (SAS) and a vertically integrated quality model, essential for reassuring large companies in the face of a heterogeneous market.

Acquisition of Technical Expertise: In 2025, AlterMassage critically strengthened its positioning by completing the acquisition of École Xavier Court, a benchmark professional training organization in the sector. This strategic move enables us to :

• Guarantee Quality: Train its practitioners in-house in David Palmer's genuine Amma Assis method and guarantee the quality of its services.
• Create a Talent Pool: A pool of over 1,000 masseurs trained through the school, ensuring nationwide deployment capacity for major accounts.

Social and Operational Advantages: The company also stands out for its social commitment and contractual model, which represent a direct competitive advantage for small and medium-sized businesses looking to improve their Corporate Social Responsibility (CSR):

• Adapted Enterprise (EA): AlterMassage is structured as a group of Adapted Enterprises, enabling its customers to value their commitment in the Obligatory Declaration of Employment of Disabled Workers (DOETH).
• Practitioner stability: Unlike the majority of service providers in the sector, AlterMassage employs its masseurs on permanent contracts (CDI), which are considered rare. These contracts, often full-time (24 to 35 hours a week), ensure job stability for practitioners and consistent quality of service for B2B customers.

This integrated training model, combined with the social benefits of EA and the stability of our teams, makes AlterMassage a partner of choice for large organizations in 2025.

Conclusion

The study projects the French corporate massage market at €14.6 million (excluding VAT) in 2025. This quantification is based on 5,300 large and medium-sized companies, which form the core of the market for recurring QWL services.

The analysis shows that the market is in the midst of a phase of strategic legitimization. Driven by the urgent need to address mental health issues and the deteriorating level of satisfaction within large organizations, the adoption of tangible solutions such as seated massage is growing rapidly. The future expansion of the B2B market is conditioned not only by an increase in the penetration rate of ETIs and GEs, but also by a greater ability on the part of service providers to make a complete transition to a service offering based on proof of performance.