![Ailleurs Business : croissance, grands comptes et bataille concurrentielle [ABO]](https://com-namibia.com/wp-content/uploads/2026/11/1794565467_703_Ailleurs-Business-Growth-Key-Accounts-and-the-Competitive-Landscape.jpg "Ailleurs Business : croissance, grands comptes et bataille concurrentielle [ABO]")
TourMaG – You took on the role of Commercial Director at Ailleurs Business a little under four years ago. What assessment would you make of these years ?
Florent Jutigny: Indeed, I joined Ailleurs Business at a time when the company needed to complete the integration of the agencies it had previously acquired, in the context of the Bleu Voyages acquisition.
The challenge was to finish this integration, which had not always been carried through, while equipping the group with the means to respond to demanding markets. When Laurent Abitbol (chairman of the Marietton Développement group) wished to appoint a Commercial Director at Ailleurs Business, the objective was also to develop activity, retain existing clients and strengthen the portfolio. That was my roadmap.
I did not come from the business travel sector. I spent fifteen years at Edenred, a company best known for meal vouchers, gift vouchers and CESU, which provides employee benefits. This experience gave me keys to address B2B services markets that are fairly broad.
Entering the business travel sector, I quickly noticed similarities with what I already knew. Business travel rests on a platform that connects a company sending its employees on trips with a network of suppliers, such as airlines or railway operators.
The objective is to bring together all these players so that employees can travel under the best possible safety conditions, with tools tailored to streamline exchanges.
In almost four years, we have thus moved from a phase of integration and reconstruction, in the post-Covid context, to a new stage. Today, we are capable of addressing large-scale markets, notably public ones, which require significant expertise, both on the digital side and in the realm of technical systems and their interconnection.
We are able to address complex markets by their size, by the complexity of their decision-making process, by the technology involved, and which can represent tens of millions of euros for some.
The idea is to have the capacity to address both small markets and very large markets alike. We know how to work with every kind of target.
Florent Jutigny: Indeed, I joined Ailleurs Business at a time when the company needed to complete the integration of the agencies it had previously acquired, in the context of the Bleu Voyages acquisition.
The challenge was to finish this integration, which had not always been carried through, while equipping the group with the means to respond to demanding markets. When Laurent Abitbol (chairman of the Marietton Développement group) wished to appoint a Commercial Director at Ailleurs Business, the objective was also to develop activity, retain existing clients and strengthen the portfolio. That was my roadmap.
I did not come from the business travel sector. I spent fifteen years at Edenred, a company best known for meal vouchers, gift vouchers and CESU, which provides employee benefits. This experience gave me keys to address B2B services markets that are fairly broad.
Entering the business travel sector, I quickly noticed similarities with what I already knew. Business travel rests on a platform that connects a company sending its employees on trips with a network of suppliers, such as airlines or railway operators.
The objective is to bring together all these players so that employees can travel under the best possible safety conditions, with tools tailored to streamline exchanges.
In almost four years, we have thus moved from a phase of integration and reconstruction, in the post-Covid context, to a new stage. Today, we are capable of addressing large-scale markets, notably public ones, which require significant expertise, both on the digital side and in the realm of technical systems and their interconnection.
We are able to address complex markets by their size, by the complexity of their decision-making process, by the technology involved, and which can represent tens of millions of euros for some.
The idea is to have the capacity to address both small markets and very large markets alike. We know how to work with every kind of target.
Ailleurs Business is more than 200 people and 13 business desks
TourMaG – You also emphasize technology, but Ailleurs Business is also about its people.Florent Jutigny: Indeed. Ailleurs Business comprises more than 200 people, with long-time employees across the organization, and 13 business desks.
Today’s markets are increasingly digitized. Yet even though the share of requests that go through our desks is becoming minority: 5%, 10%, or as low as 2% depending on the client, every request handled by our teams must be perfectly managed. That’s where we stand out: our ability to handle complex requests thanks to the expertise of our staff.
TourMaG – Is the market becoming more competitive?
Florent Jutigny: The business travel market is moving in all directions today. Competition is intense; you could call it a real dogfight.
On one side, there are large international players, such as Carlson Wagonlit Travel, which was acquired by Amex GBT, which itself was acquired by Long Lake Management. On the other side, technology-forward firms like Navan or Swile offer a strongly technology-driven approach.
Ailleurs Business sits somewhere in between these two models.
An increasingly competitive market
TourMaG – In light of this competition, what are your strengths?
Florent Jutigny : We are a French player and we represent a compelling travel success story, notably propelled by Laurent Abitbol. This French dimension and sovereignty issues are assets in a market that is rapidly evolving.
The figures from the Marietton Développement group and the Selectour network, of which we are members, testify to a certain solidity. In today’s context, that’s reassuring for our clients. When a company chooses a business travel agency, it must be sure that its partner will still be there tomorrow. Financial strength and the company’s longevity are therefore essential.
Our belonging to the Selectour cooperative is also an advantage. Laurent Abitbol is also its president, which strengthens our ability to negotiate with suppliers and to obtain the best pricing terms for our clients.
These suppliers provide both content, notably transport offers, and technological solutions. Today, it is essential to have enough weight in these two areas to select the best offers and the most effective tools.
Florent Jutigny : We are a French player and we represent a compelling travel success story, notably propelled by Laurent Abitbol. This French dimension and sovereignty issues are assets in a market that is rapidly evolving.
The figures from the Marietton Développement group and the Selectour network, of which we are members, testify to a certain solidity. In today’s context, that’s reassuring for our clients. When a company chooses a business travel agency, it must be sure that its partner will still be there tomorrow. Financial strength and the company’s longevity are therefore essential.
Our belonging to the Selectour cooperative is also an advantage. Laurent Abitbol is also its president, which strengthens our ability to negotiate with suppliers and to obtain the best pricing terms for our clients.
These suppliers provide both content, notably transport offers, and technological solutions. Today, it is essential to have enough weight in these two areas to select the best offers and the most effective tools.
TourMaG – Are there major market stakes at the moment?
Florent Jutigny : Our sales force is organized around two segments. One team concentrates on the middle market, with companies representing roughly one million euros in business volume. A key accounts unit focuses on public and private markets, capable of responding to tenders ranging from 3 million up to several tens of millions of euros.
This year, the market has been particularly dynamic, with a high volume of tenders. But competition has also intensified significantly. When I arrived four years ago, some markets, especially the public ones, attracted few bidders. Today, we can find more than fifteen agencies competing on a single tender.
This evolution has several consequences. Client response times are lengthening and competition is becoming fiercer. While technical criteria remain important, price is taking a central role in decisions.
We must therefore always be better, differentiate ourselves, and provide ever more precise responses to client expectations.
Florent Jutigny : Our sales force is organized around two segments. One team concentrates on the middle market, with companies representing roughly one million euros in business volume. A key accounts unit focuses on public and private markets, capable of responding to tenders ranging from 3 million up to several tens of millions of euros.
This year, the market has been particularly dynamic, with a high volume of tenders. But competition has also intensified significantly. When I arrived four years ago, some markets, especially the public ones, attracted few bidders. Today, we can find more than fifteen agencies competing on a single tender.
This evolution has several consequences. Client response times are lengthening and competition is becoming fiercer. While technical criteria remain important, price is taking a central role in decisions.
We must therefore always be better, differentiate ourselves, and provide ever more precise responses to client expectations.
“When a service is free, one must ask where the TMC gets paid”
Our ambition is to reach 500 million euros in annual business volume by 2030
TourMaG – You also assist companies that have subsidiaries abroad. How do you respond to these international needs?
Florent Jutigny : We recently signed a partnership with Globalstar, which enables us to provide a global response in most countries around the world. The aim is to support companies that need to consolidate their data and manage their local emissions, with a single contract carried by the agency.
TourMaG – How do you envisage the year 2027?
Florent Jutigny : 2027 is being prepared now. In our market, there is a lag between tender responses and the actual start of contracts. The markets we are working on today will begin to generate activity and revenue next year for many of them. So we have already been preparing for 2027 for several months.
We will finish 2026 with growth. For 2027, it is still too early to provide precise forecasts. We do know, however, that the year will bring new challenges. The political context, particularly with presidential elections, could slow the publication of certain tenders.
We are therefore already forecasting the markets likely to be launched and we stay vigilant. We are already working on contracts that should allow us to approach 2027, a year that promises to be as complex as 2026.
Florent Jutigny : We recently signed a partnership with Globalstar, which enables us to provide a global response in most countries around the world. The aim is to support companies that need to consolidate their data and manage their local emissions, with a single contract carried by the agency.
TourMaG – How do you envisage the year 2027?
Florent Jutigny : 2027 is being prepared now. In our market, there is a lag between tender responses and the actual start of contracts. The markets we are working on today will begin to generate activity and revenue next year for many of them. So we have already been preparing for 2027 for several months.
We will finish 2026 with growth. For 2027, it is still too early to provide precise forecasts. We do know, however, that the year will bring new challenges. The political context, particularly with presidential elections, could slow the publication of certain tenders.
We are therefore already forecasting the markets likely to be launched and we stay vigilant. We are already working on contracts that should allow us to approach 2027, a year that promises to be as complex as 2026.
TourMaG – What are Ailleurs Business’ growth objectives in the mid term?
Florent Jutigny : Our ambition is to reach 500 million euros of annual business volume by 2030.
To achieve this, we have outlined several milestones. We will reach 300 million euros by the end of 2026. The goal is then to surpass 400 million in 2027, before attaining 500 million by 2030.
Florent Jutigny : Our ambition is to reach 500 million euros of annual business volume by 2030.
To achieve this, we have outlined several milestones. We will reach 300 million euros by the end of 2026. The goal is then to surpass 400 million in 2027, before attaining 500 million by 2030.
Published by Céline Eymery Editor-in-Chief – TourMaG.com See all articles by Céline Eymery
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