Travel Agencies: Is Train Travel Easier to Sell Than Plane Tickets?


Si les ventes de billets de train progressent en agences, il reste encore de nombreux freins à son développement - Depositphotos.com, frimufilms

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Rail travel is gaining ground, especially for trips within France.

At Déclic Evasion, rail stays rose by 16% between 2024 and 2025. « This evolution is explained by the increase in stays in France since the health crisis, the reduction of certain domestic air links and the development of alternatives such as Ouigo », explains Olivier Bernard.

The arrival of Trenitalia on Paris-Marseille has also helped to energize certain routes.

At Versailles Voyages, Myriam Tord also notes a progression, even though the train started from a long way off. « We progressed because we were almost starting from zero. The train wasn’t really something that was offered before. »

For her, the turning point comes from personal experience: after completing the Trans-Canada journey between Toronto and Vancouver, she discovered the train as a genuine travel experience.

At Quartier Libre, the assessment is more mixed. The tour operator has been offering since 2025 a train option to Scotland, but it accounts for about 10% of sales on that destination. « It’s a nice calling card, but it remains limited in volume », says Stéphane Dossetto.


What are the arguments for selling train travel?

The primary argument is the experience. For Myriam Tord, train travel should not be presented solely as an alternative to air travel: « It is a different way to travel. »

The train lets passengers take their time, enjoy the scenery and discover a destination in a different way. It is particularly well suited to Canada, Scotland, Switzerland, or Italy.

Professionals also highlight the comfort: arriving in the city center, no baggage constraints, and less waiting before departure — the train offers a different kind of simplicity.

For Olivier Bernard, the train is also appealing for leisure groups. The conditions offered by SNCF on Inoui trains provide greater flexibility for CSE clients, especially regarding registrations and cancellations.

The ecological argument remains present, but it is not always enough. Stéphane Dossetto believes that practicality should also be addressed: « We talk a lot about carbon footprint, but we forget about comfort. »


What are the barriers?

The first obstacle remains the rail offering. Olivier Bernard specifically points to the weakness of province-to-province links. “From Marseille, the availability of direct TGV services remains insufficient.”

For international destinations, connections also complicate sales. Stéphane Dossetto cites the example of Scotland: from Paris, the journey is possible, but from some regions in France, the accumulation of changes makes flying more attractive.

Price also remains a topic. On certain destinations, particularly in the face of low-cost carriers, air travel preserves an advantage.

Customer habits are another brake. Many still appreciate the comfort of a coach trip where they have nothing to manage. « Customers love the cocoon of the coach: they drop their luggage and don’t have to deal with anything », explains Stéphane Dossetto.

Finally, the management of disruptions worries agencies. « If a train is canceled, you have to find another solution: another train, a hotel, a new arrangement. After-sales service is more complicated », remarks Myriam Tord.


What about the tools?

Professionals deem rail tools still inadequately adapted.

For Myriam Tord, the problem also relates to knowledge: « For air travel, we go to Amadeus and it’s quite simple. For trains, you have to know the providers. »

Solutions exist, such as Rail Europe or Resaneo, but they remain little known to agents.

In the group market, expectations are even higher. Olivier Bernard particularly regrets the late opening of sales and the absence of a functional Ouigo group tool.

He also believes it is necessary to improve features: management of traveler typologies, changes in headcount, or seat selection.

Beyond digital tools, human support remains essential. For Déclic Evasion, having a dedicated BtoB contact at Inoui is a real asset during group sales and in case of unforeseen events.


How can train sales be improved?

For the professionals surveyed, the priority is to better promote the product.

« It has to be tested », says Myriam Tord. According to her, an agent who has traveled by train will be more capable of conveying the experience to the client.

Training is therefore an important lever, as is a shift in the way rail travel is sold. The train should not be presented solely as an ecological solution, but as a new travel experience.

It is also necessary to facilitate marketing: better visibility of availability, tools more suited to agencies, and a clearer offer.

Finally, remuneration remains an issue. Olivier Bernard recalls that rail travel retains a commission-based system, unlike air travel, but he believes current levels are insufficient.

The train is thus making progress in agency catalogs, but it has not yet become a sales reflex. To gain ground against aviation, it will need to continue improving its tools and, above all, its ability to appeal beyond the environmental argument.


PromPerú Trains Travel Agencies in Marseille


Louis Roche, PDG de ProDesti, a animé à Marseille une session de formation « Connaisseur du Pérou » organisée par PromPerú à destination des agences de voyages - DepositPhotos.com, pawopa3336

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After obtaining the Qualiopi certification and strengthening its portfolio of specialized trainings, ProDesti continues its development in the tourist destinations segment. This time, PromPerú has called on the organization to train travel agencies in the Marseille region, with a clear objective: to improve their expertise of the destination.

A free training session for on-site travel agencies.

For almost four hours, participants alternated between presentations of the destination, exchanges of experience and technical questions.

An approach faithful to ProDesti’s philosophy, which prioritizes trainings led by active tourism professionals and centered on the commercial realities of agencies.

“PromPerú’s objective is really to showcase Peru in the Marseille region, to help travel agents better master the destination and thus sell it better.”, explains Luis Roche, CEO of ProDesti and trainer on Peru and Chile.


A Destination That Goes Beyond Machu Picchu

The program notably covered the country’s different regions, the circuits, the visits to Machu Picchu, the railway connections, the domestic flights, as well as possible extensions.

Throughout the training, Luis Roche sought to dispel the image of Peru being limited to Machu Picchu. “There are many things to explore beyond Machu Picchu. It should be noted that two-thirds of the country is jungle.”, he recalls, by highlighting the regions of Iquitos, Madre de Dios, Chachapoyas and also the sites of the Moche and Lambayeque civilizations.

The objective is also to give travel advisers concrete arguments to tailor their recommendations according to their clients’ profiles.

The questions, moreover, addressed very operational topics: the various circuits to Machu Picchu, the categories of trains, or the domestic air services.


A Highly Advanced Training

Present at this session, Barbara Roussel, director of Voyages Couture, believes that this type of training provides real added value. “We already know the destination, but this gives us access to all the information. Even when we are experienced, it remains valuable. It makes us much more confident and brings additional expertise.”, she explains.

The professional also underscores the quality of Luis Roche’s intervention: “It is an extremely advanced training. It is not generic; we go into the detail of the circuits. The instructor is passionate and engaging, and it makes you want to discover the destination.”

According to Luis Roche, Peru also possesses strong commercial arguments. “It is a destination that is sold almost all year round, between March and November. It has the best value-for-money in South America.”, he notes, before adding: “Peruvian gastronomy is clearly a major selling point for French travelers.”

Jean-Michel Rey (Digitrips): Simplifying Travel Agencies’ Day-to-Day Operations




TourMaG – You joined Digitrips a few months ago, after a long career in tourism. What inspired you to begin this new chapter?

Jean-Michel Rey: It’s been several years now that I’ve been active in this industry, where I had the chance to perform a variety of roles. This diversity of experiences has given me a lot of knowledge, and I’m delighted to share it with Digitrips, which I joined at the beginning of April.

Why Digitrips? It’s a company that has always piqued my interest. I have followed its development in recent years with close attention, especially since I already knew several members of the management team.

That was additional encouragement to follow its news. I knew this company was in tune with the times, and I was not mistaken. Today, I’m discovering a company driven by very strong momentum.


TourMaG – Digitrips is a distinctly tech-oriented company, whereas you come more from tour operating, distribution or even accommodation…

Jean-Michel Rey : Precisely, Digitrips brings together a lot of talent and diverse skills.

Today, the company rests on three main areas of expertise: the air activity from MisterFly, the hotel sector with HResa, and the technology developed by Koedia.

These three entities are now united under the Digitrips brand. It is a multifaceted company, operating in several lines of business.

And I’m fortunate to have practiced nearly all of these roles before, but in different companies. Today, I can find them all within a single structure.



Jean-Michel Rey surrounded by TourMaG editorial staff - XP Photo

TourMaG – The Middle East conflict has significantly disrupted the market since late February. How did Digitrips navigate this period?

Jean-Michel Rey:
In terms of air activity, we obviously faced a crisis period. We had to organize repatriations with our partners, travel agencies and tour operators, in a context that was never straightforward. It was also essential for airlines to cooperate.

Next, we entered a period of wait-and-see. Air bookings slowed a bit, but ultimately less than we feared, despite higher ticket prices.

In terms of accommodation, where we specialize in leisure stays, we paused more than in business travel, which remains largely domestic and thus was less affected.

However, we are recording double-digit growth in a particularly promising activity for us: the dynamic package.


Digitrips: “We want to keep enriching the dynamic package”

TourMaG – Is the dynamic package a major focus of development?

Jean-Michel Rey :
Yes, of course. We want to continue enriching this solution with new features and new possibilities for travel agencies.

Today, I no longer need to persuade anyone of the value of the dynamic package. Everyone now understands its benefits.

For the client, it guarantees a trip fully customized by their travel agent. For the agent, it’s the ability to manage their margin, to freely choose their products while relying on a reliable partner for organizing the trip.

It is therefore a product that provides both security for agencies and real resilience.

TourMaG – The market seems to be rebounding since June. Do you also see this recovery?

Jean-Michel Rey :
We did observe it in June, following a May that had been very weak, which was fairly expected.

Since the start of July, the trend has been somewhat less favorable. We aren’t really witnessing the last-minute rush of reservations that some might have anticipated. The business should rather build up gradually.


TourMaG – Over the course of your career, have you observed a significant shift in the expectations of travel agencies?

Jean-Michel Rey :
Yes, mainly driven by technology, which is now present throughout our industry.

We practice a profession where the human relationship remains essential. It’s important to preserve that dimension. But technology also brings us a lot in terms of time savings, productivity and profitability.

Our challenge is therefore to offer solutions that are increasingly comprehensive while staying easy to use.

We regularly conduct barometers with our client agencies. One of our latest surveys showed that a travel agent could use up to eight different tools during a single workday, from Google to their back-office.

Our aim is precisely to leverage our proprietary technology, which we develop entirely in-house, to simplify their daily lives and offer them a true one-stop shop, whether they want to book a flight, a hotel, or both.



A new partnership with Selectour on the accommodations side


Hotel central: Digitrips Pro partner of GIE ASHA

Since July 1, 2026, the group has integrated the ASHA GIE’s commercial selection as a partner hotel central, thereby giving agencies within the Selectour and Havas Voyages networks direct access to its Digitrips Pro platform.

Digitrips was already a partner of the Havas Voyages network; this agreement extends its collaboration to Selectour and thus to the ASHA GIE. The agreement also provides for the integration of DIGITRIPS solutions within the payment centers of the group and a gradual rollout across the entire Selectour ecosystem.

The group will also strengthen its presence at the major events organized by the Selectour and Havas Voyages networks, whether at sales force meetings, congresses, or promotional activities.

“This partnership marks a new milestone in the development of DIGITRIPS within the French tourism distribution. The trust placed today by the GIE ASHA confirms the relevance of our vision: to develop innovative technologies and high-quality product and service offerings that meet the needs of travel agencies,” says Nicolas Brumelot, cofounder and president of DIGITRIPS.

“We are convinced that the integration of DIGITRIPS will strengthen our accommodations offering and provide our agencies with a powerful, easy-to-use solution tailored to the expectations of our advisers. This partnership fully aligns with our strategy of selecting the best tools to serve our networks,” states Laurent Abitbol, president of GIE ASHA.

Pegasus Trains: The Company That Loves Tour Operators and Travel Agencies [ABO]


David Mascorda et Guillaume de Marcillac, les deux fondateurs de Pegasus Trains - Crédit photo : Emile Rivet

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Nobody knows it, or almost, but the SNCF is not the only French railway company operating on our soil.

In fact, lurking in the shadow of its big sister, there is nevertheless a company that owns a train and has been running since winter 2025.

At its head, a familiar face in the tourism industry: Guillaume de Marcillac. He is known as the former CEO of TravelFactory and as a former financial head of Egencia and Karavel-Promovacances. He now wears the hat of train chief, leading Pegasus Trains.


After a first trial run with his previous employer during the launch of the Travelski Express, to redeploy the Eurostar between London and Bourg-Saint-Maurice, Guillaume de Marcillac decided to take off and thus create his own railway company.

The first challenge was to find rolling stock. “We combed across Europe to find owners willing to lease cars and a locomotive. It required a lot of work to locate and negotiate equipment coming from different places.

Our dining car comes from the Netherlands, the sleeping cars come from Baden-Württemberg, and the locomotive from France.

There are very substantial entry barriers in rail, which explains the very small number of new entrants
“, explains the fortunate cofounder of Pegasus Trains and owner of a train set.



Pegasus Trains: “We are in slow travel,” not a high-speed train

The second hurdle was securing homologation to run the trainset in France.

“We are a railway company, but I do not use the term ‘railway company’, which is a legal term. Indeed, there are three statuses in the railway world.

The first is that of an authorized candidate, which means you are recognized as credible by SNCF Réseau and SNCF Gares & Connexions. You are an official interlocutor for these companies.

The second status is called the railway license. A bit like the registration for travel agencies, it is a recognition granted by the Ministry of Transport and Bercy, based on having sufficiently strong equity and certain management characteristics.

The last grade, the highest, is the security certificate of the railway company. It is a complex process, which takes time to obtain,” he explains.

To read: Rail Charter Service: what if you charter trains?

With the license in hand, Pegasus Trains thus cannot have its trains operated by its own crews. The company must recruit staff who hold this certificate.

To find drivers, it is enough to go through SNCF or freight operators also authorized to carry passengers. There are also European operators whose core business is to hold this safety certificate, as is the case with European Sleeper.

“We are in a sense an orchestrator, with the equipment on one side, the locomotive on the other and the driver. We assemble all these building blocks.

We are also in slow travel. We do not offer high speed, like TGVs or Frecciarossa. We can, in one night, travel 1,300 km.
”


Pegasus Trains: “We will have two train sets in operation” by the end of 2026


Pegasus Train devrait sortir de la montagne pour desservir le littoral l'été prochain - Crédit photo : Pegasus Trains

Thus, Pegasus Trains offers a journey that is slower than the TGV, but with the merit of being decarbonized.

Each train set has a capacity of between 300 and 650 passengers, depending on client needs. It includes a dining car.

The trains have an international vocation, even though they cannot travel to the United Kingdom, as the Channel Tunnel requires very specific features reserved for Eurostar.

“These are trains that have already been renovated by their owner, with whom we have an agreement for the long term.

The rolling stock is not our property, so we cannot make modifications. However, it is possible for us to do a lot of exterior and interior decoration. Our trains also serve as a communication platform
“, continues Guillaume de Marcillac.

Consequently, the train becomes a marketing element for destinations and tour operators, such as Travelski.

Duly noted, buoyed by this success, after two winters of chartering for the winter-sports tour operator, the railway company aims to grow its fleet.

“Our vision is that, gradually, our fleet will grow and our project is to gradually own our own trains, which we will renovate ourselves. That takes time.

Starting at the end of 2026, we will ramp up and have two train sets in operation,
rather than the single one we have today


Pegasus Trains is set to leave the mountains and serve the coast next summer


Pegasus Train : "nous allons nous adresser aux agences de voyages" et aux TO - Photo : Pegasus Trains

The first train will continue to operate between Paris and Bourg-Saint-Maurice, while the other will have a more European destiny.

“The second train will depart from Amsterdam, then stop in Rotterdam, Antwerp and Brussels-Midi, before heading into the Alps.

It is intended for Dutch, Belgian, and also a little for British travelers, as Eurostar stops at Brussels-Midi.
We are in full preparation for its deployment, and once again, the Compagnie des Alpes has pre-booked it under a multi-year contract.

They are very satisfied with the initial rotations that have taken place
“, congratulates the cofounder of Pegasus Trains.

To read: Agencies, how to sell the train better?

If the rakes will run in Travelski colors for weekend rotations, weekday rotations are being considered for the rolling stock on the Paris-origin line.

A product that will be more aimed at travel agencies, group organizers, and tour operators. Departures will occur every Tuesday evening and returns on Wednesday mornings.

“Our business model is not only to operate in winter but also to operate in summer, thus year-round.

Currently, we are talking with other tour operators for spring and summer 2027, in order to serve territories beyond the French mountains
“, reveals Guillaume de Marcillac.

Pegasus Trains could venture out to sail along the coast, serving urban destinations, or even offering trips abroad next year.

It must be said that this kind of product fits perfectly with events and the various festivals that take place in winter as well as in summer.


Recruitment in Travel Agencies: A Market Still Under Pressure


Au sein des réseaux de distribution, les difficultés de recrutement persistent. Essentiellement sur les postes d’agent de voyages et commercial groupes.@depositphotos/rawpixel

CroisiEurope


« Our recruitment needs are recurring, primarily for sales advisors, due to a natural turnover inherent to tourism », explains a HR manager within a network of distribution agencies.

This difficulty is amplified in certain geographic areas that are less attractive. « In some sectors, notably in the East, we receive very few applications », confirms Aurélie Hébrard, administrative HR assistant within the Salaün group.

The lack of experienced profiles sometimes significantly lengthens recruitment timelines.


Attractiveness of the profession, volatile youth and inadequate training

Beyond the simple lack of candidates, agencies face a deeper issue: the attractiveness of the job. Young generations struggle to envision themselves in a sedentary role at an agency.

“Today’s youth have trouble wanting to stay eight hours a day behind a desk. They need space and mobility”, observes Aurélie Hébrard.

Another major hurdle is the mismatch between initial training and field realities. The Tourism BTS, often cited, is considered too general and not sufficiently professionalizing.
“Young people discover the profession only once on the job and some abandon during the probationary period, because they did not expect a job that complex,” testifies Céline Gleizes, HR manager of the Eden Tour network. Today, we have to teach them everything, even after a BTS, a bachelor’s degree or a master’s.
The lack of understanding of the profession remains strong: demanding customer relations, mastery of destinations, administrative constraints and commercial skills form a package often underestimated by candidates.


Training, diversifying channels and elevating the professions

In response to these findings, companies are implementing multiple strategies to attract and secure recruitment.

« We have implemented a welcome pack with specific bonuses for positions open for more than six months in tight zones », explains the HR manager of a large network. The brand also relies on specialized job boards such as TourMaG to obtain more targeted applications.

The brand also invests in visibility of the professions: presentations in schools, job dating, career videos featuring employees and a referral program, convinced that « employees are the best ambassadors ».

For its part, Eden Tour has chosen internal training, despite the time investment that this entails. « It takes between six months and a year to be fully operational, depending on profiles », notes Céline Gleizes. The network also favors professional training, such as those from Selectour Academy, deemed closer to the needs of agencies.

In a market that remains tight, tourism players share a common conviction: recruitment will rely as much on adapting training as on a better valuation of a demanding profession, often idealized but still too little known.


Caroline Lelievre Published by Caroline Lelievre Journalist – TourMaG.com
See all articles by Caroline Lelievre

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Recruitment: Top 6 In-Demand Careers in Travel Agencies and Tour Operators


Recrutement : découvrez le Top 5 des métiers les plus porteurs chez les agences et tour-opérateurs ! - Depositphotos.com fentonroma143@gmail.com

CroisiEurope


Despite a clear rebound since the pandemic, the travel operators sector has not yet returned to the recruitment volumes seen in 2019.

Valérie Dufour, Head of TravelJobs, the Employment section of TourMaG, notes that the number of job offers remains significantly below the pre-COVID years.

“This is explained by a deep restructuring of the agencies’ business models, the integration of digital technology, and a structural decline of certain traditional roles that took longer to regain their pre-crisis weight,” she explains.

The international and political context in France has also influenced recruitment.


“The difficulty of recruiting for operational roles has never been as high as today”

Even though the overall volume of offers has declined, the challenge of filling operational roles has never been greater, notes Valérie Dufour. The market faces an imbalance between numerous positions to fill—travel advisors, ticketing clerks, agency managers—and a small pool of qualified CVs.

“Recruiters highlight a lack of specific technical skills, notably proficiency with reservation tools (GDS/Amadeus), as well as a need for general culture and advisory ability.” emphasizes the head of TourMaG’s Employment section.

The recruitment bottleneck is also cultural. Current candidates prioritize quality of life and flexibility. Teleworking, which has fully integrated into organizations with the COVID-19 pandemic, has become an almost systematic demand for support and ticketing roles. Finally, work-life balance is a consideration for many applicants.

“To attract talent, companies must now offer upskilling plans and a hybrid organization. However, this evolution complicates recruitment for large traditional agencies, which sometimes struggle to adapt their roles and hours” summarizes Valérie Dufour.

She adds that firms are seeking increasingly specific skills: “The personalization of travel and tailor-made experiences are skyrocketing, as is the management of ever more complex situations (visas, multi-segment itineraries), becoming growth drivers for tour operators, which requires more precise competencies from staff.”

Other sectors are buoyant. Group travel operators, for example, are seeing strong activity and hiring. In this context, technicians and group travel sales professionals are in demand.

Another significant impact on job profiles is the rise of travel recommendations and content on social networks such as Instagram or TikTok, which is shifting customer expectations. “Some influencers are even becoming advocates—this forces agencies/tour operators to rethink their marketing approach to stay attractive. They are seeking employees who also possess these skills.” adds the employment expert.


Top 6 in-demand roles in 2025-2026

In this context of transformation, certain profiles remain highly sought after:

Travel Advisor: The pivot of distribution, indispensable for creating tailor-made trips.

Travel Product Manager: A profile sought by tour operators to design differentiated offers (ecotourism, adventure, niche).

Luxury / Premium Specialist: A growing segment that requires highly specialized client expertise.

Digital & Marketing Expert: To respond to the increasing influence of social networks (TikTok, Instagram) in the purchasing process.

Ticketing Clerk, Transport Manager and Back-office: Technical roles essential to the operational reliability of agencies.

Sales and Group Travel Technician: The salesperson is responsible for developing and selling tailor-made trips for groups (associations, companies, local authorities…). The group travel technician designs, organizes, and coordinates trips for groups (associations, schools, businesses…).


TravelJobs 2026: new tools to smooth the market


Valérie Dufour responsable de TravelJobs

Facing these recruitment challenges, matchmaking services are evolving on TourMaG. TravelJobs will roll out in 2026 customized sourcing services for recruiters, going beyond simple job postings diffusion.

This approach includes targeted headhunting by geographic area and activation of alumni networks and professional associations. The objective is clear: provide visibility to candidates on sometimes unpublished opportunities while ensuring employers access to qualified and immediately operational profiles.

Learn more :

Email : [email protected]

Phone : +33 6 99 07 16 66

AtlasProtect.io Launches Geopolitical and Legal Monitoring Platform for Travel Agencies


AtlasProtect.io lance une plateforme de veille géopolitique et juridique pour les voyagistes - Photo AtlasProtect.io

CroisiEurope


In an international context marked by growing instability, geopolitical crises, rapid regulatory changes, and climate-related uncertainties, Chloé Rezlan, co-founder of the law firm Adeona Avocat·e·s, launched AtlasProtect.io in collaboration with Stanislas Lucien: a platform presented as the first geopolitics SaaS solution specifically designed for travel operators.



“In general, tourism law often acts reactively, only after a crisis has occurred. AtlasProtect.io’s ambition is precisely to reverse this logic by providing anticipatory tools.



Our mission is to give back control to travel professionals by turning uncertainty into decision intelligence. We do not sell data; we provide the clarity and confidence needed to plan, sell, and operate with complete peace of mind,”
explains Chloé Rezlan.

AtlasProtect.io thus aims to centralize and automate advanced legal, analytical, and security capabilities.


The platform targets a wide range of players

The platform targets a broad spectrum of actors: travel agencies, tour operators, Travel Management Companies (TMCs) and event organisers (MICE).

The solution is structured around a command center, named Atlas Live, which offers a real-time view of the situation across 195 countries.

To do this, the solution relies on more than 10,000 sources, “monitored 24/7”.

Concretely, the solution tracks all kinds of events: airport closures, social movements or natural disasters, and enables visualization of risk zones at a fine scale (neighborhoods, ongoing protests) while integrating entry formalities constraints or health protocols.

“Everything is done to ensure the data is as reliable as possible“, insists Stanislas Lucien.


Eight modules to anticipate crises and a legal AI assistant


La plateforme intègre également un module dédié aux formalités d’entrée, avec des informations actualisées sur les exigences de visas, passeports, conditions sanitaires ou encore réglementations douanières selon les destinations et les nationalités des voyageurs. - Photo AtlasProtect.io

AtlasProtect.io is thus organized into eight modules.

Alongside the Global Tourism Risk Index, which allows scoring 195 countries based on dozens of criteria (security, political stability, health, climate…), users will notably access geopolitical monitoring and legal watch.

The platform also integrates a module dedicated to entry formalities, with up-to-date information on visa and passport requirements, health conditions, and customs regulations depending on destinations and travelers’ nationalities.

Another facet is devoted to tracking transport disruptions. The solution aggregates data on delays, cancellations or incidents affecting airlines, but also some rail or maritime networks.

Professionals can also benefit from an AI assistant named Claire, designed to answer the most frequent questions, especially regarding cancellations, exceptional circumstances, or information and advisory obligations. “This AI agent was created from my legal analyses and interpretation of various jurisprudences,” explains Chloé Rezlan, who ensures the reliability of her tool.

A module also enables climate risk analysis, with monitoring of extreme weather events and certain phenomena likely to impact tourism operations.

Alongside these tools, contract analysis and a review of the terms and conditions are also offered to identify risky clauses, liability gaps, or potential regulatory non-compliances.


The platform also offers traveler geolocation features through a dedicated mobile app, in a “duty of care” framework, allowing operators to track travelers who have activated the service and to send real-time alerts if an event occurs nearby.

This initiative comes amid growing regulatory pressure on travel distributors and producers, as several recent court decisions have underscored strengthened obligations to inform, advise, and remain vigilant for professionals in the sector.

An introductory price of 199 euros excluding VAT per month, with no long-term commitment.

EasyJet Holidays to Be Resold by 500 German Travel Agencies


Eaysjet Holidays bientôt revendu par 500 agences de voyages en Allemagne ! - depositphotos.com Auteur Boarding2Now

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easyJet holidays poursuit son développement européen à travers deux axes principaux : le renforcement de sa distribution en Allemagne et une nouvelle mise en avant de son offre « vol + hôtel » sur le site d’easyJet.

easyJet holidays vient d’annoncer avoir noué un partenariat avec 500 agences de voyages physiques dans la région de Berlin. Ces agences commenceront à commercialiser les forfaits du voyagiste au premier semestre 2027.

« Cette initiative marque une étape importante dans l’ambition du tour-opérateur de renforcer sa présence sur les principaux marchés émetteurs européens au-delà du Royaume-Uni. » indique un communiqué.


Other German regions are expected to follow in the coming months

Le groupe souligne que le marché allemand présente des spécificités importantes, avec une majorité des ventes de voyages à forfait encore réalisées en agences physiques.

Kevin Keogh, directeur Europe d’easyJet holidays, précise :

« Comme la majorité des voyages à forfait en Allemagne sont vendus hors ligne, travailler étroitement avec des partenaires de distribution solides est clairement la bonne approche pour permettre aux vacanciers allemands d’accéder à nos offres attractives. »

Selon le groupe, Berlin constitue un point d’entrée naturel pour cette offensive B2B, la capitale allemande étant l’une des principales bases européennes d’easyJet. D’autres régions allemandes devraient suivre dans les prochains mois.

Le voyagiste pourrait-il nouer un partenariat du même type en France ? « Ce n’est pas à l’ordre du jour » nous répond un porte-parole.


The ‘flight + hotel’ offer provided directly on easyJet’s flight search engine

Parallèlement, easyJet holidays prépare une évolution de son parcours de réservation autour du produit « vol + hôtel ».

L’offre existe déjà dans le catalogue du voyagiste, mais sera désormais davantage mise en avant directement depuis le moteur de recherche vols du site easyJet. L’objectif : capter une clientèle qui recherche d’abord un billet d’avion avant d’envisager une formule packagée.

Selon le groupe, cette évolution vise particulièrement les clients adeptes de city breaks, dont le parcours d’achat débute généralement par une recherche aérienne classique. En proposant l’hôtel dès cette étape, easyJet holidays espère convertir davantage de voyageurs vers des offres dynamiques incluant transport et hébergement.


L’activité tour-opérateur du groupe continue par ailleurs d’afficher une croissance soutenue au 1er semestre de l’exercice 2026.

easyJet holidays a enregistré un bénéfice avant impôt de 61 millions de livres sterling, tandis que le nombre de clients a progressé de 22 %.

Des résultats positifs, alors qu’easyJet plc a essuyé perte avant impôt portée à 552 millions de livres sterling sur la période. (voir encadré).


easyJet results for the first half of 2026

easyJet plc a publié des résultats semestriels en recul pour son exercice 2026, dans un contexte marqué par le conflit au Moyen-Orient et la hausse des coûts du carburant. Malgré une perte avant impôt portée à 552 millions de livres sterling au premier semestre, le groupe souligne une demande toujours soutenue, notamment sur les réservations de dernière minute, et confirme ses objectifs de croissance à moyen terme.

Sur les six premiers mois clos au 31 mars 2026, la compagnie a vu son trafic progresser de 6 % sur un an, avec un coefficient de remplissage atteignant 90 %, soit deux points de plus qu’un an auparavant. La capacité exprimée en ASK (Available Seats Kilometer) a également augmenté de 8 %.

Dans son communiqué, easyJet explique que le conflit au Moyen-Orient a eu un impact direct sur l’activité, notamment à travers une hausse des coûts du carburant et une visibilité réduite sur les réservations à moyen terme. Le groupe précise toutefois que « les réservations au cours du mois de départ continuent d’afficher une bonne dynamique par rapport à l’an dernier ».

La hausse des coûts reste sensible. Le CASK (Cost per available seat kilometer) total progresse de 5 % sur un an, intégrant notamment 25 millions de livres sterling de coûts carburant supplémentaires enregistrés en mars.

Kenton Jarvis, CEO d’easyJet a déclaré : « Malgré l’incertitude à court terme créée par le conflit au Moyen-Orient, easyJet est bien positionnée pour faire face à l’environnement actuel, soutenue par l’un des bilans les plus solides de l’aviation européenne. »

Pour les prochaines années, easyJet prévoit toutefois un ralentissement de sa croissance capacitaire à partir du premier semestre 2027. La compagnie confirme enfin son objectif de dépasser à moyen terme un milliard de livres sterling de résultat avant impôt, à mesure que les conditions de marché se stabiliseront.

Centrale Voyages Lays the Foundation for Its Future Network of 20 Leisure Travel Agencies


Centrale Voyages rachète l’agence Agis Voyages à Montigny-le-Bretonneux - Depositphotos

CroisiEurope


It took two years for him to master his new universe and to feel truly fulfilled.

Early 2024, François Lévêque buys Centrale Voyages. His daily life, which he had imagined as a succession of dreams on distant shores and discoveries of foreign cultures, runs into the reality of being a business travel ticketing specialist.



He told us at the time that he was getting to grips with unfamiliar terms, infinitesimal margins and a vocation that he described as a “hard, very technical” job.

Two years later, the man who has entrepreneurship in his blood is finally able to breathe easy.

“This profession wears me out, but I feel happy and fulfilled. I have finally put in place what I wanted, steered in a direction, and even if there is still much to learn, I feel good about it.

And last week, I had the immense honor of sharing breakfast with Jean-Noël Barrot,
the minister of Foreign Affairs, and to visit the Quai d’Orsay. An incredible experience
“, enthuses the man who, with Raphaël Torro, can proudly claim to be the tourism industry’s leading boss… at least in sheer size.

The industry and its networking open doors one would not expect. It also enables travel and, ultimately, preserves that explorer’s spirit and the big-child inside us all.

Above all, the sector remains a fantastic playground for entrepreneurs, starting with François Lévêque.


Acquisition of Centrale Voyages: “the bride is always a little more beautiful than reality”

As we noted, the group posted 2024 revenue of 33 million euros with 33 employees, and the long-term target remained 50 million.

This target hasn’t changed, but the path to it required going through a phase that would have discouraged many others.

“When you take over a business, the bride is always a little more beautiful than reality.

And you always know there will be a rough patch afterward.
When the company is at 100, it slides to 90 or 80, during the restructuring, and customers and staff closely tied to the former owner may leave.

The mistake to avoid is waiting for that storm to pass and for everything to return to normal. We rolled up our sleeves
“, reinterprets the head of the company.

He then recruits a chief commercial officer, Christelle François, and Didier Caliari becomes the new business developer for the firm. Meanwhile, Valérie Jacomino, a long-time collaborator, takes on the role of chief executive of the group.

To read : Centrale Voyages expands its teams to “take off”

Once the rough patch was behind them and the teams were structured, Centrale Voyages was doing well and even managed to catch up on its backlog, about 15%, after the acquisition.

“We are in a phase where we are signing a large number of contracts in business travel.

That’s a good dynamic, even if I must note that the margins are clearly lower than what I was told when I signed the acquisition. It’s not that I was deceived; it’s just that the market is on a downward slope, particularly due to digital players. On top of that, there is a very clear economic pressure in France
“, lays out the delighted owner.


Centrale Voyages: “My main challenge is to develop leisure”

Be it in business travel or civil society, the world has changed rapidly, within just two years.

AI was then merely a buzzword, Donald Trump wasn’t even certain he could run for the American presidency, and Jordan Bardella was still just a TikToker.

“Back then, the profession and the companies had only one thing on their lips: CSR. Today, no one mentions it. The only words that bosses and decision-makers mouth are price and commission. Those are our only topics with our clients.

On this portion of the business travel, we are up and running. Now, my main challenge is to develop leisure
“, he notes with a genuine smile.

This latter activity is not entirely marginal, but it does not account for more than 15% of his volume and must gain substantial momentum very quickly.

The diversification of activity is vital, especially when crises stack up. Yet it is not as easy as it seems. In taking over Centrale Voyages, François Lévêque quickly realized that leisure and business travel were completely hermetic – two distinct worlds.

He discovers that people who love business ticketing, or those who love leisure, never do both. They remain specialists in one segment. So, to grow, he develops and structures his internal operation.

“In terms of margin and cash flow, leisure is clearly more advantageous. Then, we will move into MICE, to have a three-legged stool on which to advance.

We are working on creating
a website. For the classic tourism segment, we had no online platform.

We will rectify this anomaly during the summer. And since early May, we have been active on social media, where we are supported by Virginie Faivet, he confides.

The aim is to generate leads for travel agents. Above all, François Lévêque realizes that to move quickly, external growth is indispensable.


Centrale Voyages takes over the Agis agency in Montigny-le-Bretonneux…


Centrale Voyages reprend l’agence Agis de Montigny-le-Bretonneux... - Crédit photo : Centrale Voyages

As a newcomer, acquisition offers flood in.

Some slip away, and, after speaking with other sector leaders, it is particularly tricky to sense the right deal.

“At a regional EDV congress, as a joke, François Calvino announced in front of everyone that he would give away a point of sale for free to whoever wants it, because it costs him less to offer it than to close the agency.

In his premises, under his business benches in Montigny-le-Bretonneux, he had created an agency. This isn’t his passion and he never really dwelt on the subject to develop the affair.

We participated in a round table, we talked, we both work at Manor, the deal was concluded quickly
“, recounts the new owner without mincing words.

The Agis agency in Montigny-le-Bretonneux generates a business volume of 1.2 million euros per year. Centrale Voyages has acquired the business and one employee, but the structure is set to grow further. In fact, the first recruit is planned within two weeks.

Marketing operations will be launched and the storefront will be redesigned to revitalize the activity of this location.

Moreover, in a few weeks, another acquisition is expected to be fully completed, still within leisure. This time, the agency is somewhat larger, with four employees and nearly 3 million euros of autoproduced activity.

Other avenues are being explored, such as the purchase of a mini-network.

“Margins are collapsing and the economic environment is rather negative… Nevertheless, I think it is precisely in these periods that one should strive to strengthen the business.

Moreover, we clearly see that the sector is at a crossroads, with many leaders nearing retirement without a buyer and sometimes preferring simply to close their sales points rather than selling them.

I am trying to take advantage of this to grow the tourism side of the group, while questioning the future of physical travel agencies
“, explains François Lévêque.


… another acquisition in sight, with the objective of owning between 15 and 20 agencies!

The aim is straightforward: beyond growing the company and reaching a turnover of 50 million euros, he also wants to give the group a sense of purpose and a future.

To that end, the leader appears to have a fairly clear plan of action.

“I must expand my client portfolio, while pursuing a strategy of premiumising the products. I would like to build a leisure agency network of between 15 and 20 outlets.

My conviction from the start has been to seek people who have money, love travel, but don’t have much time to organise their holidays or don’t want to do it themselves.

These people are willing to pay for it. In return, they must receive an extraordinary service, with constant availability and total dedication
“, envisages Centrale Voyages’ chief.

Once this development is complete, in a few years, he will be able to breathe a little and set new objectives.

In the meantime, the battle is far from over. The new tourism player fights every file to stand out and secure the signatures needed to ensure the activity’s long-term viability.

“My role, as an entrepreneur, is to grow the business commercially, bring in money so the shop keeps running. Then, it is to structure so that once the momentum is created, the group can run without you. This frees up time to start new projects, such as MICE, which will be the next major project, and to gain perspective. My dream is that, in five years, the company will be perfectly structured, it will grow on its own, that I will not be needed for any position and I can travel.
Until then, as I often say, I am happy and I follow the guidance of a close friend in the sector who told me: you will work like a dog, you will never be rich, but take the opportunity to explore the world and seize the chances to travel.

I have clearly decided to follow his good advice,
” concludes the leader.


Voyages Guilloux: The Coach Operator Building a Network of Travel Agencies in 2026


Voyages Guilloux : le chiffre d'affaires a été muliplié par six depuis 2020 - Crédit photo : Guilloux Voyages

CroisiEurope


He was a high-level athlete, even earning national and international medals in judo.

Beyond his physique, that of a top-level athlete who competed in the under-100-kilogram category, Adrien Guilloux makes tourism professionals take notice with his authentic, no-nonsense speech.

But that’s not all, because the proud representative of the 3rd generation of Guilloux at the helm of the coach operator has decided to leave his mark on his mandate.

He has chosen to follow the successes of his competitors, such as Borini, Voyages Bentz, VIC Transport or Fouché Travel, who recently invested in distribution by opening or acquiring travel agencies.

“We run the family business with my brother and one of my cousins.

I am the president of a new company called Voyages Guilloux, founded in October 2025, which gathers the activity of travel agencies, groups and business tourism.

It should be noted that distribution activity is new for us, as it dates from January 2026. We used to sell air travel that was resold by tour operators and group organizers, we were not in control of our distribution.

Then, at the beginning of the year, we opened our own travel agencies
“, recounts Adrien Guilloux.


Voyages Guilloux: A Mini-Network Under Construction

And while brochures have always been part of the major appointments for the coach operator, he never fully embraced this travel distribution activity.

Then the handover from the 2nd to the 3rd generation also provided an occasion to make a statement.

“We already had plenty of requests.

With my brother and my cousin, we took the helm of the company after Covid, in 2022. We have massively expanded the entire transport side; we now had to do the same for tourism.



We had attempted to take over the Jacqueson agencies, located 200 meters from our headquarters. It didn’t happen, but that didn’t change our ambition
“, explains the manager.

Thus, instead of starting from an existing mini-network, the three thirty-somethings decided to start from scratch.

There was indeed the sales point in Rethel, in the Ardennes, housed at the company’s headquarters, which for thirty years had been selling groups to CSEs, local travel agencies, and GIRs, but not leisure in BtoC.

This was followed by the openings in Vitry-les-Reims and Châlons-en-Champagne.


“We have been Havas Voyages franchisees for means since last January.

In fact, we already had a tourism activity with our groups that kept growing. It rose from 800,000 to 6 million euros since 2021. We want now, with our agencies, to continue and consolidate this development.

Our primary objective is to sustain what has been put in place, because we opened them almost in the thick of a crisis. For the moment, things are going rather well.

Then, later, we want to widen the network, i.e., open more. We are not inclined to be everywhere in France, only in our home basin.

We would like to develop tour-operator sales and bespoke travel, because we now have a small team that knows this business
“, states the young boss, setting the course.

A positive dynamic that enabled more than 12,000 people to travel in 2025.


Voyages Guilloux: “We Visited Richou Voyages, Salaün and Buchard”

There are now four people, in addition to management, ensuring the operation of this new entity and the travel agencies.

And before looking further to potential openings, Adrien Guilloux must digest this launch, especially in a context of traveler psychological crisis and geopolitical tensions.

But then, how do you launch a new activity in 2026?

“The coaches, we know how to fill them.

It is interesting to explore a new field; it is stimulating for the teams and the management. We work with the Havas Voyages cooperative and use its services, but our brand remains under our own name.

To tell you the truth, we have followed the advice of Richou Voyages.


We visited their offices to understand the system they have put in place and to ensure this development. Moreover, we visited many sector companies before launching.

We visited colleagues, such as Salaün or Buchard Autocars, in Switzerland. We targeted family-owned companies that have done well in this activity, to learn their strengths and weaknesses
“, continues the president of Voyages Guilloux.

It’s not industrial espionage, but study trips to gain experience and make the right decisions.

Which shows that the big family of tourism or at least the coach operators still exists, even in 2026.

Moreover, the visit to their Swiss peer and in Brittany helped forge contacts and open doors to collaborate.

The choice of premises, like for some historic coach operators, to house the new agencies adheres to a set of criteria.

They are located on the outskirts of major cities to benefit from easy access and a closed parking lot that allows boarding of clients heading to local airports or directly onto the company buses for departures.


Voyages Guilloux: “We Took a Mimetism Approach”

“Like in top-level sports, we mimicked, looking at what was being done best elsewhere and reproduced it in our own way.

We structured our teams to face this growth. We created the company and staffed it accordingly, then we rely on seasoned teams and on Aurélien Garnotel, our head of sales.

I think we are a company with values. We did not attend business school; we have the values our parents and top-level sport instilled in us.

We set targets, fight to achieve them, and we stand united
“, explains the one who is also president of a professional judo club in his region.

And if he took the family business forward after Covid, Adrien Guilloux has juggled for years his work in his parents’ company and his judo career.

Like his brother, he has roamed the dojos of France and abroad to pursue his dream of glory on the tatamis. That dream ended in 2019. The transition therefore happened quite naturally.

“We have grown up in it since we were little. We used to clean the coaches when we were young children. Then I officially joined the company at 21 years old, so that’s 16 years now.


I used to be a driver for many years; I still help out when needed.

In the past, we didn’t have the time to take over the company or to invest 100% due to our careers, but we were involved and observing.

We were able to be high-level athletes thanks to the family business, because we couldn’t really live off that passion“, he thanks.


Voyages Guilloux: Revenue Has Been Multiplied by Six Since 2020

And like any sports enthusiast, Adrien Guilloux loves a challenge.

The coach operator, specializing in leisure travel, does not serve any scheduled routes. It employs about forty staff and 18 coaches, plus a few shuttles. It isn’t a sector giant, but it is a locally significant business.

“It is somewhat rarer to be oriented solely toward tourism in 2026.

Afterwards, we carried out major operations, such as with France Judo and the Paris Grand Slam, or the 1,800 surgeons of France who went four days to Belgium to demonstrate.

We have experienced very strong growth in recent years. We have gone from six coaches in 2020 to 18 today, and turnover has been multiplied by six.

We first need to structure to absorb this growth, which has been made possible because the company has been well managed
“, he notes.

Three new vehicles have been delivered in recent days. In this sector, many players faced difficulties during the health crisis. Nevertheless, many remain ambitious, notably by opening travel agencies.

And as with peers, this is primarily a family story. The company, which began as a driving school, was created in 1959 by their grandparents, before becoming a training school for all permits. They bought their first touring coach in 1983.

The second generation developed language trips and group tours, thanks to Adrien’s father, uncle and aunt.

“My grandmother stopped working at 85, just four years ago. My father still handles quotes and still drives, my uncle oversees training for heavy vehicles, and my aunt is at the driving school.

It isn’t easy; you have to fight, but when it was time to restart after Covid, the cash flow was there. We were able to restart stronger.

We were born under a lucky star.
The generation before us did a good job, managed the business as a family, and we will strive to do the same“”, concludes Adrien Guilloux.