Brand USA Travel Week 2026: Reclaiming the European Market


Pour l'édition 2026, plus de 5 620 rendez-vous avaient été préprogrammés entre vendeurs, acheteurs et médias - Photo : PB

PONANT


It was more than 350 American exhibitors that Brand USA Travel Week UK & Europe 2026, held for the first time in Amsterdam, a major air hub in continental Europe for serving the United States, mobilized from September 28 to October 1.

To meet them, more than 300 buyers – tour operators, travel agencies – and media had travelled to attend. And over 5,620 appointments had been pre-programmed.

Ten French buyers were present: Les Ateliers du Voyage, PerfectStay, Terre d’Escales, AmeriGo, Partir Visiteurs, Angèle, Voyage Privé, Les Grandes Evasions, Nautil and Evaneos.

The objective of these four days of one-to-one meetings, conferences, networking sessions and event evenings was to stimulate European demand.

Although still considerable, European arrivals to the United States are indeed down. In its initial business plan, Brand USA had projected 17.9 million European visitors in 2026, i.e. more than the 16.7 million in 2025.

Unfortunately, as the year progressed, this forecast had to be revised downward, particularly for Germany, France and the United Kingdom.


A Timidity Not Solely Attributable to Trump

Even worse, between January and the end of September 2026, only about 8.5 million Europeans, including the United Kingdom, visited the United States.

Obviously, at the time of the assessment, 2026 will mark a decline in European visitation to the United States, despite the strong emphasis on promoting the historic Route 66 and the FIFA World Cup, which did not generate the level of international visitation hoped for.

Also read: USA: “the only major country in the world to lose tourists”

While Americans continued to come in large numbers to France (nearly 5.5 million in 2025, according to Atout France), the French themselves were shying away. In 2025, only 1.59 million of them visited the United States, i.e. down 6.8% from 2024.

Even though some destinations (New York, Washington, New Orleans, etc.) performed better, the situation further deteriorated at the start of 2026 with only 455,875 French visitors from January to April, which did not prevent France from climbing back to the second European rank and the eighth global rank in that period.

Donald Trump’s policies and the Middle East war are not the only factors weighing on French appetites for America: the sharp rise in the necessary budget (higher airfares, hotel costs and cost of living) is also a brake.


“Creating the Demand of Tomorrow”


Table-ronde, à Amsterdam, autour de Fred Dixon et des sponsors de l'édition 2026 de la Travel Week - Photo : PB

In this context, the slogan “Creating the Demand of Tomorrow” highlighted by Brand USA in Amsterdam has taken on full meaning.

This objective, Fred Dixon, the CEO of Brand USA, summed up as follows: “Building the demand of tomorrow begins with strengthening today the partnerships (with European buyers, ndlr) that will allow us to develop it.”

To win back the European and international market, Brand USA is also counting heavily on its new digital ecosystem: “America the Beautiful”.

This term designates both the global brand platform launched during the Travel Week in London in 2025 (it notably includes an AI-based travel planning tool, the American Originals storytelling series – 197 million views -, the Get Facts. Get Going. information site for travelers) and the international promotional campaign rolled out on the main source markets.

In fact, the first results look promising: the campaign “America the Beautiful” enjoys 84% favorable opinions across all markets and 60% of those who saw it said they are considering a trip to the United States, compared with only 31% among those who did not see it.


In 2027, the Bicentennial of the Train in the United States


Parti de Denver (Colorado), le train de luxe Canyon Spirit traverse le canyon de Spanish Fork, avant d'arriver à destination à Salt Lake City (Utah) - Photo : Brand USA

These data align perfectly with Brand USA’s strategy: to move beyond the usual entry points (New York, Florida and the American West) to showcase a broader, more diverse America, thanks to marketing that leans more toward storytelling, experiences, thematic itineraries, multi-region circuits, the great outdoors, national parks, small towns, and not to mention luxury, music or gastronomy.

In a context of hesitant demand, the commercial battle will hinge on the price-quality relationship and the ability of industry professionals to craft trips that visitors cannot easily assemble on their own, but also on differentiating experiences.

Thus, beyond 2026, which marked the hundredth anniversary of the creation of this legendary route, Route 66 is set to become one of the showcases of American tourism.

To promote it, a four-episode series “A Beautiful Detour” has been included in the America the Beautiful platform ecosystem.

Moreover, beyond the numerous innovations (hotel openings, museums, events, meetings, etc.) identified by Brand USA and presented on its official site, as well as an updated dossier on the American luxury offer, the official promotional body for the United States will particularly highlight some major 2027 events on the European market. Notably the fifth anniversary of Elvis Presley’s death and the bicentennial of the arrival of the train in the United States, which will spur numerous events and exhibitions nationwide.

Rich in storytelling, the history of the American rail is likely to stimulate the imaginations and thus the travel desires of Europeans seeking escape, original experiences, slow travel, and the wide open spaces of America.


21 New Direct Connections Between Europe and the United States


Présentation des nouvelles lignes directes France-Etats-Unis à la Travel Week - Photo : PB

The improvement of transatlantic air connectivity could also help rekindle Europeans’ appetite for America.

It will continue to develop in 2027, with 21 new direct connections between Europe and the United States.

France, of course, is involved, with:

* on March 27, the opening by Delta Air Lines of a Paris (CDG) – Austin (Texas) service

* on April 26, the launch of a daily Toulouse – Washington D.C. (Dulles) flight by United Airlines

* on May 6, the launch by American Airlines of a daily flight: Nice – NYC (JFK)

* on May 25, the opening of a direct Paris (CDG) – Seattle (Washington State) by Alaska Airlines

*and finally, on June 4, the launch of a seasonal link (through September 5) Marseille – Newark (New York region) by United Airlines.

Still CEO of Brand USA during the Amsterdam Travel Week, Fred Dixon will return on December 1, 2026 to lead NYC Tourism + Conventions, which he had left two years earlier.


Couture Travels: Between Two Islands, a Brand Dedicated to Mauritius and Nosy Be


Le lancement du site internet d'Entre deux îles est prévu pour 2027. @voyages couture

CroisiEurope


Two destinations, one brand and a deliberately targeted positioning.

This is the bet being pursued by Rémi Roussel and Lisa Sananikone, who work at the Voyages Couture travel agency.

The two consultants are preparing the launch of Entre deux îles, a brand dedicated to two destinations they know and particularly like: Nosy Be for Rémi Roussel and Mauritius for Lisa Sananikone.

The project should be launched by January 2027 and will be exclusively oriented toward the B2C.


Two destinations, a shared expertise

The idea for Entre deux îles emerged from a conversation with a client of the agency. He was looking for a seaside destination for a first long-haul trip with his wife.

“I was highlighting Nosy Be and Mauritius. We slipped into a kind of mini-competition to showcase the strengths of each destination,” explains Rémi Roussel.

The two advisers ultimately offered him two quotes. An experience that inspired them to build a offering around these two islands.

“We then realized that these two destinations had similarities, but also differences that could be highlighted. It was from there that we decided to create Entre deux îles,” he explains.

The concept is not to propose both destinations in a single journey, but to become specialists in each of them and guide the client according to their project.

“We want to be specialists in two destinations, while each of us maintains our own expertise,” summarizes Lisa Sananikone.


Tailor-made offerings around six themes

Entre deux îles will offer bespoke stays in Mauritius and Nosy Be. Six main themes have already been defined: with family, as a couple, with friends, honeymoon, “the destination differently” and weddings.



The programs are still under development. They will be built from the two consultants’ experiences, their recommendations, and their favorite addresses.

“This will really be our signature,” emphasizes Lisa Sananikone.

The offering may mix different experiences, from hotel stays to catamaran cruises, including more unusual accommodations. Group trips could also be considered when they match a specific request, even if they are not at the heart of the positioning.


A Voyages Couture Brand

If Entre deux îles is a project led by Rémi Roussel and Lisa Sananikone, the brand will remain integrated within Voyages Couture, the agency led by Barbara Roussel, Rémi’s mother.

“This is a project we are developing in addition to Voyages Couture,” says Rémi Roussel. The two activities will stay distinct, even though the new project draws on the expertise gained within the agency, particularly in tailor-made travel.

Barbara Roussel is also directly involved in the launch. “We rely on the framework of Voyages Couture. Sales go through the agency and the guarantees are those of Voyages Couture. That’s why Entre deux îles is a Voyages Couture brand,” explains Lisa Sananikone.


Focusing on SEO before social networks

To make the brand known, Rémi Roussel and Lisa Sananikone are currently working on a website. The objective will be to offer specific programs and to regularly publish content about the two destinations.

To establish themselves, the young travel agents will emphasize SEO. Social media, notably TikTok and Instagram, will then complete the setup.

The site is expected to go online by January 2027 with the first programs and blog articles. It will then be updated regularly.


Jet Tours Elevates Its Anaya Brand to the Next Level


Sébastien Mano, entouré de Séverine Vitale (service réservation) et Sandy Daubec (commerciale IDF/Normandie) à Zanzibar, à l'occasion du premier éductour dédié au Club Jet tours Anaya et au Kappa Senses Zanzibar - Photo : AB

CroisiEurope


Jet tours has been one of the emblematic brands of tourism for decades.

One could say it needs no introduction, and yet… After a few years of dormancy, following the bankruptcy of Thomas Cook, it has been relaunched for about a year and a half by the NG Travel group, in B2B and in B2C.

Clubs, stays and signature circuits or even combinations are gradually enriching its seasonal brochures.

Since June 16, the tour operator even has its first own establishment, the Jet tours premium Anaya Zanzibar club.

It was during a familiarization tour organized by the tour operator on the Spice Island, with about fifteen travel advisers, that TourMaG was able to discover it (an article and a dedicated video will be available soon).


Jet tours, one of NG Travel’s four brands

Present on this trip, Sébastien Mano, Jet tours’ B2B Commercial Director, took the opportunity to brief the brand again before tourism professionals and to clarify what sets it apart from the other concepts within the NG Travel group.

« Under the NG Travel holding there are four brands: Directours, which is a premium high-end online B2C agency, the site Promoséjours, Jet tours and finally the B2B TO Boomerang which groups our other club brands, namely Coralia, Eldorador and Kappa Club, the commercial director explains.

The clarification is all the more important as “there are still professionals who associate Eldorador with Jet tours, whereas the brand was relaunched earlier,” adds Sébastien Mano.

To illustrate and better distinguish the club concepts, he summarizes thus: “Coralia is the traditional club, with activities for young and old, in 3- and 4-star properties; while Eldorador themed around family and sport.

In the Kappa Club, one finds 4- to 5-star properties, with a different animation, more destination-oriented. Among the activities, there are cooking classes, language lessons and excursions to discover the local population
” he continues.


An Excellent Launch for the Jet tours Anaya Zanzibar Club

And the Jet tours clubs in all of this?

Well, they could be described as a skillful blend of what is best from other brands. «The Jet tours club is above Kappa in terms of hotel comfort. Where the latter will be very immersive, the Jet tours club includes other activities: a mini club, sports classes with a coach, such as fitness, padel, Thai boxing, etc.», says the commercial director.

Not necessarily reflected in higher prices. « We are, for example, opening Paradisus – Melia’s very upscale brand – in Mexico and in the Dominican Republic at exceptional rates », he illustrates.

Beyond price, the commercial team’s job today is to demonstrate the quality of the Jet tours experience. « The typical example, the flagship product, is Ostria in Crete. It has enjoyed such success that we thought we could duplicate it in other destinations, continues Sébastien Mano.

The second example is the Khaolak Marriott Beach Resort & Spa 5* in Phuket, Thailand. And today, Anaya in Zanzibar, which has been successful since sales opened.

Last week, we were at more than 90% occupancy, it’s a great start
», he rejoices.

Read also: Jet tours preparing the launch of three new clubs

It must be said that hotel comfort and the quality of gastronomy – with à la carte restaurants included in the price – can position Jet tours clubs at the level of true 5 stars, in line with the expectations of a French client (even though no quality label currently references vacation clubs).


NG Travel continues its hotel acquisitions

But the novelty with Anaya Zanzibar is that it is the first Jet tours club owned by the NG Travel group. « This requires a substantial financial investment, but this system also allows us to have fewer intermediaries and thus, taking Zanzibar as an example, offer very attractive launch prices on the five-star market.

It also enables much faster product control to implement our animation concepts
», comments Sébastien Mano.

Other Jet tours-owned clubs should be announced depending on opportunities that arise.

The Group is exploring options in Marrakech, the Dominican Republic and Thailand.

In parallel, it is doing the same for its Kappa Senses, ultra-high-end accommodations consisting of villas with private pools. NG Travel already owns two, one in Bali and the other in Zanzibar, the latter adjacent to the Jet tours Anaya club.

On this subject, Sébastien Mano announced during the eductour: Anaya is now the name of the NG Travel hotel chain marketed under the Jet tours brand.


€50 Million in Revenue for Jet Tours in 2026?

Gradually, Jet tours is gaining momentum. The tour operator has its own commercial and reservation service, dedicated staff for its production, and three Jet tours-exclusive salespeople in Paris and the greater Paris area.

In the provinces for now, Boomerang sales reps also carry the brand — “Eventually, the two brands are expected to operate independently,” notes Sébastien Mano.

In 2025, during the first nine months of the brand’s revival, Jet tours recorded €5 million in revenue, with a summer brochure that did not include clubs.

In 2026, the group expects revenue to reach around €50 million. “Despite the crisis, it’s a very nice start,” rejoices the commercial director.

And to accelerate this momentum, Jet tours announced at IFTM the launch of its partner program aimed at travel agencies.

Rolled out in early 2027, it aims to make these agencies the brand’s references in their region. “We set a target of around fifty partners by the end of the year; we have already received about forty applications,” says Sébastien Mano, delighted to witness “the scale of the initiative’s success.”

And that should propel the brand a little further toward its objectives!


Personal Branding: People Don’t Buy a Brand, They Buy a Story [ABO]


Le personal branding, ou la fin du message universel et l’avènement du "je" dans la communication - Depositphotos modifié avec l'IA

Aer Lingus


On dit souvent que les crises ne font que servir d’accélérateurs à des tendances déjà en cours.

La Covid n’a pas bouleversé en profondeur notre mode de vie, mais elle a sciemment digitalisé davantage notre société, renforcé des usages existants et incité un plus grand nombre à franchir le pas.

C’est aussi le cas pour le personal branding.

Vous connaissez ces publications LinkedIn qui sortent chaque jour à 8 h 30, parfois irritantes avec leurs allégories qui n’ont ni queue ni tête, et qui pourtant vous informent, vous marquent ou vous agacent.

Cette façon de communiquer, centrée autour du dirigeant, n’est pas nouvelle, loin s’en faut. Elle est même née lorsque Tom Peters, expert américain du management, posa les bases bien avant la démocratisation d’Internet.

“You are a brand. You are the steward of your brand. There is no single path to success. And there isn’t one right way to create the brand called You.

Except this one: start today. Otherwise, beware“, expliquait-il alors dans un article devenu culte, The Brand Called You (ou La marque qui s’appelle Vous, en français) paru en… 1997.

Et les professionnels du tourisme s’y sont mis, mais avec du retard… ils ont attendu près de 30 ans.



Personal branding : “ce qui attire, c’est la personne derrière la marque”

For while a few top executives have clearly understood the value of embodying their own brand—such as Steve Jobs, Elon Musk, or Richard Branson, and closer to us, Michel-Édouard Leclerc or Marc Simoncini—the examples have remained scarce in our industry… until the Covid pandemic.

“During the health crisis, players in the sector wondered how to stay in touch with clients even when travel and work were not possible.

Many companies organized video conferences; leaders learned to use cameras and showed themselves. And this phenomenon isn’t limited to tourism. It occurred in the services industry as well. Covid was a real trigger.

Alongside this, there has been a long-standing trend in recent years: what attracts today’s consumer is the person behind the brand, we’re told by Catherine Mugot, a former travel agent turned communications professional and founder of the agency Adopte ma Com.

If the advent of the Internet propelled the “I” to the forefront, the pandemic democratized personal branding.

Brands were first embodied by influencers, then quickly, leaders told themselves they could become their own brand, to illuminate their company.

But this cannot be done by all means.

For Catherine Mugot, it is essential to ask why one chooses to speak out. It must not be done to follow a trend, but with a precise purpose.



On Virginie Faivet’s side, CEO of DoneAgency, there is one communication axis that works very well: personal pronouncements.


Personal branding : créer son profil de marque pour “toucher et interpeller”


Dans cette nouvelle édition du magazine de TourMaG, la rédaction a concocté un dossier phare consacré au personal branding Cliquez sur l'image © TourMaG, Raf et IA

“Nous travaillons beaucoup l’histoire des gens, les valeurs, la marque employeur à travers les histoires personnelles des dirigeants. Cela a beaucoup d’impact. Les gens n’achètent plus seulement une marque, ils achètent maintenant une histoire“, nous détaille Virginie Faivet.

Après l’apparition du terme personal branding à la fin des années 1990, cette mouvance va être théorisée au début des années 2000 par Peter Montoya et William Arruda.

Il faudra attendre quelques années pour que ces préceptes arrivent en France, autour de 2006.

Pour devenir sa propre marque ou incarner celle de son entreprise, deux des objectifs premiers du personal branding, il convient alors de créer son profil de marque. Celui-ci permet de fixer son positionnement, ses points différenciants, sa vision, ses talents et ses missions.

“Si l’on parle du secteur du voyage, il est extrêmement concurrentiel, avec un grand nombre d’agences et d’entreprises.

Il y a 20 ans, dans les livres de marketing, on reprenait souvent le chiffre des 1 000 messages publicitaires reçus par jour pour parler de la saturation de notre environnement. Sauf qu’avec le web, le nombre de messages a été décuplé.

Pour piquer quelqu’un et faire résonner son message afin que la personne le mémorise, nous sommes obligés de raconter quelque chose qui va la toucher et l’interpeller.

Pour y arriver, il n’y a rien de mieux que l’histoire de quelqu’un, car vous avez tous les ingrédients pour réussir.

Vous avez le contexte, la narration, l’émotion, puis surtout l’identification à la cible, poursuit Virginie Faivet, qui accompagne des professionnels du secteur du tourisme, mais pas seulement.

Et l’industrie du voyage est un formidable vivier à anecdotes, parcours atypiques, belles images et histoires.


Le personal branding permet d’agir sur plusieurs leviers

Toute campagne de personal branding doit suivre ses objectifs et ne pas s’en écarter, sous peine de tomber dans une notoriété sans impact.

“Il ne faut pas confondre visibilité et business, ce sont deux choses différentes.

Voilà pourquoi il convient de savoir pourquoi on se lance, de définir ses objectifs, mais aussi ses limites. Il faut que ce soit vu comme une manière de se différencier, mais sûrement pas comme une course aux clics ou une façon de faire du bad buzz.



La prise de parole doit servir à montrer son expertise, démontrer sa valeur ajoutée à ses clients et, du coup, donner suffisamment confiance aux gens pour qu’ils aient envie d’avoir ce conseil
“, tempère l’ancienne agent de voyages.

Dorénavant, les dirigeants, managers et salariés se racontent, donnent leur avis et prennent même des positions parfois plus ou moins risquées.

L’enjeu est donc d’exister, mais sans se perdre… soi. Pour y arriver, il convient d’établir une stratégie, sans s’inventer un personnage.

“Sinon, les gens n’incarnent pas, ils doivent être eux-mêmes.

Ce que nous permettons, c’est la verbalisation de qui ils sont. Nous les accompagnons pour trouver les mots justes, pour verbaliser ce qu’ils ont envie de dire et ce qu’ils ressentent. Nous les aidons aussi à passer devant la caméra, ce qui n’est pas naturel pour tout le monde.

Puis nous mettons en place une stratégie des messages à faire passer et, surtout, de ce que la cible devra retenir. L’enjeu est avant tout que la personne touchée puisse retenir quelque chose qui serve sa propre stratégie
“, affirme Virginie Faivet.

Il faut bien comprendre que tous ceux qui prennent la parole sur LinkedIn, Instagram, Facebook et même TikTok n’ont pas la même stratégie.

Une Marion Benattar ou une Ségolène Sergent cherchent avant tout des clients, quand Lionel Rabiet souhaite, lui, prendre la parole pour le plaisir d’écrire, mais aussi pour incarner son entreprise. D’autres le font pour travailler leur marque employeur. Pour François Lévêque, patron de Centrale Voyages converti sur le tard, l’objectif est encore différent.

Il a eu une vie professionnelle très éloignée du tourisme, durant laquelle il a fondé et dirigé une entreprise employant plus de 1 000 salariés.

Avec le personal branding, il souhaite avant tout activer son ancien réseau, riche de patrons, pour générer si possible de l’activité.

“Même si elle pourrait être vue comme le simple prolongement de l’influence, pour moi, cette tendance est différente, car le but ici, c’est surtout de passer à l’achat. Le personal branding aujourd’hui participe à donner confiance au consommateur, à apporter de la légitimité à l’achat.

Et contrairement à ce que l’on pourrait penser, ce n’est pas seulement réservé aux grands patrons. Je crois qu’à partir du moment où l’on est à la tête d’une petite entreprise, c’est un bon moyen de générer de la confiance et de partager utile,
“, questionne Catherine Mugot.


Travel Agent: How to Build Your Personal Brand


1. Start by defining what you want to embody

Agent de voyages : comment développer son personal branding ? - Depositphotos.com Auteur Studciostock

Aer Lingus


Before publishing, you must know what you want others to associate with your name.

“Personal branding constitutes the summary that others can read about a professional when they are not in the room”, explains Stanislas Lucien, managing partner of Travel Insight and founder of Hautevoix, a company dedicated to personal branding.

The goal is not to talk about everything, but to build a coherent editorial line.

Being recognized as a specialist for a destination, an expert in a type of travel, or an observer of the sector helps create a specific territory of expression.



For Jessica Sorin, founder and CEO of the Manaventura group, a specialist in Polynesia, this reflection was essential: “Working on our brand image allowed us to identify what set us apart, to strengthen our positioning as an expert on Polynesia, and to fully own my voice.”



2. Do not aim to become an influencer

Personal branding does not require copying the playbooks of popular public content creators. A tourism professional does not need to multiply artificial videos or staged scenes.

“The key, in my view, is to stay true to yourself. Copying someone else doesn’t work.”, says Pierre Doucet, founder of Terre d’Ailleurs.

After trying the classic social media codes, he chose a more personal approach: “In the beginning, everyone was showing trips, weekends, a highly staged life. I realized we all ended up doing the same thing. Today, I mainly do Pierre Doucet, without trying to fit into an ideal image.”

The same logic applies to Myriam Tord, deputy head of Versailles Voyages and cofounder of the Helpdesk Official for Tourism Pros. Her presence on LinkedIn sprang from a simple desire: to explain a profession that is often poorly understood.

“Travel agents suffer from a lack of visibility and representation. People don’t know our trade, but you can’t blame them: who really talks about what we do and our added value?”


3. Publish content that is useful, not merely visible

The success of a personal brand rests less on quantity than on the relevance of the content.

At Manaventura, the posts that perform best directly address travelers’ questions.

“We don’t publish for the sake of publishing. Each piece of content answers a question a traveler asks themselves: budget, itineraries, accommodations, local culture or mistakes to avoid,” notes Jessica Sorin. The key to standing out rests on three main things: expertise, consistency and authenticity.”

For Myriam Tord, the best content also comes from the field: “This can come from a problem encountered at the Helpdesk, a discussion during a workshop, or a situation experienced at the agency.”

Her advice: don’t automatically look for the topic “that will get views,” but share a genuine point of view. “When a post is sincere and authentic, you can feel it.”


4. Find your rhythm and sustain it over time

One common mistake is confusing regularity with an obligation to publish. Producing content solely to feed an algorithm often leads to messages with little depth.

Pierre Doucet prefers to prioritize ideas over a strict calendar: “I don’t aim to produce a lot of content. I’d rather have a good idea than publish regularly without substance.”

Myriam Tord operates similarly: “I publish only when a topic speaks to me. When I have an idea, I note it on my phone or draft the post.”

That said, consistency remains essential. “The initial effects don’t appear until six to twelve months. The first year feels slow. The second year changes the game. Past content keeps producing results. The network grows. Mentions come without solicitation. The third year redefines the position. The professional becomes indispensable in their segment.”, recalls Stanislas Lucien. Personal branding is a long-term investment, built on accumulation.



6. Measure the real outcomes: trust, opportunities and sales

Personal branding is not limited to the number of views or followers. Its value is primarily measured by the relationship built with prospects and partners.



At Manaventura, the commercial impact is already visible: “A significant portion of our inquiries today comes directly or indirectly from networks. More than half of travelers discover Manaventura online before contacting us,” says Jessica Sorin.

For Pierre Doucet, networks contribute to several objectives: “Visibility, notoriety and above all conversion into sales.” But all of this works together.”

Stanislas Lucien also notes a shift in the sales journey: “The topic isn’t influence. The topic is trust.” A well-known and recognized professional inspires more confidence even before the first meeting.


7. Professionalize your approach when it becomes strategic

As the journey progresses, some players decide to structure their communications more systematically.

Jessica Sorin has gradually built a dedicated organization: “At first, everything rested on me: the agency, client files, networks, the content. Today, two people are dedicated to the group’s communications.”

Pierre Doucet has also chosen to work with support through a partnership with Travel Insight: “The idea is to provide a more professional framework, without completely replacing my way of communicating. My objective remains to sell trips.”

In a competitive sector like tourism, the ability to embody one’s expertise becomes a differentiating advantage. Personal branding does not replace the know-how of a travel agent. It simply makes it visible.


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

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Brand USA Names Caroline Beteta Interim CEO


Caroline Beteta prendra la direction par intérim de Brand USA à compter du 9 novembre 2026 - Photo : Brand USA

Aer Lingus


Brand USA has named Caroline Beteta as interim President and Chief Executive Officer. She will assume the role on November 9, 2026.

She brings to this mission more than thirty years of experience in tourism and a deep knowledge of the organization, having notably served as chair of the board and CEO on an interim basis.

She led Visit California from January 1998 to September 2026. Under her leadership, the agency notably expanded the funding for tourism promotion, opened offices internationally, and conducted marketing campaigns on a global scale.


Une priorité : la reconduction du mandat de Brand USA

Caroline Beteta connaît Brand USA depuis sa création. Elle avait participé à la mise en place des fondations de l’organisation lorsqu’elle était présidente nationale de l’U.S. Travel Association, avant d’y occuper plusieurs fonctions, dont vice-présidente chargée des opérations, présidente du conseil d’administration et PDG par intérim.

“My priority will be clear: securing Brand USA’s mandate renewal and ensuring that this essential organization can continue its mission of welcoming visitors from around the world to the United States,” she says in a statement.

She will succeed Fred Dixon, who will leave Brand USA on November 13 after more than two years at the helm. He will then join NYC Tourism + Conventions as president and CEO starting December 1.

Events: C.Mathez Voyages Unveils Ambitions With New Brand Maison Laget [ABO]


Avec Maison Laget, Voyages C. Mathez veut montrer à tous le savoir-faire de ses équipes - Photo : Voyages C.Mathez

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Among the women leaders in tourism, she is certainly among the most active.

Her face is well known in the sector, as she has contributed for many years to the smooth running of our institutions.

Vice-president of the Manor network, administrator and treasurer of the APST and of the EDV… you will of course recognize Michelle Laget Herbaut.

While women are thinning as one climbs to the highest echelons of the profession, the president of Voyages C. Mathez, a specialist – among other things – in business travel and events, particularly enjoys financial management and continues to keep a close eye on the books at the highest level. “I’ve always been immersed in the institutional world“, she tells us.

A habit she inherited from her father, Jean Laget, the founder of Voyages C. Mathez.



Voyages C.Mathez, a diversified group to endure

Together with her sister, Brigitte Bailet, they have taken the reins of the family business and shared the roles.

Brigitte, based in Nice – where the group’s headquarters is also located – oversees the southern France activity, with teams based in Marseille.

Michelle, on the other hand, runs the northern side from the Paris region. At the head of the group, they juggle three activities: cruise receptive in all the main ports of France, business travel and events.

A diversification that allows Voyages C.Mathez to stay on course, despite all kinds of uncertainties.

“We really need to have several strings to our bow. Depending on the year, some activities will perform better than others, and vice versa. That’s how we manage to get by and endure,” says Michelle Laget Herbaut. “Because with all the hurdles we’ve faced, we can say that our profession is very resilient.”.


Fanny Herbaut Chauveau: the third generation steps into leadership

But while Michelle Laget Herbaut embodies the face of Voyages C. Mathez, behind the scenes, another family member is gradually taking the reins of the business.

She has even just been officially named the third in the group.

Relatively discreet, Fanny Herbaut Chauveau, the daughter of Michelle Laget Herbaut, began her career in the events department nearly 14 years ago, as a project manager.

A graduate of a master’s in human resources, she has also managed the entire HR side of Voyages C.Mathez since 2012, i.e., the management of 47 people, plus about a hundred payroll records during peak season for the guides who work for the cruise receptive arm.

Hesitant at first about starting a profession she did not know, she benefited from the training provided by her mother to get started. It must be said that she has grown up in the milieu since her youngest days. “My grandfather used to take me with him on the cruise ships and my mother in the field. I would help with the cloakroom after-hours with her“, recalls Fanny Herbaut Chauveau.

For four years now, she has become the head of the group’s events division in Paris. And since last week, the new deputy general manager. “We discussed this a lot this summer with my mother. She wished to step back from operational duties, do less fieldwork to focus on financial management and on her institutional role.

I am therefore adding to my responsibilities the business ticketing, which is an important area for us, as well as the commercial division
“, continues Fanny Herbaut Chauveau.


Maison Laget, a new pillar for Voyages C.Mathez

If the new DGA is indeed set to refresh the communications, marketing, and SEO across Voyages C.Mathez’s various activities, she has decided to tackle first the launch of a new brand for its events business.

“Our clients have long known that Voyages C.Mathez also has an events subsidiary, and word-of-mouth has always worked well. However, we are completely invisible online to potential new clients. When you search for ‘event agency’, we don’t show up. That’s normal because we are identified as ‘Voyages’. Today, I want to develop other sectors and other clients, because I want to grow the company“, says Fanny Herbaut Chauveau.

September 15, 2026 marks the birth of Maison Laget, whose name pays tribute to the group’s founder, and which is defined as “a complementary brand, with a high-end positioning, designed for public as well as private or corporate events“, adds Michelle Laget Herbaut.

With the aim of showing everyone the know-how of Voyages C. Mathez’s teams. “In the era of AI and service delivered instantly, all the time, it was very important for us to return to the basics, to keep that warmth and still a concierge-like touch, to be a partner rather than a mere supplier.

Of course I could launch a platform to sell transfers or breakfasts, but if there is no human behind it, it makes no sense
“, emphasizes Fanny Herbaut Chauveau.

Maison Laget will initially have a website, an Instagram page, and a LinkedIn page.


Costa Cruises Launches New Brand Campaign Centered on Wonder


Costa Croisières a choisi la France pour le lancement de sa nouvelle campagne de marque - DepositPhotos.com, TallyPic

CroisiEurope


Costa Croisières launches its new brand campaign in France, starting September 7, 2026.

Through its communications platform “Wonder,” the company aims to highlight its approach to unveiling the world, combining destinations, onshore experiences, and life aboard.

The first three installments of the campaign are devoted to the Caribbean, to the Easter Island, and to the Cape Horn, the latter being reserved for a digital distribution.

Other destinations and themes, including the Mediterranean winter, Copacabana, and the Canary Islands, will be unveiled later.


Destinations at the Heart of the Campaign

The campaign showcases several of Costa’s iconic itineraries, spanning from the Mediterranean to the Caribbean, while also highlighting voyages to more distant destinations such as Easter Island and Cape Horn.

A sunset facing Copacabana is also among the experiences highlighted.

This approach relies in particular on the concept “Sea & Land Destinations”, which distinguishes the experiences offered at sea from those experienced on land.

The “Sea Destinations” correspond to notable points of the itinerary that can be admired from the ship, while the “Land Destinations” pair the ports of call with experiences around cultures, traditions, landscapes and local sites.


A Campaign Rolled Out Through Mid-October

In France, the media plan will run from September 7 to mid-October 2026. It includes television, connected TV, digital and social networks.

After France, the campaign will also be rolled out in Italy and Spain.

Cultural Travel: The Voyage Companies Revive the Terra Incognita Brand [ABO]


Les Compagnies du Voyage font renaître la marque Terra Incognita - Capture écran

Hurtigruten


After revitalizing Adventure and Volcanoes, Les Compagnies du Voyage continues its development with the revival of Terra Incognita.

Jean-Christophe Guérin, the group’s President, already knew Terra Incognita from its original history.

The brand had been created at the end of the 1990s within the Atalante universe, then put to sleep in 2010. Guérin learns at the end of 2025 that it was still owned by the original group.

« If you do nothing with it, I’m interested. I’d be willing to take it back. I might have a project », he says.

Without a clearly defined idea at the outset, the conflict in the Middle East that erupted in late February accelerates its implementation. With an objective: to fidéliser the clientele on other types of travel.



Cultural journeys through experiences

<img src=”https://www.tourmag.com/my/tourmag/site/version2020/regie-video/pixel.png” width=”1″ height=”1″ style=”border:0px” id=”debloquage_article_abonnement”>With Vie Sauvage, a specialist in nature and wildlife travel, Fika Voyages for walking, cycling and train journeys, and Aventure et Volcans around the discovery of volcanoes, the group already had a strong positioning in adventure and discovery travel.

However, to keep this clientele engaged, Jean-Christophe Guérin needed a new string to his bow: « For the last two years, we have noticed that the people who travel with us and are very satisfied do not necessarily want their next project to be a nature trip. For many, it’s more of a cultural journey » he explains.

« Terra Incognita takes a place somewhat in mirror of what Vie Sauvage does in tailor-made fashion, in a more cultural dimension », the leader continues.

This cultural dimension, Les Compagnies du Voyage want to develop through discoveries, but also through experiences.

The brand will thus be able to offer a meeting with an artisan who exceptionally hosts travelers, a dinner at private homes sharing a passion, an immersion in an artistic universe or access to experiences that are hard to find in traditional tourist circuits.

« Each of us has our own Terra Incognita, he emphasizes. « Because we do bespoke travel, we want to start from what the client shares with us, from their desires and imagination, to then build the itinerary. This is how we want to launch the project. »


Terra Incognita: around fifteen destinations


Jean-Christophe Guérin - Les Compagnies du Voyage

Some experiences may be offered only once or twice a year, depending on the availability of people or the events involved.

Terra Incognita could also construct trips around festivals or events with a cultural, artistic or religious dimension. Small-group departures are also contemplated when the experience itself justifies sharing the journey with other participants or with an expert.

These collective departures should however remain minority, around 5 to 10% of the offer. Around fifteen destinations should form the initial base of the offering, with a presence in Europe, in Asia, in India and in Oceania. But the principle is to be able to respond to a much broader demand.

« This can also be in France. » adds the leader. The tour operator intends to rely on the know-how of the current teams: « 50% of the employees have knowledge that goes beyond the scope of the current brands. »

The group will also rely on independent consultants and specialists capable of intervening on specific topics.


The full Terra Incognita site is set to launch in the autumn. In the meantime, the brand is already developing its universe around a dream box, designed as an entryway to travel.

In some cases, Terra Incognita may even push the element of surprise further, letting the traveler discover their program progressively, or even at departure.

« We take the brief and let them discover their trip, either at the airport, or day by day, as it unfolds », describes Jean-Christophe Guérin.

An approach that echoes the notion of a journey into unknown land…

Voyages Gallia Launches Gallia Andina, a Peru-Focused Brand


Antoine Ledent, responsable marketing, Bruno Peynichou, directeur général de Voyages Gallia et Julie Chelli, responsable production et ventes pour la marque Gallia Andina. @voyages gallia

Costa Rica


After Iceland, Peru takes the stage.

Voyages Gallia has just launched Gallia Andina; a new brand entirely dedicated to the South American destination. The objective: to capitalize on strong internal expertise to stand out in the market.

« Today, to emerge in the digital universe, one needs a distinct identity. Gallia remains a generalist brand, but some destinations deserve a specific positioning », explains Bruno Peynichou, CEO of Voyages Gallia.

This new entity was born from a human story. Antoine Ledent, the group’s marketing director, lived three years in Peru and his wife is Peruvian. An in-depth knowledge of the ground that led the company to build a dedicated production.

Beyond the classic routes linking Lima, Arequipa, Lake Titicaca, Cusco and Machu Picchu, Gallia Andina intends to highlight lesser-known regions, particularly the north of the country and the vestiges of the pre-Inca Moche and Chimú civilizations.

The offering targets both groups and individuals, with escorted tours, self-drive itineraries, and thematic stays around Peruvian gastronomy and hiking.

« We have already sold several groups to associations and corporate committees. The idea now is also to develop individual clients », says Bruno Peynichou.

To support this launch, several presentation evenings will be organized in the coming months in Paris, Toulouse and Lyon.


A strategy already proven with Iceland

The creation of Gallia Andina fits into a process already experimented by the group with its dedicated brand for Iceland.

« This specialization has allowed Voyages Gallia to be identified as a reference player for the destination, notably among groups », explains Bruno Peynichou.

« Travel operators today must provide real added value. This comes through destination expertise, trusted local partners and differentiating products »,
he adds.

This logic is also reflected in the group’s other productions, notably in Croatia where Voyages Gallia offers cruises on small yachts with around forty passengers.


Business travel remains the growth engine


Voyages Gallia lance Gallia Andina, marque dédiée au Pérou. @voyages gallia

If Peru is the year’s novelty, the main growth driver remains business travel. Voyages Gallia is expected to generate around 45 million euros in business volume this year, with EBITDA near 1.3 million euros.

Of this total, nearly 30 million euros come from business travel.

The growth is largely propelled by the signing of a pan-European contract with the American company Intuitive, specialized in medical technologies.

After managing the travel of the French subsidiary, Voyages Gallia has since late 2024 taken over all of the group’s professional travel in Europe.

This ramp-up required the recruitment of around ten additional employees and the deployment of a multilingual service covering five languages.


Golf, groups and technology on the program

The two other historic lines of business for the tour operator, cultural group travel and golf stays under the Golf Around the World brand, each represent around 9 million euros of business volume.

« We were already among the leading players in golf travel in France and we are now expanding into French-speaking Switzerland and German-speaking Switzerland with a dedicated site in French and German », he says. To support this strategy, a colleague based in Annecy is in charge of business development on the Swiss market.

At the same time, the company continues its technological transformation. Several automation projects are being studied to optimize the processing of requests and allow teams to focus more on advising and assisting customers.



For 2026, Bruno Peynichou presents a measured but committed ambition: to reach between 47 and 50 million euros in business volume while keeping the DNA of a human-sized company.

« We are not looking to become a giant in the sector. However, when approaching 50 million euros in business volume, one must be extremely structured », he concludes.


Caroline Lelievre Publié par Caroline Lelievre Journaliste – TourMaG.com
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