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Creative Tours: 87 Cyprus Hotels for Group Travel in 2027

October 28, 2026 by Amara Nambinga

Le Cavo Maris, 4 étoiles en bord de mer à Protaras, Chypre © Creative Tours Cyprus

PONANT

From One Zone to Another, the Stay Changes

Cyprus fits within a two-hour drive radius, which can give a false impression of uniformity. On the ground, each zone has its own characteristics. Paphos hosts the most diverse roster with 27 addresses, combining UNESCO World Heritage sites with premium hotel offerings: it is the most versatile base for a mixed group. Limassol, with 18 establishments, is the island’s business hub, featuring eight five-star properties with expansive meeting and event spaces: the perfect spot for a seminar.

Ayia Napa and Protaras, together 19 addresses, are the seaside resort and club hotels, with many options for families. Larnaca serves as a convenient entry point, just a few minutes from the principal airport. Latchi, to the west, opens onto the Akamas in a nature-oriented register. Pissouri has two characterful properties between Limassol and Paphos. Nicosia and the Troodos mountains cater to cultural programs and mountain circuits. Finally, four agro-tourism accommodations, restored traditional houses and village retreats, offer another format for groups preferring not to stay beside the sea.

This division shapes transfer times, access to excursions, and the rhythm of the stay. A group based in Protaras and another based in Paphos will not experience the same thing, even if the program appears similar on paper.

Sixteen Addresses Exclusive to the French-Speaking Market

A portion of the Cypriot hotel stock is distributed exclusively to the French-speaking market. Sixteen properties are included in this regard in the 2027 groups program, spread across six zones: four in Paphos, four in Protaras, three in Ayia Napa, two in Limassol, two in Larnaca, and one in Latchi. The categories range from 3-star to 5-star, in club formats as well as all-inclusive.

For a distributor, the advantage is twofold. First, differentiation: offering an address not present in a competitor’s catalog remains one of the few genuine levers of preference for a seaside destination. Second, operational simplicity, with a single contact for contracting, dossier tracking, and on-site management. This matters when a group must be confirmed quickly.

Quatre registres du parc hôtelier chypriote : le Cavo Maris à Protaras, le Columbia Beach Resort à Pissouri, l’Elysium à Paphos et la salle de réunion du Parklane à Limassol © Creative Tours Cyprus (Protaras, Pissouri) ; © Elysium ; © Parklane, visuels fournis par les établissements

Three Hotels Enter, Two Trends Emerge

The 2027 group program welcomes three new addresses: The Eleni Holiday Resort, in Chloraka near Paphos, renovated in 2025, strengthens a segment highly sought after by French-speaking groups—a four-star all-inclusive beachfront option, easy to sell and operate. The Imperial Island Resort 5*, in Paphos, a new high-end all-inclusive family offering, fully renovated in 2025 and 2026. The Nalu 5*, a standout hotel opened in June 2026, on the preserved coast of Latchi. These last two broaden the premium offering in the island’s western region.

Les trois nouvelles adresses du programme 2027 : l’Eleni Holiday Resort à Chloraka, l’Imperial Island Resort à Paphos et le Nalu à Latchi © Eleni Holiday Resort, © Imperial Island Resort, © Nalu : visuels fournis par les établissements

The first trend is the rise of adult-only, five-star formats that cater to couples and like-minded groups without children: Amavi and Louis Cali Resort (from 16 years old) in Paphos, Amanti in Ayia Napa. The second trend is the consolidation of integrated resorts—large complexes with multiple restaurants, a spa, and meeting spaces capable of hosting an entire group without dispersal. Across the island, more than a dozen five-star hotels and over 50 four-star hotels are equipped for meetings, with some rooms able to accommodate up to 1,200 people.

Five Criteria That Beat a Specs Sheet

A hotel isn’t chosen based on a photograph. The actual profile of participants first: a family club and a village house do not welcome the same clientele. The distance to the starting points of excursions, which determines wake-up time and the fatigue accumulated over a week. The contents of the all-inclusive package, highly variable from one property to another depending on dining hours, the number of outlets, and included beverages. The common areas, often underestimated. Fifty people need a place to gather, not just rooms. And the season, finally, because an excellent hotel in June can be saturated in August and closed in January.

These answers do not appear in brochures. They come from site visits, the feedback of tour leaders, and the history of dossiers—i.e., local expertise.

Make the Selection Before Catalogs Get Locked In

Creative Tours Cyprus, a French-Speaking DMC in Cyprus

Creative Tours : 87 hôtels à Chypre pour les groupes 2027

Christophe Chaillou, Director

1 Arch. Makariou III, Mesa Geitonia, 4000 Limassol, Cyprus

Tel.: +357 25 89 87 00

Email: [email protected]
Official site: www.creative.com.cy

B2B Partner Space: https://pro.creative.com.cy/login/sign_up?lang=fr
2027 Group Brochure: on request

>> Creative Tours in the DESTIMAG Directory

Hotel Industry: Emerging Travel Group Partners with Agoda

October 24, 2026 by Amara Nambinga

Emerging Travel Group (ETG) et Agoda ont conclu un partenariat. DepositPhotos.com/depositedhar

CroisiEurope

Emerging Travel Group (ETG) and Agoda have entered into a strategic partnership. Announced on October 15, 2026, this alliance is expected to grant Agoda access to millions of lodging options across Europe, the United States, Latin America, and the Middle East.

ETG operates the brands RateHawk, ZenHotels and Roundtrip. The group also aims to strengthen its offering in the Asia-Pacific region, where bookings to East and Southeast Asia are rising at an average rate of 30 % in 2026, according to the company.

A partnership to strengthen distribution

The agreement is built on a cross-distribution of the two companies’ offerings. For Agoda, integrating ETG’s inventory should widen the choices available to travelers on its international markets. For ETG, the partnership should bolster its hotel offering and its presence in the Asia-Pacific region.

“This partnership with Agoda represents a significant milestone for RateHawk in the Asia-Pacific region.”, explains Erik Akhmetgaliev, RateHawk’s Regional Director for Asia-Pacific.

On the other hand, Nikita Elagin, General Manager of the Consolidator business unit at ETG, highlights the value of Agoda’s inventory in complementing the offers accessible through the more than 360 suppliers connected to the ETG platform. The group notes it will prioritize a selection of offers based on their competitiveness and their quality.

Expedia Group Automates Accommodation Onboarding in Under 24 Hours

October 24, 2026 by Amara Nambinga

Expedia Group automatise l’intégration des hébergements en moins de 24 heures - Depositphotos.com Auteur MamunSheikh

CroisiEurope

Expedia Group annonce le lancement d’Autonomous Onboarding, une solution destinée à faciliter l’intégration des hébergements sur sa plateforme.

Ce dispositif permet aux établissements de sélectionner Expedia Group comme canal de distribution depuis leur fournisseur de connectivité, d’accepter le contrat et de publier leur annonce en moins de 24 heures.

L’objectif est de supprimer les étapes d’intégration distinctes et la saisie répétée des mêmes informations. La solution transfère automatiquement les données nécessaires à la configuration de l’établissement, notamment les types de chambres, les tarifs, les photos, les équipements, les modalités de paiement et les disponibilités. Les informations sont ensuite validées par Expedia Group avant la mise en ligne, détaille un communiqué de presse.

Un accès au réseau B2B et aux réservations via l’IA

Une fois référencés, les hébergements peuvent accéder aux marques grand public du groupe, notamment Expedia, Hotels.com et Abritel, ainsi qu’à son réseau B2B, qui rassemble plus de 75 000 partenaires et plus de 200 000 agents de voyages.

La distribution peut également s’effectuer via les nouveaux partenariats de voyage reposant sur l’intelligence artificielle agentique.

Selon Expedia Group, sa plateforme a enregistré en moyenne plus d’un milliard de recherches mensuelles en 2025 et plus de 415 millions de nuitées réservées sur l’année.

La solution a été développée avec cinq partenaires de connectivité lors d’une phase pilote : HotelRunner, Yanolja Cloud Solutions, RoomCloud, RateGain et Eviivo.

Pour Chris Hodges, vice-président Global Connectivity & Partner Solutions d’Expedia Group, cette initiative constitue une première étape vers une distribution plus autonome, destinée à réduire les opérations manuelles et à permettre aux partenaires de consacrer davantage de temps au développement de leur activité.

All Suites: Pichet Group Plans 5 Openings in 2026

October 19, 2026 by Amara Nambinga

Groupe Pichet : cinq ouvertures prévues en 2026 - Depositphotos.com @kittyfly

CroisiEurope

The Pichet group is accelerating the development of its hotel subsidiary.

In 2026, five properties will join the All Suites network, which brings together hotels, tourism and business residences, as well as accommodation solutions aimed at students and young professionals.

Among the openings announced are the All Suites Appart Hôtel Val d’Europe, in Serris, near Disneyland Paris, with 201 rooms, and the All Suites Hôtel Chartres Centre Gare, which has 99 rooms.

The development also includes two All Suites Study student residences, in Verrières-en-Anjou and Villenave-d’Ornon, with 80 rooms each. In La Teste-de-Buch, the group is developing Papato, a complex of 103 units dedicated notably to seasonal workers and co-living.

Un réseau de 32 établissements et de nouveaux projets

With these developments, the Pichet group claims 32 establishments on the metropolitan territory and about fifteen projects either under construction or in development.

This growth continues the openings from recent years, notably All Suites Paris 13 Porte d’Italie and All Suites Hôtel Paris Pleyel, located on the Village des Athlètes site, in L’Île-Saint-Denis.

The group’s offering covers several segments, from hotel residences and student housing to upscale hospitality. Since 2018, Pichet has also been active in this latter market with the Radisson Blu Grand Hôtel & Spa in Malo-les-Bains, a four-star property, and the Mondrian Bordeaux Les Carmes, a five-star property.

Among the ongoing projects are the renovation of the All Suites Study residence in Canéjan, the commencement of works on a new hotel in Arcachon, the opening of All Suites Coliving in Talence, and the expansion of the Papato site in La Teste-de-Buch. New student residences are also planned, notably in Metz, Bègles, Colombes, Bordeaux and Le Havre.

Un objectif de chiffre d’affaires de 121 millions d’euros en 2030

According to Patrice Pichet, the group’s chairman, the occupancy rate at constant scope reaches 79% across all brands. The group’s accommodation capacity stands at 5,600 beds, with projected 2026 revenue of 83 million euros. The target for 2030 is 121 million euros.

Alongside this expansion, the group intends to strengthen its environmental commitments. More than half of its hotel portfolio currently benefits from the Green Key label, with a goal of certifying all establishments by the end of 2027. The actions undertaken focus notably on waste management, the control of water and energy consumption, and the use of local initiatives.

Finally, Kamel Chaouche, who had held since 2019 the position of national operations director for the hotel activity, was named general manager of this activity in September 2026. He thus leads a subsidiary entering a new phase of development.

Published by Amelia Brille TourMaG.com Editor
View all articles by Amelia Brille

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Group Travel: ATR Launches Tool to Evaluate Responsible Offers

October 7, 2026 by Amara Nambinga

ATR launched in September a scoring system for analyzing offers aimed at organizers of group travel.

This tool complements the practical guide published in April 2026 following a survey conducted between June and December 2025 among 148 organizations, mainly CSE and COS.

It is designed to provide a common base for evaluating the proposals received and progressively integrate responsible criteria into tenders.

The scoring rests on five pillars: environmental impact, human impact, carbon footprint, responsible communication, as well as inclusivity and accessibility.

A Tool to Aid Comparison

ATR complète son guide dédié aux voyages de groupe avec un outil de scoring pour comparer les offres selon différents critères responsables - Photo : ATR

The criteria notably take into account respect for ecosystems, the program’s local anchoring, transport choices, the quality of experiences, carbon transparency, the fight against greenwashing, and accessibility.

ATR specifies that the objective is not to achieve a perfect score, but to provide a benchmark to identify strengths and areas for improvement of the various proposals.

The tool should also enable organizers to question tour operators and service providers about their practices and commitments.

The guide furthermore recommends integrating social and environmental criteria from the bids and terms of reference, notably by prioritizing, when possible, trains and public transport, accommodations that are committed and locally rooted, or activities that respect the environment and local communities.

Paul-Henri Dubreuil: No, the Group Isn’t Navigating Blindly [ABO]

October 7, 2026 by Amara Nambinga

"Je ne suis pas un coupeur de têtes," affirme Paul-Henri Dubreuil - Crédit photo : RP

Aer Lingus

There are few examples, in France as well as abroad, of airlines owned by a single family.

To locate the unique French instance, one must head to the Vendée region. It is in Belleville-sur-Vie, on the edge of La Roche-sur-Yon, where the adventure began in the mid-1970s.

A aviation enthusiast, Jean-Paul Dubreuil founded Air Vendée, the first of his airlines. It served the island of Yeu from Nantes and La Roche-sur-Yon, using a small aircraft. It was a different era.

Air Caraïbes and French bee would follow.

A remarkable success in an industry that had known numerous industrial disasters. In June 2023, the handover of power between Jean-Paul Dubreuil and his son, Paul-Henri Dubreuil, was finalized.

To mark the moment, the fifty-something-year-old man also wished to build his own winning duo, just as his father did with Marc Rochet.

A period of instability at the head of the airline group would then open up. It would be a heavy stretch for employees used to being lauded by the press as belonging to France’s most profitable airline group.

Yet the veneer seemed to be cracking a little.

Paul-Henri Dubreuil wished to respond to our article addressing this period, and to provide his clarifications on these past three years, rich in lessons.

Paul-Henri Dubreuil: “more of a coincidence” than a high turnover of leaders

For two decades, Marc Rochet had formed a flawless partnership with his father; Paul-Henri Dubreuil found it harder to locate his own match.

He first envisaged Christine Ourmières-Widener as the right person, only to part ways with her a year later. He then took the reins again, before quickly realizing that running airline companies is a full-time job, and he appointed Géry Mortreux.

Then came, in the summer, the departure of Grégory Jamet, the group’s chief executive of Dubreuil Aéro Services.

“These departures in such quick succession may give the impression, as you called it, of a carousel of leaders, but it is more of a coincidence. We appointed a new team to rise to new challenges.

Afterward, I can understand that Grégory Jamet may have grievances, and that’s normal.”

But we are speaking about the fate of 2,000 employees. The stakes are considerable and, to carry everything through, the synergy with the head of the division is essential. It happened what can occur in any company,” downplays Paul-Henri Dubreuil.

Before the former COHOR leader’s departure, there was Christine Ourmières-Widener.

The ex-head of TAP Air Portugal, who had passed through Air France, experienced a dramatic end to her mandate, largely due to an underestimation of the situation and a centralization in Paris that did not please everyone.

“Disagreements with Christine Ourmières over the strategy tied to the Antillean DNA”

“We wanted to rebuild the duo, where I took my father’s role and Christine that of Marc.

Remember that in 2023, my father was 81 and Marc Rochet 73. It was therefore the logical continuation.

For various reasons, it did not click. We are particularly attached to the DNA of our companies, notably Air Caraïbes, which is a Caribbean airline, with its headquarters in the Antilles and a very strong Caribbean rooting.

We had disagreements with Christine about the strategy linked to this Antillean DNA, such as the positioning of the seat in the Antilles and certain functions that tended to return to Orly“, explains, with transparency, the man who, like his father, is also a pilot.

Without a chief executive, Paul-Henri Dubreuil took sole charge of the airline division’s destiny.

If he knows the sector, he then discovers a new profession, with its operational demands and the necessity of oiling the political gears. He held the position for 18 months.

“It was somewhat new, even though I have worked within the group since 1994. Up to then, I was in charge of the distribution part.

I am therefore not a novice. I have always been a director of the airline division. I am a pilot myself, passionate about aviation. At Christine’s departure, I took on this responsibility with the general managers of the companies under my umbrella.

While fascinating, it is a demanding job. I did not see time pass at the head of the entity, and it was very instructive, even after turning fifty.

I was able to get into the details of the business and see all the sources of productivity we have within our house“, affirms the fifty-something.

The courteous exchange continued, notably around the chaotic episode of Grégory Jamet’s departure.

For, after Christine Ourmières-Widener, he is the second major figure to bear the brunt of Paul-Henri Dubreuil’s takeover.

With a flattering CV, often highlighted by the Vendée-based leader, his post as CEO of the Dubreuil Aéro Services group quickly appeared too narrow for the main interested party, who often sat to the right of the boss.

Paul-Henri Dubreuil: “No, the group is not navigating blindly!”

“As with Christine, we had disagreements with Grégory Jamet. He may have imagined certain things and I also think there was some confusion around his position, especially in the press.

The role Grégory occupied, and which Laurent Perrier now holds, is to steer the revenue. It is a very strategic role, all the more so right now, as our industry is under extreme pressure due to fuel prices.

More broadly, I am not a head-hunter; otherwise it would be known in a group that employs 7,000 people in total,“, he explains.

The former deputy general manager of maintenance at Air France thus arrives to manage the operational side, while Paul-Henri Dubreuil will be tasked with bringing his strategic vision.

The duo is complete. It is now time to get back on course, despite the air pockets created by the war in Iran.

“Géry Mortreux joined us on July 15th, and I wanted there to be a strong pair, especially on the revenue side. That is why we recruited Laurent Perrier. We have a top-notch team.

I am handing operational commands to Géry; he comes with a solid background and to secure our processes. The A350s are good aircraft, but there are still always discussions with Airbus, with Rolls-Royce, with the suppliers, with breakdowns, day and night flights, etc.

However, anything related to strategic vision, opening routes, purchases or leasing new aircraft… We make all these decisions together.

The family remains present. My father is still on the board, as is Marc Rochet, and my sister, Sophie Jean-Victor, is also present.

When you wrote that the group navigates blindly, I find that not true“, he politely says.

After surveying the early part of Paul-Henri Dubreuil’s mandate, we will address, in a forthcoming article, the strong headwinds that are rocking the aviation industry. Will the good pupil still be one in 2026? Answers to come.

Louvre Hotels Group Opens New HOSHO Hostel in Bordeaux

October 6, 2026 by Amara Nambinga

Louvre Hotels Group ouvre un établissement HOSHO à Bordeaux, mix entre une auberge de jeunesse et un hôtel - Photo : HOSHO

Aer Lingus

Louvre Hotels Group poursuit son développement avec l’ouverture de l’établissement HOSHO Bordeaux Centre Victoire.

Located 600 meters from Place de la Victoire, this property, halfway between the youth hostel and a hotel, offers 80 beds distributed across 16 rooms shared or privatizable.

Implanted à deux pas du centre historique, ce tout nouvel établissement marque une étape clé dans le déploiement du groupe en Gironde.

L’établissement propose une formule axée sur la simplicité d’utilisation et l’autonomie des usagers. Les dortoirs, pouvant accueillir de 3 à 8 personnes, disposent d’équipements pour préserver l’intimité des occupants, de casiers sécurisés ainsi que de sections exclusivement réservées aux femmes.

Des chambres triples et un espace accessible aux personnes à mobilité réduite complètent l’offre.

A Stay Rooted in the Victoire District

La gestion du séjour s’appuie notamment sur un système d’enregistrement digitalisé.

Cette nouvelle adresse s’intègre dans le plan d’expansion de l’enseigne, qui vise le déploiement d’une dizaine d’établissements en France au cours des deux prochaines années, en ciblant les grandes agglomérations et les secteurs proches des réseaux de transport.

Installé dans un bâtiment édifié en 1905 et rénové en 2023, le site s’organise autour de plusieurs espaces collectifs. Il intègre un jardin de 250 m², une salle de jeux, un bar et un service de petite restauration travaillant avec la brasserie locale Azimut. Une équipe de 7 collaborateurs assure le fonctionnement quotidien du lieu.

Sur le plan de l’accessibilité, l’adresse permet d’accéder directement à la rue Sainte-Catherine et au cœur historique de la ville.

La gare Saint-Jean se trouve à 20 minutes à pied, tandis que les lignes de tramway sont situées à 5 minutes de marche.

L’établissement comprend également un parking privé payant de 20€ par jour pour les automobilistes.

Arsenale Group Takes a 33% Stake in SJourney, Expands Its Presence in Asia

October 1, 2026 by Amara Nambinga

Arsenale Group prend 33 % de SJourney et entre sur le marché vietnamien - Photo : Arsenale Group

CroisiEurope

Arsenale Group announces a 33% stake in SJourney, a Vietnamese brand specializing in luxury rail travel.

The Italian group thus aims to continue the development of its international network of premium trains and strengthen its presence in the Asian market.

The operation follows the acquisition of Golden Eagle Luxury Trains by Arsenale in 2025.

It is part of the group’s strategy to develop an international offering of luxury rail travel across various destinations.

A New Milestone in SJourney’s Development

As part of this investment, Arsenale becomes a strategic minority shareholder of SJourney.

The group will notably contribute its commercial network and international distribution channels to support the growth and visibility of the Vietnamese brand on foreign markets.

Arsenale also intends to contribute to the development of new itineraries and to a potential expansion of SJourney into other markets. The group will also bring its expertise in evolving onboard service standards and offerings.

For its part, SJourney will preserve its Vietnamese identity and its positioning around experiential rail tourism. The brand offers itineraries that enable travelers to discover the landscapes, cultural heritage and local communities of Vietnam.

The Hanoi–Ho Chi Minh City Axis at the Heart of the Offering

Among the main itineraries proposed by SJourney is notably the link between Hanoi and Ho Chi Minh City. This route traverses Vietnam from north to south and highlights several landscapes and cultural sites of the country.

The partnership also foresees the possibility of granting a license for the Golden Eagle brand. A potential positioning under the name “SJourney by Golden Eagle” remains subject to strategic and operational alignment between the two groups.

Publié par Amelia Brille Rédactrice TourMaG.com
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Salaün Group Holds Up as Activity Declines by 5.1% in 2026 [ABO]

September 29, 2026 by Amara Nambinga

Michel Salaün, président du groupe Salaün - Photo: TB

CroisiEurope

The spring sales plunge last spring, following the war in Iran, had raised fears of the worst. In the end, Salaün withstood the shocks of geopolitics and the spike in kerosene prices.

Among the first to reveal its results, the Breton group is expected to post a consolidated turnover of €174.4 million for the 2026 fiscal year ending September 30, down 5.1% from €183.7 million achieved in 2025.

Nevertheless, Salaün has not yet regained its pre-Covid levels. In 2019, the group posted a consolidated turnover of €241.4 million.

The Consolidated Groups Save the Year

After a return to profitability in 2025, with €5.8 million in profit, the full-year result is not yet known. « But it will be positive despite a difficult year. We have worked on controlling our expenses and our margin » explains Michel Salaün, chairman of the group.

Read also : How the Salaün group got back on track after the Covid shock

In detail, the TO in-house Salaün Holidays (tours) posted €91.5 million in revenue compared to €103 million a year earlier, a decline of 11.2%. It transported 32,950 clients this year, 68% in short-haul and 32% in long-haul.

« The United States was penalized by a Trump effect, high prices and sometimes fake news. Asia, for its part, bore the consequences of the war with travelers hesitant to fly through a Gulf hub. And direct flights are rarer and more expensive, with the impossibility of overflying Russia » adds Michel Salaün.

Conversely, the Groups Boutique shows a strong 11.3% growth, with revenue of €51.2 million in 2026. « The consolidated groups were less affected because the bulk of sales was made before the crisis. The trend remains positive for the coming year » adds the president.

Six new agencies in 2026

Finally, the French distribution network remains resilient with a turnover (margin) of €16.7 million, i.e. around €142 million in business volume.

It now groups 141 agencies (to which one must add about a dozen sales points in Belgium) under a variety of banners, providing a balancing mix: 99 Salaün Holidays, 29 Ambassades Fram, 1 TUI, 8 Havas Voyages and 5 Selectour.

In 2026, six points of sale opened under the Salaün Holidays banner, in Reims, Amiens, Lille (La Madeleine), Orléans, Blois and Arras, to widen territorial coverage. This integrated network accounts for 40% of Salaün Holidays’ sales, helping to smooth out the tremors.

Michel Salaün will share these figures with the group’s 506 employees at the upcoming company convention in Paris, from January 30 to February 1. as well as the innovations for 2027.

Exceptional journeys with a Paris/Dakar circuit and a world tour

Among them, the main brochure (valid until the end of 2027) is expanding further with 444 pages!

It features 102 countries (plus overseas French territories), to be explored through 293 tours and cruises, 53 more than last year. 70 of the itineraries are conducted in small groups, 10 to 20 people for mid-haul and 6 to 12 passengers for long-haul.

This brochure could be updated in January depending on geopolitical developments. Europe leads with 23 new offerings, versus 12 in Asia and 11 in Africa.

Recalling the long, exceptional itineraries from the era of the west-to-east crossing of Russia, Salaün Holidays also innovates with two new intercontinental exceptional circuits.

The first is a grand 36-day road cruise from Paris to Dakar (Spain, Morocco, Mauritania and Senegal) scheduled from March 4 to April 8, 2028, at a price of €18,900 (luxury coach travel, return by plane).

The second is a 23-day around-the-world trip from September 7 to 29, 2027, passing through Japan, Australia, French Polynesia and California, for a price of €19,500.

Read also: Salaün launches a redesigned professional space

From One Zone to Another, the Stay Changes

Sixteen Addresses Exclusive to the French-Speaking Market

Three Hotels Enter, Two Trends Emerge

Five Criteria That Beat a Specs Sheet

Make the Selection Before Catalogs Get Locked In

Creative Tours Cyprus, a French-Speaking DMC in Cyprus

A partnership to strengthen distribution

Un accès au réseau B2B et aux réservations via l’IA

Two properties in Phuket

Un réseau de 32 établissements et de nouveaux projets

Un objectif de chiffre d’affaires de 121 millions d’euros en 2030

A Tool to Aid Comparison

Paul-Henri Dubreuil: “more of a coincidence” than a high turnover of leaders

“Disagreements with Christine Ourmières over the strategy tied to the Antillean DNA”

Paul-Henri Dubreuil: “No, the group is not navigating blindly!”

A Stay Rooted in the Victoire District

A New Milestone in SJourney’s Development

The Hanoi–Ho Chi Minh City Axis at the Heart of the Offering

The Consolidated Groups Save the Year

Six new agencies in 2026

Exceptional journeys with a Paris/Dakar circuit and a world tour