Terra Australia: Behind the Scenes of a Premium Bespoke Specialist [ABO]


La Coupe du monde de rugby 2027 va concentrer l'attention du marché français sur l'Australie. L'occasion, pour le sur-mesure premium français, de démontrer ce que l'humain peut encore apporter face à un événement de masse - Photo : Sébastien Cros, WeTravelAustralia™

Hurtigruten


On the French market, Australia-focused incoming operators form a diverse landscape with complementary positions.

Across Australia, a historic operator founded in Sydney and now owned by the Canadian Goway group since 2023, is today led by John Feenaghty, Managing Director.

JCM Destination Australia, established in 1998 by Jean-Christophe Merlant and present in Sydney, Cairns and Auckland, has repositioned itself on the MICE (Meetings, Incentives, Conferences, Events) segment and group operations, with a multilingual Francophone team.

Terra Australia, a relatively newer outfit, positions itself in premium tailor-made travel at a measured volume, exclusively B2B Francophone.

AOT Inbound is represented in France by Gary Paterson, General Manager Global Sales and Marketing, and Pan Pacific Travel by Sandra Feustel.

Among this diversity of approaches, Terra Australia embodies a singular stance: to refuse volume in order to preserve flexibility, to invest in long-term human relationships with Australian partners, and to defend a premium tailor-made approach rooted in field knowledge.

A perspective that deserves focus, at a moment when artificial intelligence is reshaping the production chains of tourism.



Premium tailor-made is not what you think


Le sur-mesure premium australien se concentre sur l'expérience - Photo : Sébastien Cros, WeTravelAustralia™

The first misconception to debunk: Australian premium tailor-made travel is not simply a sequence of five-star lodges.

For me, premium FIT is about focusing on the experience, not just the five-star accommodations“, says Alexandre El-Habouz, France head of Terra Australia.

When you return from a trip, you don’t remember where you slept. You remember the moments, the instants, the energies you perceived.

So premium tailor-made is not, for Terra, about the category of lodging, but a strategic stance: putting the human at the heart of the journey, and designing each itinerary as a precise answer to a unique profile. “What we seek for our clients is that they come back with experiences that have made them evolve in the way they travel“, adds Christophe Napierai, cofounder of Terra Australia. “You come back from your trip a little different.


The Terra model and its singularity


Les deux dirigeants de Terra Australia, Christophe Napierai et Alexandre El-Habouz, sur le terrain - Photo : Sébastien Cros, WeTravelAustralia™

Terra Australia asserts a distinctive stance in the French market: a small, self-assured structure, 100% Francophone B2B, with a team split between France and Australia to ensure proximity to partner agencies. “Our size is our strength“, explains Alexandre El-Habouz.

We cannot promise volume to an Australian partner. So we are obliged to build a relationship with them. This flexibility allows us to work with suppliers that other incoming operators cannot offer, sometimes because they are too small, sometimes because they do not want the classic inbound model.

The example: a Pinnacles hotelier who refused major operators due to slow payments. “We pay immediately. It is this flexibility that allows us to work with very small structures.

This philosophy translates on the distribution side into an intentional targeting: Terra works primarily with the Selectour network, and with smaller, more confidential outfits like Les Ateliers du Voyage, Continents Insolites or Amplitudes. “We will rather focus on small agencies that have a very strong relationship with their clients, a very loyal clientele. Our aim is not to push volume for its own sake. We love offering beautiful journeys, Australia as we love it.

Also read: How is Australia really sold in 2026?


The on-the-ground selection method

On the method side, it is Christophe Napierai who details the invisible work behind each program. “The first thing is that everything stems from our on-the-ground recognitions.

We spend every year time in Australia to discover new providers, new hotels, and new experiences. We invest heavily in the field.


The Australian Tourism Exchange (ATE), the major annual B2B meeting for Australian tourism, complements this setup. “ATE helps to create links, to maintain human relationships, and not just exchanges of booking emails.

The 2026 edition in Adelaide, in May last year, allowed Terra to multiply supplier meetings over four intense days.

Another essential filter: the eco-responsible dimension. “We ask all our providers to adhere to an eco-responsible charter.” A stance that resonates directly with Tourism Australia’s Green is Our Gold strategy recently launched. “We are completely aligned. Our objective is that travellers stay longer in Australia, that they are not rushed. Time is what matters most.


AI in tailor-made travel: the human frontier


By 2027, the Rugby World Cup will focus the French market’s attention on Australia. “It’s going to be a huge event“, anticipates Christophe Napierai. “We have agreements to have the possibility to resell tickets, so we are ready.

This is an opportunity for French premium tailor-made travel to demonstrate what humans can still contribute in the face of a mass event. And to begin preparing the next air season now, in a routing landscape undergoing a major reconfiguration.


Sébastien Cros


Sébastien Cros - Photo : SC

Sébastien Cros is an independent journalist and photographer based in Australia, and founder of WeTravelAustralia™.

After twenty-five years in the Australian tourism industry, notably as Managing Director of Across Australia (Goway group), he now dedicates his writing to editorial narratives focused on the destination, at the intersection of storytelling, photography, and on-the-ground perspective.

Emirates Bets on Privacy With Its Premium Economy Seat


Emirates poursuit le déploiement de sa Classe Économie Premium avec un nouveau siège à commandes électriques - Photo : Emirates

TAP Air Portugal


Emirates annonce une nouvelle évolution de sa Classe Économie Premium.

La compagnie aérienne introduit, à bord de ses nouveaux Airbus A350, un siège entièrement à commandes électriques doté d’une cloison de confidentialité réglable et pleine hauteur entre les sièges.

Présenté par Emirates comme une première mondiale dans une cabine d’Économie Premium, ce dispositif vise notamment à renforcer l’intimité des passagers. La cloison peut être relevée ou abaissée directement depuis les commandes du siège, puis verrouillée selon la position souhaitée.

La cabine Économie Premium des A350 d’Emirates compte 28 sièges répartis selon une configuration 2-3-2.

Les fauteuils affichent une largeur de 51 cm et un espacement pouvant atteindre 99 cm. Ils peuvent s’incliner en position “berceau” sans réduire l’espace disponible pour le passager installé derrière.


A fully electric seat


Les passagers peuvent régler leur position - Photo : Emirates

Le nouveau modèle constitue également une évolution technique pour Emirates, puisqu’il s’agit du premier siège entièrement à commandes électriques proposé par la compagnie dans cette classe de voyage.

Une unité de commande intégrée permet aux passagers de régler leur position et d’accéder à différents modes, notamment pour les phases de repas ou de détente.

La cloison de séparation peut, elle aussi, être manipulée depuis les commandes du siège afin de créer un espace plus isolé pour travailler, dîner ou se reposer.

Côté confort, Emirates a retenu l’appui-tête U-Dream de Safran Seats. Celui-ci permet d’ajuster les ailettes latérales afin de maintenir la tête et la nuque dans différentes positions. Un repose-pied en cuir à déploiement manuel complète l’installation.


Recharge sans fil et écran 4K


Le siège possède une recharge sans fil et un écran 4K - Photo : Emirates

La nouvelle cabine intègre également plusieurs équipements destinés à l‘utilisation des appareils personnels.

Pour la première fois en Économie Premium chez Emirates, les passagers disposent d’une recharge sans fil. Chaque siège comprend par ailleurs un port USB-C ainsi qu’une tablette équipée d’un support pour téléphone.

Le système de divertissement à bord ice est accessible depuis un écran tactile de 13,3 pouces en résolution 4K HDR. Sur les A350, les passagers peuvent également bénéficier de nouvelles vues fournies par les caméras extérieures de l’appareil. Aux caméras orientées vers l’avant et vers le sol s’ajoutent désormais des perspectives latérales.


A dining offer inspired by Business Class

La compagnie maintient par ailleurs son offre de restauration dédiée à l’Économie Premium. Elle propose également une sélection de boissons comprenant notamment le Chandon Vintage Brut 2021.

À partir de septembre, certaines liaisons proposeront également le Chablis Premier Cru Jean-Marc Brocard 2024 et le La Parde de Haut-Bailly 2014. En octobre, le Wiston Estate Brut NV fera son apparition sur les vols à destination et au départ du Royaume-Uni.

Emirates indique avoir investi plus d’un milliard de dollars dans son portefeuille de vins depuis 2006.


Amelia Brille Publié par Amelia Brille Rédactrice TourMaG.com
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ALL Accor Aims to Attract Premium Customers With American Express


American Express et ALL Accor s'associent, Depositphotos.com Photo by HJBC

Costa Rica


American Express and the hotel group Accor announce a global partnership.

Through this synergy, eligible American Express cardholders gain direct access to ALL Accor program statuses and benefit from new conversion options for their loyalty points.

This new global arrangement is gradually rolled out across a dozen key markets, including France, Germany, the United Kingdom, Canada, and Japan.

The main objective is to optimize the customer journey within the Accor group’s network of more than 45 brands, among which are prestigious names such as Raffles, Fairmont, and Sofitel.

The two parties aim to offer greater value and flexibility to travelers within their high-end clientele.


Some American Express Holders Will Benefit from ALL Accor Gold Status

L’un des axes centraux de cet accord repose sur l’attribution automatique de statuts au sein du programme ALL Accor pour les porteurs de cartes éligibles.

À ce titre, les titulaires des cartes Platinum, qu’il s’agisse des offres pour particuliers, TPE-PME ou entreprises, se voient accorder le statut ALL Accor Gold.

Ce niveau de privilège inclut notamment le Wi-Fi Premium, le départ tardif, des attentions personnalisées lors du séjour, des opportunités de surclassement de chambre sous réserve de disponibilité, ainsi qu’un cumul bonifié de points Rewards.

Parallèlement, la passerelle entre les programmes de fidélité permet d’effectuer un transfert des points Membership Rewards d’American Express vers ALL Accor.

En France, la conversion s’établit sur un barème de 3 points Membership Rewards pour 1 point Reward ALL Accor.

Les points ainsi transférés peuvent être utilisés pour la réservation de nuitées, des services de restauration, l’accès à des événements culturels ou sportifs, ainsi qu’auprès de l’écosystème de partenaires du groupe.

Trip.com Group and Seat Unique Group Partner to Launch a Premium Events Offering


Trip.com Group et Seat Unique Group s'associent pour lancer une offre d'événements premium, photo by Trip.com group

CroisiEurope


Trip.com Group et Seat Unique Group ont conclu un partenariat mondial pour proposer des formules d’hospitalité officielles et des expériences VIP à des millions de voyageurs internationaux.

Cette collaboration répond à l’augmentation des déplacements touristiques liés aux événements musicaux et sportifs, les données de Trip.com Group indiquant d’ailleurs que 66 % des voyageurs de la région Asie-Pacifique ont déjà planifié des vacances à l’étranger pour assister à un concert.

L’accord permet désormais d’intégrer de manière fluide des billets VIP pour de grands concerts, des matchs de football ou des Grands Prix de Formule 1 directement sur la plateforme de réservation.

Robin Sherry, PDG de Seat Unique Group, souligne l’importance stratégique de cette alliance : « La façon dont les gens voyagent évolue. De plus en plus, l’important n’est plus seulement la destination, mais les expériences vécues sur place. En nous associant à Trip.com Group, nous offrons à des millions de voyageurs l’accès à des expériences premium officielles lors de certains des plus grands événements sportifs, musicaux et de divertissement au monde, via une plateforme qu’ils connaissent déjà et en laquelle ils ont confiance. »

Cette collaboration permet aux voyageurs de réserver des prestations d’hospitalité issues directement d’un réseau de plus de 140 détenteurs de droits officiels.

Pour ces partenaires (clubs de football, organisateurs et salles de spectacle), l’accord ouvre un canal de distribution direct auprès d’une très large audience internationale planifiant déjà des séjours vers le Royaume-Uni et l’Europe.


A direct distribution channel connected to the major players in sports and entertainment

L’offre premium qui sera déployée sur Trip.com dans les prochains mois s’appuie sur des relations directes avec des entités de premier plan telles que l’Arsenal FC, le Real Madrid, l’AC Milan, l’Everton FC, Co-op Live, KMJ Entertainment ainsi que la majorité des Grands Prix de Formule 1.

De plus, Seat Unique Group bénéficie du soutien de figures du sport et du divertissement via des structures comme The Players’ Fund et The Artists’ Collective. Parmi ces soutiens figurent notamment Harry Kane, Ben Stokes, Dame Jessica Ennis-Hill ou encore Jack Whitehall.

M. Bo Sun, directeur marketing de Trip.com Group, résume cette ambition : « Le voyage axé sur l’expérience redéfinit la manière dont les gens planifient leurs séjours. Les voyageurs organisent de plus en plus leurs excursions autour des moments qui comptent le plus pour eux. Les événements en direct illustrent parfaitement cette évolution. Grâce à ce partenariat, nous permettons aux fans de se rapprocher de certaines des expériences les plus passionnantes au monde dans les domaines du sport, de la musique et du divertissement. »

Intermèdes Relaunches Hémérys and Strengthens Its Premium Positioning


Hervé Lafont : "Intermèdes va très bien. En deux ans, nous avons réalisé plus de 22% de croissance du chiffre d'affaires, et plus de 50% de croissance de notre résultat" - Photo : Intermèdes

IFTM prenez RDV avec TourMaG


TourMaG – It has been two years since you took the helm of Intermèdes, following the departure of Jérôme Faucheur. Nevertheless, you already sat on the board since 2019, the year you took a minority stake in the company alongside Sparring Capital. How is the transition going?

Hervé Lafont : Indeed, I participated in the acquisition of Intermèdes in 2019, when Michel Olivier decided to sell. He remained, however, a minority shareholder as well, alongside the investment fund Sparring Capital.

It was a first in my career to take over a company, with its trades, its know-how, and its teams. Up to now, I had only built companies from scratch, notably Verychic, which I founded in 2011 and sold in 2019 to the Accor group, and which helped me get my start in tourism.

When Jérôme Faucheur left in March 2024, who decided, by mutual agreement with the fund, to leave his duties, I already knew the business through the various boards I had attended every month for five years.

But it is there that I truly took operational control.

I joined a company emerging from the Covid period, tired and struggling to regain its 2019 level, partly because of the nature and age of the clients who perhaps needed a bit more time to want to travel again, and also because Intermèdes had been very strong in Russia. It stood as one of the major destinations.

Since 2024, we have truly restarted on a growth curve. The company’s turnover rose from 28 million euros to between 37 and 38 million euros in our latest fiscal year, which will close on September 30, 2026.


Middle East War: a 20–25% drop in bookings

TourMaG – Can we say the year is almost wrapped up for Intermèdes?  
Hervé Lafont : We know our revenue at about 95%. The coming quarter—April, May, June—is already full and we are in the process of filling the last August and September availabilities. In terms of client numbers, we should take 11,000 travelers this year, versus a little over 10,000 last year.

TourMaG – Has the conflict in the Middle East affected your activity?

Hervé Lafont : Regarding departures, we canceled the trips to Jordan and Oman that were scheduled for March, April and May.

As for the other trips, the clients who had booked did not disengage at all. We did not receive cancellation requests or particular concerns about those journeys.

TourMaG – And for future bookings?

Hervé Lafont : We are seeing a general weakening in sales for certain destinations.

There was first the shock effect of this conflict, and now we hear a lot from our clients about fears of fuel shortages, which pushes them to adopt a waiting mode, because the context of the information they receive is not reassuring.

What is quite remarkable is that for relatively near-term departures, up to about the end of August, they still position themselves relatively normally, but they struggle to commit to longer-term plans.

TourMaG – What exactly worries them about this fuel shortage risk? Flight cancellations? A rise in fares?

Hervé Lafont : At Intermèdes, fares are kept firm, so there is no risk on that front.

It is primarily psychological. We are confronting a situation that is unstable and travelers hear talk of shortages and flights that might be canceled… For us, this translates into a decline of about 20 to 25% in bookings, a downturn somewhat more pronounced for long-haul itineraries.


Over 22% revenue growth in two years

TourMaG – So this situation is impacting the results for the 2026-2027 fiscal year?

Hervé Lafont : Indeed, the unknown lies mainly in departures starting October 1st and in the year 2027. We sense a shortfall in bookings for the last two months.

TourMaG – Are you worried?

Hervé Lafont : Not really. My fundamental feeling is that this is a period of instability that will not last forever.

We are beginning to see a certain calm return, a move toward normalcy. In the first six weeks of the conflict there was a sharp rise in airfares across all destinations, especially those served by Gulf carriers.

Now, if Gulf airlines return to the market with real flight capability, they will certainly want to reclaim their position and make substantial offers to win back their clients.

This price surge is likely to persist for a few weeks or months, but I believe it won’t be sustainable in the long term and there will be a correction. This is my personal view; I could be completely mistaken.

TourMaG – While waiting for this to materialize, does Intermèdes have the resilience to weather this new crisis? Are you done with Covid and the loan repayments?

Hervé Lafont : The company is thriving. In two years, we have achieved more than 22% growth in turnover and over 50% growth in our profit.

We still have portions of the state-guaranteed loan repayments to cover for about another year and a half, but the Covid debt is nearing its end.

Intermèdes is a very healthy business, with a highly loyal customer base: 7 out of 10 clients travel with us every year.

We benefit from an exceptionally strong attachment of customers to the brand and to the quality of the programs and the work of the tour guides. They are very loyal to this value proposition.


Almost all trips include a tour guide

TourMaG – Do these results, along with your offering, position you as the market leaders in France for cultural travel, ahead of Arts et Vie or Clio?

Hervé Lafont : Clio is indeed smaller than us, about a quarter of our size.

As for Arts et Vie, I think our sizes are roughly similar. The difference lies in the offering.

98% of our trips are led by a tour guide departing from Paris, who remains with the clients throughout the journey until their return to Paris. These are highly experienced French guides, with strong knowledge of the destination and the theme, and who are quite well known to our clients.

The guide provides a comprehensive, end-to-end interpretation of the visit, a holistic view grounded in their French culture, literature, French history, and European society.

This delivers a content level that is relatively high compared to the travel industry at large. We sit toward the higher end on this segment, and clearly above Arts et Vie in terms of the caliber of our offerings.

We have another distinctive trait: our Europe-focused program is substantial and varied, with tours built around themes, exhibitions, and music festivals, among others. We are heavily represented in Southern Europe—Italy, Spain, Portugal, Greece—and also in the UK, Germany, and across Eastern Europe.

TourMaG – And in France?

Hervé Lafont : We offer a good number of French destinations, but France is not our number one market in terms of volume or revenue, since those trips tend to be shorter stays, day trips, or 3- to 4-day festivals.

Moreover, our clients do not necessarily require a guide for trips in France. Our value proposition may be somewhat weaker in that context.

For long-haul itineraries, we do not market coastal or seaside destinations. We select countries with a strong cultural authenticity: China, Japan, Korea, the Middle East (Jordan, Saudi Arabia, Egypt, Oman—though not the right period there), Uzbekistan, Kyrgyzstan, Armenia. And in Latin America: Mexico, Guatemala, Peru, Colombia.

TourMaG – What is your average basket?

Hervé Lafont : Around 3,000 euros per person.


The Heméry brand returns, for groups of 8 to 15 people

TourMaG – Do you plan to open new destinations?

Hervé Lafont : We always strive to expand with new destinations, but we also want to broaden the concept of “classical culture.”

Classical culture traditionally refers to trips centered around major museums, architectural heritage, large exhibitions, and religious heritage, etc.

We retain this value proposition, but we add a notion of “knowledge.” We now offer journeys around gardens, prominent historical figures, literature, grand houses. We develop itineraries on Napoleon in Egypt, for instance, and on great English writers, etc.

Since we have many regular clients, novelty is essential. And certain themes aim to attract a younger audience, albeit not dramatically younger.

TourMaG – Any other novelties to announce?

Hervé Lafont : 90% of our activity is based on the GIR concept, i.e., small-group travel.

Historically, we operated two brands: Intermèdes for cultural travel in small groups of 12 to 20 people, and a premium brand named Heméry for groups of 8 to 15.

We are relaunching this brand now, offering slightly higher-end services in terms of lodging and, around logistics and catering, etc.

Having a smaller group is perceived by our clients as a significant advantage. It also enables greater agility for visits to private villas, etc.

TourMaG – What about the remaining 10% of activity?

Hervé Lafont : We arrange group travel on a bespoke basis for many cultural associations, for alumni networks of top schools, and for corporations.

This is something we want to grow, as there is increasing demand for designing trips with a strong cultural theme, but tailored to individuals. Our team (Intermèdes employs 60 people in total) has expanded to meet these requests.


Laurent Abitbol (Selectour): Tailor-Made Travel and Upgrading to Premium Are Our Future


Laurent Abitbol, entouré d'une partie de l'équipe de Selectour - Photo: TB

CroisiEurope


After a lengthy hiatus, the Selectour Receptives Salon is being relaunched, with the intention of making it a fresh, annual gathering.

For the occasion, the hippocampus-branded network brought together 115 receptives from France and from around the world who are listed as members, along with 220 affiliated agencies, under the dome of the Intercontinental Hotel in Paris, on May 20, 2026.

In an environment shaped by the rising power of AI and the ever-stronger competition from online agencies, “custom travel and moving upmarket are our future,” stated Laurent Abitbol, the board’s president, in his opening remarks.

Tailor-made journeys are particularly appealing to agencies that typically enjoy an average margin of about 20%.

Also read : Laurent Abitbol: after the businessman, the politician?


Legal framework and liability under the microscope


Le workshop, sous la coupole de l'hôtel Intercontinental - Photo : TB

This Receptives Salon enabled attendees to take part in an information session on the legal framework (liability, sales contracts, etc.) governing tailor-made travel, the risks, points to watch, and best practices, followed by a round-table discussion and a giant workshop.

Assurever also presented its Protexio product. Priced at 1.99% of the travel cost, which allows agencies to insure against the risks of a tailor-made trip (cancellations, strikes, bad weather, natural disasters, supplier failures, etc.) and to safeguard their margin.

Also read : 2026: a year of structuring, commitment, and projection for Assurever


« It’s not an economic crisis, but a psychological one »

In 2025, Selectour recorded a turnover of €36 million with the receptives it lists, up 3.5% from 2024. From January through the end of April, growth reached 6%, totaling €11.5 million.

A positive trend that runs counter to the broader market. Tourism bookings within Selectour show a 24% decline for March, April, and May, mirroring the industry as a whole.

Every month, it slides a little further. It’s not an economic crisis, but a psychological one,” says Laurent Abitbol, who urges members to weather the storm as much as possible in the hope of a rebound, should the hypothetical reopening of the Strait of Hormuz occur.

The client wants to travel; it’s not a matter of price. Our enemy is the 24/7 information cycles. It’s a drug…” he adds.

He also takes the opportunity to advise TOs not to slash prices for the summer, for fear of muddying benchmarks and of losing the ability to sell at the right price in the coming years, but rather to reduce their capacities.


An expanded and improved receptive offer

Growth in receptives activity is linked to agencies that are increasingly receptive to the idea of building customized and differentiating products to meet client expectations, with full control over the offering.

It also depends on an expanded portfolio. For the 2026/2028 period, Selectour lists 137 foreign receptives and 13 French receptives (Selectour agencies that offer itineraries within France, such as Girardot Voyages in Burgundy).

Behind an apparent stability lies actually a scene with roughly thirty outgoing and as many incoming partners, with a goal to reference luxury specialists offering personalized or concierge services, as well as receptives deeply committed to sustainable and responsible tourism.


Polishing for the Hip Réceptif platform

The refreshed selection also enables Selectour to add new destinations (Albania, Germany, Bahamas, Dominican Republic, Nicaragua) and to strengthen its presence in Mauritius, Japan, and the United Kingdom. In total, 134 destinations are covered.

To boost efficiency, the offering is consolidated on the internal Hip Réceptif platform. Operational for ten years, it will receive a makeover at the end of May.

Beyond a new design, functionalities will be enhanced (agency feedback on receptives, training on destinations, visualizable route maps of itineraries, etc.).


In addition to the TO offerings

Barrière Appoints Isabelle Bouvier as Director of Operations for Heritage and Premium Collections


Le Groupe Barrière annonce la nomination d’Isabelle Bouvier - Photo : Groupe Barrière

IFTM


The Groupe Barrière has officially announced the appointment of Isabelle Bouvier to the position of Director of Operations for the hotels in the Heritage collection, effective June 1, 2026.

A major milestone for this luxury hospitality professional, who brings more than three decades of experience across prestigious properties.

Over the course of her career, Isabelle Bouvier has held leadership roles at iconic houses such as the Lutetia in Paris and the Royal Palm Beachcomber Luxury in Mauritius.

These experiences have enabled her to develop a recognized expertise in hotel management, operational performance, and guest experience, at the heart of international luxury standards.


Three decades in high-end hospitality

Since 2024, she has been at the helm of the Barrière Resort La Baule and the Barrière L’Hermitage Hotel.

There, she has guided the transformation of the destination’s offering, reconciling service modernization, operational excellence, and preservation of the properties’ identity. She has also contributed to strengthening synergies among the resort’s various structures.

In her new role, Isabelle Bouvier will directly oversee the Heritage collection, which groups properties in Deauville, La Baule, Le Touquet, Dinard and Marrakech.

She will also take charge of the Premium collection, comprising the hotels in Lille, Ribeauvillé and Enghien-les-Bains.

In parallel, she will be responsible for steering the group’s wellness strategy, a development axis that has become central in high-end hospitality.


Amelia Brille Publié par Amelia Brille Rédactrice TourMaG.com
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