Strategy Archives - Com Namibia

Alberta: Winter at the Heart of the Strategy — Webinar for Travel Agents

October 27, 2026 by Amara Nambinga

PONANT

Following a busy start to the season marked by several milestones with tourism professionals, Travel Alberta continues its momentum in France with a new message dedicated to winter.

The objective: position Alberta as a four-season Canadian destination on the French market, and no longer primarily as a summer road-trip destination.

While Alberta already captivates French travelers with its wide-open spaces, its national parks, and its spectacular landscapes, the destination now aims to amplify the visibility of its winter offering. A season that allows discovering another facet of the Canadian Rockies: more immersive, more contrasted, and more experiential.

Winter in Alberta, Far More Than Skiing

In Alberta, winter isn’t limited to ski slopes. The season offers a wide variety of experiences tailored to different traveler profiles: couples, families, nature lovers, mountain enthusiasts, active travelers, or guests seeking a more contemplative stay.

In Banff and Banff National Park, the snowy landscapes, frozen lakes, and the Rocky Mountain atmosphere create a strong image for French travelers. The winter offering blends skiing, snowshoeing, ice skating on frozen lakes, dog-sledding, relaxation at the Banff Upper Hot Springs, culinary experiences, wellness activities, and cozy getaways. It makes it possible to craft itineraries suitable for both skiers and non-skiers.

This wealth of experiences constitutes a key selling point for travel agents. It enables them to propose a broader, more emotional Canadian winter that’s easier to tailor to clients’ desires.

Banff and Lake Louise at the Heart of the Winter Strategy

Banff and Lake Louise occupy a central place in this new communication sequence. Iconic in summer, the two destinations reveal in winter another dimension of Alberta: expansive snowy spaces, gentle or athletic outdoor experiences, and a lifestyle centered around the mountains that is especially appealing.

For French travelers, Banff and Lake Louise represent a strong promise: to live the Canadian winter in one of North America’s most spectacular natural settings.

For tourism professionals, the destination offers several selling points: strong brand recognition, powerful visual impact, a diversity of activities, urban complementarity with Calgary, and the possibility to craft premium, nature, or adventure stays tailored to client profiles.

A webinar to Equip Agents with the Right Talking Points – October 22, 2026

Travel Alberta will host on Thursday, October 22, 2026, a webinar aimed at French travel agents focusing on selling Banff and Lake Louise in winter.

The objective of this event is to help travel agents better promote the destination in winter: which experiences to recommend, which periods to prioritize, how to respond to non-skiing clients, and which arguments to use to position Alberta against other snow or mountain destinations.

The webinar will also provide practical keys to reassure clients and value the season: accessibility, length of stay, types of accommodations, must-do activities, itinerary ideas, and traveler profiles to target.

The goal is clear: enable agents to turn winter inspiration into concrete sales.

An Inspirational Campaign to Support Demand

Travel Alberta has rolled out in recent weeks a national winter cinema campaign across MK2, Pathé, and Megarama networks, aimed at imprinting the destination’s powerful imagery on the French general public.

By combining broad public inspiration with professional training, Travel Alberta aims to strengthen Alberta’s presence in travel conversations, while giving distributors the tools needed to convert interest into concrete projects.

Practical Information

Alberta : l’hiver au cœur de la stratégie, avec un webinaire pour les agents de voyages

Amélie COCHETEUX

Trade and Media Manager

[email protected]

www.travelalberta.com

CDG Airport Expansion: NGOs Urge Government to Rethink Tourism Strategy

September 30, 2026 by Amara Nambinga

Trois ONG contestent le projet d’extension - Depositphotos.com @boscorelli

CroisiEurope

The extension project for Paris-Charles de Gaulle Airport is drawing fresh criticism. On July 30, 2026, the State and Groupe ADP announced an agreement for investments totaling €8.3 billion between 2027 and 2034, of which €6 billion is allocated to Paris-CDG.

This program constitutes the first phase of a redevelopment project planned through 2050. Three NGOs – Transport & Environment (T&E), Réseau Action Climat (RAC) and Rester sur Terre – are now urging the government to abandon it.

The project is intended to gradually increase the airport’s capacity. By 2050, ADP foresees 19% more aircraft movements and 38% more passengers compared with 2019, i.e. about 29 million additional passengers.

The first phase of works could enable hosting an additional 14 million passengers per year starting in 2035.

The program notably foresees more aircraft stands for large and medium-capacity aircraft, while some stands for small-capacity aircraft will be removed. This evolution is intended to accompany the development of long-haul routes.

For T&E, however, this increase in capacity runs counter to France’s emissions reduction trajectory.

A Significant Gap with SNBC Objectives

According to a new analysis by T&E, the CO₂ emissions tied to Paris-CDG’s activity could exceed 6 million tonnes per year by 2050 with the extension project.

The association estimates that this level would be 28% higher than in a scenario without the extension.

T&E compares these projections to the goals of the third National Low-Carbon Strategy (SNBC 3). This strategy provides for an indicative budget of 3 million tonnes of CO₂ for international travel by 2050, of which about 2.4 million tonnes would come from aviation.

Paris-CDG accounts for a little more than half of aviation emissions; T&E estimates that its emissions level should not exceed about 1.3 million tonnes of CO₂ per year by that date.

The High Council for Climate also noted, in its opinion on SNBC 3, that the substantial biomass needs required for sustainable aviation fuel production argued for stabilizing the sector rather than building new airport infrastructure.

NGOs Question the Tourism Relevance of the Extension

Beyond the climate issue, the Réseau Action Climat (RAC) highlights the tourist flows generated by French airports.

According to data cited by the organization, 62% of air traffic corresponds to French people traveling abroad, versus 38% for foreign tourists arriving in France. Between 2024 and 2025, emitter traffic would have risen by 4.1% while receptor traffic grew by 3%.

For RAC, an increase in air capacity does not guarantee an improvement in France’s tourism balance. The risk would be to boost departures to destinations such as Southern Europe, the Maghreb, Sub-Saharan Africa, Asia, or Oceania, where traffic is largely associated with French travelers leaving the country.

The associations therefore advocate a different approach to tourism policy.

Focusing More on Domestic Tourism and Europe

The RAC suggests promoting holidays for French residents within France and strengthening the welcome of foreign visitors from nearby destinations.

The development of rail connections between France and other European countries is presented as a lever to increase international arrivals while reducing dependence on air transport.

The NGOs also warn about the concentration of tourism benefits in a few highly visited areas, as well as the tensions this concentration can cause on landuse and housing access for local populations.

T&E Calls for Limiting Air Traffic

For T&E, the decarbonization of aviation cannot rely solely on alternative fuels and technological progress.

The organization therefore asks the government to freeze airport extension projects and cap the number of flights, targeting in particular segments it considers to have the lowest social value, such as private jets, certain long-haul tourist flights, and low-cost connections.

Transport & Environment, Réseau Action Climat, and Rester sur Terre thus ask the government to renounce the Paris-CDG extension project and to rethink its tourism strategy in favor of the domestic market and nearby European clientele.

This stance comes five years after the government abandoned the Roissy Terminal 4 project in 2021.

TAP Air Portugal Strategy: Consolidate Routes and Launch New Ones

August 27, 2026 by Amara Nambinga

Costa Rica

Based in Madrid, Paloma Utrera was in Paris last week.

The opportunity to meet her and her teams for a discussion about major sector developments, such as evolving travel habits, connectivity challenges, and the market’s new dynamics.

In this context, and within TAP Air Portugal, we also discussed the French market and the connections from the mainland, the growing role of Portugal as a hub between Europe, South America and Africa, the evolution of the onboard product and the opportunities offered by a stopover in Portugal.

TAP Air Portugal: 132 weekly flights between France and Portugal

TourMaG – You took over from Rino Morosini at the beginning of this year 2026, a strategic year for TAP. How is this transition unfolding?

Paloma Utrera : Rino did an excellent job and I arrived in Paris to “inherit” the position, so to speak. There was first the inauguration of our business lounge in Paris, which, as a reminder, is TAP’s only lounge outside of Lisbon.

This is important for us. There was also the launch of our onboard service Economy Prime last month in June on our long-haul flights. It is a product we wanted to offer to our clients, our corporate passengers, and all those who do not travel in business class but still desire a differentiated onboard experience.

We are, in this regard, very satisfied with the market response to this product, whose success should continue to grow from September when corporate traffic becomes more dynamic.

I also commend our communications team here in France for doing an excellent job highlighting our brand, the quality of our product, and the performances of our onboard crews.

TourMaG – Regarding your offering between France and Portugal, could you remind us what you provide?

Paloma Utrera : This summer, our airline operates 132 weekly flights between France and Portugal, with direct services between Lyon, Marseille, Nice, Toulouse and Lisbon. Thus we cover the southern part of France, and for Paris we offer 56 weekly frequencies, what we call a shuttle to Lisbon and Porto.

TourMaG – How do you approach the summer season at TAP?

Paloma Utrera : This summer, the entire industry recognizes the challenge posed by the international situation and rising costs. Nevertheless, our structure is solid and our performance in France and overall is quite solid.

Our results for the first four months of the year are up by 11% compared with the previous year in terms of revenue, and passenger numbers have risen by 6.4%.

We have also improved load factors by 5% versus last year, reaching 84%. These are good results for this pre-summer period, which is not the peak season.

TourMaG – Portugal, like other southern destinations, is also a safe-haven destination?

Paloma Utrera : Yes, that is an important point to emphasize, and we also see growth in other markets such as the United States and Brazil, for which we recently opened a new destination in July: Curitiba, the capital of Paraná state.

We are also continuing to open new routes: Terceira in the Azores, and Praia, the capital of Cape Verde, from Lisbon.

From Lisbon, in addition to Curitiba, we have also opened Athens, an important route for us that has been very well received by the market in Greece.

Our strategy is to consolidate these routes and open others. In October, we will also launch São Luís, Maranhão, in Brazil, an exciting destination featuring, among other things, the Lençóis Maranhenses natural site, which is very interesting.

Lisbon, Europe’s premier hub to Brazil

TourMaG – Brazil is truly a flagship destination for you.

Paloma Utrera : Yes, indeed. We now have 15 direct destinations to Brazil from Lisbon, which is well connected to all of our European routes.

We are also developing Porto as a hub for long-haul destinations. We now aim to consolidate and grow in these markets. In the United States, a new development: after opening Los Angeles, we will open Orlando in the autumn.

TourMaG – Lisbon, a truly strategic hub?

Paloma Utrera : Absolutely. Look at our geographic position. I can say we are practically at the “center of the world.” The best place to connect Europe, North America, South America, but also Africa where we have many destinations.

TourMaG – What are the advantages of a stopover in Lisbon?

Paloma Utrera : What truly makes the difference is that we offer a 10-day stopover window in Lisbon or Porto between your connecting flights, to discover another destination in Portugal, a hop to the Azores for example, with a favorable fare and discounts up to 50% on restaurants, hotels, tours, outdoor activities, and cultural sites.

This is our Portugal Stopover program, which has been named the world’s best stopover program by Global Traveler for the eighth consecutive year.

TourMaG – The fleet evolution is also a TAP Air Portugal project?

Paloma Utrera : We currently operate a fleet of 99 aircraft, one of the most modern fleets thanks to our Airbus Neo, and we are working to replace our oldest aircraft and also to increase the number of planes (A320neo, A321neo, A330neo).

A modern fleet is part of our environmental strategy that we are developing. Modern aircraft, but also recyclable products onboard. Everyone is involved, and we have managed to reduce our CO₂ emissions by 12% since last year.

A slice of the cake?

TourMaG – Aviation industry observers are waiting for decisions on TAP’s capital entry by a major player. Two large groups are in the running: Air France-KLM and Lufthansa. Do you have a preference?

Paloma Utrera : (smiling) No, not a preference. The aviation world is highly competitive, and we need to partner with a major group. It will be a government decision that selects the best option.

TourMaG – We won’t know your preference. And if I ask what your favorite cake is: Black Forest cake, a German cake, or the chocolate éclair, a French pastry?

Paloma Utrera : (laughs) I like both a lot!

Published by Christophe Hardin Journaliste AirMaG – TourMaG.com
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Inbound Tour Operator of Tomorrow: The Rise of Group Travel Strategy

August 21, 2026 by Amara Nambinga

CroisiEurope

The group journey has not spoken its last word. It is evolving, just as travelers, agencies and the ways of discovering a destination are evolving. In a world where everything seems bookable in a few clicks, the need to travel together, to share an emotion, to discover a culture with others, and to feel accompanied remains profoundly current.

At Únia Travel, this conviction guides the vision of tomorrow’s receptive partner: a hands-on ally capable of helping agencies design travel experiences that are more personalized, more reliable and more meaningful.

Group travel answers a need that will not disappear

We sometimes hear that group travel is coming to an end, as if new generations will inevitably travel solo, organize everything online, and do without support. At Únia Travel, we do not share this view.

Group travel still has a future because it answers a profoundly human need: the need to share, to meet, to exchange and to experience something together with others. Traveling is not just about moving from one point to another. It is about creating shared memories, discovering a culture with a guided perspective, being surprised by a meeting, a tradition, a flavor or a local story that one might not have found alone.

Even future generations will crave connection. They will likely want travel that is freer, more immersive, closer to the local culture. They will want to understand more, experience deeper moments, and feel like actors in their own journey. But that does not mean the end of the group. It means the end of standardized groups.

The group journey of tomorrow will be more personalized, more flexible, and better aligned with travelers’ real profiles. For agencies, this evolution represents a real opportunity, but it also requires more guidance, more anticipation, and a precise knowledge of the terrain. This demand is especially important for French-speaking senior groups, where pace, comfort, quality of meals, travel times, and accompanying support play a crucial role in the success of the stay.

Tomorrow’s receptive partner can no longer be merely an assembler

For a long time, the role of a receptive partner could be summarized fairly simply: find the right hotels, book the restaurants, coordinate the guides, organize the visits and ensure the program runs smoothly on site.

These tasks remain essential. But today, they are no longer enough.

An agency expects more from its local partner. It needs a counterpart who understands its clientele, its commercial constraints, its deadlines, its positioning, and its objectives. A group program must not only be feasible; it must be coherent, legible, well-paced, adapted to travelers’ profiles, and attractive enough to sell.

For Únia Travel, this evolution is obvious: a receptif must do more than just organize a trip. It must help the agency sell it, secure it, and build customer loyalty. It must become the agency’s eyes and ears on the ground, anticipate constraints, and ensure that every choice serves the final experience of the group.

Receptives capable of advising, personalizing, anticipating, and securing will become even more indispensable partners for tourism professionals.

Personalization begins with listening

In a market where many offerings look alike, personalization becomes a genuine lever of differentiation for agencies.

At Únia Travel, this personalization starts with listening. Who are the travelers? What is their rhythm? What have they already visited? What level of comfort do they expect? Does the agency seek an accessible program, an original experience, an in-depth cultural circuit, or a proposal capable of surprising a loyal clientele?

The answer cannot be the same for everyone.

That is why Únia defends a simple idea: the product must adapt to the client, and not the other way around.

This approach requires field knowledge, proximity, and flexibility. A successful program is not necessarily the one that offers the most; it is the one that finds the right balance between discovery, comfort, pacing, pleasure, budget, and flow.

It is in this spirit of personalization and listening that Únia Travel develops more differentiated ideas, notably through the Únia Signature universe: proposals built around local flavors, celebrations, traditions, lesser-known experiences, or themes capable of giving real personality to the journey.

Technology at the service of the field, not in place of it

Talking about the tomorrow’s receptive partner also means talking about technology. But at Únia Travel, technology is not an end in itself. It only has value if it concretely improves the service provided to agencies and the smooth running of on-site operations.

This reflection particularly focuses on new tools that can facilitate exchanges with agencies, speed up certain communication steps, make proposals clearer, and simplify file tracking. The aim is to give professionals more legible, more practical, and easier-to-use supports in their own commercial work.

It also concerns how to better convey information to the various participants in a trip: internal teams, guides, drivers, local partners. A well-prepared, well-shared, and easily accessible file directly contributes to the stay’s success. In group travel, the quality of the experience depends as much on program design as on how precisely information circulates before and during the trip.

Technology should save time, streamline exchanges, organize information more effectively, and improve responsiveness. But it does not replace field knowledge, professional intuition, or human relationships.

A tool can speed up a response, but it cannot sense whether a program is too dense for a senior group, nor know whether a step is enjoyable in theory but not suited in practice. It does not replace the experience of a team that knows destinations, suppliers, the habits of French-speaking groups, and agencies’ expectations.

The modernity of tomorrow’s receptive partner will thus be hybrid: more tools, yes, but still more guidance. More speed, but without sacrificing quality. More structure, but without standardizing the travels.

Tell us about your projects: we are here to help you build them, adapt them, and succeed with them.

Le réceptif de demain : pourquoi son rôle devient plus stratégique pour les voyages de groupes

A receptive DMC agency specializing in the design and organization of tailor-made group trips, stays, and guided circuits in Andorra, Occitania, Spain and Portugal.

For your group projects, programmed itineraries, tailor-made stays, or specific requests:

[email protected]

[00376] 720 600

www.uniatravel.com

>> Únia Travel in the DESTIMAG Directory

Yohann Metayer-Claret Joins Naboo to Accelerate Its International Strategy

July 17, 2026 by Amara Nambinga

Naboo renforce son comité exécutif avec l’arrivée de Yohann Metayer-Claret - Photo : Naboo

IFTM TourMaG Party

Naboo strengthens its executive committee.

The platform specialized in organizing corporate events announces the appointment of Yohann Metayer-Claret as Executive Vice President.

A strategic addition to support the group’s international expansion and to structure its relationships with hotel and event partners.

Boasting 20 years of experience in the tourism and MICE sector (Meetings, Incentives, Conferences and Exhibitions), Yohann Metayer-Claret has held several leadership positions, both strategic and operational.

He notably left his mark at Ideal Meetings & Events (IME), a leading European player, where he held the roles of Chief Executive Officer and then President for nearly ten years.

Former IME Executive and COMEX Member at Châteauform’

During his time at IME, he led a broad transformation: structuring an offering tailored for major accounts, deploying digital tools, and consolidating the company’s position in the European market.

Parallèlement, il intègre le comité exécutif de Châteauform,’, contributing to the group’s growth strategy and to expanding its activities across Europe amid sector changes.

En rejoignant Naboo, Yohann Metayer-Claret will be tasked with steering and structuring partner relationships on a global scale. A key role to support the platform’s ambition in a market undergoing rapid transformation.

“His arrival marks a decisive milestone in our expansion“, notes Antoine Servant, COO and cofounder of Naboo. “Yohann joins our COMEX to carry our global vision and propel our partnerships strategy on a worldwide scale.”

A mission focused on international partnerships

Very involved in industry networks (CNA, GBTA, MPI), the new leader is recognized as an influential figure in European MICE. He has also advised tourism and hospitality executives in recent years on strategy and structural issues.

For Yohann Metayer-Claret, this appointment sits within a dynamic of deep transformation in the sector: “The future of MICE rests on a seamless duo of technological integration and fluid human support.” He articulates a clear ambition for Naboo: to surpass one billion euros in revenue within 24 months and to establish itself as a global market leader.

A graduate of INSEEC (Master 2 Marketing & Management), having studied at the University of Versailles Saint-Quentin-en-Yvelines, Staffordshire University and University of Ballarat, Yohann Metayer-Claret is also pursuing a MBA for Entrepreneurs with Augment.org, underscoring a commitment to ongoing education focused on innovation and entrepreneurship.

Published by Amelia Brille TourMaG.com Editor
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Installment Payments: A Crisis-Proof Strategy to Navigate Uncertainty

June 18, 2026 by Amara Nambinga

The Freefall in Bookings for Spring 2026

Top of Travel

The barometer figures from EDV-Orchestra, published in April 2026, sketch a crisis landscape for the travel sector. March records a 15% drop in the number of bookings and a 19.4% decline in booking revenue, while departures are down 9.7% in the number of travelers.

Long-haul travel is particularly battered by tensions in the Middle East, with a 29% drop in bookings. The disruptions to Gulf hubs (United Arab Emirates and Qatar) are to blame, while Egypt and Turkey lose more than 66% of their bookings.

And for the summer of 2026, the outlook confirms this weakened trend: bookings for July–August are already 7% below last year in revenue. More telling still, the share of late bookings rises by 7% compared with 2025.

This dynamic weighs heavily on agencies and tour operators: March and April, traditionally key months for locking in summer sales, prove disappointing, creating unprecedented pressure on cash flow.

Installment payments, an immediate lever in the face of the crisis

In this tense context, installment payments (or BNPL, “buy now pay later”) emerge as an immediate operational response. First lever: remove budget constraints as prices soar. The average cart for summer 2026 already reaches €3,040, and long-haul packages are soaring due to the combined effects of rising jet fuel costs and tightening air capacity.

In this setup, the ability to split the payment into 2, 3 or 4 installments without fees dramatically changes the perception of cost. Sector data compiled by Alma confirms: BNPL leads to a 20% increase in the average cart for packages that combine transport and lodging. This uptick signals a psychological shift: rather than giving up in the face of a high price, the customer authorizes the trip initially planned by smoothing the financial outlay.

Second lever, crucial in the 2026 context: supporting the late-booking shift. The hesitancy linked to current uncertainty translates into an explosion of last-minute bookings, at the moment when prices are the highest. In this setup, installment payments offer this flexibility in a few clicks, with the same ease as a cash payment, even for substantial sums. Contrary to common beliefs that BNPL is limited to small baskets, solutions like Alma accept transactions up to €15,000, thus covering most family needs and even premium segments.

Third dimension often underestimated: adaptation to multichannel. Alma’s data thus show that 40% of installment payments in the travel sector are made at physical agencies. Just as during the Covid crisis, periods of uncertainty see customers favor human contact in agencies or by phone to be reassured. Alma supports this dynamic by enabling networks to offer installment payments across all channels, ensuring a consistent experience no matter the contact point.

Why over 410 operators have already embraced Alma

BNPL is now widely adopted in the travel sector. More than 410 operators currently trust Alma, including industry heavyweights: SNCF Connect, Sunweb, KLM, Perfect Stay, Weekendesk, Compagnie des Alpes, Showroomprivé, Corsica Ferry, Campings.com, and GNV.

The results speak for themselves: +10% in acquiring new customers, 15 to 30% of revenue generated via BNPL depending on the period, +6% loyalty. Installment payments facilitate the purchase decision at every stage, from discovery to repeat bookings.

This performance rests on a scoring model tailored to travel specifics. In a sector with high baskets and sometimes impulsive decisions, Alma has developed industry expertise that guarantees the maximum acceptance rate without increasing risk exposure.

When Installment Payments Become Essential

Beyond the cyclical response to the current crisis, BNPL is thus part of a durable transformation of consumer behavior. Today’s travelers refuse to choose between anticipation and flexibility. They want to be able to book at the moment they deem opportune, with payment options suited to their personal situation.

In a market that remains volatile, installment payments offer a structural answer. They turn uncertainty into a commercial opportunity by supporting new behaviors rather than letting them be dictated by conditions.

For travel professionals, Alma is no longer just an option but a permanent lever for commercial steering. In times of crisis, the solution secures sales by lifting budget barriers and supporting the late booking. In growth phases, it maximizes the average cart and improves loyalty.

While fuel surcharges accumulate and prices are not expected to revert immediately to pre-crisis levels, waiting for customers to get used to new rates is not a strategy. Alma offers an immediate solution to unlock sales: ease purchasing by smoothing the financial outlay, even for baskets now exceeding €3,000. More than 410 operators have already made this choice.

Would you like to learn more or propose Alma to your clients?

$Le paiement fractionné, réflexe anti-crise pour piloter l'incertitude$

Email : [email protected]

Site web : www.almapay.com

Egypt: A Heritage Destination and the Ministry of Tourism and Antiquities Strategy

June 17, 2026 by Amara Nambinga

Top of Travel

In a region where destinations open and close at the pace of crises, Egypt stands out as an exception. Year after year, the country continues to welcome travelers from around the world, propelled by an undeniable asset: 5,000 years of history, an archaeological heritage of incomparable richness, and a capacity for renewal that keeps the destination at the heart of current events.

In 2025, Egypt welcomed nearly 19 million tourists, a rise of 21% compared to the previous year. This performance places the country well above the global average for sector growth. The stated goal: 30 million visitors by 2030.

An Unparalleled Guardian of Heritage

Rare are the countries that unite under one authority the promotion of tourism and the preservation of archaeological heritage. Egypt took the step in 2019, merging its Ministry of Tourism and Antiquities into a single entity. An architecture built on a simple fact: in Egypt, heritage and tourism are inseparable. Every archaeological discovery becomes a world event. Every surge of visitors raises questions of conservation. Steering one without the other has never been an option.

The Ministry’s mission thus covers the entire chain: national tourism strategy, supervision of excavations and restoration, museum oversight, regulation of the hotel sector, promotion of the destination on international markets. A scope that makes this institution one of the most integrated public tourism actors in the world.

A Living Heritage That Continues to Reveal Itself

What distinguishes Egypt from most heritage destinations is that its heritage is not static. It continually renews itself. In 2020, the unearthing of more than 100 intact sarcophagi at Saqqara, dating back 2,500 years, made headlines worldwide. In 2021, the discovery of the “lost golden city” of Luxor was described by some Egyptologists as the most important find since Tutankhamun’s tomb in 1922. In 2023, new excavations at Saqqara revealed tombs adorned with remarkably well-preserved paintings.

These discoveries are not the product of chance. They result from a proactive policy by the Ministry, which has relaunched and structured excavation programs across the country, in collaboration with international archaeological missions. This ongoing flow fuels global interest in Egypt and keeps the destination in the media spotlight. For tourism professionals, this effect is tangible: every major discovery triggers a rise in online searches, press articles, and public interest. Archaeology functions here as an organic promotional tool, unmatched in the sector.

It is this ability to continually renew itself that makes Egypt a destination apart. Where other heritage destinations rely on a stock of attractions, Egypt keeps discovering itself.

The Grand Egyptian Museum: A New Major Asset

The Grand Egyptian Museum is the centerpiece of this strategy. Located two kilometers from the Pyramids of Giza with a direct view of the plateau, it is the largest archaeological museum in the world, dedicated to a single civilization. The entire treasure of Tutankhamun, more than 57,000 objects, is gathered there for the first time in one place after having been dispersed for a century. Since its opening, the GEM has attracted nearly 500,000 visitors in a single month.

For a tour operator planning Egypt, the GEM concretely changes the product. It transforms the classic half-day “pyramids + Sphinx” into a full-day experience with high added value. It enables themed itineraries that deepen the stay. And it creates an internationally renowned cultural entry point that repositions Cairo alongside museums such as the Louvre or the British Museum.

Le Grand Musée Égyptien, au pied des pyramides de Gizeh, plus grand musée archéologique au monde © Ministère du Tourisme et des Antiquités

A Diversifying Offering

Beyond its pharaonic heritage, Egypt broadens its palette. The Red Sea coast continues to upscale for seaside and diving experiences, with occupancy rates exceeding 90% in peak season. New destinations are emerging and greatly enriching programming possibilities: the Fayoum Oasis for travelers seeking nature and authenticity, Siwa for its unique character at the gates of the Libyan desert, Alexandria for its Mediterranean heritage. The coastal city of New Alamein has established itself as a major new hub, with a dramatic rise in charter traffic.

This diversification enables professionals to craft stays that combine ancient culture, seaside, adventure, and discovery, all in one destination reachable in 4 hours 30 minutes from Paris. For agencies and tour operators, it’s a strong argument: Egypt is not a single-product destination; it is a country with multiple entry points, capable of meeting a wide range of expectations.

Bien au-delà des pyramides, l'Égypte diversifie son offre entre oasis, mer Rouge et côte méditerranéenne © IStock

A Laboratory for Global Tourism

Learn More

L'Égypte, destination patrimoine : la stratégie du Ministère du Tourisme et des Antiquités

Ministry website:

www.presidency.eg

Egypt Experience website:

www.experienceegypt.eg

HotelRez Names New VP of Platform Strategy

June 14, 2026 by Amara Nambinga

Gary Torres, nouveau vice-président d'HotelREZ, photo HotelREZ

Top of Travel

It’s official! Gary Torres has been named Vice President Platform Strategy at HotelREZ. This is a global company specializing in travel representation and distribution in the hospitality industry.

Gary Torres is a man with more than 20 years of experience designing and developing technology products tailored to travel and hospitality. He previously held executive roles at major industry players such as Pegasus Solutions and Duetto.

“I am excited to join HotelREZ at such a pivotal moment in its evolution. The focus on building a robust, forward-looking platform is compelling, and I look forward to advancing our connectivity infrastructure and supporting the continued growth of REZswitch® at the pace of our global expansion.” he stated.

Sharon Rubin, Director of Product and Marketing at HotelREZ, adds:

“Gary brings deep platform expertise and a clear understanding of how to evolve connectivity within a complex global ecosystem. His leadership will strengthen the foundations of our platform as we continue to grow with reliability, security, and consistency at the core of our priorities.”

This appointment marks the fourth senior leadership hire since December, following John Seaton as Chief Growth Officer, Hadley O’Dwyer as Vice President of Customer Success and Engagement, and Frank Fuentes as Senior Vice President for the Americas.

Read: Sabre and HotelREZ renew their partnership

As part of his role, Gary Torres will be focused on achieving precise strategic objectives, namely:

strengthen the core infrastructure to securely and resiliently support the company’s worldwide growth.

enhance connectivity, data governance, and collaboration with global partners.

An evolution of REZswitch®: Gary Torres will lead the evolution of this essential bidirectional API, which links property management systems (PMS) to the central reservation system (CRS).

Australia Launches New Strategy Targeting French Travelers

June 13, 2026 by Amara Nambinga

L'ATE26 a réuni acheteurs internationaux et fournisseurs australiens autour de 55 000 rendez-vous d'affaires - Photo : Tourism Australia

Dream Yacht

Adelaide, May 2026. On Kaurna land of Tarntanya, in South Australia, the Australian Tourism Exchange (ATE), the largest professional tourism trade show in Australia, is hosting its 46th edition, bigger than ever.

For four days, the industry’s must-attend gathering brought together international buyers and Australian suppliers around 55 000 business appointments.

The context could have weighed on it. Since February 28, 2026 and the halt to long-haul bookings linked to the Middle East conflict, the industry had expected a cautious, perhaps dull edition.

But the opposite occurred. In the natural light of the Convention Centre, eyes and exchanges carried a rare energy. Several regulars describe it as one of the best editions since pre-Covid, in terms of conversations and the level of buyers present.

A form of resilience, very Australian, which gave ATE26 its distinctive atmosphere.

For France, a historic and strategic market, the show marks an important milestone. In a private room at the Convention Centre, Robin Mack, the new Managing Director of Tourism Australia, granted TourMaG a quarter of an hour.

What he says about the French market and the organisation’s new strategic direction deserves the attention of travel professionals.

Robin Mack: “A high-contribution traveler does not mean a luxury traveler”

Dès les premières minutes de l’entretien, Robin Mack clarifie un point important. Avec Tourism 2035, la nouvelle feuille de route stratégique présentée à Adelaide, Tourism Australia ne cible pas uniquement les voyageurs de luxe.

L’objectif est plus large : attirer des voyageurs qui restent longtemps, dépensent davantage sur place et visitent plusieurs régions du pays. “We can host a leisure traveler who travels widely across the country“, précise Robin Mack.

“Et l’une des raisons pour lesquelles nous aimons nos visiteurs français, c’est qu’ils restent plus longtemps et sortent des grands circuits habituels.”

L’ambition, chiffrée, est claire : faire passer la dépense touristique totale de 33 milliards de dollars australiens en 2025 à une fourchette comprise entre 61 et 69 milliards à l’horizon 2035.

Pour y parvenir, Tourism Australia mise sur quatre priorités immédiates affichées dès l’ouverture du salon : gagner sur le marketing à destination des humains comme des intelligences artificielles, valoriser l’étendue de l’offre australienne, capitaliser sur les grands événements à venir, et définir un positionnement luxe distinctif.

La conjoncture conforte l’ambition : selon le Bureau australien des statistiques, l’Australie a accueilli 9,1 millions de visiteurs internationaux sur les douze derniers mois (+10%), avec un secteur loisir désormais revenu à ses niveaux d’avant 2020.

Mais le défi reste d’accélérer la conversion. “L’Australie est souvent sur la liste du ‘un jour j’irai’“, reconnaît Robin Mack. “Pour moi, il s’agit d’amener les voyageurs à se dire : ‘j’ai besoin d’y aller maintenant, pas plus tard’.”

AU$8,300 per trip: France, the premium market par excellence

Robin Mack : "L'une des raisons pour lesquelles nous aimons nos visiteurs français, c'est qu'ils restent plus longtemps et sortent des grands circuits habituels" - Photo : Sébastien Cros

Cette ambition globale trouve sa traduction la plus aboutie sur le marché français.

Selon Lucie Bottero, Country Manager Tourism Australia France, les chiffres avaient renoué dès décembre dernier avec les niveaux de 2019. Sur les douze derniers mois (février 2025 à février 2026), 150 000 Français sont arrivés sur le sol australien.

Surtout, la France est désormais le premier marché mondial en valeur de dépense, avec une moyenne de 8 300 dollars australiens (environ 5 000 euros) par personne et par voyage.

Près d’un voyageur français sur deux y reste trois semaines, bien au‑dessus de la moyenne internationale.

Le profil français incarne, presque à lui seul, le voyageur à forte contribution défini par Robin Mack.

2026 acte donc un repositionnement. “Le segment qu’on va pousser sur l’année prochaine, c’est le voyageur jeune à forte contribution, celui qu’on appelle le Young High Yield Traveler“, confirme Lucie Bottero.

Fini les budgets dédiés au programme Vacances-Travail, qui s’autoalimente désormais (46 000 jeunes Français accueillis en 2025). Place aux campagnes de conversion avec les compagnies aériennes, aux partenariats avec les comparateurs de voyage comme Kayak et Skyscanner, et à un axe événementiel fort autour du rugby.

Le 1er octobre prochain marquera, en effet, le coup d’envoi des célébrations de l’année précédant la Coupe du monde de rugby 2027, occasion attendue d’événements et de campagnes en France.

Sur le terrain, la France et la Côte ouest australienne tissent un lien renforcé. “On voit que beaucoup de Français vont dans l’Ouest, parce que c’est 16 heures depuis la France porte à porte. Le vol direct Paris-Perth, c’est un véritable tournant“, souligne Lucie Bottero.

Si cette liaison directe opérée en Boeing 787-9 est actuellement suspendue jusqu’à fin octobre 2026 pour adaptation de son trajet aérien (la connexion avec Paris étant assurée via Singapour), elle reste un levier stratégique majeur pour le marché français dans la perspective 2027.

For French tour operators, the message is threefold

Le voyageur premium au sens large s’impose désormais comme cœur de cible des plans de Tourism Australia, bien au-delà de l’ultra-luxe.

Les leviers de visibilité s’élargissent autour du rugby, des expériences signature de l’Australie (Signature Experiences of Australia) et du programme de formation Aussie Specialist, piloté en France par Adil Hmami, formateur officiel Aussie Specialist, qui sillonne le territoire pour former les agences.

“Le meilleur conseil que je puisse donner aux agents pour préparer leur saison 2027, c’est de compléter les modules sur le programme Aussie Specialist“, recommande Lucie Bottero.

Reste un signal de vigilance à intégrer dans les arbitrages commerciaux : les réservations à venir pour le Royaume-Uni et l’Europe affichent un recul de 14% sur la période mai-octobre 2026, à contre-courant de la croissance asiatique (+8%).

Rendez-vous est pris pour ATE27 du 16 au 20 mai 2027 au Centre international des congrès de Sydney, avec Destination Nouvelle-Galles du Sud comme État hôte, en pleine effervescence autour de la Coupe du monde de rugby.

D’ici là, la stratégie défendue à Adelaide aura été testée par les chiffres, autour de deux convictions. La première, durable, porte un nom : Green is Our Gold. La seconde, opérationnelle, passera par les voix des tour-opérateurs français qui font vivre l’Australie auprès de leurs clients.

Deux objectifs qui éclairent, chacun à leur manière, la nouvelle ambition australienne sur le marché français.

Sébastien Cros

Sébastien Cros est journaliste indépendant et photographe basé en Australie, fondateur de WeTravelAustralia™.

Après vingt-cinq ans dans l’industrie touristique australienne, notamment comme Managing Director d’Across Australia (groupe Goway), il consacre désormais son écriture à des récits éditoriaux dédiés à la destination, à la croisée du storytelling, de la photographie et du regard de terrain.