EasyJet Holidays to Be Resold by 500 German Travel Agencies


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

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

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

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


Other German regions are expected to follow in the coming months

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

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

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

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

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


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

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

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

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


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

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

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


easyJet results for the first half of 2026

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

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

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

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

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

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

This Often-Overlooked Detail Could Make Your Passport Invalid Before Travel

We often think that it is enough to check the validity date of our passport before leaving abroad. Yet a detail to which many travelers pay no attention can be enough to cause this document to be refused at boarding or at the border. A problem far from trivial, which can jeopardize an entire trip. Here is what to check before packing your suitcase.

A passport can be refused long before its expiration date

Before international travel, most travelers verify that their passport is still valid. But its physical condition is just as important. The American State Department notes that a damaged passport “may be refused by airlines or border-control officers and delay your travel”.

Among the damages that could pose problems are notably significant tears, mold, stains, visa pages missing or torn out, a hole, or non-official inscriptions on the identity page. By contrast, normal wear, such as a slight crease or a small worn corner, is generally not considered a reason for invalidation.

According to Leslie Coleman, founder of the travel company Suitcase Gals, water damage is by far the most frequent. “In my personal travels and the stays I’ve organized, I’ve seen many situations where a damaged passport was considered invalid. The most common problem is water damage: the pages buckle and the ink from old stamps can bleed, making these pages unreadable”, she explains in Travel + Leisure.

An apparently trivial incident, such as a leaking bottle or a soaked umbrella stored in a bag, can therefore be enough to alter the document. To limit the risks, the expert recommends keeping the passport in a dry place and protecting it with a suitable pouch.

Checks to perform before booking your departure

Even if the passport seems in good condition, a careful check is advised several weeks, even months before the trip. Leslie Coleman recommends not waiting until the eve of departure. “A good rule is to inspect your passport as soon as you book your trip so you have enough time to address any potential damage if it is damaged”, she advises.

The expert also invites verifying that the document is properly signed, that the pages are clean, with no annotations other than official stamps, and that no page is missing or torn. Another point deserves particular attention: the barcode. “A scratch on this barcode could render it unreadable by the computers used to verify it”, warns Leslie Coleman, again in Travel + Leisure. If the computer systems cannot read these details, the passport may be considered non-compliant.

Finally, one should not focus solely on the identity page. Authorities examine the document as a whole. “Each page of your passport is as important as the others. If one page is damaged, the entire passport becomes invalid. Your passport is an official document and must be intact and perfectly compliant”, she reminds us.

If damage is detected shortly before a departure, it is nevertheless possible to request a new passport through an expedited procedure when deadlines are very tight. However, it is better to avoid reaching that point by inspecting your document during travel preparation.

In the same series “Travelers’ Tips”:

How (perhaps) to obtain a passport quickly before the summer holidays?

Choosing your seat on a plane: the mistakes that can ruin your entire trip

This new airport scam could have you stopped abroad

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


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

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

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



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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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


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


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

As a newcomer, acquisition offers flood in.

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

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

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

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

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

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

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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


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


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

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

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

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

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

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

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

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

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


Voyages Guilloux: A Mini-Network Under Construction

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

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

We already had plenty of requests.

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



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

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

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

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


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

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

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

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

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

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


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

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

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

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

The coaches, we know how to fill them.

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

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


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

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

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

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

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

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

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


Voyages Guilloux: “We Took a Mimetism Approach”

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

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

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

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

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

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

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


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

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

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


Voyages Guilloux: Revenue Has Been Multiplied by Six Since 2020

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

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

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

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

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

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

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

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

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

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

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

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


Paris Tourism Barometer: April 2026 Stable Despite Air Travel Dip


Les arrivées aériennes enregistrent une baisse de 2,3% sur le mois d’avril 2026 - DepositPhotoos.com, encrier

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The Paris Tourism Barometer has unveiled its figures for April 2026: 3.4 million visitors arrived in the capital.

The period was notably boosted by the Paris Marathon, the Francophone Diabetes Society Congress, and the Easter long weekend.

Hotel RevPAR, however, advanced compared with 2025 thanks to a slight increase in the average price, even as the occupancy rate fell by 0.3 percentage point.

Air arrivals nonetheless recorded a 2.3% decline for the month of April versus 2025. The business segment rose slightly (+2.7%), while the group travel clientèle dropped by 17.4%.


What about spring?

As for the May Day long weekend, it proved less dynamic than in 2025 with a 8% drop in attendance. Conversely, the May 8 weekend posted a 10.9% rise, notably driven by French visitors.

This trend is also reflected in hotel performances, with a 3.3% decrease in occupancy on the May 1st weekend, versus a 2.6% increase on the May 8 weekend.

Early estimates for the month of June point to a 10.9% decline in air bookings and a predicted 4.3% drop in hotel occupancy.

Several events are expected to support summer activity, notably The Weeknd concerts at the Stade de France in July, Bad Bunny performances at Paris La Défense Arena, and several international congresses held at Paris Expo Porte de Versailles and the Palais des Congrès.

The 2026 European Swimming Championships, staged between Paris and Saint-Denis from July 31 to August 16, should also help bolster tourist attendance during the summer.

Flight Centre Travel Group: Profit Rises in H1 FY2026


Flight Centre Travel Group : bénéfice en hausse au premier semestre 2026 - Depositphotos.com Auteur Maridav

IFTM TourMaG Party


Flight Centre Travel Group (FLT) unveiled on February 26 solid financial results for the half-year ended December 31, 2025. Underlying profit before tax (UPBT) stood at AUD 124.6 million (EUR 75.07 million), up 4% from the prior year (AUD 119.7 million or EUR 72.11 million).

The group’s Corporate division, led by the FCM Travel and Corporate Traveller brands, continues to set records in terms of business volume (TTV = Total Transaction Value=), according to a group press release.

In Europe, the momentum is particularly striking, notably thanks to the Meetings, Incentives, Conferences, and Exhibitions (MICE) sector.

Steve Norris, Chief Executive of FLT for the EMEA region, notes: « The solid expansion of FCM Meetings and Events has paved the way, the United Kingdom posting a year-on-year increase of 46 %. This success reflects the stability and reliability of FCM’s service delivery, underscored by its strongest post-COVID performance in terms of SLA (Service Level Agreement). »


“There are opportunities for well-positioned players”

These results are driven notably by artificial intelligence and innovation. « This is not about making people work harder. It is about working smarter through AI-based tools and streamlined processes that free up our consultants to focus on complex and high-value client engagements », explains Chris Galanty, Global Head of Corporate at Flight Centre Travel Group.

The group is betting on its proprietary technology platforms, notably Melon and FCM Booking (backed by the Whereto technology), to streamline the client experience.

Today, 10 % of FCM’s global revenue comes from events, payment solutions and advisory services.

As the corporate travel sector enters a period of intense consolidation, Chris Galanty is taking an offensive stance:

« New players disrupt traditional models. (…) This creates opportunities for well-positioned players – and we are seizing them with a strong portfolio of new accounts and high retention. »

With Asia back in profitability and a 13 % growth in the SME segment in the United States, Flight Centre Travel Group, the company approaches the second half of 2026 with clearly expressed confidence.

FCM Consulting Launches an Index to Measure the Value of Business Travel


FCM Consulting lance un index pour mesurer la valeur des voyages d’affaires - Depositphotos.com, ml12nan

IFTM TourMaG Party


Facing rising pressure on costs and increasing performance demands, FCM Consulting unveils a new tool designed to quantify the value of business travel.

Named Travel Impact Index, it aims to help companies to evaluate more precisely the impact of their business travel programs.

In a context where top management expects measurable returns on investments, travel managers must now demonstrate that business travel contributes to the company’s overall performance.

Beyond their cost, these programs are increasingly analyzed in terms of their ability to generate value.

The Travel Impact Index thus offers a structured analytical framework, enabling an assessment of a travel program’s maturity across several criteria: governance, risk management, data visibility, supplier strategy and stakeholder engagement.

The tool rests on a series of questions designed to measure to what extent travel supports strategic objectives, while minimizing risks and guiding organizational transformations.


A broader approach beyond cost savings

With this index, FCM Consulting aims to go beyond a purely budgetary view of business travel.

The tool invites integrating indicators that are often less visible, such as reducing legal risks, improving the traveler experience, and the impact of travel on business performance.

For Jo Lloyd, Global Head of Customer Management and Consulting at FCM, travel management cannot be reduced to a simple cost-based logic.

Automation and access to data can give the impression that travel management boils down to a price question. In reality, the value lies in expertise, risk management and the decisions made behind each trip.


A decision-support lever for travel managers

According to FCM Consulting, if travel managers acknowledge the need to demonstrate the impact of their programs, discussions with executives are still largely focused on expenditures.

The Travel Impact Index’s objective is therefore to provide indicators aligned with decision-makers’ expectations.

If an organization understands the value of a travel program, it will invest in it. The Travel Impact Index helps travel managers present that value with indicators that speak to decision-makers“, concludes Jo Lloyd.


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

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SAP Concur and Amex GBT Strengthen Their Unified Travel and Expense Platform


SAP Concur et Amex GBT renforcent leur plateforme unifiée voyage et dépenses - Depositphotos.com Auteur AllaSerebrina

IFTM TourMaG Party


On the occasion of the SAP Concur Fusion 2026 event, SAP Concur and American Express Global Business Travel (Amex GBT) announced new advances around Complete, their joint travel and expense management solution.

Objective: accelerate the integration of traveler and financial journeys through artificial intelligence and an enriched content offering.

Launched in October 2025 within a strategic alliance between the two groups, Complete aims to combine booking, services, payments and expense management within a single experience.


An AI connected to travel advisors

Since then, its adoption has accelerated, driven by enterprises’ demand for a smoother and smarter travel experience, according to the release.

Among the main evolutions announced, the solution now integrates a conversational platform connected to Joule, SAP’s agentic AI.

This platform is able to accompany the traveler throughout their trip, with a particular feature: an automatic transfer to an Amex GBT human travel advisor when the situation warrants, without the traveler having to switch interfaces.

The full integration of Joule is expected in the second quarter of 2026.


Expanded access to transport contents

Complete also gains a new interface dedicated to travel managers. This homepage centralizes data, management tools, approvals and duty-of-care information.

Presented as a single entry point, it should enable monitoring programs, accessing reports and anticipating budget overruns, with analytical capabilities set to be strengthened in future versions.

Another major evolution: the complete integration of the Amex GBT marketplace, giving access to more than 600 airlines and 2 million properties, as well as content from Booking.com, Expedia, NDC and GDS.

The platform also opens to more than 80 rail operators.

The two partners also announce working on a unified NDC implementation to ensure consistent and predictable access to direct airfares.


Towards full automation of expense reports

Building on the 2025 announcements, the integration between Concur Expense and Amex GBT Egencia is being realized. Reservations made via Egencia now automatically feed expense reports with prefilled data.

« Employees no longer have to re-enter their travel details, and finance teams benefit from more reliable data », states the release. This feature is slated for rollout in April 2026 after a pilot phase.

Finally, SAP Concur and Amex GBT are launching a program dedicated to business travel management (TMCs), with two levels of certification: Gold and Silver.

Business Travel: Long Lake Acquires Amex GBT


Amex GBT va passer sous pavillon privé après son rachat par Long Lake - DepositPhotos.com, Rawpixel

IFTM TourMaG Party


American Express Global Business Travel a annoncé, le 4 mai 2026, avoir conclu un accord définitif en vue de son acquisition par Long Lake Management, dans le cadre d’une transaction d’une valeur d’environ 6,3 milliards de dollars.

Aux termes de l’accord, les actionnaires d’Amex GBT recevront 9,50 $ par action en espèces, ce qui représente une prime de 60,2% par rapport au cours de clôture de l’action Amex GBT le 1er mai 2026, le dernier jour de bourse complet avant l’annonce de la transaction, et une prime d’environ 65,1% par rapport au prix moyen pondéré par les volumes de l’action Amex GBT pour les 30 jours se terminant le 1er mai 2026“, selon le communiqué officiel.

La transaction devrait être finalisée au cours du second semestre 2026, sous réserve notamment de l’approbation des actionnaires d’Amex GBT et l’obtention des autorisations réglementaires requises.

Une fois la transaction finalisée, les actions ordinaires d’Amex GBT ne seront plus cotées en bourse et Amex GBT deviendra une société privée.

A noter qu’American Express, Expedia, Qatar Investment Authority et BlackRock, représentant collectivement 69% des actions de GBT, ont conclu des accords de vote en faveur de la transaction.

Lire aussi : Read also: What challenges for business travel in 2026?


Behind this acquisition, an acceleration of the transformation of business travel

The deal is financed by a combination of equity contributed by Long Lake’s existing investors and Koch Equity Development LLC (“Koch”), Koch, Inc.’s main investment and acquisition arm, and by a debt financing guaranteed by JPMorgan, Bank of America, Citi and MUFG.

It marks the shift of a key publicly traded player to a private model, potentially more agile in its technology investments.

Thanks to Long Lake’s applied artificial intelligence capabilities, our travel expertise, our global reach and decades of trusted relationships with clients and suppliers, Amex GBT is a driver of transformation for business travel“, stated Paul Abbott, Chief Executive Officer of Amex GBT.

The future of business travel will rest on seamless collaboration between AI and human agents, serving every traveler: shorter booking lead times, proactive handling of contingencies and simplified travel administration. In partnership with Long Lake, Amex GBT will continue to invest heavily in these technologies and maintain its status for excellent customer service” added, for his part, Alex Taubman, co-founder and CEO of Long Lake.

For reference, American Express Global Business Travel (Amex GBT) is a leader in software and services for travel, expense management and the organization of meetings and events, operating in more than 140 countries.

Read also: Amex GBT, Marietton, ATPI: the behind-the-scenes of consolidation in business travel

FCM Travel to Deploy Sam in 90+ Countries Starting June 2026


Sam, le nouvel agent IA de FCM Travel.   DepositPhotos.com/sdecoret

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FCM Travel annonce le déploiement mondial de Sam, son assistant alimenté par l’intelligence artificielle à partir de juin 2026.

FCM Travel précise que Sam a été développé en interne et intégré directement à l’infrastructure technologique du groupe, plutôt que comme une couche ajoutée à des systèmes existants.

La solution est destinée aux voyageurs d’affaires, aux réservataires et aux travel managers. Elle doit permettre d’accompagner l’ensemble du parcours voyageur, depuis la réservation jusqu’au suivi du programme voyages.


Un assistant connecté aux politiques voyages des entreprises

Selon John Morhous,directeur de l’expérience client mondiale, Sam a été conçu pour garantir un haut niveau de précision et de conformité aux politiques internes des entreprises.

L’assistant applique automatiquement les règles liées aux plafonds de dépenses, aux validations internes ou aux fournisseurs référencés. Un voyageur ne pourra par exemple pas recevoir de proposition de billet en classe affaires si cette option n’est pas autorisée dans la politique voyages de son entreprise.

FCM Travel précise également que les données des clients restent stockées dans son environnement privé et ne sont pas utilisées pour entraîner des modèles publics d’intelligence artificielle.

Au lancement, Sam permettra notamment aux travel managers d’accéder aux données de leurs programmes via des échanges en langage naturel et de basculer vers les outils de réservation déjà utilisés par les entreprises.



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