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Travel Tech Factory: Six Specialized Factories, New SEO & GEO Offering, and a Sovereign Travel AI

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Six Factories, a Single Logic

© Travel Tech Factory

Top of Travel


Travel Tech Factory has structured ten years of expertise into six specialized Factories: Advisory, Connect, Web, Content, Intelligence, and Business Travel. Each Factory acts as an independent entry point: a crisis-hit NDC-powered tour operator activates Travel Connect Factory; a stagnating OTA engages Travel Web Factory. We enter through the urgent need, assess, and scale if it holds. Travel Advisory Factory shapes the trajectories of transformation. Travel Connect Factory stabilizes GDS and NDC integrations without a mandated overhaul. Business Travel Factory leads compliance and the duty of care.


TA’I: the sovereign AI that handles bookings

With TA’I, its sovereign travel AI, Travel Tech Factory addresses the limits of generic LLMs (price hallucinations, ignorance of IATA rules). TA’I is trained on travel-specific data under native business governance. A major difference: connected to GDS, Orchestra, and distribution platforms, TA’I can carry out the reservation. It marks the transition from an AI assistant to an operational AI agent — governed, traceable, validated. Adoption is measurable. Productivity gains are verifiable.


Travel Content Factory: SEO and GEO content

The new Travel Content Factory offering industrializes the production of travel content that is 100% original, optimized for traditional SEO and for GEO — search engine optimization via generative AI. The base catalog is not the same as the web catalog: Travel Content Factory delivers dozens of descriptions in record time, with human validation, for tour operators, agencies, hoteliers, airlines, and DMCs. In a sector where Google deploys its own travel AI tools, this dual optimization becomes strategic.


Industry expertise, ROI as the guiding principle

A decade in travel creates reflexes that generalists do not possess. Knowing IATA rules, understanding where flows break, anticipating exceptions — this is the industry expertise that Travel Tech Factory’s clients buy. And behind each Factory, a single motto: ROI. Measured before, during, and after. Not magicians — practical, effective professionals with ten years of real-world travel projects, at airlines, travel agencies, hoteliers, and tour operators.


Learn More About Travel Tech Factory


Travel Tech Factory : Six Factories spécialisées, une nouvelle offre SEO et GEO et une IA Travel souveraine
Website: https://traveltechfactory.com

Email: [email protected]

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The Pioneers Forum 2026 Live [ABO]

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Top of Travel: A Featured Window into TourMag’s Digital Edition

In the latest digital edition of TourMag, a dedicated module called “Top of Travel” takes center stage, pairing a prominent promotional banner with a focused, reader-friendly presentation. The layout positions an advertisement to the left, drawing the eye with a bold visual cue, while the main content area is streamlined for easy consumption. The banner, branded with the label “Top of Travel,” immediately signals a curated highlight reel designed to showcase travel stories, trends, and recommendations.

At the heart of the page lies an embedded live experience that invites readers to engage with freshly updated material. The central column hosts a live feed that is delivered through an embedded streaming element, allowing real-time interaction with current travel content. This live component acts as a dynamic gateway to evolving stories, enabling readers to access timely coverage without navigating away from the page. The implementation emphasizes a seamless, uninterrupted viewing experience, ensuring that the latest developments in travel are readily accessible.

The page’s visual narrative is anchored by a striking photograph credited to Jules Despretz. The image serves as a focal point for the reader, offering a compelling entry into the surrounding text and multimedia elements. The accompanying credit acknowledges the photographer’s contribution, underscoring TourMag’s commitment to showcasing high-quality visuals in conjunction with text-based reporting. The presentation of the image aligns with the site’s broader editorial aesthetic, balancing aesthetic appeal with informative content.

Layout choices throughout the page reflect a deliberate emphasis on readability and focus. The design minimizes distractions by hiding auxiliary columns and optimizing the main reading area for a clean, centered experience. This approach prioritizes the core article content and the embedded live feed, allowing readers to immerse themselves in the subject matter without the clutter often associated with multi-column layouts. The result is a streamlined, distraction-free environment that highlights the featured travel coverage.

The structure also conveys a sense of immediacy and accessibility. By presenting the most relevant material in a single, prominent column, readers can quickly grasp the key narratives and then explore related multimedia elements as desired. The combination of an eye-catching banner, a live content stream, and a powerful photographic centerpiece creates a cohesive reading experience that mirrors contemporary digital publishing trends, where speed, clarity, and visual engagement are paramount.

In keeping with TourMag’s editorial cadence, the page integrates multi-media elements to supplement traditional text. The live feed provides an ongoing stream of travel conversations, updates, and perspectives, complementing the article’s written components. Readers are invited to interact with the content through the embedded experience, experiencing a blend of reporting, commentary, and real-time commentary that enriches the overall narrative.

The photographic highlight by Jules Despretz anchors the page’s visual storytelling. The image’s presence reinforces the journalistic value of pairing descriptive prose with compelling visuals, offering readers a more immersive understanding of the travel landscape. While the banner and the live feed drive the page’s dynamic qualities, the still photograph grounds the experience with a moment of visual resonance.

From a technical standpoint, the page adopts a focused approach to presentation. The left-side promotional element, the central live content module, and the prominent photograph work in concert to deliver a concise, engaging experience. The removal of extraneous side columns and the centering of the primary content contribute to a clean, modern aesthetic that aligns with contemporary web design principles. This layout choice supports quick scanning, easy navigation, and a straightforward path from introduction to multimedia exploration.

In summary, TourMag’s Top of Travel page exemplifies a deliberate fusion of advertising, live content, and high-quality photography to create a compelling reader experience. The combination of a bold promotional banner, a real-time embedded feed, and a captivating credit for the lead image demonstrates how editorial teams can harmonize commercial elements with substantive travel coverage. The result is a focused, immersive environment that invites readers to explore current travel narratives in a streamlined, visually engaging format.

GreenGo in the City: A Quest for Fame and Profitability

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GreenGo vise la rentabilité en 2027 - Crédit photo : Joga

Top of Travel


After a record-breaking year in 2025, GreenGo has no intention of resting on its laurels.

During the previous financial year, the startup recorded 70,000 travelers, for over 200,000 overnight stays, marking a 100% growth. 2026, while more challenging due to the Middle East conflict and a cautious mood among the French, appears to continue on this trajectory.

Growth at any cost is no longer the standard, as GreenGo has chosen the path of “profitable growth”, in order to present a positive financial statement as early as 2027.

“Our booking volumes are beginning to look promising, as in 2026 we should cross the €15 million mark, then exceed €20-25 million in 2027.

It’s really exciting, but it requires a lot of work. It’s tough, but there are numbers that don’t lie.

We currently have an average rating of 4.87 out of 5, so we’re hitting the mark. And happy customers come back, which is cheaper than running marketing campaigns“, shares Guillaume Jouffre.

And yet, for the first time in its history, GreenGo will step off the screens to become visible in France’s largest cities, in an unexpected format.


GreenGo: “We have a brand-awareness challenge”

Since May 21, 2026, the startup has been appearing in major cities across France.



Wanting to establish itself as an alternative to American platforms and market giants, GreenGo decided to run a disruptive outdoor advertising campaign, aiming to dispel the myth of long-haul travel.

The visuals feature French locations, well-known or not, that closely resemble famous tourist sites around the world, with short phrases intended to catch the eye of pedestrians, drivers, or cyclists, such as: “This is like Canada, with eight hours less of flying” or “There’s a Cyclades vibe, but without the people.”

A large-scale marketing campaign for a company of around twenty people, going against the grain of a digital-native firm, since it is deployed on billboards and at bus shelters.

“This is a major action for us at our scale, allowing us to be visible in hundreds of places in cities like Paris, Lyon, Toulouse, etc. We must acknowledge that this is our first awareness campaign. Our starting premise is simple: we see that GreenGo resonates with people, that individuals identify with the idea of traveling better. When they know us and try us, they come back“, explains the platform’s founder.

Early in the year, the startup conducted a brand tracker to measure its awareness among the general public. In the survey, French people were asked to name travel brands they knew from a provided list.

And surprise, GreenGo appeared in 5% of cases.

“It’s not nothing, but it’s not a lot either. We therefore have a brand-awareness challenge, and to improve this, there is no secret: we must invest in marketing.”


GreenGo inaugurates its first outdoor advertising campaign in cities and bus shelters

This is how the idea of placing outdoor boards in the urban centers of France came about.

But why choose this route for a platform that launched online in 2021?

“We also invest a lot in social networks and Google. To be honest, we work across 15 different acquisition channels. We needed to diversify our communication channels and move toward offline channels.

We could have chosen among outdoor advertising, radio and television, but these media are not very accessible to us.



For people to know us more broadly, we must invest, while being prudent to avoid burning through cash. After all, this is a first step, the beginning of what we plan to roll out in the coming years“, hopes he.

And ultimately, to gain visibility, GreenGo will multiply its presence by ensuring physical and visual visibility in French cities, while also deploying the same campaign on social networks and through influencer actions.

To read: From France’s roads to Argentine glaciers… Guillaume Jouffre’s transformative travels

It is therefore a comprehensive effort to be visible to a large portion of the French population.

“The theme we’ve chosen is that you don’t need to travel to the far corners of the world to enjoy your holidays. It’s like the United States, but without Donald Trump.

We do not foreground the environmental aspect, even if it is underlying, but rather the side of desire and longing. Our mission is to encourage people to travel locally or not too far, to reduce the impact of holidays“, analyses Guillaume Jouffre.

Incidentally, note that another site has also undergone a transformation by stepping away from digital to advertise in the Paris metro. Founded in 2016, Kombo launched its first offline campaign during the last two weeks of April.


Summer 2027: GreenGo expects a ketchup effect on bookings


Guillaume Jouffre, fondateur de GreenGo - Photo GreenGO

Matthieu Marquenet, founder of Kombo, feels that his company has evolved from a simple website into a well-known brand. An achievement that will probably not immediately boost revenue, but rather in the medium and long term.

This will likely also be the case for GreenGo, even if the challenge remains to successfully navigate a summer that appears to be complicated. According to many professionals, including specialists on France, the summer season is presently in the background.

“The economic context is peculiar and we observe a rather strange trend, with the booking window shrinking. In March and April, it shortened by more than a week: we went from 67 days to 60 days between booking and stay.

Moreover, we observe that the average order value is slightly down, by about 3 to 4%, and the number of nights is also decreasing.”

I don’t think the French will drastically cut their vacation budgets or their desire to travel. I bet they simply shifted their booking window due to the conflict. There is a lot of hesitancy. We are waiting for the ketchup effect; the question is when it will occur“, estimates the gastronome Guillaume Jouffre.

The ketchup effect was popularized by footballer and economist Cristiano Ronaldo, who stated in 2010 that “Goals are like ketchup: when they come, they all come at once.”

The expression has since been used in the Harvard Business Review to describe a product, a market, or an asset that struggles to find its audience, before suddenly accelerating.

So, will tourism experience its ketchup moment? No one knows for sure, but the entire industry hopes so. It will depend on Trump and his willingness, or not, to end the conflict, on oil prices, and on a potential economic crisis.

In any case, this hesitation does not seem to scare GreenGo’s teams.


GreenGo: “We no longer want to be dependent on fundraising”

“We continue to sign up new hosts, almost 1,000 locations per month, while maintaining our level of rigor, meaning accommodations that are committed and with a certain degree of uniqueness“, continues the leader.

And despite everything, the satisfaction rate remains high, with an average rating of 4.87 out of 5.

The startup’s audience is looking for an offering that isn’t industrialized, with character, where human touch remains important, all without necessarily being premium.

A development, as with gift cards, made possible by the capital opening completed with 772 micro-shareholders. In just three days, it raised €1.6 million.

“We feel the wind has shifted, that funding in the startup field is more complex, and when you run a company focused on eco-responsibility and travel tech, it’s even harder.” We have entered a phase where we must be capable of reaching profitability next year. For the first time, we anticipate break-even at a scale that is already ambitious, and that pleases us.

This is not an indispensable path; we could choose to raise funds, but it is our strategic choice. The venture capital market has certainly cooled, and we no longer want to be dependent on fundraisings that force burning cash. We want to build something solid“, states the founder, setting the course.

Nevertheless, nothing guarantees that another fundraising round won’t occur in the coming months.

In a way, the teams want to take a breath after several sprint-like efforts to ensure GreenGo’s growth.

Europe remains an ambition, but a bit farther off, as its conquest requires funds. It will partly depend on the next fiscal year. What about developing a purpose-driven company for a more sustainable world in a rather unfavorable context?

“Like everyone else, I’m observing this backlash, which really coincides with Donald Trump’s election. It is much harder to talk about ecology in the media and reach is lower even on social networks.”

I belong to those who think we should not cling to these topics at all costs, but rather shift the communication strategy. We must use the desirability angle and say that our product has a positive impact, instead of talking about urgency and saying it’s a catastrophe.

We must stay engaged, while steering toward more broadly acceptable themes, such as domestic production (made in France) on our side


AirPlus, Kresus, and Mastercard Target Indirect Expenses for Businesses

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AirPlus, Kresus et Mastercard s’attaquent aux dépenses indirectes des entreprises - Depositphotos.com Auteur wutwhan

Top of Travel


AirPlus International and Kresus Technologies have forged a strategic partnership in collaboration with Mastercard. The aim: to offer European businesses a centralized solution for managing and paying for so-called « non-strategic» purchases.

The new offering combines AirPlus virtual cards, the technology platform developed by Kresus Technologies, and Mastercard’s global acceptance network.

According to the partners, this solution should enable finance and procurement teams to gain visibility and control over expenditures that are often dispersed and lightly governed.


Indirect spending can account for between 20% and 30% of total expenditures

Indirect spending includes digital subscriptions, one-off purchases, software license renewals, and certain urgent repairs. Although they are typically modest in individual value, they can represent between 20% and 30% of a company’s total expenditures, notes a press release.

The solution rests on three core features: payment acceptance, expense approval, and automated accounting integration. In practical terms, companies will be able to settle with suppliers, including those that do not traditionally accept card payments, without having to reference them in their purchasing systems.

Each transaction can also be routed through approval workflows configurable to the company’s internal policies.

Finally, payments will be automatically reconciled in the existing ERP and accounting tools, ensuring better alignment between cash flows and accounting.

eDreams ODIGEO Posts Strong Profitability Growth in 2026

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eDreams ODIGEO affiche une forte progression de sa rentabilité en 2026 - Depositphotos.com Auteur T.Schneider

Top of Travel


eDreams ODIGEO published, on Thursday, May 28, 2026, annual results that beat forecasts for the year ended March 31, 2026. The group, which positions itself as the world leader in travel subscriptions, posted a record adjusted net income of €72.9 million, up 42% year over year.

The company also surpassed its growth targets for its Prime subscription offering. In the period, 643,000 new subscribers joined the program, a figure higher than the 600,000 expected. Prime now has 8 million members.

Cash EBITDA reached €157 million, above the group’s forecasts, while adjusted EBITDA rose 29% to €172.3 million. The reported net income amounted to €52.2 million.


eDreams ODIGEO targets more than 13 million Prime subscribers by 2030

For Dana Dunne, CEO of eDreams ODIGEO, these results confirm the robustness of the group’s subscription model. “Our subscription platform fosters predictable and recurring revenues, which protects us from market volatility and supports sustainable growth,” he says.

The group also notes in a press release that its investment strategy and increased use of artificial intelligence should support its transformation into a global travel platform. Its new strategic roadmap envisages reaching over 13 million Prime subscribers and a Cash EBITDA above €270 million by 2030.

HotelRez Names New VP of Platform Strategy

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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).

Kosmo Travel Group Selects SpeedMedia Solution

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© Pixabay - Mohamed Hassan

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What were your main technological challenges before choosing SpeedMedia?

AD : Kosmo Travel Group is a tour operator specializing in group and incentive travel and today developing in the GIR segment.

Before SpeedMedia, our main challenge was clearly the technological optimization of our model. We had the products but not effective tools, little automation in the distribution of our offers and a difficulty in delivering our GIR offering.


What were the decisive factors that convinced you SpeedMedia was the ideal partner?

AD : For our choice, three key elements made the difference:

The travel-distribution oriented product logic. SpeedMedia isn’t a generic tool; it’s a solution crafted for our métier, with a real understanding of the composition and the peculiarities of travel products. Next, the integration and modularity capability; we needed a foundation that could interface while remaining flexible and scalable, and SpeedMedia offered us this architecture.

And finally the long-term vision, because beyond the tool, we sensed a genuine partnership logic, a clear roadmap, a capacity to co-create, and a tech + business approach, which is quite rare in the market.


How did the SpeedMedia teams’ support ease the transition?

AD : The transition was much smoother than we had anticipated.

The SpeedMedia teams provided a structured project framework, with clear milestones, highly operational support on data migration, and above all the ability to adapt to our business constraints.

We did not feel like we were “subject to a tool,” but rather co-building a solution tailored to our model.

The real plus was their ability to bridge the gap between technical aspects and business usage, which significantly reduced internal friction.


Concretely, what has the platform changed in your day-to-day operations?

AD : The change is fairly evident on several levels:

Centralization of flows, faster time-to-market, and an improved sales experience.


If you had to define your relationship with the support and SpeedMedia teams in three words?

AD : Responsiveness – Expertise – Partnership


How do you view your collaboration with Kosmo Travel Groups?


In what way did you approach this project to meet their GIR-specific needs?

LZ : From our very first exchanges, we perceived an agency with a real identity and a solid GIR offering. The challenge wasn’t merely to give them a website, but to provide them with a reliable system designed to ease their daily operations. Therefore, before talking tools or solutions, we took the time to understand their on-the-ground reality: how a GIR file is built for them, where frictions lie… Indeed, GIR requires strict rigor in stock and flow management: real-time availability, supplier commitments to honor, margins to be steered with precision.

It was therefore essential that they have an environment capable of adapting to these requirements.


Data migration is always a sensitive moment; how did you handle it?

LZ : Data migration is a step often dreaded; we implemented a step-by-step support to guarantee a smooth transition for Kosmo Travel. Our role was to absorb all the technical complexity to deliver a simple interface: we manage the technological gears so they can run their business with peace of mind.


And now, what is your role alongside Kosmo Travel in the future?


© Kosmo Travel Group

LZ : To sustain Kosmo Travel’s momentum, we will continue to evolve our technical solutions in line with their objectives. Concretely, this means staying attentive to their needs even before they are fully articulated, monitoring their metrics, and sharing best practices.

What we aim to build long term is a relationship in which Kosmo Travel knows they can rely on us to understand their business, share their ambitions, and put our technology at the service of their vision.


Contacts


Kosmo Travel Group opte pour la solution de SpeedMedia
Feel free to contact Léa and her teams for any inquiry. We offer demos via screen sharing, conference calls, emails, meetings… we look forward to hearing from you :

• Write to us: [email protected]

• Phone: + 33 (0)1 84 16 52 90

• Or on our site: https://www.speedmedia.fr

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Airbnb: 3rd Edition of the Heritage and Local Tourism Grand Prix

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Airbnb et la Fondation du patrimoine lancent la 3e édition du « Grand Prix du patrimoine et du tourisme local », Despositphotos.com, Photo by Primakov

Dream Yacht


From Monday, June 1, Airbnb and the Heritage Foundation invite the French to vote to support the project of their choice among 12 emblematic rural sites spread across France.

This initiative, with Airbnb as a sponsor, aims to restore the heritage of communes with less than 20,000 inhabitants that hold significant historical, architectural, or cultural interest, in order to turn them into drivers of economic and tourist development:

  • The Pionsat Castle (Puy-de-Dôme)​
  • The Cachat refreshment stand in Evian-les-Bains (Haute-Savoie)
  • The La Mure Market Hall (Isère)

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  • The Châtelet of the Château de Vitré (Ille-et-Vilaine)
  • Capu Neru Tower in Coti-Chiavari (South Corsica)
  • The Governor’s Stables and the King’s Bastion in Rocroi (Ardennes)
  • The Lewarde Mining History Center (Nord)
  • The Daubigny Museum in Auvers-sur-Oise (Val-d’Oise)
  • The Medieval Castle of Château-sur-Epte (Eure)
  • The Suspension Bridge of Tonnay-Charente (Charente-Maritime)​
  • Saint-Pierre Church of Collonges-la-Rouge (Corrèze)​​
  • Marsillargues Castle (Hérault)

The three communes that receive the most votes will benefit from substantial financial support to accelerate restoration work: €150,000 for first prize, €125,000 for second, and €100,000 for third.


How to vote?

The general public has a voting window from June 1 to June 28, 2026, at midnight to express their vote and back their favorite site.

To participate, all you need to do is log on to the official website of the Heritage Foundation. The winners will then be announced during July 2026.

Alexandre Giuglaris, General Manager of the Heritage Foundation, states: “Heritage is a cause that brings people together. Through this Grand Prix, the Heritage Foundation invites everyone to support the heritage site that matters most to them. By voting, you contribute concretely to safeguarding the treasures of our rural landscapes.”


A Real Impact for France’s Rural Areas

This competition is part of a broader program: since 2022, 215 projects located in rural zones across France have already benefited from support through this partnership.

Demonstrating the local roots of the initiative, nearly 90% of these projects are in towns with fewer than 3,500 inhabitants, and about 75% of them aim to ultimately welcome the public.

Tourism 2026: Decoding Travelers’ New Consumption Habits

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Le Mastercard Economics Institute a publié son rapport annuel « Travel Trends Report 2026 », Despositsphotos.com, Photo by olegda88

Dream Yacht


Following the strong rebound after the pandemic, the sector has entered a maturity phase.

For its 2026 edition, Mastercard’s annual report (based on macroeconomic analysis of real, aggregated and anonymized transaction data) paints a portrait of a global traveler who is resilient yet highly selective.

In the face of persistent inflation and rising fuel costs that drive higher hotel and airline prices, travelers do not give up on traveling. Instead, they weigh options, compare, and optimize their choices.

“Our data confirm that the travel economy remains resilient. Behaviors are shifting toward a more thoughtful approach, with Europeans placing greater emphasis on value for money, financial affordability, and authentic experiences“, analyzes Natalia Lechmanova, Chief Economist for Europe at the Mastercard Economics Institute.

Read: AirPlus, Kresus and Mastercard tackle corporate indirect spend


Europe remains the queen of the game (with Paris leading the spotlight)

In this global tourism competition, the Old Continent shines brilliantly. Europe maintains its status as the preferred destination for cultural and gastronomic tourism, occupying six of the ten top spots among the world’s most visited destinations.

Despite disruptions in energy supply chains and airspace disturbances forcing carriers to adjust certain routes, optimism prevails for the summer season.

Projections for air capacities from June to September indicate sustained growth compared with the previous year.

In this context, Paris is expected to register the strongest global growth.

Behind the French capital, Amsterdam and Brussels show similar momentum, while Barcelona, Madrid and Frankfurt also benefit from a notable rise in international arrivals.


Spending disparities: each nationality has its priorities

One of the report’s insights concerns analyzing tourist behavior once on the ground. In France, expenditures vary considerably based on visitors’ origins.

Swiss travelers favor retail, notably high-end shopping, making Paris their preferred destination. The British and the Dutch, meanwhile, clearly dedicate their budgets to gastronomy, emphasizing dining and haute cuisine.

The Germans adopt a more pragmatic approach, allocate a significant portion of their spending to everyday grocery purchases.

In Spain, the situation is radically different: nightlife occupies a prominent place. Consequently, British tourists spend on average 32% more than other nationalities in clubs and nightlife venues.


The eco-responsible boom: train travel (luxury) on the right rails

The second major trend highlighted in the 2026 edition is the dramatic rise in travel spending related to rail journeys between 2022 and 2025.

Supported by Europe’s strategy for sustainable mobility, which aims to double high-speed rail traffic by 2030, rail travel is no longer just a zero-emission transport option: it is becoming a true immersive experience.

Some nationalities stand out in this dynamic. Spanish travelers now allocate 2.7% of their travel budget to rail (versus 1.8% in 2022), followed closely by the Dutch (2.2%), as well as Belgians and the British (2.1%).

Beyond the conventional network, it is the luxury rail travel segment that is experiencing exceptional growth. Today it accounts for nearly 20% of global rail tourism expenditures. This premium market, particularly buoyant, especially appeals to Italian travelers, who alone dedicate half (50%) of their rail budget to these exceptional rail cruises.

Prodesti Announces Training Schedule Through February 2027

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Prodesti, publie son calendrier de formations jusqu’en février 2027 - Depositphotos.com @.shock

Dream Yacht


Prodesti announces the publication of its training calendar up to February 2027.

The Qualiopi-certified organization highlights a pedagogical model focused on on-the-ground expertise. The trainings are led by professionals actively working in the field, such as product managers, sales managers or leaders of tourism offices, ensuring a practical and up-to-date approach to destinations.

The organization also emphasizes a strict neutrality charter, excluding any promotion of a specific provider. This positioning meets the expectations of travel agencies and tour operators.

In a market marked by often late registrations, Prodesti encourages professionals to anticipate their training plans in order to strengthen their sales capabilities for destinations undergoing rapid evolution.


A dense training calendar from May to July 2026

Several sessions are still open during the first half of the year, with modules of 3h30 spread across two levels: Connaisseur and Specialist, enabling a progressive upskilling.

Among the upcoming trainings scheduled:

Colombia: June 2 and 4
South Korea: June 3 and 5
Egypt: June 10 and 12
Thailand: June 16 and 18
Argentina: June 17 and 19
Panama: June 18
Sri Lanka: June 23 and 25
Namibia: June 24 and 26
India: June 30 and July 2
Japan & Costa Rica: July 1 and 3

These modules aim to enable professionals to acquire operational reflexes, receive sales guidance and gain deep knowledge of the destinations.


French Polynesia joins the training catalog

Among the new offerings, Prodesti expands its program with a training dedicated to French Polynesia. Scheduled for December 1 and 3, 2026, via a multi-company videoconference, it will be led by Anne-Laure Gohier, a renowned expert on the destination.

With over 20 years of experience in crafting tailor-made journeys across the Pacific archipelagos, she will provide operational insights on accommodations, logistical constraints and the specifics of the different Polynesian territories. Since 2022, she has devoted herself exclusively to this destination, known for its complexity yet highly sought-after in the luxury segment.

Another calendar highlight: a partnership between Prodesti and the Peruvian Tourism Office around a free training dedicated to Peru.

Two in-person sessions titled Connaisseur of Peru will be organized: in Marseille, on June 16 from 14:00 to 18:00 at the Mercure Vieux-Port Hotel in Marseille Centre Vieux Port, and in Paris, on June 30 from 15:30 to 19:30 at the Embassy of Peru in Paris. Information and registrations with Adrien Champagnat: [email protected].

This initiative aims to help travel agents strengthen their knowledge of the destination while discovering Prodesti’s pedagogical format.

Finally, Prodesti has already published its training calendar covering September 2026 to February 2027. The sessions are open for booking.


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

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