How is the sector faring in a busy geopolitical context?
France continues to be on top of the podium of global destinations. The French Riviera is extremely dynamic, with multiple targets beyond just high-end tourism. Today we rediscover the mountains for example, which is a great example of our ability to diversify offerings to attract a maximum number of markets. Of course, the ongoing conflicts have and will have short-term consequences, especially on clients – I think of the Middle East – who are forced to cancel their trips. It is difficult to predict if there will be consequences for the summer season, and if this conflict will generate repercussions on global inflation. For France, this could be an opportunity. We will need to adapt.
What do you mean by opportunity?
Firstly, with 76% of tourists from neighboring countries, France is well positioned. Swiss, German, Belgian, British tourists will continue to come. We need to increase the average revenue per foreign tourist welcomed, we have already achieved a 10% increase in these revenues in 2025, with the government’s goal of reaching €100 billion in total spending in France by 2030 (€77 billion today, editor’s note). If we continue at this pace, it is an achievable goal. It also involves better use of our data, and modernizing our strategies.
Should high-end tourism be promoted for this?
Tourism in recent years has evolved significantly, becoming an extremely competitive sector internationally. Since COVID, many countries are investing public money into the sector to promote their destinations. Despite this, we remain leaders. This means that foreign tourists are willing to pay much more than before for an authentic experience. The ambition is not to become a luxury destination, but rather to capitalize on our many assets, in each of our regions, including the overseas territories, in a country that offers a wide range of activities, landscapes, heritages, and expertise. Without an over-concentration of tourist flows as seen in some Italian or Spanish cities. To achieve our goal of increased spending, we are focusing primarily on foreign revenues, by working on improving the quality and diversity of offerings, whether it be transportation, accommodations, or activities. It is a sustainable strategy, which has already proven successful, based on the 2025 results. However, it is true that to maintain these optimal reception capacities, we must not exceed 100 million tourists per year.
These international clients, are they potentially the most affected by the current crises?
There are certainly many headwinds. Global flows to France will be disrupted, with disturbances in the major hubs of the Middle East. Airfares are likely to significantly increase following the rise in oil prices, which will also lead to a general and global decrease in consumer purchasing power. Some countries, such as India or Japan, may even suffer from shortages if the situation worsens. Until the end of summer, we are confident, reservations are made. After that…
The French Riviera, seen from Paris?
It is an extremely dynamic market, with strong performances over time including in terms of diversification. Apart from luxury, there is a significant growth, in a region that has managed to reinvent itself. It is a strong growth driver for French tourism.
“A country of excellence and innovation”
According to Adam Oubuih, it is essential to “nurture this unique identity that is ours“. And to ensure the security of the destination, which could attract sensitive clients like the USA. “The Paris Olympic Games have helped us a lot, they have demonstrated our ability to secure the event and the country.” A welcome stability, which has meant that even in a crisis situation, the recent declines in high-end clientele on the French Riviera and in Paris have not exceeded -5%. “The dynamism of this France Rendez-vous proves it. It is a record edition, which shows that there is demand for an authentic, bold, and secure France.“
