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IN BRIEF
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Havas Voyages strengthens its Business Travel division with the arrival of Cyrille PELEGRIN at the head of the commercial and marketing direction. With a background combining major groups, ETI, and entrepreneurship, he will be in charge of commercial development, account management, as well as marketing and communication, with the goal of accelerating performance, loyalty, and visibility of the business travel offer in a rapidly evolving market.
The announcement of Cyrille PELEGRIN‘s appointment is part of a clear strategy: to strengthen the teams and the value proposition of Havas Voyages in the demanding segment of business travel. This appointment consolidates an already structured commercial setup while providing a new impetus to capture demand, streamline customer journeys, and better articulate commercial missions with marketing and communication.
This choice comes at a time when the travel ecosystem is rapidly evolving, at the intersection of contrasting economic cycles, geopolitical challenges, and the rise of digital tools that transform the customer experience. Managing commercial performance and account management becomes central to providing resilience and agility to companies’ travel programs.
An hybrid profile at the service of performance
Cyrille Pelegrin’s career has been built in various environments: large structured organizations, results-oriented ETI, and start-ups where speed of execution is key, one of which he founded and led for five years. This diversity gives him a comprehensive view of commercial dynamics: structuring sales cycles, activating data, optimizing the funnel, and fostering a culture of iteration to accelerate conversion and loyalty.
The ability to connect commercial direction with marketing and communication levers will be crucial to refine the positioning of the offer, enrich value-added content, and harmonize the message across all channels, from social media to face-to-face interactions, including omni-channel B2B environments.
An extensive scope: development, accounts, and brand
His field of action covers the entire client lifecycle: development of new markets, managing the portfolios, upsell and cross-sell strategies, governance of account management, and promoting the brand. This holistic approach should consolidate satisfaction and long-term value while creating tangible synergies between acquisition and retention.
In practical terms, this requires a fine alignment between service promise, SLA, quality of execution, and continuous measurement of results, with shared dashboards to manage client relationships and objectify performance.
A dynamic market that calls for agile responses
The international context requires navigating between expansion cycles and warning signals. The decline observed in certain leisure flows, such as the decline of leisure tourism in the United States, highlights the need for a fine, segmented commercial strategy by sectors and destinations. Geopolitical variables, whether concerning the trade war and its impacts or the effects of political announcements on international flows, as seen in the French tourism, impose flexible action plans and alternative scenarios.
At the same time, the industry is reorganizing around new balances and key appointments, such as the governance of easyJet Holidays or transformations underway at networks like Virtuoso. All these signs validate the relevance of strengthening the commercial direction to gain clarity, customer proximity, and responsiveness.
Beyond the appointment, the challenge lies in the rapid execution of an operational plan focused on three axes: acquisition, retention, and visibility. The goal is to increase market share in strategic accounts, better value the support for travelers and travel managers, and enhance the editorial and event presence of the Business Travel offer.
Accelerating acquisition and retention
Commercial development will rely on a more granular segmentation of targets, prioritizing dynamic sectors, and implementing account-based marketing programs. On the account management side, creating value-added service journeys (advanced reporting, benchmarking, optimization recommendations for policy travel, CSR support) will strengthen the anchoring of relationships and retention.
Marketing and communication at the service of Business Travel
Marketing and communication will be mobilized to clarify the value proposition, support evidence through data (savings indicators, service quality, traveler satisfaction), and extend the visibility of the offer on appropriate channels. Decision-support content and use cases will assist sales teams in shortening cycles and increasing conversion rates.
Commercial governance and performance management
A common management system between sales, account management, and marketing will allow for the synchronization of priorities: objectives by segment, portfolio contents, review rituals, and corrective action plans. The establishment of shared indicators—from the pipeline to traveler NPS—will foster a culture of measurement and continuous improvement, benefiting clients and internal teams.
Strengthened teams to stay on course
The strengthening of the Business Travel teams at Havas Voyages responds to a dual demand: to deliver impeccable service daily and to anticipate upcoming disruptions. By placing the commercial & marketing direction under the responsibility of Cyrille Pelegrin, the company equips itself with results-oriented leadership capable of orchestrating expertise and sustainably anchoring the value created for client companies and their travelers.
