‘There’s something for everyone at ibis’

Five decades ago, the first ibis hotel opened its doors in Bordeaux, France, marking the beginning of a remarkable journey. This anniversary offers a valuable opportunity to reflect on the growth and success of the ibis, ibis Styles, and ibis budget brands, which have established themselves as leaders in the global economy hotel sector.

It was in the early 1970s that ibis was founded by Accor’s co-founders, Paul Dubrule and Gérard Pélisson, with a simple aim – to offer affordable accommodation within a burgeoning travel market. The success of the first Novotel in Lille, France in 1967 boosted their confidence to develop a more accessible chain of hotels that offered all the essentials at a great price. After opening the first ibis property in 1974, the brain quickly expanded with an additional 15 locations across France, the Netherlands, and Switzerland by 1976.

“In 2012, Accor reinforced the strength of ibis by creating the ibis family, with the rebranding of All Seasons (now ibis Styles), and Etap Hotel (now ibis budget). At that time, ibis comprised 1,600 hotels globally. Since then, ibis has expanded its portfolio with additional 1,000 properties, bringing the total to over 2,600 hotels across 79 countries. With 320+ ibis, ibis Styles and ibis budget hotels in the pipeline, the brand remains relevant, affordable, and reliable among the growing tribe of intentional travelers,” shares Garth Simmons, Chief Operating Officer Asia, Premium, Middle and Economy Division at Accor.

“Over the years,” says Garth, “we have nurtured a culture of hospitality excellence with ibis. Some of the milestones we are proud of include our 15-minute guarantee programme launched in 1997 to resolve any guest issues within 15 minutes; a pay-what-you-want offer for a second night in the early 2000s; and the introduction of the innovative SweetBedTM by ibis that elevated the sleep experience across hotels.”

To commemorate ibis’ 50th anniversary, a new brand campaign – Go get it – was launched. This campaign aims to reinforce ibis’ positioning as the ultimate launchpad for purposeful travel, encouraging guests to make the most of their trips. “We launched this campaign in our 50th year to reinforce our position as the leading economy hotel brand and to celebrate the millions of travellers who have chosen ibis as their base for discovering the world. Go get it is a mindset that reflects what ibis stands for - enabling our guests to achieve their travel goals with purpose and intent. It’s about encouraging action, whether you stay at an ibis hotel for business, leisure, or personal exploration,” he says, adding that ibis family will arrive in its 80th country by the year-end, with the launch of the ibis Styles Reykjavik Muli in Iceland.

Long-standing success and relevance 
ibis was created to democratise travel, making quality reliable and good-value travel experiences possible for everyone. “Our success has been anchored in this simple ambition, whilst adapting to the changing landscape of travel. In the early 1970s, travel was unfamiliar to many. Guests needed reassurance when they travelled, so they sought familiar brands and standardised products – ibis offered familiarity with its standardised designs and amenities,” informs Simmons.

As travel became more familiar to many, ibis became a gateway to a destination. Guests sought to discover more authentically, travelling more like a local. They needed ibis to provide the right product in the right locations so they could focus on exploring new destinations. The introduction of the ibis family (ibis, ibis Styles, and ibis budget) in 2012 expanded the brand’s appeal to a broader audience.

“Today, our world is increasingly globalised, and most travellers are well informed. The development of technology has made discovery and convenience more accessible around the world. ibis thus seeks to offer a reliable base with all the essentials – so that travellers can focus on their passions and get out for what they came to do – attending a sports match, discovering local attractions, or meeting up with friends and family. The brands have also introduced new design concepts (Agora, Plaza, Square for ibis; Reboost for ibis budget) ensuring that we remain relevant and modern,” he adds.

Staying relevant in the hospitality industry requires a combination of innovation and a deep understanding of guests’ needs, feels Simmons. “At ibis, we are constantly evolving our offerings to keep pace with changing expectations. This includes everything from updating our design concepts to introducing new technologies that enhance the guest experience,” he shares.

Brand strategy and service offerings 
The COO - Asia, PME, Accor says that ibis stands out as a structured player, adapting to diverse demographics in India’s competitive hospitality industry. “For example, business travellers love our prime locations, efficient service and dependable amenities. Gen Z and millennials are drawn to ibis’ fun vibe, tech-friendly features, bright social hubs and our commitment to sustainability. On the food front, Spice It, our multicuisine restaurants, provide an international dining experience that marries global flavours with local influences. With ALL, Accor’s award-winning loyalty programme, guests enjoy exclusive rewards, extensive breakfast hours, and smart rooms. So, there’s something for everyone at ibis,” he says.

Recent and upcoming innovations 
ibis has been seamlessly integrating technology into every facet of the hotel while balancing the responsibility of creating inviting spaces, quality comforts and a vibrant social scene. “Our in-house tools such as digital concierge (mobile and self-service kiosks), progressive booking systems, personalised digital interfaces, and mobile apps facilitate effortless reservations and room access to reduce wait times. In-room smart technology allows our guests to control lighting, temperature, and entertainment through smartphones or voice commands. High-speed internet and robust security measures enhance comfort and safety. Digital tools for housekeeping and maintenance ensure prompt service,” says Simmons.

Primary markets for expansion
“Looking to the future, all eyes are on the Middle East and Asia, as we watch the growth of the travelling population driven by rising incomes and an increase in middle-class households. The Middle East, Asia and Pacific region (including China), represents 23 per cent of the ibis brand family portfolio today,” he says.

According to the Oxford Economics report published at WTM last November, the top three ‘travelling class’ growth markets over the next 10 years (2023-2033) are Indonesia, China and India. “ibis is well placed to meet the needs of the emerging middle class in these markets. Overall, 41 per cent of ibis’ pipeline is in MEA APAC (including China) so we are perfectly positioned to serve this forecasted growth across the Middle East and Asia, whilst maintaining our leadership in Europe and South America. For 50 years, we have grown with international travel, developing hotels where consumers need us to be,” Simmons adds.

Current trends in economy and budget hospitality sectors
The COO - Asia, PME at Accor shares that ibis is proud to have recently launched a Trends Report, Go get it: How Gen Z/Y Will Travel in 2025 offering a deep dive into the motivations and desires that will drive travellers’ decisions in the coming year. “One key trend is the idea that experience is more important than the destination. For Gen Z and millennials, travel is about more than just seeing new places. It’s about connecting with people, cultures and experiences that offer personal growth and meaningful memories. This shift from traditional sightseeing to immersive, experience-driven travel is evident in the rise of trends like ‘Gig Tripping’, where younger travellers plan their holidays around music festivals, concerts, and live performances,” he says, adding that whether it’s attending a Taylor Swift concert in Sydney or exploring the local music scene in Berlin, these travellers are drawn to events that offer a sense of community and shared experience. 

Another key trend is the idea of Tribe Travel. In an era marked by rising loneliness despite increased online connectivity, the desire for belonging and community is more significant than ever. “Tribe Travel reflects this, with younger travellers seeking experiences that foster genuine connections with others, whether it’s through group travel, volunteering, or attending community-driven events. ibis has placed a greater focus on developing vibrant social spaces and group-friendly accommodation, making them ideal hotels for tribe travel,” he says.

Simmons adds ibis is also witnessing growing interest in City Hopping between lesser-known urban destinations. Travellers are seeking to combine multiple cities into one trip, particularly in regions with good rail connections. “This trend includes the rise of ‘second cities’, where travellers seek out fresh experiences in places like Porto, Lyon and Bologna, offering an alternative to overcrowded tourist hotspots. ibis’ expansive network of 2,600 hotels ensures that we are present in these ‘second cities’, offering a quality base to get out and explore the destination,” he notes.
Challenges in present-day hospitality landscape
According to a report by Mordor Intelligence, the Indian hospitality industry is projected to reach $247.31 billion in 2024, growing to $475.37 billion by 2029. This growth is fuelled by rising disposable incomes, a robust tourism sector with supportive government initiatives such as Incredible India and infrastructure development projects like Swadesh Darshan and PRASHAD; shifting consumer preferences; and the development of emerging Tier II and III cities. Add to this growing investment in infrastructure and improved transportation and tourism facilities that will boost accessibility.

“Despite these challenges, there are significant opportunities for ibis to thrive. These include capitalising on the domestic and international tourism markets, utilising data analytics to create personalised guest experiences, integrating smart technology and adopting green practices to address the evolving needs of well-versed travelers. Additionally, strategic partnerships, creative marketing approaches, and investing in talent offer promising paths for growth, differentiation, and diversification,” says Simmons.

Engaging and retaining guests 
“We always align with brand strategies that create an emotional connection with our customers. For example, in India, drinking chai is a way of life. So, we partnered with Chai Point to install brewing pots, that would serve premium teas across Spice It restaurants. Last year, we collaborated with Boon, the IoT-enabled global water-tech startup to minimise plastic wastage by replacing plastic bottles with glass ones,” he informs, adding, “Since we are a sustainability-driven organisation, we have proactively been creating value through varied community initiatives such as nationwide plantation drives, ocean clean-up drives in Mumbai, adding eco-friendly options like bamboo toiletries across hotels, training our Heartists in sustainable practices and leveraging technology to measure food wastage.”

Looking ahead
Simmons says that they are determined to expand the footprint in India, with sights set on 2030. “By the end of 2025, we are looking to unveil a new property in Mumbai with 207 rooms and evaluate several other important projects. Our Go get it campaign will remain a key driver of demand into 2025, demonstrating the importance of travel for all and celebrating the diverse reasons that inspire people to travel. In a world where travel is increasingly about purpose and connection, ibis will continue to offer all the essentials so that guests can focus on what they came to do,” he concludes.