Accor launches Ibis Styles in Colombia under a franchise model

Accor has launched its Ibis Styles brand in Colombia with a hotel in Laureles, Medellín, developed at a cost of around US$36 million and managed by 3chotels. The opening brings a project combining an international brand with a third-party operator to the country’s franchise sector, while the French hotel group retains its target of reaching 50 hotels in Colombia.

A new brand in Medellín

In an interview published by Portafolio on 9 November 2026, Mauro Rial, who oversees operations at Accor, confirmed the opening of Ibis Styles Los Laureles and the brand’s arrival in the country. He also reported the addition of an Ibis in Montería as part of the company’s recent progress in Colombia.

The investment cited by Rial relates specifically to the Ibis Styles project: around US$36 million. This figure reflects the scale of the hotel development, rather than a franchise entry fee or an indicative cost for any hotel operating under the brand.

The Laureles hotel was developed by a construction company and is managed by 3chotels. This division of responsibilities is the key aspect of the opening for those following the franchise sector: the brand, property development and hotel operation are not necessarily handled by a single company.

How third-party operation works

Rial explained that Accor uses two contractual models. Under one, the company provides the brand and also operates and manages the property. Under the other, it licenses the brand and a third party operates the hotel under a franchise model.

The Laureles project follows the second model. For those considering Colombia’s franchise market, this distinction explains why a hotel can carry an Accor brand without the group directly taking on its day-to-day management.

According to Rial, the company checks quality and service standards under both arrangements. His stated aim is for guests to notice no difference arising from who manages the property. In Accor’s approach, the contractual separation between brand and operator therefore does not change the experience promised to guests.

This also highlights an important distinction when assessing a hotel investment opportunity: partnering with a brand and appointing an operator should be considered separately, even when they form part of the same project.

The target of 50 hotels remains in place

Rial acknowledged that prevailing conditions have slowed expansion, but said the target of reaching 50 hotels in Colombia remains in place. Including its pipeline of signed projects, the company is approximately two-thirds of the way towards that goal, according to his account.

That progress includes development commitments and should not be read as a count of hotels already open. The distinction matters when assessing Accor’s current presence against its planned growth: signing a contract and opening a hotel are different stages.

Among the projects under way, Rial mentioned an Ibis Styles in Armenia and a Mama Shelter in Medellín. He also said Swissôtel could enter the country soon. The latter is a possibility raised by the executive, not a confirmed opening.

Standards and next steps

Alongside the openings, Accor reported Green Key certification for 11 of its hotels. The announcement accompanies an expansion spanning different brands, locations and management arrangements. It does not mean that all of the group’s Colombian hotels hold that certification.

The arrival of Ibis Styles therefore sends two clear signals: a new brand has opened in Colombia, and Accor continues to pursue growth through both direct operation and franchises managed by third parties.

Practical takeaway: before assessing a hotel franchise, establish who provides the brand, who manages the property and what quality obligations each party has. A hotel’s total investment cost should not be confused with the cost of acquiring a franchise.