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Photo provided by: Josh Appel on Unsplash.
Join us at:
Photos provided by: Josh Appel on Unsplash.
Join us at:
Photos provided by: Josh Appel on Unsplash.
"The hotel's narrative, a magical and enchanting experience for our guests."
Based on the story of 'Alice in Wonderland', the Ibis Styles Madrid Airport Valdebebas encourages visitors to let themselves be enveloped by fantasy. In this hotel, the lamps are shaped like cacti, the armchairs resemble flowers and the headboards of the beds imitate the crown of the Queen of Hearts. Every corner is decorated with subtle allusions to this famous fairy tale, creating a sensory and emotional experience for guests.
In order to learn more about this hotel, we talked to its director, Filipe Veiga, who transmits a great emotion for the place and an intense dedication to his work in every sentence he utters. He encourages us, like the Mad Hat, "not to lose our essence".
-You have traveled multiple places within Accor and now you are in Madrid at AGP Hotels. What changes have you observed in the industry since you started so young to get to the point of opening a hotel from the ground up?
-I have been in this sector for 25 years and I often comment that if circumstances 15 years ago had been similar to today, I might not have stayed in Portugal; perhaps I would have considered moving to Dubai because of the potential for growth in other types of accommodation.
It is true that hotels have undergone numerous changes, especially in the technological field. However, the most significant has been the transformation in the needs of travelers and customers. This aspect is key. These changes force hotels to choose between continuing to offer the same services as always or adjusting their facilities to new customer demands. Accor handles it excellently, as it continuously adapts to these demands.
For example, to speed up the check-in process, we have implemented online check-in, similar to what happens in aviation: you can complete all the formalities before arriving, thus avoiding the need to stop at the counter to take the "photo". This is just one example of how the industry has changed. In short, it has advanced significantly.
At this hotel, the check-in process is quite different from the usual: there is no traditional counter, and it can be done at the bar or anywhere in the lobby, especially if the guest has not completed the online check-in. What is the origin of this very adaptive approach to check-in?
Check-in has undergone a significant transformation at Accor hotels. Previously, it was a rather impersonal procedure, but we have modified it to be much more individualized. The first step was to update the physical space, which is the most obvious. However, if you just alter the physical environment without providing the team with the necessary tools to implement that personalization, it doesn't make sense.
We have established that all stations are equipped with laptops. This ensures that our "smileys", as we call our employees, can check in anywhere: whether at the bar, at a table or in the more corporate and quiet area of the hotel, designed for meetings.
In addition to check-in, we can offer the customer a coffee, a beer or simply a glass of water. These actions contribute to improve the customer's experience, especially considering that it is the first impression when entering, both of the place and of the staff.
-How do you coordinate the team to ensure that mobile check-in works properly, especially at times of high customer traffic, such as when the crowded airport bus arrives?
-Our emoticons are designed specifically for that, and they do it excellently. We always have two people at the front desk and one more outside the booths.
When our shuttle, which has almost 20 seats, arrives, there is usually more activity at the reception desk. To handle the situation, we designate two smileys at the counters and one more is in charge of taking some customers to a separate area to avoid crowding. This third smiley checks in using a laptop computer in another area of the lobby.
This shortens the waiting time and improves the customer experience, as the customer does not feel pressured and does not have to wait in line. In addition, by observing a smiling employee with a laptop computer checking in, the customer perceives that we care about his or her well-being. As a result, customer satisfaction increases significantly.
Narrative: Alice's Adventures in Wonderland
-The initial experience when you arrive at the hotel is visual: the rabbit, the color palette... Everything is based on the story of Alice in Wonderland. What motivated the choice of this theme and how has the design been carried out?
-The success is largely due to the property and the decorators, who have done an impressive job. It is true that ibis Styles is known for having a unique story for each of its hotels, and in Valdebebas, the chosen theme was Alice in Wonderland. In addition, it is located very close to Alice's Forest, the Valdebebas park, which is a vast green space and one of the lungs of Madrid, occupying second place in size in the city. The hotel's narrative was developed from this park, the ibis Styles brand and the approach we wanted to convey.
When you enter the hotel, you feel like you are entering Alice's universe: every corner amazes you. You will find peculiar terms such as "muchosidad", Alice's rabbit and the Mad Hatter, who always waits for you at 7 o'clock for dinner in "Hatsy", a name that comes from "hat" in English, alluding to the Hatter. Everything is a magical experience full of illusion for our guests.
Inauguration, results and flagship duty
-When you joined the project and learned about its magnitude and thematic focus, did you perceive it as a new challenge in your professional career?
-When I joined the project, I never imagined it would be as impressive as it is being. We opened on April 28, in the middle of the blackout, it was total madness. There could only be one day like that in the year for the opening, there was no other option. This hotel reflects the "craziness" every day, from opening day until now: from our friendly characters, who are amazing in that respect, to the concept itself. Moreover, being the largest hotel in the Iberian Peninsula within the ibis Styles chain and a flagship of Accor, that implies even more responsibility. In the end, a 60-room hotel is not comparable to a 260-room hotel like this one. The way it was opened and the process we followed... It is a great achievement of all of us, of the whole team.
-Although it has only been a short time since you opened, the results and customer feedback have been quite positive. What figures are you currently managing?
-Yes, we are progressing quite well. In Expedia we have already achieved almost an 8, while in Google we have around 4.3 out of 5, and in Booking.com we are at 8.2. These are excellent results, considering that we have only been operating for a short time, and we expect to continue growing.
-The hotel has been built and decorated from the ground up. Who is in charge of this project and what has been your contribution to it?
Behind the decoration are both the owner and the company in charge of the design, 100%. I joined at a later stage, when the project was almost finished. Initially, it was going to be a hotel of another chain, not Accor. Then the change was made and, with that, the decoration company adjusted the project excellently.
It is true that every day I make an effort to contribute in my part. I am proud of the results achieved and of how this small contribution has grown thanks to the collective effort. It is no longer just a small grain: it has become a solid and well-used wall.
-It is as if it were a "child" for you; you have accompanied it in its development and you are always attentive to how you can improve it or what creative element you can incorporate into it.
-Of course, in the end it's like that. When you arrive at a hotel that is already fully prepared, that emotional connection fades a bit. However, in this hotel we maintain that excitement: both myself and the people who opened it and are still here. We share that energy with our smileys, which creates a lively atmosphere in the hotel that is very meaningful.
Then there are initiatives like Formula 1. We have signed significant contracts and there is exciting news related to F1. We have reached an agreement with the company in charge of Formula 1, Match, and we collaborate with Real Madrid. We are really well integrated into the local community, which fills us with joy.
Location and segment mix: more than just an airport hotel
-You are located next to T4, close to IFEMA and in an area with great current activity and future opportunities, such as the arrival of Formula 1 in Madrid. How would you describe the variety of segments you serve? Can you really consider yourselves a conventional airport hotel?
- As you mentioned, the hotel is located next to T4, but it cannot be considered a traditional airport hotel at 100%. T4 is a very significant element and a fundamental segment, but there is much more to offer. We have IFEMA, the convention center, which brings us numerous trade fairs and is right next to us. In fact, we are currently formalizing an agreement with IFEMA for our hotel to be part of their group of associated hotels.
Likewise, there are two soccer stadiums that host both concerts and matches: Real Madrid's stadium and Atlético de Madrid's Metropolitano stadium. On the other hand, the northern area of Madrid, including Alcobendas and Las Tablas, is characterized by being the most corporate.
We have clients from the entertainment sector who prefer to avoid being "stuck" in the center of Madrid. Therefore, we have a very wide variety of segments, and over time, the quality of the results is expected to continue to improve.
Also, with the arrival of Formula 1 in Madrid, this hotel will become one of the main places of accommodation for many visitors.
- So, in the end, your clientele is not limited to the tourist or the family, but encompasses a great diversity, including groups. How do you handle all that variety?
-That's right, we don't have a single customer profile. We are visited by tourists, families, people on business trips, and groups... we offer 260 rooms and we also collaborate with organized groups. So far, we are satisfied with the results obtained and, in the coming years, our objective is to diversify the hotel better and, logically, in terms of profitability, to focus on the segments that are most lucrative for the establishment.
Professional growth, training and recommendations for aspiring managers
-If they've accomplished all this in just a few months, what do you think they'll accomplish in five years?
It is commonly said that "the sky is the limit", but for me that is not true; for me, the real limit is Neptune or even further.
-You mentioned that your mind is usually "somewhere else". What has been your path so far and what has led you to continue your education?
I am a hotel manager, but I have held several positions at the corporate level, such as director of operations, area manager and in the management of franchises, as well as non-franchised properties. This has given me a broad perspective on a different world. Over time, you reach a point where you are looking to grow, not only professionally, but also personally. The improvements you make in your career are also reflected in your personal life.
As I mentioned, I have a postgraduate degree in marketing and communication. Marketing requires a great deal of creativity, something I really enjoy, although sometimes I get a little lost in my own ideas. However, I believe that communication is essential, not only in the workplace, but also in personal life. I think that if we allow our true essence to come out, we can use that part of us in various situations of our existence.
-This is a tip for those who do not yet hold the position of director and aspire to achieve it: it is important to cultivate curiosity and the desire to learn more about the hotel and about oneself.
-It is crucial. Whenever I visit universities or hotel schools, I repeat the same thing: it's a very satisfying job... as long as you want it to be. If you don't make an effort, you'll just be one more. The decision is in your hands. And if we can make decisions, we are lucky. The moment we lose that ability to choose, we become just one of the crowd. That's the idea.
Sustainability in building design
-How have you incorporated Accor's standards to ensure that the hotel is sustainable from the start?
The building has been designed using energy-efficient materials. We implemented aerothermal energy, which is currently one of the latest innovations in the field of construction, along with geothermal energy. In our case, we focus on aerothermal energy. There are small aspects that generate great savings and help reduce carbon emissions; for example, the air conditioning system automatically turns off if a window is opened. We have also eradicated the use of disposable plastics. We strive to comply not only with brand standards, but also with new technologies as they emerge, as we consider it our responsibility at the local level.
At F&B we collaborate with local suppliers, selecting some of the best in Madrid in terms of meat and bread. We are especially concerned about the children's menu, as the family sector is very important to us. We work together with Too Good To Go to minimize food waste. These are just some of the many initiatives that reflect our commitment. In addition, we are on track to obtain our first Green Key certification next year.
The customer experience is similar to welcoming people into our home.
-The guest experience is not limited to the first impression or the use of technology, such as laptops for check-in or the Uber pick-up area. It is also reflected in aspects such as silence in the rooms and turning off the air conditioning when opening the window. How do you protect that experience and what plans do you have to maintain it in the future?
-At our hotel, we genuinely care about our guests. I have always compared this service to opening the doors of your home to friends. If I could, I would greet each guest personally at the entrance, but that is not feasible. Nevertheless, we strive to come as close as possible to that concept in our daily routine.
Customer experience is crucial today. For example, at Accor, if a customer has the ALL card, which corresponds to our loyalty program, they can enjoy direct access to a higher quality wifi connection. We simply enter the ALL membership number and the customer immediately gets a better connection.
From that point on, everything is organized to provide a more enriching experience. Those who visit this place already have an idea of what they will find, but they can also be pleasantly surprised... and it won't be a negative surprise, that's for sure.
-And you, personally, don't stay away from the clients and the hotel either: you are used to be with them, pay attention to them and enjoy a coffee together...
Sure, here is the rewritten text:
"I always greet my clients with enthusiasm and, if possible, take a moment to spend time with them. Each client brings with them an experience worth knowing about. I always learn from these interactions; I hear incredible stories. Whenever I have the opportunity, I always stay to share a coffee or something and pay attention to them, because that's the true essence of working in a hotel."
Reading comments on a website is simple; the hard part is interacting with the customer... and for me, that's the simplest thing to do, as I've never opted for any other option.
I always choose the path that turns out to be the most complicated, or if we prefer to put it another way, the closest to the human: connecting with people. In the end, what really makes the difference is the interaction with people. If we don't communicate with customers... that's what we're left with.
Photos provided by: Josh Appel on Unsplash.
Author
Editorial director of TecnoHotel, with a degree in Journalism from the UMH and a master's degree in Multimedia Journalism from the UCM. You can find her on LinkedIn.
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