Quality policy - management commitment

Importantly, the Tourist Office changed its governance on 1 January 2023. The City of Marseille has taken over responsibility for tourism under the 3DS law, and has decided to develop a new strategy.

This strategy, co-constructed with the Office, for the responsible development of tourism and leisure activities, is based on 4 priorities:

• Marseille, a responsible destination (with the ecological transition, tourism that creates quality jobs, business tourism with a positive impact)
• Marseille, at any time of day and in any season (preserving authenticity and providing access to the “Marseille of the Marseillais”, experiencing Marseille by night, encouraging a connection with nature and better sharing the city’s seaside attractions)
• Marseille for all and for everyone (residents, the city’s first tourists and ambassadors, promoting a diverse and accessible accommodation offer, improving the Marseille experience for visitors and residents alike)
• Marseille, an innovative destination and “tourism factory” (co-producing and sharing knowledge with professionals and residents, encouraging innovation to reinvent practices, enabling participation and cooperation for dynamic governance).

The Office has taken this roadmap into account and is adapting its quality policy at a time when these new challenges will lead us to develop the Office’s areas of action and integrate new staff.

One of our main missions is to provide the best possible response to our customers’ needs, with key points such as :

• A warm welcome, sincere listening and understanding, using high-performance tools such as Roadbook to personalise our responses.
• Cleanliness and comfort on our premises: open 7/7, children’s area, rest benches, mobile phone recharging.
• Communicating with our customers in their own language: we speak 8 languages at reception.
• Reliable information available via Apidae, a database updated daily.
• Discover a destination: website in 2 languages, targeted advertising campaign.
• Quality tourist services provided by committed operators via the Marseille Experience sales platform.
• Reviews taken into account: online satisfaction questionnaires, at reception, and on the Fairguest review aggregator.
• Our labels: tourism and disability, quality.

Our employees are sensitive to the need to protect our environment, and the implementation of concrete actions has been facilitated by their interest in this subject:

• Creation of a Sustainable Development department, whose role is to supervise and coordinate all the Office’s actions, both internally and externally.
• Eco-gestures.
• Iso 20121 label, Gds Index, France Congrès Innovative Sustainable Destination.

We want to be virtuous and the fact that wehave obtained several labels gives us the credibility to convince and help professionals to take the plunge.

• Hoteliers have signed up to the Clef Verte label: 30% of the hotel portfolio has been awarded the label, the largest in France, and financial aid is available in the first year to speed up the transition.
• Restaurant owners have signed up to the Ecotable label, and the Office has won the national prize for the most Ecotable-committed destination, demonstrating our determination to develop this label in Marseille.
• Promoting labels and brands among our service providers.
• Creation of the destination quality group.
• Creation of the Tourism Players’ Committee, which will be responsible for bringing together professionals and institutions to resolve problems that may affect our quality policy (city cleanliness, transport, etc.).
• Data analysis with the Office’s observation department.

Our employees are our company’s greatest asset, which is why we are directly involved in informing and training both managers and employees:

• Coaching for managers (individual sessions, meeting techniques, recruitment, change management). Weekly meetings for rapid feedback and problem-solving.
• Skills development: tailored training (the training budget has been doubled).
• Annual seminars
• Time for cohesion and sharing (incentives, evening events).
• Development of our values: fun – solidarity – innovation and excellence.

Finally, as we are aware of our cross-cutting role in the city, we interact not only with the supervisory authority, but also with other institutions and partners indirectly involved in tourism, but whose role is essential to the quality of our customers’ experience.

In conclusion, quality is one of the cornerstones of our Office’s values (excellence) and our staff are the driving force behind this excellence.