THE RETAIL STRATEGIES WE ARE EMBRACING IN 2025… 

We are the retail sector leaders in what is a booming cruise industry. We are consistently driving real growth for brands, even as high street retail faces challenges. Here are the three data-driven strategies we believe will drive brand success throughout 2025. 

Based on sales proof points, 30,000 onboard guest surveys and the experience in running 300 shops across 85 ships, the strategies to help existing cruise retail players and new aspirants win includes: 

  • meeting customer expectations with fully rounded brand experiences
  • investing in exclusives and hyper personalisation approaches
  • working with the rise of the cruise ‘family dynamic’ as a powerful shift for planning

With the cruise category set to grow by 12% yoy in passenger numbers, cruise retail offers key differentials for brands in their marketing and sales mix. Unparallelled access to customers with 7-14 day dwell time, the ability to integrate into the holiday ‘sense of place’, and precision targeting of audiences for each cruise line and destination all bring real commercial potential. 

The strategies are based on the results of a strong year of business performance for us here at Harding+ and from insights gathered from multiple data sources. Including those 30,000 onboard guest surveys, and sales and supply chain learnings from significant and industry first investment in automation and AI technology. 

Brand experience priorities

The brand experience strategy comes from analysis of our brand partnerships that show increases of over 35% in terms of sales impact where experiential has played a role. And commercial returns that match customer insights, where a summer 2024 on board study revealed 87% of guests said their shipboard purchases were influenced by brand theatre.  

Our Marketing Director Katie Floyd explains “When guests are actively seeking out retail as part of their trip, surprise and delight strategies of course will help turn their heads. But what is key is to bring elements of education and entertainment into play in each activation, and to recognise that if guests return to the store in question on the same trip (which they do on an average of 3 times), having something to showcase as different each time matters.” 

She continues “Great success can be found in masterclasses and brand ambassadors bringing insights, fun or product demonstrations to life. Lining up clear product links between the store, the bar and the cabin for example absolutely lands better share of mind. And fusing multiple worlds and interests all build relevant storytelling and long term recall into play –  as we have recently done for Cunard’s Queen Anne ship launch and our ‘Cabinet of Curiosities’ showcase for multiple iconic British brands with technology, art and history working together. There’s no better retail canvas for building brand theatre now than the cruise space.” 

“If we go back to the summer 2024 guest survey data and see that 92% of travellers re likely or very likely to look forward to shopping when away, building an advantage to be seen, heard and sought out makes commercial, emotional and priority planning sense” 

The personalisation strategy

The second strategy we recommend adopting is about personalisation, exclusives and linking to sense of place. Cruises are about making memories, and as products bought can be indelibly linked to moments, celebrations or locations, the loyalty and recall potential that flows from that is significant. 

Guest research from M1ndset and CLIA reveals that 47% of cruise guests are shopping on impulse and looking for exclusives that they can’t find elsewhere, meaning their cruise trip can deliver retail led and well as travel memories. 

In 2024, on board ‘exclusives’ proved to be commercial winners once again across the 85 ships that we serve. Initiatives ranged from limited edition small batch whiskies to unique jewellery items tailored to locations visited, and personalised and engraved premium bottles of spirits. The latter saw one brand’s sales increase by over 200% compared to a previous sailing, with an additional 120% uplift for their wider portfolio. 

Our Commercial Director Linzi Walker says “A unique environment needs unique elements to match, and the brands that have invested in that approach have seen the rewards, as one size fits all retail strategies don’t necessarily work in cruise retail”. 

“What does work is effective collaborations based on listening, sharing and truly understanding the goals of each party in the brand/ship/guest dynamic. There is no room for retail to be boring or to lack freshness or relevance, but all the room to launch, treat, specialise or think bespoke for those with the time and desire to invest in brands and efforts.” 

The rising family dynamic

The third key strategy is to dive deeper into cruise guest ‘family’ demographics, and capitalise on the shifting sands in cruise profiles. Especially as the average age of a cruise guest is now 46 and 73% of trips involve families of at least two generations, with more than a quarter multigenerational. 

From a retail perspective, this changes the rules of engagement, and the levels of guest listening and research Harding+ invests in is fundamental to keeping ahead of the curve, especially as data shows 75% of families plan for ‘shopping’ to form an important part of their trip. 

Katie Floyd explains “What works is integrated thinking – what can keep the kids happy and the parents busy or browsing at the same time rather than dividing the family’s attention. Brands need to think through the line of the family dynamic to earn full on engagement.” 

“We held a lab style fragrance masterclass for kids in the beauty shop space while parents sampled and browsed too. Put on Pink Parties for Pandora and Swarovski, focusing on charms, pink diamonds and rubies, fuelled by both pink prosecco and pink lemonade. Ran a timeless Lego masterclass. Colouring competitions. And family relevant treasure hunts across the retail estate. The way we look at it is that shopping can still be an adventure for all.” 

Linzi Walker concludes “As with everything in cruise retail, effort brings significant reward. Experiences, personalisation and exclusives, and rounded targeting of activities all fit the wider vibe of a cruise and why people sign up to enjoy one. It makes total sense for retail to think differently here to match mindsets, and why the brand stable we work with is continuingly growing.” 

‘With 2025 set to be another growth year in the boom cruise sector, not being involved could feel like an omission to strategically regret in these broader tough times. The sector spending habits are bucking wider shopping trends and shopping anticipation remains extremely high on the agenda of the 37 million+ annual cruise guests. ”