Harding+ II
Harding+ and a tale of transformation in cruise retail
(Continued)
For Harding+, like its peers in the channel, the question of how to integrate retail even more closely into the overall cruise experience is a key one, as Matthews acknowledges.
“From a guest point of view, the cruise experience is not differentiated by who they shop with or where the entertainment comes from. We are all part of the onboard experience. If they go into a bar and buy their favourite tipple, they expect to be able to buy it in the shop. So it’s about all partners working together to create cocktails or tasting events that resonate. And we are doing dramatically more of this activity this year than we were last year.”
Delivering newness is not only about product or category, it can be about reshaping the retail space.
Matthews says: “We tested some changes onboard both the Queen Anne and Sun Princess, trialling open spaces. That meant breaking down the traditional walls that you see in the retail environment so that you are welcoming guests into spaces where they want to be, and it’s also more fun and immersive. You will see this approach on more ships as they come out of dry docks in the years ahead.”
Luscombe adds: “We are looking at things anew, and the gift shop of old is now a retail experience that flows between different departments and allows customers to shop across categories.”
Cruise line partners also support a more immersive approach as they think about gaining greater share of wallet from the consumer journey.
Matthews says: “When shopping helps lift cruise satisfaction scores, naturally the cruise partners love it. You have trading uplift and everyone wins, and that is an important message for brands too.”
With store investment across the board, much of the business across categories is performing well.
Matthews says: “We have seen the growth of luxury over the last couple of years with, for example, pre-loved concepts in watches & jewellery. But on the other side of this spectrum, when we have renovated chocolate & sweet shops, we see the same growth. It’s our job to do something new and different that excites guests, no matter what the category.”
‘Cabinet of Curiosities’ onboard Queen Anne features multi-sensory displays and high-end brands
We return to Harding+’s technological transformation and the major digital and operational back-office developments that underpin front-of-house success.
Matthews says: “We have new tech solutions that can cover everything from stock intake right through to the shop floor. The reason why it is so interesting is that it eradicates wasted time for our ship-based colleagues. With 20-25% less administration time, they can spend more of their day on training and facing guests.”
Another newly deployed innovation is Sonar, a system developed by Harding+ to communicate with its onboard teams.
Luscombe says: “This creates a dialogue and a community. The teams can post about successful sales; they can tell us almost in real time what guests are saying and how they respond to what they see. It can be direct information that we can then use to support the brands and influence the next buying decision.”
Taking the connection to people further, Matthews cites the focus on the Harding+ Academy which provides training for every ship-based colleague.
“Our people are loyal to us and we want to be loyal to them. Investing in this side of that business is important to us.
“Colleagues across the business have now got a pathway from their first contract to become a manager. We want them to build up qualifications and skills that they can then take with them as they build their careers.”
The Harding+ retail strategy is about personalisation, exclusives and linking to sense of place
The retailer invests in guest listening and research to stay ahead of trends
“From a guest point of view, the cruise experience is not differentiated by who they shop with or where the entertainment comes from. We are all part of the onboard experience.”
CEO Chris Matthews
As we conclude the conversation, we ask Matthews what success looks like in the years ahead, given the platform now in place at Harding+?
“We did a lot of soul-searching two years ago and have since been doubling down on that focus for Harding+ as being dedicated only to retail at sea,” he says.
“That has got us into place now where you see the results. We are making profits, trading is good and cash flow is good. And that is positive for our cruise line partners and for our vendor partners.
“This period has been about getting the business cooking, in an industry that has a tremendous outlook based on forward bookings.
“If we win some new contracts, that’s wonderful, but profitably gaining market share is what is important. My focus, much more significantly, is on improving the business that we have already got every single day.”
Partner’s message
Partner’s message
The Moodie Davitt eZine
Issue 348 | 10 November 2025
The Moodie Davitt eZine is published 6 times per year by The Moodie Davitt Report (MA Travel Retail). © All material is copyright and cannot be reproduced without the permission of the Publisher. To find out more visit www.moodiedavittreport.com and to subscribe, please email kristyn@moodiedavittreport.com