Two Brands, One Ambition: How TUI Cruises Combines Growth and Excellence

As Vice President Commercial and member of the Executive Management Board, Clas Eckholt is responsible for Mein Schiff and Hapag-Lloyd Cruises, two of the most distinctive brands in the European cruise market, spanning the premium and luxury segments. In this interview, he shares insights into growth strategies, brand management, and the challenges of successfully leading two brands that serve very different customer audiences.

Interview

1. Two brands, two target audiences, two distinct worlds, yet one shared responsibility. Many companies struggle to maintain clearly differentiated brand identities while managing them within the same organization. How do you keep Mein Schiff and Hapag-Lloyd Cruises clearly differentiated while aligning them strategically?

Both brands have a very distinct identity. Mein Schiff stands for modern premium travel, generous personal freedom, and a comprehensive inclusive offering. Hapag-Lloyd Cruises, on the other hand, represents luxury, expedition cruising, and highly personalized, once-in-a-lifetime experiences.

These differences are at the heart of our brands, forming the foundation of our brand promises and setting us apart in the market. Our goal is to make these distinctions tangible and meaningful for our guests at every touchpoint.

At the same time, we can leverage synergies behind the scenes by sharing capabilities in areas such as data, technology, and selected processes. My guiding principle is simple: collaborate wherever it creates value, while ensuring that our brands remain clearly differentiated from the guest's perspective.

2. After several challenging years, the cruise industry has experienced a remarkable recovery alongside sustained growth. What do you see as the key drivers of this growth today, and where do you see the greatest opportunities for both brands?

Cruising brings together many of the elements travelers are looking for today: comfort, relaxation, memorable experiences, and the opportunity to explore multiple destinations in a safe and convenient way.

At the same time, we are seeing increasing interest from new customer groups, including younger travelers who are discovering cruising for the first time.

For Mein Schiff, a major opportunity lies in attracting new guests through fleet expansion and entering additional markets. For Hapag-Lloyd Cruises, our focus is on further growing international demand.

What matters most to us is that growth never comes at the expense of either brand identity or the quality of the guest experience.

3. In your industry, growth often means fleet expansion and significant investment. At the same time, flexibility and capacity utilization are becoming increasingly important. What criteria guide management decisions on new ships and capacity expansion?

A new ship is an investment decision that shapes the business for many years to come. That is why we carefully assess market demand, the needs of both current and future guests, overall market trends, and, most importantly, how a new vessel fits the respective brand.

From a commercial perspective, the key questions are: Who is this product designed for? Which markets can we reach with it? And can the additional capacity be successfully marketed over the long term?

Naturally, financial viability, deployment opportunities, and technological developments also play a critical role. Ultimately, a new ship needs to be more than just more efficient, modern, or innovative. Above all, it must align with the brand's identity and meet the evolving expectations of our guests.

4. While Mein Schiff stands for a modern premium proposition, Hapag-Lloyd Cruises represents a highly exclusive luxury experience. Yet customers in both segments increasingly expect personalized and experience-driven travel. How are these expectations evolving, and how are you responding?

Today's guests want greater freedom to shape their travel experiences around their individual preferences.

For us, personalization does not mean making both brands more alike. Instead, it means understanding the specific expectations of each target audience and translating them into brand-specific experiences.

At its core, this means greater flexibility. Personalizing the guest journey is therefore one of our most important priorities for both brands, albeit in different ways.

For Mein Schiff, personalization is primarily about choice, flexibility, convenience, and a seamless holiday experience. Guests should be able to decide for themselves how active, relaxed, culinary-focused, family-oriented, or personalized they want their trip to be.

For Hapag-Lloyd Cruises, expectations are even more centered on individuality and exclusivity. Unique destinations, exclusive itineraries, highly attentive service, and exceptional experiences are at the heart of the offering.

Our strategy is therefore to continuously enhance personalization for both brands while maintaining clear differentiation: more scalable, convenient, and accessible at Mein Schiff; more exclusive, curated, and deeply personalized at Hapag-Lloyd Cruises.

Achieving this requires a better understanding of what truly matters to our guests before, during, and after their journey. Customer feedback, data insights, and digital touchpoints help us identify needs earlier, tailor our offerings more effectively, and deliver more relevant services.

At the same time, it is essential that personalization never feels automated or overly standardized. Data provides the foundation, but ultimately it must translate into meaningful, personal, and emotionally resonant moments for our guests.

5. Operational complexity in cruising is immense: international crews, global itineraries, long-term and sustainable procurement planning, and exceptionally high service standards, all while maintaining efficiency. How do you strike the right balance between operational excellence and economic performance?

Our guests expect an exceptional travel experience, and we must deliver that experience in a commercially sustainable way.

To achieve this, we closely analyze demand trends, occupancy levels, customer feedback, and broader global developments across the entire supply chain. Proactive planning is essential.

Equally important is close cross-functional collaboration. Demand management across marketing, sales, customer service, and revenue management must be tightly integrated with operational teams both onshore and onboard.

Only when all functions work seamlessly together can we consistently deliver the level of quality our guests expect.

6. Leadership in an emotionally driven industry such as cruising comes with unique demands, both in terms of culture and decision-making. I've always been impressed by how you maintain a sense of calm while leading large teams and carrying significant responsibility. What does good leadership mean to you personally, and what principles guide your approach?

For me, good leadership starts with clarity, trust, and a shared vision.

People need to understand where we are heading, what we expect from one another, and how each individual can contribute to our success. In a complex business environment like cruising, success is always the result of effective collaboration. When all the moving parts work together as intended, they create the momentum needed to achieve ambitious goals.

My own goal is to contribute through clear direction, transparent expectations, curiosity about different perspectives, and a willingness to support others.

I believe in listening carefully, taking different viewpoints seriously, and then making clear decisions. Teams need the freedom to take ownership, but they also need reliable leadership when it matters most.

Throughout that process, I strive to remain approachable, authentic, and connected to the people around me.

7. Sustainability has become a central topic in the cruise industry, driven not only by regulation but also by customer expectations and your own corporate ambitions. How do you integrate sustainable innovation into your strategy without compromising the travel experience?

Sustainability is not a standalone initiative. It is an ongoing responsibility and an integral part of our corporate strategy.

TUI Cruises is investing in modern ships, alternative fuels, shore power capabilities, and more efficient operations. At the same time, we continuously evaluate how processes both onboard and ashore can become more resource-efficient and future-ready.

Many of these improvements take place behind the scenes. For our guests, comfort, quality, and the overall experience should remain uncompromised.

At the same time, we are seeing growing interest in understanding how travel can be made more responsible. That is why sustainability is also a key element of our brand positioning and an area where transparent and credible communication is essential.

8. The broader travel industry is becoming increasingly fragmented, and new competitors as well as alternative travel formats continue to emerge. Looking ahead, what role will cruising play over the next five to ten years, and how are you positioning both brands for the future?

I am convinced that cruising will continue to grow.

In an increasingly fast-paced world, people are seeking opportunities to disconnect, relax, discover new experiences, and recharge. At the same time, personal choice and individual freedom are becoming more important. Guests want travel experiences that align with their lifestyles, interests, and life stages.

This is exactly where cruising has a unique advantage. Being at sea creates a sense of distance from everyday life that few other forms of travel can replicate. Onboard, guests can enjoy a wide range of experiences, from culinary offerings and wellness to sports, entertainment, health, relaxation, and the simple pleasure of being at sea.

At the same time, destinations ashore provide opportunities to engage with new cultures, landscapes, perspectives, and unique natural environments. This combination of relaxation, freedom of choice, and discovery will only become more relevant in the years ahead.

For us, this means continuously adapting to changing guest expectations while maintaining strong and clearly differentiated brand positions.

Mein Schiff has the opportunity to make modern premium cruising accessible to an even broader audience. Hapag-Lloyd Cruises can further strengthen its leadership position in the luxury and expedition segments on an international scale.

If we continue to sharpen our brand identities, consistently deliver exceptional quality, and respond to evolving individual needs, I am confident that the success we have achieved in recent years will continue well into the next decade.