This article was first published in the Spring/Summer 2016 issue of International Cruise & Ferry Review. All information was correct at the time of printing, but may since have changed.
Outwardly, Azamara Club Cruises is a bite-size, two-vessel, all-inclusive luxury brand of blue-chip parent Royal Caribbean Cruises Ltd. (which boasts much larger brands such as Royal Caribbean International and Celebrity Cruises). But, as led by Larry Pimentel since 2009, any perception of Azamara as less than ambitious would be off-base. Pimentel in particular, among the industry’s chieftains, can passionately and volubly speak up in order to correct such an image of the line.
In fact, Azamara is as much a matter of clever conception and lively orchestration as one would expect from a line navigating the hotly contested waters of the luxury travel market – that is, the small-ship (1,200 passengers or fewer), expeditionary, exploratory, and river-cruise luxury segments.
These niches are plied by the likes of river-cruise market leader Viking River Cruises. Last year, Viking began operating a sister line, Viking Ocean Cruises, intended to field oceangoing small ships. Super-luxury oceangoing line Crystal Cruises made an even bigger splash by announcing three smaller newbuilds – as well as the addition of a yacht with a mini-sub, and an aircraft, a Boeing 787, to its portfolio. Such relentless zeal and capitalisation no less characterise some other well known cruise lines in this space, such as Oceania Cruises and Regent Seven Seas Cruises.
“The luxury market is developing significantly, of course, and certainly capturing the attention of more luxury marketers,” says Pimentel. “But the evolution is not just about acquiring certain new things or items. It is about developing special experiences for the luxury traveller. This is why it’s not ironic to find that, for passenger shipping as a whole, the largest tariffs are obtained by the oldest ships, however modernised.
“So evolution may have very little to do with a ship per se so much as with the deliverable within the scope of a ship’s destinations and its destination-immersive activities. When I got into this market, I began to realise this – indeed, my research pointed to it. The luxury consumer was directed toward this product – in terms of the pan-Anglo market as well as other markets globally.
“Conspicuous consumption – buying for the sake of buying – has been yielding to seizing more bespoke, craftsman-like experiences. This concept appeals to a wider group than the Baby Boomers – you would add the Gen Xers and the Millennials, who definitely are carrying their own weight within a growing market.”
In 2016, Azamara’s two 690-passenger Renaissance-class vessels, Azamara Journey and Azamara Quest, will offer 56 different cruises and voyages, of between five and 18 nights’ duration. The bottom line, Pimentel says, is that “we simply and singularly offer guests destination-immersive luxury.”
First, the two ships will be refitted and refreshed to make them even more integral to the line’s destination-immersive mission. “That’s what it’s all about,” says Pimentel, “at least in addressing the luxury market: pairing the right vessel to the right destinations. If you can have the right destinations and the right physical plant, you get the ultimate grand slam in terms of both an enhanced luxury reputation and higher premiums.”
In late January, Azamara Journey underwent a two-week drydock at the Grand Bahama Shipyard in Freeport, Bahamas; in early April, Azamara Quest will undergo a similar drydock at the Sembawang Shipyard, Singapore. Pimentel remarks that, although such two- or three-week drydock periods may seem short, they afford enough time for major reimagining.
“First, everything is modularised…many things are pre-built onshore; then they’re put together during drydock…second, being part of a huge S&P 500 company gives us, the little brand, special resources, which also enhance our ability to swiftly and capably execute these drydocks within only about two weeks.”
The refitted ships will boast plenty that is new and improved – “they won’t remotely resemble what they were inside,” he says. “We’re making a big investment to address everything from staterooms and creating new suites to new spaces. Thus we’re calling the project ‘Reimagined’ – we’re reimagining the whole onboard experience, in no small measure in order to answer our stout and active competitors, who’re so determined to announce or come out with newbuilds.”
Pimentel says that Azamara would also be building anew except that “we haven’t found the need to – so long as we totally refresh staterooms, build some new suites, and hatch brand-new venues – like our ‘Living Room’ and new dining spaces. Not to forget, we have pointedly set about upgrading onboard technology. That’s so critical nowadays. We’ve updated the audio and the lighting, installed more contemporary wall plugs with multiple USB connections – things allowing us to move confidently within the contemporary market.”
Guests may at first be disappointed to discover most parts of Azamara’s shorex offerings – together called Land Discoveries (LD) – are not included in the fare. But, at least, Land Discoveries is enjoying ongoing evolution like Azamara itself, says Pimentel. He argues that, whether fully included or not, the LD programme remains highly popular among, and widely appreciated by, the larger body of the line’s new and repeat guests. “They’re more attentive to the fact that we’re constantly trying to create new and deeper travel experiences, one-of-a-kind excursions, and small group outings that can’t be Googled, you might say.”
And he points out that, among the LD offerings still included, is the line’s Azamazing Evenings (AE) programme. “These evening outings are utterly exclusive, bespoke, authentic, localised experiences – luxury experiences, indeed, according to our definition. We’ve taken a page right out of the research and created deliverables at night when most ships are not in port…Our guests don’t just like AE; they love it.”
Finally, marketing and promotion are developing along with the line’s luxury cruise products. One innovative new measure: Azamara’s collaboration on a TV show targeted to the UK market – Cruise Ship Adventures. It features as host Nigel Marvin, “a wonderful, articulate personality…there have been five or six pilots on this…He is looking to syndicate the show in a variety of Pan-Anglo markets. That will determine how we can further collaborate on and participate in the show.”
Also for the UK market, Azamara took its place alongside RCCL’s flagship brand, Royal Caribbean International, in the latter’s trade loyalty scheme, Club Royal. The programme offers repeat guests cash benefits against additional bookings, as well as invitations to special events and other perks, for handing their business to either of the two brands.
“However we evolve and innovate, we remain focused on the destination, not so much on the ship – not unlike Cruise Ship Adventures’ initial focus on the destination,” says Pimentel. “I’m absolutely emphatic about training our sights on the one space we own and do better perennially than anyone else – destination-immersive luxury cruising.”