As cruise brands head into 2026, the industry is undergoing a subtle but significant recalibration. Bigger ships and headline-grabbing attractions are no longer enough. Travellers are asking for something harder to quantify, holidays that feel intuitive, flexible and emotionally resonant. That shift sits at the heart of Norwegian Cruise Line’s newly refreshed brand platform, “It’s Different Out Here,” which the company positions not as a reinvention, but as a return to its founding principles. In an interview with Damian Borg, Senior Director of Sales Strategy & Operations, Asia Pacific at Norwegian Cruise Line, he talks about how changing traveller behaviour, particularly across Asia, is shaping the brand’s priorities for the year ahead.
Freedom, Reframed for a New Era
For Norwegian Cruise Line, the launch of “It’s Different Out Here” is less about chasing new trends and more about articulating what today’s travellers value most. Borg explains that guests are no longer simply choosing destinations. They are choosing how a holiday makes them feel. Space, both physical and emotional, has become a defining expectation, as has the freedom to move at one’s own pace rather than follow a rigid schedule.
The platform gives NCL a more emotive way to communicate what its ships already deliver, a sense of ease and openness that guests feel from the moment they step onboard. For travel advisors, it also provides a clearer language to sell the emotional value of an NCL holiday, not just the onboard features or promotional offers.
Asia’s Appetite for Effortless Exploration
Across Asia, NCL is seeing strong momentum around holidays that feel immersive yet uncomplicated. Cruise continues to resonate precisely because it removes the friction that often comes with multi-destination travel. According to Borg, travellers want to explore more without managing logistics, transfers or constant decision-making. NCL’s focus on seven-night itineraries in Europe and Alaska aligns closely with regional holiday patterns, offering depth without overcommitment. At the same time, there is a noticeable tilt toward premium-leaning experiences that feel relaxed rather than formal. Guests want high-quality dining, entertainment and spacious design, but without the sense of ceremony traditionally associated with luxury cruising.
Using Scale to Deliver Choice, Not Control
While much of the cruise industry continues to equate scale with spectacle, NCL’s approach uses size as a tool for personalisation. Borg points out that larger ships are designed around multiple experience zones rather than a single defining attraction. From solo Studio accommodation and family-friendly spaces to the privacy and exclusivity of The Haven, ships are structured to feel adaptable rather than overwhelming. Smaller vessels play an equally important role. Their ability to access boutique ports allows for deeper cultural immersion and destination-rich itineraries, giving guests meaningful choice across the fleet without compromising the core NCL experience.
What 2026 Looks Like
While the launch of Norwegian Luna and enhancements to Great Stirrup Cay are major milestones, NCL’s 2026 strategy remains grounded in its strongest demand drivers. Europe and Alaska continue to lead for Asia-based travellers, supported by expanded seven-day itineraries alongside longer voyages for guests seeking deeper exploration. Closer to home, Australia and New Zealand sailings aboard Norwegian Spirit are gaining traction, particularly for travellers looking for scenic routes and ports inaccessible to larger ships. Norwegian Luna builds on the Prima Class design with more space and premium comfort across all guest segments, while Great Stirrup Cay’s enhancements allow travellers to personalise their private-island experience, from adventure-focused days to quieter, resort-style relaxation.
One of the clearest shifts NCL is seeing is how guests define value. It is no longer measured solely by destinations or inclusions, but by how time is spent. Travellers want meaningful time ashore, time onboard to rest and reset, and time with the people they are travelling with. Flexibility has moved from a differentiator to an expectation.
Multigenerational travel continues to grow, reinforcing the importance of spaces that allow families to be together without being confined to a single rhythm. NCL’s Free at Sea package remains central to this value equation, offering clarity and confidence around inclusions from the moment of booking.
In an increasingly crowded cruise landscape, “It’s Different Out Here” sharpens Norwegian Cruise Line’s positioning around freedom, flexibility and guest-led travel. Borg notes that the platform provides a consistent narrative as the brand evolves its ships, destinations and onboard experiences, ensuring it remains modern, relevant and easy for both travellers and trade partners to understand. Alongside the brand refresh, NCL is reinforcing its commitment to partners through practical changes, including the removal of Non-Commissionable Fares from May 2026, a move driven directly by agent feedback and designed to support stronger earning potential. As cruise travel heads into 2026, the message from Norwegian Cruise Line is clear. The future is less about telling guests what to do, and more about giving them the space to decide for themselves.
