At the Retail Technology Show 2026, a packed Spark Stage session brought something slightly different to the usual conversation around customer experience. This was not about incremental improvements or marginal gains. It was a look inside Harrods, a retailer that operates at a level where expectations are not just high, they are deeply personal.
Mark Blundell, Chief Retail Officer, was clear from the outset that the idea of a “typical” Harrods customer no longer holds. With 15 million visitors a year, the customer base stretches from tourists to local regulars treating it as their corner shop, through to high-net-worth individuals, celebrities and royal families. The common thread is not who they are, but what they expect.
That expectation centres on something deceptively simple. Knowing the customer. Not in the loose sense often discussed in retail, but in a way that borders on instinct. For Harrods’ most valuable clients, this means understanding preferences, habits, family details and even lifestyle choices. It is about anticipating needs before they are expressed, creating an experience that feels seamless because it is already aligned with how that person lives.
This level of personalisation is not driven by technology alone. Blundell described a model built on both human relationships and data. Where clienteling once relied on handwritten notes, it now sits within evolving systems that capture and update insight continuously. Yet the principle remains the same. Technology supports the relationship, it does not replace it.
That distinction runs through Harrods’ entire approach to loyalty. In a market where products are widely accessible and brand exclusivity is under pressure, loyalty is no longer tied to what is sold. It is built on the strength of relationships. Harrods invests in being present in customers’ lives beyond the store, hosting events, travelling internationally to meet clients, and building connections that extend across generations.
It is a reminder that loyalty at the top end of retail is less about transactions and more about trust. Blundell described customers who have shopped with Harrods across four generations. That kind of longevity does not come from points schemes or promotions. It comes from consistency, familiarity and a sense of being understood over time.
There is also a clear warning for the wider luxury sector. Post-pandemic growth created a degree of complacency, with some brands relying too heavily on price increases without delivering meaningful innovation. Customers, even the most affluent, are discerning. They notice when value does not evolve alongside cost. The result has been a wave of change at the top of major luxury houses, as the industry recalibrates.
Inside Harrods, the response has been to move further beyond traditional retail. The strategy is no longer about selling products alone, but about integrating into the customer’s wider lifestyle. From organising travel and events to sourcing cars or planning weddings, the role of the retailer expands into something closer to a service ecosystem.
That shift also reframes the role of physical retail. Despite ongoing conversations about ecommerce dominance, Harrods sees its store as the core of the experience. Digital plays a supporting role, often used for inspiration before a visit, rather than as a primary transaction channel. The store itself becomes a destination for human connection, something that cannot be replicated online.
This perspective shapes its approach to AI. While many retailers are racing to define AI strategies, Harrods is deliberately measured. Blundell outlined three areas of focus: operational efficiency, understanding how customers use AI, and exploring its relevance for luxury clients. Beyond that, the business positions itself as a fast follower rather than a leader in adoption.
It is a stance that reflects a broader philosophy. In an industry increasingly driven by automation and scale, Harrods is doubling down on human interaction. Customers come for the experience, the atmosphere and the sense of occasion. Technology may enhance that, but it will not define it.
If there was a single takeaway from the session, it is that customer experience at the highest level is not about adding more. It is about getting closer. Closer to the customer, closer to their needs, and closer to what makes the interaction feel effortless. Everything else, from data to AI, sits in service of that.
