Making a historic first
a credible choice.

Being first created attention. It also created questions about the company’s place in the market, the experience it intended to offer and its ability to deliver. The launch needed a direction that could hold those questions together.

We developed a strategic and marketing plan that examined the category, benchmarked ferry operators and considered the needs of families, expatriates and other travelers. It connected the company’s wider ambition for maritime travel with the practical concerns that influence a booking: comfort, clarity, convenience and confidence.

The plan translated that thinking into a proposed launch sequence, from preparation and the ship’s reception to the first voyage and ongoing communication. It also set out the roles of content, press relations, digital channels and physical materials. The result was a shared planning framework for introducing the company and sustaining its presence beyond the announcement.

A company entering a strategic sector needs to look and speak with consistency from the start. We developed the brand platform and visual identity system around the experience Nouris Elbahr wanted to stand for: safety, comfort, reliability and sustainability.

The brand guidelines brought that direction into a practical system. They defined the use of the logotype, a maritime colour palette, Latin and Arabic typography, photographic direction and a graphic language drawn from wings and waves. These elements gave very different communications a recognizable connection to the same company.

The system extended from official documents and digital content to passenger information and physical applications. It gave the new operator a stable public identity that could support both an institutional conversation and an everyday travel decision.

The arrival of Cracovia needed a moment that reflected what it represented. We organized the inauguration ceremony, bringing the company’s launch into a setting where its institutional significance and its physical reality could be seen together.

The reception, ribbon-cutting, official address and onboard visit put the ship at the centre of the occasion. Guests could encounter the company through its people, its spaces and its operations. The experience gave a new name in the market something concrete to stand behind its ambition.

For an initiative whose institutional perception was critical, the ceremony was a way to introduce the operator in its own environment. It also created a set of moments and images through which the wider public could discover the launch.

A launch of this significance needed an explanation that could travel beyond the event itself. Press relations gave Nouris Elbahr a way to present its vision, explain its services and keep journalists informed as the launch developed.

We wrote press releases, organized press conferences and maintained media relations around the company’s key moments. Editorial and branded materials supported those exchanges, giving the press a coherent introduction to the operator and its offer.

This work connected the institutional story to the public one. The same company that had to demonstrate its place in a strategic sector also had to answer the questions of people considering a crossing.

Visibility could introduce the name. Travelers still needed to understand what the company offered and how to take the next step.

We designed the website interface to make information about services, destinations and booking easier to navigate, while carrying the new identity into the digital experience. The role of the interface was practical: help people move from an initial interest toward the information they needed to plan a journey.

Social communication created another point of contact. We established a regular publishing calendar, produced visual content and managed community exchanges, supported by reporting and monitoring. Together, the website design and social presence gave the launch a more continuous relationship with its prospective passengers.

Early delays made the launch more demanding. A new company was asking people to believe in a different travel experience while facing questions about when that experience would begin.

We put in place proactive crisis communication, using official statements and regular social updates to keep the public informed. Community management kept a channel open for questions and concerns as the situation evolved.

The task was to maintain a clear, consistent company voice under pressure. Alongside the work that built recognition, this communication addressed the uncertainty that could prevent travelers from considering the new operator at all.

The launch also needed a physical presence. We designed and produced flyers, brochures, branded desks, backdrops, rollups, flags and press gifts so the company could introduce itself consistently in person.

The brand guidelines extended the system into stationery, boarding-pass templates, iconography, wayfinding and other applications. These designs showed how the identity could work in the practical moments surrounding a journey, from receiving information to finding a service aboard.

Audiovisual production and photography added another layer, giving the company material through which to show its ship, its people and its intended experience. Together, the work moved the identity from a set of rules into a usable language for the launch.