The brand catches up
with the business.

The initial audit revealed a gap between Yalidine’s position in the economy and the way the brand was being experienced. Its reach was national, but its expression was fragmented. Communication happened in bursts, while dissatisfaction often occupied the space around the brand.

We developed Beyond Delivery, a differentiation strategy that connected logistics to the growth of the ecosystem around it: e-commerce, entrepreneurship, technology and the people creating economic activity. It gave the company a broader role to express and a clearer basis for choosing where to act.

A full marketing action plan translated that direction into a working rhythm. Brand development, content, campaigns, media, events and influence could be planned together. Yalidine gained the structure to build its presence over time.

A national network needs a shared language. We built the Brand Codex to connect Yalidine’s foundations, positioning, verbal expression, visual identity and brand behaviour within one reference.

The work established how the company presents itself, speaks to different audiences and carries its identity across an agency, a vehicle, a publication or an event. The idea behind We Deliver connected the functional service to the trust, ambitions and responsibilities carried by each parcel.

That coherence gave the growing organization a foundation it could use repeatedly. A new touchpoint could belong to the same brand without starting from the beginning.

For a company woven into daily life, social media had become a place where the relationship needed rebuilding. We reopened the dialogue and introduced a more structured editorial and community approach, supported by consistent planning and a recognizable visual language.

The conversation expanded beyond parcel information. Education, e-commerce, entrepreneurship, innovation, employees and real experiences gave people more ways to understand Yalidine. The brand could now show the people who make the service work and the businesses it helps move forward.

This was a reconquest of the brand’s public space: a more continuous presence, a wider range of stories and a more human relationship with its communities.

The National Auto-Entrepreneur Fair offered a setting where Yalidine’s role in entrepreneurship could become visible. As exclusive sponsor, the company had a chance to connect with young project holders and institutional decision-makers in the same environment.

We shaped that presence as a visitor journey. Messages, signage, interactive touchpoints, a creative photocall, a 360° activation and filmed testimonials carried the brand beyond its stand. The expression adapted to each audience, from direct and sometimes humorous messages for entrepreneurs to a more formal institutional voice.

The ministerial visit and the trophy received during the event gave the presence an institutional dimension. The larger signal was a logistics leader taking its place in the conversation about professional independence and the growth of new businesses.

Yalidine Academy made the ambition behind Beyond Delivery tangible. A company serving the e-commerce economy could also contribute to the skills and connections that help it grow.

We developed the Academy’s vision, positioning, identity and brand language around Skills. Community. Growth. The work also covered its editorial direction, user journey, key messages and roadmap.

FormaTech Expo became the project’s first public test. We designed and coordinated two complementary spaces for Yalidine and the Academy, with workshops, speakers, interactive displays and on-site pre-registration. Communication before, during and after the event connected the physical experience to a wider digital audience.

To enter new conversations, Yalidine needed relationships with people who already had a place within them. We approached KOL collaborations through relevance, expertise and credibility in entrepreneurship, e-commerce and technology.

At FormaTech, the first official collaboration with Ramzi Ikouirene connected workshops, panels, content and the Academy experience. His involvement brought an established voice into the initiative and helped connect participants with the new project.

These collaborations widened the ways the brand could be encountered. Yalidine’s story could be discussed and experienced through people whose audiences had a reason to listen.

Film and visual production gave Yalidine a way to show the company behind the service. The network, its people, its infrastructure and its daily movement could become part of a clearer corporate story.

We worked on the institutional narrative, audiovisual production and supporting corporate materials to bring those dimensions together. The same effort extended into Yalidine Pulse, an internal publication designed to give space to employees, professions and initiatives inside the organization.

Across public and internal communication, the aim was to make the scale of Yalidine more understandable and the people within it more visible.