Norwegian Cruise Line’s Marketing Shakeup: What Went Wrong?

July 1, 2026 Randy Young

Norwegian Cruise Line has had a rough couple of years. While its ships have been sailing on time, the corporate side has been struggling with a hostile takeover attempt, CEO turnover, and a marketing strategy that has not seemed to connect with travelers.

Now, the company is bringing on a new chief marketing officer. But the move also raises a bigger question: what went wrong with Norwegian’s marketing in the first place?

Last Chief Marketing Officer Lasted Just a Year

The previous chief marketing officer, Kiran Smith, lasted just one year at Norwegian Cruise Line. Smith did not have experience in the hospitality industry, but she previously held executive marketing roles at companies like iRobot, Brookstone, and Stride Rite.

During her time at Norwegian, she oversaw a rebranding that moved away from the standard Norwegian blue logo in favor of a new black version, a muted color palette, and more aspirational imagery.

She also oversaw the marketing campaign “It’s Different Out Here,” a callback to a successful campaign the cruise line ran in the 1990s. But times have changed, and the things Norwegian focused on as “different,” such as flexible dining times and relaxed dress codes, are now widely available across many cruise lines.

When we first saw the new campaign, we questioned what they were going for and how effective it would be. Apparently, we were not the only ones. In April, Norwegian announced that Smith would be leaving around her one-year anniversary.

New CMO Is Lee Applbaum

Norwegian’s new CMO, Lee Applbaum, will start on July 6. Applbaum has experience across premium consumer brands. According to Norwegian’s press release, he “served as global chief marketing officer at Patrón Spirits International and later Bacardi, leading the Tequila Patrón portfolio before expanding his scope to include Grey Goose.”

It’s an interesting choice to bring in an outside hire again rather than promote from within the brand, signaling their need to go in a new direction.

What Went Wrong With Norwegian’s Marketing?

During recent earnings calls, Norwegian noted several problems with its marketing. The first was spending. According to the Q1 2026 earnings call, Norwegian spends almost twice as much as its competitors on marketing per bed.

The organization was also extremely siloed, with teams not communicating effectively with each other. That meant Norwegian could be running marketing campaigns for one part of the business while another part needed attention.

For example, the company heavily marketed the enhancements coming to its private island, Great Stirrup Cay. But the problem is that the island’s pier is still not ready, and the waterpark will not open until September.

A clearer example was Norwegian’s confusing ad campaign featuring seamen. One commercial had them asking about wearing “flippy-floppies.” At the exact same time, the operations team doubled down on rules banning flip-flops in the dining rooms. That decision has since been rolled back.

John Chidsey, CEO of Norwegian Cruise Line Holdings, has said the company wants to market to “premium families with kids” going forward. The goal is to maximize occupancy by filling the third and fourth beds in cabins, as competitors already do.

For Applbaum, the challenge will not just be creating a slick new ad campaign. Norwegian needs clearer messaging, better coordination between marketing and operations, and a stronger answer to why guests should choose Norwegian over its competitors. The cruise line has ships, destinations, and loyal fans to build from. Now it needs marketing that actually makes that case.