Marketing Consulting

The right direction: Marketing and Communications Advisory

A euro invested in operational marketing delivers more when there is a solid strategy behind it. Many companies do not have an execution problem, but a planning and vision problem. And with too many options on the table, choosing well becomes harder: this is the paradox of choice. Strategic marketing advisory starts here. The Marketing Audit sets the direction, and specialist marketing advisory translates it into your sector, so that the budget you invest takes you where you want to go.

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Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Brand advisory

Brand audit

Brand strategy

Marketing advisory

Home Brand Advisory and Brand Consulting Strategic and Operational Marketing Consultancy | Bliss Agency

1. Definition

2. Areas of intervention

3. The three levels of marketing

4. Who it is for

5. Our Method

6. Our Output

7. Success Stories

8. The Team

9. Roles compared

10. Reviews and Certifications

Blissionary

Marketing Advisory: Meaning

/konsuˈlɛntsa marˈketiŋ/

n. The process that gives a company clarity on where it stands, where it wants to go and which levers will get it there, drawing on a specialised external perspective. It does not run day-to-day activities: it defines the system that guides them. That is why its counterpart is not those who execute, but those who decide: CEO, CMO, Managing Director, Board.

Areas of intervention for marketing planning

The marketing plan sets the direction. Every area that follows puts it into practice.

Nine disciplines

The system

A single system. Hover over each node to explore the discipline it represents.

The three levels of Marketing: Analytical, Strategic and Operational

Confusing these levels is one of the main causes of ineffective marketing investment.
Most companies, in fact, concentrate almost their entire budget on the operational level, without ever formalising the analytical and strategic levels upstream. Yet this is what determines whether an initiative creates value or consumes it.

Analytical

Market research, five forces analysis, sector benchmarking, customer base. Without solid analytical marketing, any strategy rests on unverified assumptions. This is the level that turns data into decision-making capability.

Strategic

Turns analytical insights into decisions: which positioning to occupy, which segments to serve, with which value proposition, in which markets. It produces the Brand Platform, marketing plan, channel architecture and pricing strategy. Horizon: 12-36 months.

Operational

Execution. Turns direction into activity: marketing campaigns, content, channels, funnels, email marketing, tools, AI agents and day-to-day priorities. It ensures that every action is consistent with the strategy, measurable in its results and sustainable over time. Horizon: 1–6 months.

Who Strategic Advisory is designed for

A marketing plan is a tool that becomes decisive at specific moments in a company’s life. That is why our natural counterpart is not the person who executes, but the person who decides: founders, boards, marketing leadership. For many of them, “marketing” is a word the market has emptied of meaning. Yet it proves particularly useful for:

For those who are growing but see marketing losing consistency

Your company is growing, but marketing is not scaling with it. Channels multiply, messages fragment, positioning becomes diluted. You need a governance system that maintains consistency as the organisation expands.

For those who need to reposition

The market has changed, or you are the one who needs to change how the market perceives you. Repositioning requires a new, shared direction, not just a new campaign.

For those working on an acquisition

Mergers and acquisitions create multiple brands, conflicting messages and unintegrated strategies. You need a post-deal brand architecture, and a plan that integrates communication rather than simply adding it up.

For those entering a new geographical market

Entering a new market requires localising the positioning, choosing the right channels for that specific context, and adapting the identity without losing global consistency.

For those whose results are stagnating despite investment

Campaigns no longer convert as they used to. The brand is losing relevance against competitors. You need a strategic audit to find the exact point where the system broke down.

For those going through a management transition

A change of CMO, a restructuring of the marketing team, outsourcing of the function. You need strategic continuity during the transition, and a system the new team can inherit rather than reinvent.

The Method: How Marketing Reporting Is Structured

It is not a PowerPoint deck to be revised in September. It is a decision-making system that turns vision into sequential actions with clear priorities, assigned responsibilities and control metrics defined ex ante.

Phase 01

Title

Description

01 Competitive landscape analysis

02 Segmentation and positioning

03 Channel selection and media mix

04 KPI framework and governance

Hover over each phase for details.

Our output

The final result

You will receive an operational document, designed to guide every future decision rather than to be filed away after the presentation. You can use it to align the board, steer every executing agency, or demonstrate during due diligence that marketing follows a rationale, not chance.

DimensionWhat it containsWhat it is for

Initial diagnosis

Market and competitor analysis. Gap analysis of current positioning. Identification of open space.

It tells you exactly where you are starting from, before you decide where to go.

Brand Platform

Positioning statement. Brand values and promise. Verbal identity.

It’s there to set down in writing who you are, removing ambiguity from every communication decision.

Strategic marketing plan

12–36 month objectives. Priority target segments. Channel selection and media mix.

It translates direction into concrete actions, with clear priorities.

KPI framework

Primary and secondary metrics for each stage of the funnel. Control dashboard. Review cadence.

It lets you always know whether the strategy is working, before it is too late to correct it.

Decision criteria

What falls within the strategic scope. What should be discarded. Evaluation standards for every new proposal.

It allows anyone on the team to make decisions without having to seek approval every time.

SUCCESS STORIES

Cases where Marketing
made the difference

Every case we share demonstrates that a marketing plan review carried out with direction pays off. Growth measured in revenue, in markets won, in consistency maintained where others would have lost it. The right direction always leaves a verifiable trace.

Colonnade · Case Studies

The team behind the marketing strategy

Our advisory is entrusted to a team with experience in marketing intelligence and in organisations with complex sales cycles across tech, manufacturing and professional services: contexts in which the buyer is a decision-maker, with structured evaluation processes and long purchasing timelines. The work starts from the customer journey and the cognitive biases that shape the customer’s choices, and takes marketing trends into account. Every project has a dedicated senior lead.

Francesco Acri

CEO & Founder

Founded Bliss and leads its direction today.
At board level, works alongside CEOs and Boards of Directors on strategic decisions, overseeing their implementation.

Ginevra De Filippis

Chief Operating Officer (COO)

The company’s metronome: coordinates its operations, manages partner relationships and improves internal processes, ensuring continuity across projects.

Mario Antonini

Chief Design Officer (CDO)

Interprets the Bliss vision and leads its visual expression. As CDO, coordinates identity, web architecture and VFX, giving ideas concrete form.

Andrea Maso

Head of SEO

Head of SEO at Bliss, analyses the data that steers digital decisions. Supports clients from planning through to the optimisation of organic visibility.

Gianluca Sabbini

Head of Video Production

Head of Video Production at Bliss, leads the audiovisual department and directs video production for advertising campaigns.

Luca Maletta

Head of Copywriting

Head of Copywriting at Bliss, he shapes its voice and language. An author, ghostwriter and translator, he has contributed to the publication of more than twenty books.

Start here

The budget is there. The direction, often, is not.

Tell us about your organisation. Every fee proposal will start from a clear mandate, defined together in a working session.

The Comparison: Marketing Consultant, in-house CMO or agency?

Many established companies face this question without a framework for answering it. The fact is that it depends on what the organisation needs at that moment.
Bliss does not replace the in-house CMO. It works alongside them at the moments when a specialist outside perspective produces results that internal resources can rarely guarantee.

Criterion	Marketing Consultant	In-house CMO	Execution Agency
Focus	Strategy, governance, direction and support for marketing decisions.	Ongoing operational and strategic management within the organisation.	Execution of specific activities across defined channels, campaigns or tools.
Perspective	Independent, cross-functional and built across multiple sectors and business models.	Internal, vertical and closely tied to the sector and the company's structure.	Focused on the channel, the tool or the specific activity assigned.
Cost	Project, strategic advisory or retainer, scalable according to objectives.	Salary, benefits, employer costs and ongoing organisational cost.	Monthly fee, often tied to individual channels or operational activities.
Flexibility	High: support adapts to the need, the company's stage and the project's complexity.	Low: requires a stable, ongoing structure that is hard to scale in the short term.	Medium: depends on the contract, the operational scope and the resources assigned.
When	Scaling, repositioning, M&A, growth stages, interim management or strategic redefinition.	A mature organisation with stable operational needs and an established in-house marketing function.	When the strategy has already been defined and validated, and needs to be translated into operational activity.
Bliss's role	Supporting the company and its management at the points where a specialist outside perspective can bring greater strategic clarity.	The in-house CMO retains their central role. Our support comes in at the points where method, challenge and a specialist outside perspective are needed.	Coordination or integration of execution, maintaining consistency between strategy, identity and operational activities.

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In the words of those who chose us

What they say about us

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Bee Lab

“Professional, dynamic team. They work around the clock and fully embrace the projects they take on, led by a highly skilled and visionary leader!”

5.0

Marco Contigiani

“A simply exceptional communications agency.
From the very first contact you sense professionalism, expertise and close attention to the client’s needs”

5.0

Nicole

“Thanks to Bliss Agency we doubled our quote requests and gained more visibility in our area. They proposed a clear editorial plan that was easy to follow and extremely effective.”

5.0

Anna Rossi

“Not just an agency, but a true partner. With Bliss Agency I felt listened to and understood from the very first meeting. They turned ideas into a concrete project”

5.0