AOSTAE2025 BRANDING & COMMUNICATIONS
Integrated development and management
of an institutional territorial project
Territorial and institutional projects require integrated management capable of coordinating identity, communications and activations over time. In these contexts, a project’s value is not built through isolated interventions, but through continuous operational oversight involving institutions, the territory and the public.
Bliss Agency supported Aostae 2025, creating a digital ecosystem that generated 5,074 organic followers in 10 months (+528%), over 1.2 million views across Instagram and TikTok, a peak of 327,000 monthly views and 7,000 unique website visitors in August (+72% month on month).
Management, coordination and continuity in territorial projects
Territorial and institutional projects operate in contexts marked by a plurality of actors, decision-making levels and public objectives. In these settings, the main challenge is not only defining an identity but ensuring it is applied consistently across channels, initiatives and events spread over time.
The main areas of oversight are:
– coordination between institutions, the territory and the stakeholders involved
– consistent management of communication across digital and physical channels
– support for promotion, events and public initiatives
– continuity of the narrative and experience for residents and visitors
In this context, developing a territorial project requires structured, continuous operational management, capable of turning institutional vision and objectives into concrete, measurable results.
Case study: operational management of an institutional territorial project
Below, we examine the development and operational management of an institutional territorial project. The case study, developed for AOSTAE 2025, describes an integrated intervention spanning digital tools, communications, graphics, social media, events and sponsored activity, with consistent oversight over time aimed at strengthening the initiative’s visibility and engagement at territorial level.
Bliss Agency X Aostae2025
Community Growth — Instagram
Overall results
Over a 10-month mandate, the Aostae 2025 Instagram account grew from an initial 807 followers to 5,074, an increase of 528% on the starting figure. Total views across Instagram and TikTok during Bliss’s tenure exceeded 1.2 million, peaking at 327,000 views in July. More than 80% of users reached were new visitors from outside the community, with nationwide distribution. The highest monthly growth was 112%, achieved with the teaser campaign “Non seguirci se…”, which generated 1,431 new followers in a single month.
Follower growth milestones
In March the account had 807 initial followers. In May it gained 1,431 new followers in one month, coinciding with the launch of the teaser campaign. In July monthly views reached 327,000. In August site visitors reached around 7,000. In October total followers stood at 5,074.
Digital Performance — Website and Advertising
Traffic and engagement
In August, the aostae2025.it website recorded 7,000 unique visitors, up 72% month on month. Average time per session settled at 3 to 4 minutes, against a public-sector benchmark of under 1 minute. The website established itself as the central hub of the entire events strategy, bringing together calendar, booking and streaming. Monthly traffic showed steady growth: 2,000 visitors in May, 3,000 in June, 4,000 in July and 7,000 in August.
Meta Ads campaign efficiency
The Meta Ads campaigns reached 98,000 unique users in August with a CPC of between €0.16 and €0.26, against a sector average of €0.45. Holding CPC within that range ensures exceptional scalability for the public budget. The 14 active campaigns generated over 2,400 clicks in total.
TikTok — reaching new targets
97% of TikTok traffic came from the “For You” feed, with maximum distribution to non-followers, confirming 100% organic growth through the algorithm. The single best-performing reel — “Battaglia Romana”, for the Veni Vidi Augusta event — reached 50,000 views with national coverage. The management model was multichannel: Instagram, with carousels and reels, as the main hub; TikTok aimed at younger audiences through the organic algorithm; the aostae2025.it website as the events and booking hub with integrated streaming; and Meta Ads with over 2,400 clicks.
Transformation — Before and After the Bliss Mandate
Situation before the engagement
The Aostae 2025 project started with a minimal digital presence and no organised social media management. The institutional language was formal and cold, far removed from younger demographics and from tourists outside the region. Bureaucracy was a concrete obstacle to Meta sponsorships. There was no consistent visual identity for events and institutional materials. There was no community, and Aosta’s historical heritage was not being communicated to the wider public.
Results following Bliss Agency’s stewardship
Following the activation of the full-service mandate — which included strategic advisory, institutional coordination, mediation between public bodies, social media strategy, content creation for Instagram and TikTok, brand identity and graphic design, Meta Advertising, development of the aostae2025.it website, an interactive calendar, booking and streaming hub, institutional materials, multilingual editorial formats and visuals for Augusta Civitas, Veni Vidi Augusta and Tracce di Memoria — the results were: 5,074 organic followers in 10 months with 528% growth; an ironic, multilingual tone of voice that went viral among under-35s and visitors from outside the region; a private Bliss Business Manager with zero operational interruptions; a unified identity for all the project’s events; 1.2 million views with Roman heritage turned into viral content.
Institutional stakeholders involved
Bliss acted as the control room between public bodies with differing objectives, aligning them within a single strategic vision. The stakeholders involved were the Comune di Aosta, the Regione Autonoma Valle d’Aosta, the Soprintendenza ai Beni Culturali, and local partners and sponsors.
Digital legacy
The Aostae 2025 project built not just an event but a lasting digital legacy that places Aosta firmly within the contemporary tourism landscape. The mandate in numbers: over 5,000 digital ambassadors, a 10-month communications mandate, and 2,050 years of history communicated to national and international audiences.
valle d'aosta region and municipality
©2025
Cultural Heritage Enhancement and Digital Transformation. The Strategic Positioning of Aostae 2025
An integrated vision of Heritage and Innovation
/01
The Aostae 2025 project forms part of a programme marking a historic milestone of exceptional significance: 2050 years since the founding of the city of Aosta. In line with the challenges of modern territorial governance, the initiative went beyond mere celebration, setting out to strengthen the link between the millennia-old legacy of Augusta Praetoria and the new frontiers of digital transformation.
In this context, Bliss acted as a strategic partner, working in an Advisory and Strategic Consulting capacity to support the institutions in building a multichannel narrative able to generate social and cultural value for citizens, stakeholders and international audiences. The goal was not to “communicate a calendar” but to govern a positioning: to build an identity and relationship platform capable of sustaining continuity, recognisability and growth in cultural demand throughout the entire year.
The methodological approach
/02
[ COMMUNICATIONS GOVERNANCE IN A COMPLEX INSTITUTIONAL ECOSYSTEM ]
The engagement was structured on a Knowledge-Intensive Business Services (KIBS) model, focusing on building a solid, comparable knowledge base to guide investment, operational priorities and actions supporting territorial promotion. The project’s complexity lay not only in the sheer number of events, but in the need to embed a communication system within an intricate political and administrative ecosystem, with multiple decision-making levels, stakeholders and institutional structures.
Bliss joined the public machinery as Digital and Strategy Advisor, working on three dimensions simultaneously:
* Strategic alignment between the Municipality, the Region, cultural bodies and local stakeholders
* Operational governance: workflows, approvals, timelines, quality control and consistency
* Multichannel execution: production, publication, distribution and measurement of results
Coordination between the Graphic Design, Social Governance & Community Strategy and Digital Platform Engineering departments ensured constant alignment of the Digital Editorial Plan (PED), guaranteeing a consistent, accessible and multilingual visual identity (Italian, French and German) in keeping with the project’s international vocation. In other words: a system able to hold institutional standing and impact, rigour and contemporaneity together, without friction.
Project identity
/03
[ LOGO, BRAND IDENTITY AND LANGUAGE ARCHITECTURE ]
A decisive element of the process was building a recognisable, scalable identity capable of working across institutional materials, digital channels, signage, events and social content.
The Aostae 2025 logo was not treated as an aesthetic exercise but as a strategic asset: a mark able to distil heritage, authority and modernity, adaptable across different touchpoints and sustainable over time. Around the logo, a complete brand identity framework was designed:
* colour, typographic and compositional system
* layout grids and institutional formats
* guidelines for digital and territorial retail applications (in the urban sense: spaces, billposting, signage)
* consistency rules for continuous production (speed without sacrificing quality)
The result was an Identity System: a language that allows content to grow and multiply without losing recognisability
An integrated operating model
/04
[ FROM STRATEGY TO EXECUTION ]
The work was organised across four integrated operational fronts, conceived as a single system of “cultural digital transformation”:
Design of the Identity System and institutional consistency
Intensive production of graphic materials formed the visual backbone of the project, supporting high-profile events such as Augusta Civitas and the European Archaeology Days, through a deliberate balance of scientific rigour, clarity for the general public and creative strength.
Digital Hub
/05
[ INTERACTIVE EXPERIENCE ARCHITECTURE ]
The aostae2025.it website was designed as the central information hub. Its purpose was twofold: to guide residents and to build an orderly, accessible archive for national and international audiences. The user architecture was conceived for engagement and depth: interactive calendars, thematic pages and dedicated editorial pathways. The site served as the point where institutional communication and cultural storytelling converged, reducing fragmentation and improving the quality of the information experience.
Social Governance
/06
[ COMMUNITY STRATEGY ]
Differentiated management of the digital channels made it possible to reach diverse audiences, keeping the positioning consistent while adapting the language to each context.
Digital governance was built on:
* recurring formats (to sustain continuity and recognisability)
* identity-led storytelling (heritage, places, people, culture)
* highly accessible content (informative, pop, ironic where appropriate)
* growth and quality KPIs (new users, retention, interactions, clicks to the hub)
*
This framework drove steady community growth, progressive rather than sporadic, sustained by an editorial strategy and systematic performance monitoring, reaching and surpassing the region’s official profiles.
Meta Advertising Strategy
/07
[ AMPLIFICATION, SCALABILITY, TERRITORIAL COVERAGE ]
Activating optimised sponsored campaigns made it possible to scale the project’s visibility, reaching not only the local population but also national tourist flows, and extending the impact of the initiatives beyond regional borders. From an advisory standpoint, advertising was treated as a lever for governing demand: intelligent content distribution, strategic coverage, optimisation by audience and key periods, and support for high-relevance initiatives.
Impact and results
/08
[ STRUCTURED GROWTH AND A STEADY INCREASE IN USERS ]
The analytics paint a picture of a project in constant, structured evolution. During the crucial phases of summer 2025, communication activities generated peaks of over 384,000 monthly views across digital channels, with an expansion capacity that saw over 78% of the audience reached made up of new users.
The strength of the strategy is borne out by three key indicators:
* significant growth in the community base during key periods
* increased web traffic (consolidating the hub as the go-to information source)
* progressive growth in territorial brand recognition, with new and recurring acquisition dynamics
In short: a framework geared to steady growth, capable of sustaining narrative continuity and progressive amplification.
Conclusion
/09
[ WHEN ADVISORY BECOMES INFRASTRUCTURE FOR PUBLIC VALUE ]
The Aostae 2025 case study shows how advisory when it takes the form of Strategic Consulting, Digital Advisor and Audit Marketing & Roadmap is not merely an operational tool, but a lever for turning a historic anniversary into an opportunity for innovation, strategic positioning and narrative sustainability.
Bliss fully integrated into a complex institutional ecosystem, putting in place communications governance able to select and steer languages, processes and channels. The result is a replicable model of territorial marketing: a system in which heritage and innovation do not alternate but reinforce each other.
Make it happen with Bliss means exactly this: turning culture into a contemporary communications infrastructure, measurable and lasting over time.
valle d'aosta region and municipality
©2025
Cultural Heritage Enhancement and Digital Transformation. The Strategic Positioning of Aostae 2025
An integrated vision of Heritage and Innovation
/01
The Aostae 2025 project forms part of a programme marking a historic milestone of exceptional significance: 2050 years since the founding of the city of Aosta. In line with the challenges of modern territorial governance, the initiative went beyond mere celebration, setting out to strengthen the link between the millennia-old legacy of Augusta Praetoria and the new frontiers of digital transformation.
In this context, Bliss acted as a strategic partner, working in an Advisory and Strategic Consulting capacity to support the institutions in building a multichannel narrative able to generate social and cultural value for citizens, stakeholders and international audiences. The goal was not to “communicate a calendar” but to govern a positioning: to build an identity and relationship platform capable of sustaining continuity, recognisability and growth in cultural demand throughout the entire year.
The methodological approach
/02
[ COMMUNICATIONS GOVERNANCE IN A COMPLEX INSTITUTIONAL ECOSYSTEM ]
The engagement was structured on a Knowledge-Intensive Business Services (KIBS) model, focusing on building a solid, comparable knowledge base to guide investment, operational priorities and actions supporting territorial promotion. The project’s complexity lay not only in the sheer number of events, but in the need to embed a communication system within an intricate political and administrative ecosystem, with multiple decision-making levels, stakeholders and institutional structures.
Bliss joined the public machinery as Digital and Strategy Advisor, working on three dimensions simultaneously:
* Strategic alignment between the Municipality, the Region, cultural bodies and local stakeholders
* Operational governance: workflows, approvals, timelines, quality control and consistency
* Multichannel execution: production, publication, distribution and measurement of results
Coordination between the Graphic Design, Social Governance & Community Strategy and Digital Platform Engineering departments ensured constant alignment of the Digital Editorial Plan (PED), guaranteeing a consistent, accessible and multilingual visual identity (Italian, French and German) in keeping with the project’s international vocation. In other words: a system able to hold institutional standing and impact, rigour and contemporaneity together, without friction.
Project identity
/03
[ LOGO, BRAND IDENTITY AND LANGUAGE ARCHITECTURE ]
A decisive element of the process was building a recognisable, scalable identity capable of working across institutional materials, digital channels, signage, events and social content.
The Aostae 2025 logo was not treated as an aesthetic exercise but as a strategic asset: a mark able to distil heritage, authority and modernity, adaptable across different touchpoints and sustainable over time. Around the logo, a complete brand identity framework was designed:
* colour, typographic and compositional system
* layout grids and institutional formats
* guidelines for digital and territorial retail applications (in the urban sense: spaces, billposting, signage)
* consistency rules for continuous production (speed without sacrificing quality)
The result was an Identity System: a language that allows content to grow and multiply without losing recognisability
An integrated operating model
/04
[ FROM STRATEGY TO EXECUTION ]
The work was organised across four integrated operational fronts, conceived as a single system of “cultural digital transformation”:
Design of the Identity System and institutional consistency
Intensive production of graphic materials formed the visual backbone of the project, supporting high-profile events such as Augusta Civitas and the European Archaeology Days, through a deliberate balance of scientific rigour, clarity for the general public and creative strength.
Digital Hub
/05
[ INTERACTIVE EXPERIENCE ARCHITECTURE ]
The aostae2025.it website was designed as the central information hub. Its purpose was twofold: to guide residents and to build an orderly, accessible archive for national and international audiences. The user architecture was conceived for engagement and depth: interactive calendars, thematic pages and dedicated editorial pathways. The site served as the point where institutional communication and cultural storytelling converged, reducing fragmentation and improving the quality of the information experience.
Social Governance
/06
[ COMMUNITY STRATEGY ]
Differentiated management of the digital channels made it possible to reach diverse audiences, keeping the positioning consistent while adapting the language to each context.
Digital governance was built on:
* recurring formats (to sustain continuity and recognisability)
* identity-led storytelling (heritage, places, people, culture)
* highly accessible content (informative, pop, ironic where appropriate)
* growth and quality KPIs (new users, retention, interactions, clicks to the hub)
*
This framework drove steady community growth, progressive rather than sporadic, sustained by an editorial strategy and systematic performance monitoring, reaching and surpassing the region’s official profiles.
Meta Advertising Strategy
/07
[ AMPLIFICATION, SCALABILITY, TERRITORIAL COVERAGE ]
Activating optimised sponsored campaigns made it possible to scale the project’s visibility, reaching not only the local population but also national tourist flows, and extending the impact of the initiatives beyond regional borders. From an advisory standpoint, advertising was treated as a lever for governing demand: intelligent content distribution, strategic coverage, optimisation by audience and key periods, and support for high-relevance initiatives.
Impact and results
/08
[ STRUCTURED GROWTH AND A STEADY INCREASE IN USERS ]
The analytics paint a picture of a project in constant, structured evolution. During the crucial phases of summer 2025, communication activities generated peaks of over 384,000 monthly views across digital channels, with an expansion capacity that saw over 78% of the audience reached made up of new users.
The strength of the strategy is borne out by three key indicators:
* significant growth in the community base during key periods
* increased web traffic (consolidating the hub as the go-to information source)
* progressive growth in territorial brand recognition, with new and recurring acquisition dynamics
In short: a framework geared to steady growth, capable of sustaining narrative continuity and progressive amplification.
Conclusion
/09
[ WHEN ADVISORY BECOMES INFRASTRUCTURE FOR PUBLIC VALUE ]
The Aostae 2025 case study shows how advisory when it takes the form of Strategic Consulting, Digital Advisor and Audit Marketing & Roadmap is not merely an operational tool, but a lever for turning a historic anniversary into an opportunity for innovation, strategic positioning and narrative sustainability.
Bliss fully integrated into a complex institutional ecosystem, putting in place communications governance able to select and steer languages, processes and channels. The result is a replicable model of territorial marketing: a system in which heritage and innovation do not alternate but reinforce each other.
Make it happen with Bliss means exactly this: turning culture into a contemporary communications infrastructure, measurable and lasting over time.