brand activation PARAMOUNT
Designing the Brand Experience and
Consolidating Global Positioning
The project was developed for one of the leading international entertainment groups, with the aim of supporting brand communication and activation around specific film releases and properties. The work covered the design of content and communication activities consistent with the brand’s identity and with the dynamics of the media & entertainment sector.
Brand communication and activation in the entertainment sector
Global entertainment and media brands operate in competitive environments, marked by short attention cycles, channel fragmentation and constant pressure on content relevance. In this scenario, the ability to translate brand positioning into activations tied to specific properties, releases and moments of visibility becomes a key factor in standing out.
The main challenges are:
– making the brand stand out within a saturated media ecosystem
– ensuring consistency between identity, content and property-related activations
– adapting communication to different markets and audiences
– supporting brand value around launches, releases and campaigns
In this context, communication and brand activation projects make brand positioning tangible through content and activations developed around specific film properties and communication initiatives.
Case study: a brand activation project in entertainment
Below we examine the practical application of a brand activation and positioning project in the entertainment sector, through a case study developed for [Paramount Pictures]
PARAMOUNT PICTURES - SCREAM 7
©2025
The Strategic Positioning of Scream 7 in the Global Landscape of Contemporary Horror
For Paramount Pictures, Scream is not simply a film franchise but a cross-generational cultural asset, built on an iconic language, recognisable imagery and a long-standing relationship with audiences. With Scream 7, the challenge was not to generate visibility but to reactivate the saga’s symbolic capital, restoring Ghostface to the centre as a cultural, not merely narrative, figure.
Before our involvement, the franchise already enjoyed a global fanbase and strong recognition. However, the contemporary context called for a paradigm shift: moving beyond traditional promotional communication to build a system of activations capable of blending cinema, urban space, digital and everyday life, turning the anticipation of the film into a widespread, shared experience.
Our involvement aimed to align the brand’s language, channels and rituals, preserving the saga’s historical legacy while amplifying its cultural relevance.
AN INTEGRATED VISION ACROSS CINEMA, POP CULTURE AND REALITY
/01
The Scream 7 project stems from a clear vision: to bring fear back to the stage, not as mere narrative content but as a real, tangible, everyday experience. Horror does not stay confined to the screen; it enters urban spaces, personal devices and social interactions, turning the audience from spectators into protagonists.
Bliss acted as strategic partner to Paramount Pictures, in a Strategic Entertainment Advisory capacity, with the aim of building an experiential platform consistent with the saga’s DNA. The goal was not to launch a film but to govern a positioning: to make Ghostface a living, recognisable and disturbing presence, able to inhabit the real world without betraying the brand’s identity.
The methodological approach
/02
[ ATTENTION GOVERNANCE IN A SATURATED MEDIA ECOSYSTEM ]
Project identity
/03
[ LANGUAGE, ICONOGRAPHY AND THE CODES OF FEAR ]
AN INTEGRATED OPERATING MODEL
/04
[ FROM STRATEGY TO DELIVERING THE EXPERIENCE ]
DIGITAL & EXPERIENCE HUB
/05
[ INTERACTIVE EXPERIENCE ARCHITECTURE ]
Digital platforms acted as access hubs to the experiences. QR codes, dedicated landing pages and physical and digital calls to action turned consumption into direct interaction.
The digital experience served not an informative function but an experiential one: generating tension, engagement and a sense of controlled threat, consistent with the film’s narrative language.
SOCIAL & COMMUNITY GOVERNANCE
/06
[ BUILDING THE CULTURAL CONVERSATION ]
AMPLIFICATION AND COVERAGE STRATEGY
/07
[ VISIBILITY, SCALABILITY, URBAN IMPACT ]
OOH and digital activities delivered extensive national and international coverage, turning cities into genuine narrative stages. The installations and VFX content generated an altered-reality effect, sparking conversation, sharing and organic media attention.
PARAMOUNT PICTURES - SCREAM 7
©2025
The Strategic Positioning of Scream 7 in the Global Landscape of Contemporary Horror
For Paramount Pictures, Scream is not simply a film franchise but a cross-generational cultural asset, built on an iconic language, recognisable imagery and a long-standing relationship with audiences. With Scream 7, the challenge was not to generate visibility but to reactivate the saga’s symbolic capital, restoring Ghostface to the centre as a cultural, not merely narrative, figure.
Before our involvement, the franchise already enjoyed a global fanbase and strong recognition. However, the contemporary context called for a paradigm shift: moving beyond traditional promotional communication to build a system of activations capable of blending cinema, urban space, digital and everyday life, turning the anticipation of the film into a widespread, shared experience.
Our involvement aimed to align the brand’s language, channels and rituals, preserving the saga’s historical legacy while amplifying its cultural relevance.
AN INTEGRATED VISION ACROSS CINEMA, POP CULTURE AND REALITY
/01
The Scream 7 project stems from a clear vision: to bring fear back to the stage, not as mere narrative content but as a real, tangible, everyday experience. Horror does not stay confined to the screen; it enters urban spaces, personal devices and social interactions, turning the audience from spectators into protagonists.
Bliss acted as strategic partner to Paramount Pictures, in a Strategic Entertainment Advisory capacity, with the aim of building an experiential platform consistent with the saga’s DNA. The goal was not to launch a film but to govern a positioning: to make Ghostface a living, recognisable and disturbing presence, able to inhabit the real world without betraying the brand’s identity.
The methodological approach
/02
[ ATTENTION GOVERNANCE IN A SATURATED MEDIA ECOSYSTEM ]
Project identity
/03
[ LANGUAGE, ICONOGRAPHY AND THE CODES OF FEAR ]
AN INTEGRATED OPERATING MODEL
/04
[ FROM STRATEGY TO DELIVERING THE EXPERIENCE ]
DIGITAL & EXPERIENCE HUB
/05
[ INTERACTIVE EXPERIENCE ARCHITECTURE ]
Digital platforms acted as access hubs to the experiences. QR codes, dedicated landing pages and physical and digital calls to action turned consumption into direct interaction.
The digital experience served not an informative function but an experiential one: generating tension, engagement and a sense of controlled threat, consistent with the film’s narrative language.
SOCIAL & COMMUNITY GOVERNANCE
/06
[ BUILDING THE CULTURAL CONVERSATION ]
AMPLIFICATION AND COVERAGE STRATEGY
/07
[ VISIBILITY, SCALABILITY, URBAN IMPACT ]
OOH and digital activities delivered extensive national and international coverage, turning cities into genuine narrative stages. The installations and VFX content generated an altered-reality effect, sparking conversation, sharing and organic media attention.