The problem that usually all enterprises face, in the presence of scarce resources, concerns the definition of the communication budget and a media planning compatible with the objectives of communication and with the budget itself. The case we refer to, the Banco Popolare, is an example of best practice in defining the budget and in assigning the same on the various media. The many merger cases that have characterized the Italian banking world, in the last years, have consequently led to an exponential growth of the communication investments in this industry. With the aim of facilitating the rebranding process and repositioning of the business, heavy investments in institutional communication are often required
