The document outlines Alessandro Camaioni's expertise as a design and brand strategist, highlighting his skills in brand positioning, analysis, market research, communication strategies, and project management. It details his approach to brand analysis, concept visioning, and account management through various projects with notable clients. Additionally, it emphasizes the importance of teamwork, effective communication, and the integration of innovative marketing strategies in achieving successful branding outcomes.

1. alessandro camaioni
design & brand strategist
projects + mindset

2. my competences, tasks and skills
[so far…]
brief understanding brand positioning + architecture
brand analysis naming + verbal identity
market + consumer research communication strategy
cool-hunting media planning
concept visioning events management
storytelling public relations
concept definition business planning + new business
store layout +
customer flows daily dose of sense of humor
account management ability to cope with fast paced projects
project management excellent writing & presentation skills
team membership + leadership listening & learning attitude

3. main projects & clients
@ m&c saatchi
2011.2012 | account supervisor
sky television (satellite TV - below the line & in-store communication)
@ madeindreams
2010.2011 | leading strategy
planex group (holding, tokyo - brand strategy & identity - rollout: december 2011)
my italian design (design agency - brand strategy & identity - rollout: 2012)
@ crea international
2009.2010 | leading strategy
tim (telecommunication - new retail chain & restyling project - rollout: june 2010)
sky italia (satellite TV - HQ branding, visibility & signage - won competition)
imprebanca (bank branches, hq & offices - rollout: may 2010)
gelato chic! (gelateria - concept & visioning)
2008.2009 | supporting strategy
wind (telecommunication - new flagship concept - rollout: june 2010)
ntv - nuovo trasporto viaggiatori (high speed trains - competition)
le fablier (furniture - showroom - rollout: 2009)

4. @ m&c saatchi | project overview
SKY POS
COMMUINICATION

5. @ madeindreams | project overview
PLANEX HOLDING REBRANDING MADEINDREAMS REBRANDING

6. @ crea international | project overview

7. my approach | in depth
BRIEF UNDERSTANDING
ü …
MAKE IT ASK
˃ ASK ˃ SIMPLE ˃ AGAIN ˃ ü …
ü …
to transfer a clear, easy and schematic brief to the team is one of the most
important phases of a project, worth spending a proper amount of time on:
speeding this process up often leads to a subsequent loss of time and a
misunderstanding of the project aims.

8. my approach | in depth
BRAND ANALYSIS
SCAN THE AVAILABLE BRAND DOCUMENTATION
˃ ANALYSE THE BRAND HISTORY AND EVOLUTION
˃ TALK WITH THE BRAND AMBASSADORS
˃ OBSERVE THE BRAND RETAIL SCENARIO (STORE-CHECK)
˃ OBSERVE THE WAY THE BRAND COMMUNICATES
UNDERSTAND THE PEOPLE’S PERCEPTION OF THE BRAND
the brand analysis allows the team to understand the values of the client: what
is good and meaningful, and what should be dropped off during the project
development.

9. my approach | in depth
BRAND ANALYSIS - OUTPUT
i.e. TIM – new retail chain concept
a simple visual output is an effective instrument, both for the client (to
understand its strengths and weaknesses) and the team (to focus on the right
drivers). above, one of the many possible outputs, what i call “brand molecula”.

10. my approach | in depth
MARKET + CONSUMER RESEARCH (QUALITATIVE)
COOL-HUNTING
MAGAZINES & SOCIAL PHYSICAL RESEARCH
BLOGS DATABASES
NEWSPAPERS MEDIA OBSERVATION CENTERS
passing through every possible source of information to understand where the
market is going, what are the latest consumer trends, what’s hot and what’s
not, helps me (and the team) developing up-to-date, innovative concepts,
answering real needs and maximize the client’s resources.

11. my approach | in depth
CONCEPT VISIONING
STORYTELLING
BRAND ANALYSIS
CONTEXT ANALYSIS
(MARKET + CONSUMER + TRENDS)
TEAM MEETINGS
(BRAINSTORMING + LATERAL THINKING + ETC.)
˃
GOOD ABSTRACTION
GOOD LUCK!
the key moment of the whole process: the idea!
seldom a matter of chance, it more often comes from the solid foundations of
the previous analytical work, and from the ability to free the creative energies
of the team at the right moment, and through the right instruments.

12. my approach | in depth
CONCEPT VISIONING – OUTPUT
i.e. le fablier – showroom concept
“NATURELLEMENT CHIC!” WAS BORN
FROM THE NEED OF MATCHING THE
FEATURES OF LE FABLIER’S PRODUCTS
(TRADITIONAL HOME FURNITURE) WITH
ITS ASPIRATION TO BE “FASHIONABLE”.
THERE FROM, THE IDEA TO PUT
TOGETHER THE RIGOROUS DESIGN OF
ROYAL GARDENS, THE NATURAL (THOUGH
SENSUAL) BEAUTY OF NATURAL SHAPES,
AND THE GLAM OF TRENDY COLORS AND
MATERIALS.
a strong visual output helps both the team and the client “feeling” what the
final design is going to look like. among the many instruments: moodboards,
written stories, short movies, animations, sketches, stop motion, etc.

13. my approach | in depth
CONCEPT DEFINITION
DESIGN DRIVERS
˃ STORE LAYOUT
CUSTOMER FLOWS
ETC.
˃
from conceptual to rational: the road bringing from the idea to the output
needs to be defined better, before getting to the final design.
in this phase the dialogue inside the team and (when possible) with the client
is very important, to be all aligned towards a common output.

14. my approach | in depth
CONCEPT DEFINITION – OUTPUT
i.e. TIM – new retail chain concept
THE LAYOUT OF NEW TIM SHOPS COMES FROM
THE VISUAL METAPHOR OF TAILOR STUDIOS:
A MIX OF TRADITION, ARTISANAL WORK AND
ORDER.
FOLLOWING THIS VISUAL EXAMPLE, TIM OFFER IS
DESCRIBED THROUGH BACKLIGHTED PANELS ON
THE PERIMETER, VISUALLY AND CONCEPTUALLY
MATCHING WITH THE PRODUCT SITUATED IN THE
DESKS IN FRONT OF THEM.
A CENTRAL “INTELLIGENT” COUNTER HAD BEEN
PLANNED TO ORGANIZE THE CUSTOMER FLOWS
ON A NEEDS BASE.
starting from drawing an ideal shop, thinking about the customers and
attendants needs, imagining the spatial distribution of the store functions: the
above layout is usually the visual output of this phase.

15. my approach | in depth
ACCOUNT MANAGEMENT
SETTING THE
EXPECTATIONS
REASSURING
FACING CHANGEABLE
NEEDS (OFTEN) THE
ME
BEING ASSERTIVE
CLIENT
LOOKING FOR
CONFRONTATION
LISTENING
listed above, there are just some of the “musts” of being a good account for a
client; the key is trust: how to get there is a matter of flexibility, good
predisposition to human relationship, and… finding a reasonable client!

16. my approach | in depth
PROJECT MANAGEMENT
CALLS
CALLS MAILS
MAILS COSTS
COSTS QUALITY
QUALITY DEADLINES
TRAVELS
MEETINGS
DEADLINES
VS. ME
SUPPLIERS
TEAM REQUESTS TRAVELS
BOSS REQUESTS TEAM REQUESTS
BOSS REQUESTS MEETINGS
MANAGEMENT REQUESTS SUPPLIERS
MANAGEMENT REQUESTS
during long and difficult projects, as well as in shorter ones, the number of
tasks to take care of is huge, and the secret to succeed is based on
organization, planning, focus, stress avoidance, decision-making capability.

17. my approach | in depth
TEAM MEMBERSHIP + LEADERSHIP
CONTRIBUTE
GET CONTRIBUTION
to lead a team, it s mostly important to be able to actively be part of it, listen to
every single source of contribution, and help each single member to get the
most out of his/her work.
how to? being a friend, a partner, and a rigorous time and resource planner.

18. my approach | in depth
[@ giovami]
BRAND MANAGEMENT
image definition
(brief)
communication
brand values
strategy
definition
[B2B + B2C]
company creative
presentations direction
summer 2009: giovaMI is a name, and a vague idea.
summer 2010: giovaMI is a brand, with stable values, a defined communication
strategy and a clear perception among companies and customers (web users).

19. my approach | in depth
[@ giovami]
COMMUNICATION STRATEGY
2010 2011
mar apr mag giu lug ago set ott nov dic gen feb
. Strategia top down
(partner culturali e
istituzionali)
. Strategia bottom up
(soft: FB, Twitter, News…)
. Evento di lancio
(Prima Vera Volta)
. Strategia bottom up
(hard: guerrilla, media…)
. Giovami.it (beta v. online)
. Giovami.it up&running
an ever-evolving process, based on good timing and planning capabilities.
I based the communication plan of giovaMI on the most modern marketing
tools (guerrilla, social media, internet PR, etc.), convinced that in such a
market an old strategies wouldn’t have brought the expected results

20. my approach | in depth
[@ giovami]
COMMUNICATION STRATEGY – OUTPUT (DIGITAL)
on the “to do list” of brand communication nowadays, social media (here,
facebook and twitter) represent a way to increase the brand awareness and
keep the brand conversation alive.

21. my approach | in depth
[@ giovami]
EVENTS MANAGEMENT
objectives
+
budget
definition creative
brief
task list
+
planning
coordination of all
pre-event and
live@event issues
the organization of an event is as delicate as stressful, concerning a huge variety
of activities which you must keep control on, from its creative direction, through
the supervision of all the technical details, to the analysis of its results.

22. my approach | in depth
[@ giovami]
EVENTS MANAGEMENT – OUTPUT
I.E. PRIMAVERA VOLTA – GIOVAMI LAUNCH
with this event, for the launch of the project giovami.it, i worked in cooperation
with the agency farenite, managing to bring to italy internationally known
musicians and contemporary artists, and transforming Teatro Franco Parenti in
a surprising location, for a result that left all the guests astounded.