Enrico Gatti

GLOBAL BACKPACKERCULTURAL EXPLORERIDEA GENERATOR

BRAND STRATEGIST

347-409-4997 | enr icogatt i@gmai l .com | www.enr icogatt i .com

Photo from Manarola, Cinque Terre, Italy.

I love details. Small, insignificant, hidden, underrated, overlooked, forgotten details. Details are the essential tiles of any mosaic, any big picture, any great idea. They lie at the base of mass behaviors, create invisible patterns, around them new cultural tribes silently form. Account planning is the art of sifting through the culturally relevant details, prioritizing and simplifying, for a 32,000 foot view of the business problem. My love of details inspired me to leave Italy after over 20 years exploring Europe, and led me to seek new ideas, cultures, new traditions, people, and adventures in North America.

Now...did you notice that almost every window in this old village has green shutters?

WORK EXPERIENCE

Account Planning Associate, Digitas NY, Sept. 2009 - present.

Freelance Strategic Planner, People Ideas & Culture, NY Summ. 2009Online seeder for “Quanto Vale Il Tuo Idolo?” non-profit viral campaign.• New business.•

(trend research, consumer interviews, focus groups, presentation design, video editing)

Brand Strategy Intern, Lowe & Partners NY, Summ. 2008

Lead strategist in winning intern campaign for new Degree Women product.• Lead strategist in winning intern campaign for Cupcake Café.• Man-on-the street interviews, insights and presentation to senior staff on • Flash Mobs for Lowe Counsel.Secondary research on Sharp Solar and Wachovia (new business).•

Junior Account Executive, Lowe & Partners Milan, Italy, 2007Assisted senior executives in daily team-client activities on Unieuro, con-• ducted focus groups for testing four creative campaigns.Directly involved in team-client coordination for new TV campaign aimed at • revamping Kinder Délice product by Ferrero.

Marketing specialist, Reggiane Cranes & Plants, Italy, 2006 Sales, P.R.• Represented Reggiane C.& P. in Dubai for week long training organized by • D.P. World.

SKILLSPrimary research: Writing surveys and discussion guides, focus group moderation, conducting on-street interviews.

Secondary research: Proficient in LexisNexis, Mintel, Technorati and Icon-oculture. Experience with MRI/Simmons reports.

Software: Final Cut Pro, Keynote, Adobe Creative Suite, Microsoft Office.

Languages: Italian (mother tongue), English (fluent), Spanish (advanced).

EDUCATIONVCU Brandcenter, Richmond VAM.S., Mass Communications, Communications Strategy, May 2009.

Università di Modena & Reggio Emilia, Business School, ItalyM.S., Business, International Marketing & Distribution, 2005.(included 6 month exchange program in Scotland, University of Strathclyde).B.S., Business, Marketing & Distribution, 2003.

A LITTLE SOMETHING ABOUT ME...Traveler at heart and keen observer of new cultures; short-movie maker; photographer; Shotokan Karate instructor; traditional Italian cook and slow food believer; NOKIA brand ambassador; explorer of Eastern philosophy and language, architecture and any kind of “How To” book.Oh! And older brother...

(+1) 347-409-4997 -- enricogatti@gmail.com | www.enricogatti.com -- 311 E. 92nd St. - New York (NY)

Enrico GattiBRAND STRATEGIST

Table of Contents

Ryanair brand campaign

Meadwestvaco brand campaign

HardBat brand campaign

Ryanair brand campaign

The Team

KyleA.D.

JoseC.W.

Chris Brand Manager

EnricoStrategist

The business problemBRAND EQUITYRyanair is a gift. It’s the leading low-cost airline in Europe and the largest Irish carrier; if you plan your trip in advance and can travel during week days and at off-peak hours, you can easily end up paying €0.99 to travel between Rome, Paris, Amsterdam, or any of the 132 European cities it serves. A no frills airline of-fering short, one-way routes that just get you there. With two hundred of the latest generation 747 jets, Ryanair employs the most highly compensated pilots in Europe.

SITUATIONRyanair will enter the U.S. market by the end of 2009 offering tickets as low as $13 for one-way transatlantic routes.

PROBLEMTo make “yet another low-cost airline” relevant in the U.S. market.

GOALLaunch Ryanair in the United States by building a strong, long-lasting brand identity that reflects the unique spirit of Ryanair’s passengers.

The insight

Tourists stick out like sore thumbs. Over eager for their annual 2-week dose of hap-piness, determined to record it on film, and ill at ease with local people, they hide behind their cameras, they bring their own culture, go there, get tan and come home a little poorer.*

A traveler is different than a tourist.

Travelers love to travel because they love culture. New culture, different culture, surprising culture, same-old same-old culture, underrated culture...Travelers are the modern translation of the old idea of pilgrims: they are inspired by local facets, small details, people, colors, smells.

They are willing to act like locals, in fact they become locals...every-where they go. Instead of visiting the old Coliseum in Rome, a traveler gets lost in a remote area of the city, takes a nap in the park, sits at a local cafe’ and plays chess with an old Roman fella, while sipping Italian Lavazza coffee and talking about life.

(*)Both qualitative research (one-on-one in-terviews in Virginia and North Carolina) and quantitative (a national online survey posted on tripadvisor.com) helped us recognize this consumer truth in U.S. passengers.

The strategy

POSITIONINGRyanair is a traveler’s tool.

STRATEGYEnable the traveler.

TARGETINGWith so many airlines focusing on the inflight experience rather than the overall journey (often by talking about price) and taking into account what an incredible impact Ryanair’s economical transatlantic offerings will have on the U.S., my team and I agreed to proceed with a much deeper and more defendable brand strategy aimed at enabling travelers by harnessing the potential of their tribe.

Brand manifestoI am a traveler.I go where I want when I want. I have a blatant disregard for the changing seasons. I enjoy a walk in the park. Talk in the park. Eat in the park. Sleep in the park. Trains. Buses. Trails. Bike rides. Cab rides. Hitchhikes. I am a traveler. I'd rather see a million stars in the sky than five in a hotel. The lady selling me bread is my tour guide. And the street vendor is my chef. I am a local. Everywhere I go. Because I am a traveler. I'll travel with friends. By myself. Make friends. See old friends. Find new ones. Fall in love. Fall out of love. See life through the eyes of a taxi driver.Because, I am a traveler.

Ryanair. Travel like a traveler.

We want to start by energizing Ryanair’s internal audience. The pilots, the cabin crew and all employees need to be on the same page and know they aren’t working for just another low-cost airline:

they are leaders of a tribe, the tribe of Travelers.

The campaign

Ryanair will create an online TV show. It will be accessible for free, on Ryanair’s You Tube Channel. We will ship European citizens to major cities in the U.S. and American citizens to European cities. From those locations they will have to earn a $13-$30 ticket home by putting on some kind of street perfor-mance that attracts the attention and donations of the locals. A small crew will film them and spread the con-tent online with daily updates. This will generate free buzz and PR coverage locally as well as online. Some footage may be used for a print campaign.

Ryanair’s website will become a further tool for travelers, focusing not only on the flight itself but on the overall journey. We intend to create tour guides that aren’t tourist guides. The type of information travelers seek is far from what tourists crave. Forget the fancy cocktail and the amazing beach, Ryanair will sponsor the most remote and typical restaurants only the locals know, where they speak a slang of a slang, where the true colors and smells of a city still live intact and unknown to any tourist.

http://ryanair.com/splash1.html

The list of locations will be accessible both online and through 2D bar code stickers (intelligible to any camera phone) and dissemi-nated in key spots throughout the cities Ryanair serves. We believe this media touchpoint makes perfect sense for travelers, since they may not always have access to the internet but they are likely to carry their phones with them everywhere they go.

Alternatively, printed copies will be available for purchase online (a partner-ship with N.F.T.* may be considered). We opted for a provocative name that reinforces the idea of Ryanair as a unique and reliable traveler’s tool attracting to both extreme backpackers and less adventuresome travelers.

(*) “Not For Tourists”, a series of guides to major American cities.

If Ryanair’s mission is to enable the traveler, why not give U.S. citizens a taste of what it’d be like to go for a snack in Berlin this afternoon, a waf-fle in Brussels tomorrow for lunch and a pizza in Rome for dinner?

We will put European snacks with Ryanair pro-motional codes in a selection of U.S. restau-rants, to offer a taste of what it’s like to be an experienced traveler.

Our print campaign will feature strikingly different, foreign looking and completely incomprehen-sible ads for local European products, which will include a smaller promotional code from Ryanair. This will convey once more how Ryanair is the perfect traveler’s tool, enabling its U.S. passengers to seek out exclusive European experiences.

Our TV campaign consists of a collage of testimonials featur-ing the winners of our online TV Show (“Under 100”), ex-plaining what makes a traveler a traveler in a compelling and challenging manner. *

*These images are taken from a brand manifesto video available at www.enricogatti.com. The video was created on campus to dem-onstrate the look and feel of our TV campaign but does not neces-sarily reflect the age range and di-versity of a potential final product.

Based on recommendations from our MRI Simmons report, we picked the TV channels and magazines we deemed most appropriate for travelers.

M J J A S O N D J F M A

InternalPrintTVWebsiteUnder 100GuidesCardboardCracker JacksOOH MapsBar codeWeb Banners

120

117

MRI Simmons 2006

119150 122

130169

136 126

The media plan we suggested for this campaign.

Media plan

Meadwestvaco brand campaign

The Team

JayA.D.

NatalieC.W.

Matt Brand Manager

EnricoStrategist

BRAND EQUITYMWV is a global leader in B2B packaging solutions for a variety of markets: healthcare, food & beverage, home & garden, tobacco and personal & beauty care. With an annual revenue of $7 billion, factories in 30 countries and 22,000 employees worldwide, MWV prides itself on its ability to harness market knowl-edge and consumer insights to produce innovative, high quality products world-wide.

MARKET SITUATIONToday, packaging plays an important role for the consumer. It adds value, dif-ferentiates products and represents the very first contact between consumers and brands. Nevertheless, brands tend to treat packaging as a commodity, a simple matter of repeat purchasing, and thus miss a great opportunity to involve packaging design in much earlier stages of product development.

OBJECTIVEReposition MWV as a brand consultant rather than a packaging vendor.

The business objective

* www.underconsideration.com/brandnew (Brand New, division of Under-Consideration.com, collects opinions on corporate and brand identity work).

“To assert that packaging is how brands take shape is a tad ambitious.”“I just wish it were more relevant.”“...because packaging is physical, maybe they mean that they can provide the means by which brands literally take shape, in packaging...?”“The tagline --how brands take shape-- seems a bit presumptuous to me”. *

THE RESEARCHWhen asked what they think of MWV’s new tagline “How brands take shape”, some of its B2B clients had the following reactions:

INSIGHTMWV’s clients don’t yet understand the potential of the promise: “How brands take shape”.

STRATEGYProve MWV can shape a brand.

THE PROCESSA) Gain credibility by building a portfolio of cases that demonstrate MWV’s skills as a brand consultant rather than a simple packaging vendor.

B) Revamp MWV’s internal organization in order to deliver consistent branding solutions worldwide.

Communications strategy

+PRODUCT-CLOTHES= BRANDS

BABEIn addition to being very fragmented due to its high profit margins, this market’s typical communication model can be brought down to what we called the “Babe + Product - Clothes = Brand” formula. Since most fragrance brands have a very similar way of advertising their products, a more compelling way to stand out is needed.

HIGH-END FRAGRANCE MARKETWe chose to start building MWV’s branding portfolio by picking one of its existing markets of expertise: high-end fragrances. MWV serves this market in Europe and the U.S., producing both secondary packaging (i.e. paper/plastic external boxes) and top quality dispensing solutions for primary packaging.

A) the portfolio

Why Dior?

We picked Dior’s high end fragrances as our first “brand to shape” because of its existing relationship with MWV, which already handles Dior’s packaging for cosmetics and other beauty products in China. In order to initiate a meaningful conversation with Dior’s top brand management and product development departments, we recommended that MWV look into the essential features that made Dior the brand it is today:

Dior was established during a period as tough economi-cally as today, and yet Dior’s “New Look” was defined by a more luxurious and more womanly style than the practical look of the early ‘50s.

Dior’s evolution has spanned a very rich cre-ative history, from its choice of imagery in the ‘60s and ‘70s...

...to its audacious product extensions...

...to the Flemish art influ-ence of Galliano’s 2009 couture.

MWV shapes DiorDemonstrating their understanding of Dior’s brand essence, will help MWV gain more credibility as a brand consultant as well as open the door to their suggestions for interesting product extensions...

...such as a fashionable necklace / mini fragrance container, a product in line with Dior’s visual style and brand identity that will resonate with consumers, occupy various shopping spaces (e.g. jewelry, clothing stores) and make MWV Dior’s main supplier of both secondary packag-ing and dispensing solutions.

Secondary packaging

MWV could also suggest innovative solutions for Dior’s secondary packaging, further tapping into their core competences. We mocked up an ex-ample of our idea (although we realize we really aren’t going to be very successful as package de-signers!)

Secondary packaging will be utilized for multiple purposes such as the insertion of personalized contents or to commu-nicate Dior’s historical role in revolutionizing women’s fash-ion design throughout the second half of the 20th century.

Print campaign

A similar visual style will be translated into an international print campaign.

Outdoor campaign

Communication pieces will live outdoors, fol-lowing major fashion shows around the world in cities such as Rome, Paris, Hong Kong, and New York...

Christian Dior, Madison Ave. -- N.Y.C.

Fashion Week -- N.Y.C.

...or they will become part of the in-store experience.

Digital campaign

A 2D barcode embedded both in print and outdoor ads as well as sec-ondary packaging will easily provide access to digital content from any camera phone with internet capabilities.

This will enable consumers or passersby to learn more about both Dior’s new jewelry line and the brand’s core historical values...

...or it could be utilized to create custom mes-sages for gifts depending on the occasion or time of the year.

B) the think tank

Internally, we envisioned the formation of a new unit that would act within MWV as think tank, a task force composed of brand strategists and MWV’s experts from all of the company’s key fields. This unit would transcend internal departmental sub-divisions, coordinate the distribution of market knowledge throughout the organization and constantly gather intelligence on existing and new customer brands.

The think tank would thus be capable of anticipating relevant market trends and experimenting with new branding ideas and packaging solutions.

Not only will this draw more business to MWV and its custom-ers, but it will also offer new ways of profiting from the think tank’s solutions: by licensing MWV’s branding consultations, introducing new client products on the market and developing their package design.

HardBat Classic

The Team

ChrisA.D.

JoseC.W.

Leslie Brand Manager

EnricoStrategist

The business objectives

THE SITUATIONHardbat is the original, ‘classic’ ping pong that your parents used to play in the basement. Hardbat is played with hard, wooden paddles instead of the soft, foam paddles that are used in the Olympics. Radical Media asked us to help them re-launch the game -- taking it out of the basement and into the big time --. The HardBat Classic, a tournament Radical Media is organizing in Las Vegas, will feature over 1,000 players competing for a $100,000 prize in a round robin tournament. The final will be telecast on ESPN.

THE OBJECTIVESShort term objective:Develop a 360° promotional campaign for The HardBat Classic, a nationally televised table tennis event in Las Vegas.

Long term objective:Develop a HardBat brand that can outlast the event itself and live and breathe independently.

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“Out of the basement and into the big time”

The strategyTHE INSIGHTOnly a few get extremely serious and competitive about table tennis.The rest of us play because it’s fun and a way to relax and take a break.

THE TARGETWe envisioned that the creative class would be the perfect target for a campaign built around the idea of “fun and “escape”. We want to address musicians, filmmakers, artists, advertising creatives, writers, designers, ar-chitects: a collective persona that traditionally embraces the idea of enjoy-ing life, questioning what’s mainstream and constantly seeking better and newer ways of doing things.

Dr. Richard Florida in his book: “The Rise of the Creative Class”, asserts that the creative class counts for 12% of the U.S. population, the product of a society rapidly shifting toward an idea based economy where only “the creatives” can thrive. In order to create a movement and bring out the cool side of ping pong, we need to place it in the hands of the trendsetters.

THE STRATEGYMake HardBat the creative escape.

Editorials

We looked at some of the magazines that are popular with our audience and imagined how an editorial piece might bring to life the look and lifestyle of HardBat.

“Forget table tennis. Forget the Olympics. The blue tables. The spectators. Long before what we call table tennis, there was HardBat, a game played with wooden paddles, relying on skill rather then technology and fun rather than com-petition. A brand is bringing it back, blending the traditional spirit of the game with contemporary style for a creative mix where HardBat adds the fun. At a dusty table by the pool, in a bushy backyard, or a rooftop party in NYC, a couple of players approach the table, PBR in one hand, HardBat paddle in the other, and make the game come to life. No hardcore sportsmen or women.

Just people having fun, enjoying life, killing the routine.”

White V graphic tee...$45

Brown vintage cardigan..$95

All by HardBat Classic apparelJeans by A.P.C.

Own shades.

Wild posting

Pop-up HardBat halls

Pop-up HardBat halls in empty retail spaces.

Sudden HardBat street games, where anyone passing by can stop and play. (We envision the first 4-6 players would be actors pretending to be passersby.)

Sudden street games

HardBat soundtrack

A HardBat soundtrack could be compiled and made available on iTunes.

Lisztomania by Phoenix

I Believe by Simian Mobile Disco

Les Artistes by Santgold

Huddle Formation by The Go! Team

There will be tears by Mr. Hudson

Fa-Fa-Fa by Datarock

Burning by The Whitest Boy Alive

Bruises by Chairlift

Collarbone by Fujiya & Miyagi

Dancing Choose by TV on the Radio

I am a Cuckoo by Belle & Sebestian

Let the formula forge itself by C.L. / V. A.

Rich Girls by The Virgins

The Seeker by The Who

Imagine walking into MoMa or any other major art gallery, the perfect place to interact with a creative audience. Look up and see hundreds of ping pong balls hanging from the ceiling in the form of the HardBat logo.

MoMa installation

Sideview. View from underneath.

Paddle design

Tabletop design

Table design

Pedestal Table. Box Table. Interchangeable cube table.

Hotel lobbies, galleries, boutiques, bars, venues...

The tables become communication pieces and a way for people to interact with the brand.

Table placement

Target creative hubs

AustinBoston

Los AngelesPortlandNew York

San FranciscoDenver *

* Sources: “Cities and the Creative Class” by Richard Florida and “NEO Power” by Ross Honeywill.

...designed to put the name in the streets.

“HardBat Lifestyle” t-shirt

HardBat apparel

More items like cardigans, sweaters and hoodies will also be designed.

All of these will be shown in the editorial.

HardBat Classic

We suggested that the HardBat tournament in Las Vegas become a creative weekend including musical gigs and art.

Below are a list of brands we think would be perfect part-ners for HardBat.

Thank you.

“The task is not to see what no one else sees, but to think what no one else has thought about that which everybody sees.” -- Arthur Shopenhauer

Enrico347-409-4997 | enricogatti@gmail.com | www.enricogatti.com