responses to change

For CMB Immobiliare tackling the “Città Contemporanea” intervention in Milan (500 new accommodations) was a new challenge: a more refined product, for a younger, more international target of clients.

In 2017, LAMA carried out a CAWI survey on more than 2,500 potential customers, with the purpose of better profiling the characteristics of the “Typical customer”. The results of the survey guided the design of the communication and marketing strategy and the redesign of materials to support sales activity. /

LAMA, on behalf of CGIL (the Italian General Confederation of Labour), has conceived, designed and developed the digital platform, with the aim to provide members of the Industrial Council and the Scientific Committee of CGIL with a working tool where updates and communications can be digitally managed.

The platform offers a series of contents (collected and selected by web via rss feed) as well as a repository; moreover, it directly hosts the debate on issues proposed by CGIL coordination, through calls to action for CGIL members.


UnipolSai and CRU Toscana have commissioned LAMA to design and conduct an action research and storytelling project to address the topic of work and future jobs.

LAMA conducted a desk research, organized stakeholder workshops (trade associations, trade unions, workers, entrepreneurs and professionals), conceived and managed a social communication campaign, created a website, designed and implemented the editorial project, which included the creation of 10 authorial video interviews shot by a film director.

The housing cooperative Uniabita was facing a stagnation in sales of the new complex developed in Sesto San Giovanni (Milan, 250 accommodations) called «Univillage».

In 2018, LAMA carried out a CAWI survey on the contacts collected by Uniabita. Based on the results of the survey LAMA designed the marketing strategy diversifying contents for specific targets. The strategy led to the completion of sales in two years.

The programme, promoted by the Robert Bosch Stiftung Foundation (one of the largest business foundations in Europe), was coordinated by Impact Hub Global and managed in collaboration with Impact Hubs in Moscow, Florence, Birmingham, Zagreb and Yerevan. Each of the five Hubs created a working group of 20 people with different backgrounds, aimed at investigating the dimensions of “local challenges” that potentially block routes to employment, and then identifying concrete solutions to be put in place. As a result, in Florence we created Radical Learning: a certification platform for learning in informal contexts, and a means of enhancing transferable skills and preparing for the future of the labour market.

Coopser is an historic cooperative from Ferrara which works in logistics and porterage. From 2007, both the geographical area and the market in which they operate entered into crisis, causing negative repercussions on the company’s performance. We were tasked with analysing the company from a systemic perspective in order to evaluate the various components (economic, financial, and organisational). We carried out a performance assessment, proposed a strategic reorganisation strategy, and supported the Board in implementing it. Finally, we assisted the cooperative in the selection of the director, accompanying them for strategic decisions.

A small family run textiles company from Prato, which had always worked on behalf of third parties, decided to enter the B2C market thanks to the opportunities offered by online sales. We worked on the integration of (already present) Amazon business sales channels, with an e-commerce platform that we created on the website of the proprietary brand “Dalle Piane Cashmere”. Having prepared the IT infrastructure, we defined web marketing and conversion strategies for specific markets (Italy and USA), taking on the content strategy and the direct management of social channels. Finally, we implemented a reporting system for monitoring performance. These actions culminated in a growth in online B2C turnover of 1317% in the first 2 years of activity.