Our Projects

Clientoscope has set-up and run communities of practice also called fellowships or associations. More specifically, our experts carried out the following activities:

 

1. Ideation – benchmarking, research into untapped client and stakeholder needs, and concept development
2. Business planning – definition of the business model with membership levels, design of the strategy, implementation workplan and financial, IT and human resources planning
3. Deployment – hiring of resources and capacitation, IT platform identification and recommendation, launch of core activities
4. Management – establishing a calendar of events, communication flow and strategy, partnership identification, social media management, event management.
   

Clientoscope has redefined the marketing function as a strategic function by aligning it to the overall strategy of the organization and avoiding overlapping with other functions. It specifically carried out the following activities:

 

1. Assessment of the current corporate strategy and strategic objectives
2. Identification of the gap in corporate needs and current marketing practices
3. Identification of the internal and external clients of the marketing function with specific needs according to the corporate strategy
4. Establishing a direct and measurable contribution to the strategy through clear KPIs and targets
5. Identifying and outlining the key processes that require improvement in order to serve the overall strategy
6. Defining the resources needed to deploy the new function successfully

Clientoscope identified the different stakeholders and their expectations in terms of: topics of interest, frequency of communication and preferred communication channel. It further identified the goals of the not-for-profit and the desired actions as a result of its communication activity and contrasted against the stakeholder findings. Clientoscope put together a communication strategy that included:

 

1. Prioritization of the stakeholders with a definition of their personas and their communication expectations
2. Identification of key communicators in the organization with clear roles and responsibilities
3. The organization communication workflow and communication guidelines
4. A yearly communication calendar
5. Recommendations on measuring the reach and impact of the communications
6. Recommendations on capabilities required to successfully put it in practice.

Clientoscope led the development of the strategic positioning of the conference, and participated in an advisory role in providing recommendations on content, logistics and event management.

In the initial phase Clientoscope conducted extensive research in the different world-class events that are organized internationally with specific focus on topics, frequency, format and perception. It also identified the different needs within possible target audiences, decision-making capabilities and impact on the world and provided recommendations.

Upon reaching consensus, Clientoscope defined format, attendance requirements, magnitude, and communication strategy. It also defined a full set of complementary activities (e.g research, special groups, networking meetings, etc) to run yearly between the conferences in order to increase impact and ensure loyalty.

Clientoscope assessed historical data on the financial performance of the different products and ran an in-depth research on the needs of the market. It identified opportunities for diversification and growth in new GCC and African markets where it helped build a customer database and set up a new business model to respond better to market needs.

 

It adapted the packaging to the EMEA markets, adjusted the pricing and the key messages and identified other product requirements. Clientoscope also collaborated with the in-house team of consultants and experts to design new training materials with a refreshed look and adapted content. It further defined the internal processes from production, marketing to delivery and customer experience.