Catalog

	Table of Contents
p. 27 of 32 BACK | NEXT I. Introduction II. Assessment of Past Performance III. Rationale and Role IV. Operational Strategy V. Operational Improvements A. Single Project Exposure Limit B. Providing for Smaller Interventions C. Conflicts of Interest D. Screening of Projects E. Streamlining of Business Processes F. Strengthened Risk Management G. Strengthened Management of Nonperforming Investments H. Private Sector Operations at Resident Missions I. Enhancing Technical Assistance for Private Sector Operations J. Active Outreach Marketing K. Establishment of a Financial Reporting System VI. Resource Requirements VII. Conclusions and Recommendations

Private Sector Operations: Strategic Directions and Review : V. Operational Improvements

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J. Active Outreach Marketing

103. Active marketing of PSO is important to inform a wide circle of private sector sponsors and cofinanciers of the value ADB can add to projects in DMCs, familiarize the marketplace with ADB’s core competencies in PSO—infrastructure and capital markets, and apprise potential clients about new financial instruments and services as ADB develops them. With active marketing, PSG will be able to enhance the inflow of information on private sector investment opportunities and investor perspectives, thereby increasing deal flow and broadening the range of prospective private sector projects that are considered for possible ADB assistance. This should improve strategic selection of projects, since a wider choice allows PSG to use scarce ADB capital for the optimal projects in a country to maximize development impact. ADB must also maintain and strengthen external relations on PSO, particularly with other IFIs and the financial press. Active marketing efforts represent additional demands on PSG and require additional resource allocation. Without such efforts, PSG will remain reactive to the market, with project selection restricted to a narrow range of walk-in proposals.

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