# Presentation: 356774

##      In the end “...it’s all personal”

     The Bank wants firms that work...reputation,  			reliability, overcome problems

     Success or failure of a project lies with individuals...so the 	Bank wants to know “WHO WILL BE DOING THE WORK?”

     People work with whom they want to work—approach ADB 	staff personally; be well informed; ADB must get to know 	you, and you must build credibility

     If new on the block, “...bid, bid, bid in order to be taken 	seriously”...project seriousness, quality, consistency and 	build trust

     Relationships “don’t travel” within the Bank...change and 	reorganization

**     ****The Bank wants firms that *****work*****...reputation,  ****	****	****	****reliability, overcome problems**
**     *****Success or failure***** of a project *****lies with individuals*****...so the ****	****Bank wants to know *****“WHO WILL BE DOING THE WORK?”***
**     ****People work with whom they *****want***** to work—approach ADB ****	****staff personally; be well informed; ADB must get to know ****	****you, and you must build credibility**
**     ****If new on the block, “...bid, bid, bid in order to be taken ****	****seriously”...project seriousness, quality, consistency and ****	****build trust**
**     ****Relationships “don’t travel” within the Bank...change and ****	****reorganization**

**Successful US Contractors to the ADB****“General Best Practices”**

##     Advice that “its all personal” is doubly true

    Individual team leaders need name recognition, not just 	company reputation

    Once personal relationships are established, firms     
         	can ask probing questions (What’s required to be short-	listed?  Who’s on the evaluation committee?)

    Firms must go beyond electronic expression of interest

    TA business is challenging... Bank officers want more 	than 	they need & ask for more than they’re paying for.

**    ****Individual *****team leaders***** need name recognition, not just ****	****company reputation**
**    ****Once personal relationships are established, firms     **
**         ****	****can ask probing questions (What’s required to be short-****	****listed?  Who’s on the evaluation committee?)**
**    ****Firms must go beyond electronic expression of interest**
**    ****TA business is challenging... Bank officers want more ****	****than ****	****they need & ask for more than they’re paying for.**

**Relating to technical assistance and consulting...U.S. “Best Practices”**

##      Local information is power-- local presence offers advantage

     Leverage technology to build presence and credibility—	website, the team, experience, global office network, 	strengths, successes, connection

     If US firm does not visit ADB and DMC:  How serious can the 	firm be? 

     “Asia is relationships”--  out in the lean years, return for the 	boom years.... “US will be seen as an unreliable partner”

     Over past decade, “...a shift in ADB project execution 
	    	from hard science to soft sciences ...environmental 	protection, social displacement, gender issues, disease 	transmission/prevention”

**     ****Leverage technology to build presence and credibility—****	****website, the team, experience, global office network, ****	****strengths, successes, connection**
**     ****If US firm does *****not***** visit ADB and DMC:  *****How serious can the ******	******firm be? ***
**     “****Asia is relationships”--  out in the lean years, return for the ****	****boom years.... “US will be seen as an unreliable partner”**
**     ****Over past decade, “...a shift in ADB project execution **
**	****    ****	****from hard science to soft sciences ...*****environmental ******	******protection, social displacement, gender issues, disease ******	******transmission/prevention”***

**Relating to loans and project activity... U.S. “Best Practices”**

##      Local vested interest may be contrary to goals of ADB-funded 	project- how to understand, respond and help manage 	criticism

     Be aware of larger contract and how your piece fits into          
          	upstream and downstream deliverables and the politics

    ADB “...cares more about social goals than contractor’s 
         	work and the commercial aspects of deliverables”

    ADB is “document- focused”--learn and play by the rules 
         	respectfully...balancing commercial goals and client 	deliverables

**     ****Be aware of larger contract and how *****your piece***** fits into          **
**          ****	****upstream and downstream deliverables and the politics**
**    ****ADB “...cares more about social goals than contractor’s **
**         ****	****work and the commercial aspects of deliverables”**
**    ****ADB is *****“*****document- focused*****”*****--learn and play by the rules **
**         ****	****respectfully...balancing commercial goals and client ****	****deliverables**

**Caveats....U.S. “Best Practices”**

##      Be aware of administrative challenge of managing
	     	project documents. If you don’t, you may not get paid.

     ADB is accommodating DMCs in project competition...driving 	more intense cost competition

    The Q+CBS evaluations are squeezing the margins—how happy 	are the winners?

   “...expect within 3 years much more intense competition from 	China and India.”

**     ****Be aware of administrative challenge of managing**
**	****     ****	****project documents. If you don’t, you may not get paid.**
**     ****ADB is accommodating DMCs in project competition...driving ****	*****more intense***** *****cost competition***
**    ****The Q+CBS evaluations are *****squeezing***** *****the margins*****—how happy ****	****are the winners?**
**   “...****expect within 3 years much more intense competition from ****	*****China and India.”***

**Caveats....U.S. “Best Practices”**

**(cont.)**

##     Stick to your specialization—let the competition worry because 	you are there

    Play to your strengths—have a sectoral & country strategy

    Target consulting contracts that may lead to later project
         	participation and because it’s a country where you want to 
         	be

   What’s the regional competition under the Q+CBS...price is a
        	factor

    Incorporated locally in DMC market?  That entity may bid and 	employ majority local team.  Good price strategy for less 	complex projects

**    ****Stick to your specialization—let the competition worry because ****	****you are there**
**	****     **
**    ****Play to your strengths—have a sectoral & country strategy**
**    ****Target consulting contracts that may lead to later project**
**         ****	****participation and because it’s a country *****where you want to ***
***         ******	******be***
**   ****What’s the regional competition under the Q+CBS...*****price is a***
***        ******	******factor***
**    ****Incorporated locally in DMC market?  That entity may bid and ****	****employ majority local team.  Good price strategy for less ****	****complex projects**

## 	     
    Local engineering centers built on the backs of projects 
        	can be retained for “outsourcing” of other projects to  
       	reduce costs

    Improve awareness of available technologies—work 
	         upstream in project cycles to educate ADB and 
     	 borrowers--specifications

   To be competitive, buy local for project execution

   ADB provides opportunities to enter new target markets, 
	        building experience and gaining entry to USAID-funded 
     	projects, as well.

**    ****Local engineering centers *****built on the backs of projects***** **
**        ****	****can be retained for *****“outsourcing”***** of other projects to  **
**       ****	****reduce costs**
**    ****Improve awareness of available technologies—work **
**	****         *****upstream***** in project cycles to educate ADB and **
**     ****	**** ****borrowers--*****specifications***
**   ****To be competitive, buy local for project execution**
**   ****ADB provides opportunities to *****enter new target markets*****, **
**	****        ****building experience and gaining entry to USAID-funded **
**     ****	****projects, as well.**

**Marketing U.S. “Best Practices”**

**(cont.)**

##     Value in discipline that ADB brings to project 
        	development and procurement-- accountability, responsibility, 	transparency-- ADB rules prevail over domestic

     ADB website is great — use it well and often

     ADB is more transparent than IADB and AfDB

     ADB seeks value for its borrowers—US firms know 
         	how to deliver it

**    ****Value in discipline that ADB brings to project **
**        ****	****development and procurement-- a*****ccountability, responsibility, ******	******transparency-- *****ADB rules prevail***** *****over domestic**
**	****     **
**     ****ADB website is great — use it well and often**
**     ****ADB is *****more transparent***** than IADB and AfDB**
**     ****ADB seeks *****value***** for its borrowers—US firms know **
**         ****	****how to deliver it**

## Important Contacts

**	****25th Floor, Ayala Life - FGU Center**
**	****6811 Ayala Avenue, Makati City 1226, **
**	****Metro Manila, The Philippines**
**	****Ph: 63-2-887-1345; 887-1346;  Fax: 63-2-887-1164**
**U.S. Mail:****	****PSC 500, Box 33**
**	****FPO AP 96515-1000**
**Websites:****	****www.export.gov**
**	****www.adb.org**
**Email:****	****Kenneth Reidbord, kenneth.reidbord@mail.doc.gov**
**	****Cecile Santos, cecile.santos@mail.doc.gov**
**	**

**Important Contacts**