Engaging Clients for Increased Development Impact: What has IFC Learned
Engaging Clients for Increased Development Impact: What has IFC Learned
Engaging Clients for Increased Development Impact: What has IFC Learned
Join this panel of experts as they discuss how to build on lessons learned after a decade of implementing IFC’s client engagement approach, especially in the context of IFC’s current focus on creating markets and maximizing finance for development.
22 May, 2018 12:30 - 14:00 ( ET ) / 16:30 - 18:00 ( GMT )
Event will be streamed live starting in….2018-05-22T16:30:00
May 22, 2018
12:30pm – 2:00pm | Room F L-101 Word Bank, F Building
IFC introduced engaging with clients as a strategic priority in the early 2000s. This was a relevant and timely response to competitive pressures from new players in the private sector development space, more financing and advisory options available to private investors in developing countries, and more confident developing country enterprises.
The overarching objective for this shift was to use strategically selected new and existing clients as effective vehicles for catalyzing private investments, increasing IFC’s developmental impact, and improving business efficiency.
The panel of experts discussed how to build on lessons learned after a decade of implementing IFC’s client engagement approach, especially in the context of IFC’s current focus on creating markets and maximizing finance for development. The event also highlighted findings from IEG’s recent evaluation on IFC's approach to engaging with clients: The International Finance Corporation’s Approach to Engaging Clients for Increased Development Impact.
Two questions: What is the definition of strategic client for IFC? and, 2) To effectively manage strategic client relations, the relationship manager has to have empowerment and credibility with the client and within IFC. How are we supporting, from a model, incentive, capacities and capabilities point of view this?
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Two questions: What is the…
Two questions: What is the definition of strategic client for IFC? and, 2) To effectively manage strategic client relations, the relationship manager has to have empowerment and credibility with the client and within IFC. How are we supporting, from a model, incentive, capacities and capabilities point of view this?
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