OECD Secretary-General Angel Gurría today welcomed the passage into law of Latvia's “Public Persons Enterprises and Capital Shares Governance Law”.

26-27 November 2014 – Lusaka, Zambia: This meeting focused on combating corruption and promoting responsible business conduct in SOEs and was followed by a workshop on the governance of SOEs operating in the power generation industry. Participants launched and adopted the Guidelines on the Governance of State-Owned Enterprises in Southern Africa.

This report evaluates the corporate governance framework for the Colombian state-owned enterprise sector relative to the OECD Guidelines on Corporate Governance of State-Owned Enterprises. The report was prepared at the request of the Republic of Colombia. It is based on a review involving all OECD countries.

This brochure explains the major changes introduced in the OECD’s 4th Benchmark Definition of Foreign Direct Investment (FDI), which saw widespread implementation in 2014, and assesses the impact on FDI statistics.

The recent surge in competition between state and private firms in global markets calls for a reflection on how to minimise any potentially distortionary effects on international trade and investment created by state enterprises while at the same time restraining any undue protectionist policy responses directed at them.

24-25 November 2015 – Victoria Falls, Zimbabwe: This meeting featured discussions on recent state-owned enterprise reforms across Southern African economies. It also included the presentation of a draft handbook on ethics and business integrity for use by governments as owners and by state-owned enterprises.

This report reviews current arrangements and trends in board nomination, size and composition, evaluation, training, induction and use of committees in Latin American SOEs. It also includes financing and budgeting. The countries covered are Argentina, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Paraguay, Peru and Uruguay.

This report reviews current arrangements and trends in board nomination, size and composition, evaluation, training, induction and use of committees in Latin American SOEs. It also includes financing and budgeting. The countries covered are Argentina, Brazil, Chile, Colombia, Costa Rica, Ecuador, Mexico, Paraguay, Peru and Uruguay.

This report evaluates the corporate governance framework for the Lithuanian state-owned enterprise sector relative to the OECD Guidelines on Corporate Governance of State-Owned Enterprises. The report was prepared at the request of the Republic of Lithuania, reviewed by the OECD Working Party on State Ownership and Privatisation Practices and is based on discussions involving all OECD countries.

7-8 June 2016: This meeting of the Global Knowledge Sharing Network on Corporate Governance of State-Owned Enterprises provides an opportunity for policy makers from around the world to discuss priorities for SOE reform and to support implementation through knowledge sharing.

This report provides an overview of national practices towards performance evaluation and management of state-owned enterprises in 11 Asian economies: Bhutan, People’s Republic of China, India, Indonesia, Kazakhstan, Korea, Myanmar, Pakistan, Philippines, Singapore and Viet Nam.

This report covers the activities undertaken to promote the effective implementation of the OECD Guidelines for Multinational Enterprises by governments and National Contact Points from July 2014 to December 2015.

17 September 2016, Washington DC - This event brought together legal practitioners and experts to focus on how international standards on responsible business conduct are impacting legal practice as well as how legal tools can be used to strengthen ethical business practices throughout global supply chains.

Responsible business conduct (RBC) is recognised as an important part of the investment climate and is increasingly integrated within public policies aimed at attracting better investment and enhancing sustainable development.

The 9th meeting of the Asia network on corporate governance of state-owned enterprises took place in Seoul, Korea, on 6-7 December 2016. Participants discussed measures to strengthen transparency and disclosure in the state-owned enterprise sector.

19 December 2016, Paris: On the occasion of the 40th anniversary of the OECD Guidelines for Multinational Enterprises, this roundtable convened a wide range of stakeholders from international organisations, governments, business, civil society, and academia involved in working with the Guidelines.

Promoting responsible business conduct in the financial sector is vital to building a sustainable global economy. This paper will help institutional investors implement the due diligence recommendations of the OECD Guidelines for Multinational Enterprises in order to prevent or address adverse impacts related to human and labour rights, the environment, and corruption in their investment portfolios.

Surprised looks with colleagues or students are commonplace when I observe that the OECD plays an important part in the promotion of responsible business conduct (RBC), not just in OECD countries, but also globally. RBC is OECD “speak” for corporate social responsibility, corporate sustainability and other terms indicating an expectation that businesses take responsibility for their impact on society.

More and more governments are introducing or enhancing screening mechanisms for inbound investment projects to identify and address perceived threats to national security, particularly investments by state-owned enterprises. What can be done to allow home and host societies to reap the benefits of international investment while addressing the security concerns that inhibit certain investments proposed by SOEs today?

This report provides an overview of national approaches to disclosure and transparency in the state-owned enterprise (SOE) sector in nine Asian economies: Bhutan, India, Kazakhstan, Korea, Malaysia, Pakistan, Philippines, Thailand and Viet Nam.

This report provides an overview of national practices to professionalise boards of directors by examining relevant legislation, policies and practices applicable to state-owned enterprises in a sample of OECD countries and developing and emerging economies.

This report provides an overview of national approaches to risk management in the state-owned enterprise (SOE) sector in seven Asian economies (Bhutan, India, Korea, Pakistan, Philippines, Thailand and Viet Nam). It examines risk management requirements and practices at both the level of the state and at the level of individual enterprises.

This report evaluates the corporate governance framework for the Argentinian state-owned enterprise sector relative to the OECD Guidelines on Corporate Governance of State-Owned Enterprises. The report was prepared at the request of Argentina. It is based on discussions involving all OECD countries.

Governments adhering to the OECD Guidelines for Multinational Enterprises are required to set up a National Contact Point (NCP) that functions in a visible, accessible, transparent and accountable manner. This report contains a peer review of the Chilean NCP, mapping its strengths and accomplishments and also identifying opportunities for improvement.

Governments adhering to the OECD Guidelines for Multinational Enterprises are required to set up a National Contact Point that functions in a visible, accessible, transparent and accountable manner. This report contains a peer review of the French NCP, mapping its strengths and accomplishments and also identifying opportunities for improvement.

Governments adhering to the OECD Guidelines for Multinational Enterprises are required to set up a National Contact Point (NCP) that functions in a visible, accessible, transparent and accountable manner. This report contains a peer review of the German NCP, mapping its strengths and accomplishments and also identifying opportunities for improvement.

The annual reports on the OECD Guidelines for Multinational Enterprises provide an account of the actions the adhering governments have taken over the previous 12 months to enhance the contribution of the guidelines to the improved functioning of the global economy.

This study explores the role of the National Contact Points in dealing with cases relating to the implementation of the OECD Guidelines for Multinational Enterprises with a particular focus on labour issues and social dialogue.

20 June 2018 - This Liber Amicorum was prepared for Roel Nieuwenkamp. It offers a wide-ranging and comprehensive message to governments, business, civil society organisations and other stakeholders to collectively widen and deepen the adherence and practice of the OECD Guidelines for Multinational Enterprises worldwide.

The OECD works with Asian economies and regional partners to raise awareness and promote corporate governance and capital market development in the region.

The 10 per cent plunge in Enterprise Inns’ share price on Tuesday surprised the company.

Machine learning ops focuses on the ML model and datasets, as opposed to code. Data engineers run MLOps, but it’s likely that the specialized role of MLOps engineer will come about soon.

Founders hunting down capital in the middle of this pandemic may feel like they’re on a fool’s errand, but some investors are still offering financing, even if the terms might not be as good as they once were. One avenue that appears to remain open: corporate venture capital. The corporate route offers its own set […]

Founders hunting down capital in the middle of this pandemic may feel like they’re on a fool’s errand, but some investors are still offering financing, even if the terms might not be as good as they once were. One avenue that appears to remain open: corporate venture capital. The corporate route offers its own set […]

Back in 2018 Templafy — which had come up with a way for enterprises to more easily make templates out of standard documents (yes, it’s a thing) — raised an additional $15 million from existing investors as an extension of its earlier Series B round taking it to $40.2 million raised. The company integrates with enterprise infrastructure to […]

The Cloud Foundry Foundation (CFF) just went through a major leadership change, with executive director Abby Kearns stepping down after five years (and becoming a CTO at Puppet) and the CFF’s CTO Chip Childers stepping into the top leadership role in the organization. For the most part, though, these changes are only accelerating some of […]

At its Think Digital conference, IBM and Red Hat today announced a number of new services that all center around 5G edge and AI. The fact that the company is focusing on these two areas doesn’t come as a surprise, given that both edge and AI are two of the fastest-growing businesses in enterprise computing. […]

Founders hunting down capital in the middle of this pandemic may feel like they’re on a fool’s errand, but some investors are still offering financing, even if the terms might not be as good as they once were. One avenue that appears to remain open: corporate venture capital. The corporate route offers its own set […]

This is the time when the business leaders will have to maintain their mental balance, and will have to come out of this with a solution, believes Adarsh Gupta of Liberty Enterprises

Impact Investors Council (IIC), in its representation for Budget 2015, is requesting the Government to help galvanise the impact investment eco-system

On 08 May 2020

Adani Enterprises on Friday (8 May) said it has incorporated a wholly-owned subsidiary company, "Nanasa Pidgaon Road" on 8 May 2020.

Enterprises that seek to address socio-economic problems through focused business models could make significant impact with a little more support. Seema S Hegde discusses an example from Bangalore, and explains how the state and big business often fail to recognise that.

As 2003 draws to a close, Rasika Dhavse reports on Janaagraha, a Bangalore's citizens platform for participative local democracy.

Vivo is a brand which consumers would largely relate to affordable smartphones. But, the company has a neat portfolio which comprises of smartphones from all categories. The company has launched a couple of devices this year targeting mid-range consumers. Now, a

Everyone in B2B is talking about account-based marketing. And almost everyone is practicing it in some form — around 93% of organizations, according to SiriusDecisions.

“Not many are killing it though,” says Kelvin Gee. “That's the problem. They start pilots ... then they re-launch and learn from the mistakes. That's just a natural maturation.”

This is a fundamental process in digital marketing, of course: test, assess, optimize. But in the Break Free B2B series, our goal is to help you fast-forward it by learning from the mistakes, successes, and revelations of your innovating peers in the field. And as the Senior Director of Modern Marketing Business Transformation at Oracle*, Kelvin draws from a deep well of experience at one of the powerhouse brands in enterprise technology.

Walking the walk is different from talking to talk, but it’s easy to see why companies across the spectrum are seeking to do both.

“Companies do need to be more customer-centric, deliver a better customer experience, personalize the content, align with sales, and measure themselves differently,” he observes. “I call account-based a strategic glue that pulls all that stuff together.”

In his conversation with TopRank Marketing’s Josh Nite, filmed in Arizona during B2B Marketing Exchange in February, Kelvin shares his perspectives on what it takes to actually make ABM work, and how Oracle empowers its people to thrive within this framework.

It comes down to a fairly simple and repeatable model: standardize, evangelize, train, enable.

[bctt tweet="“Standardize, Evangelize, Train, Enable,” @kgee’s model for implementing #ABM at scale in large organizations like @oracle. #BreakFreeB2B. — Kelvin Gee" username="toprank"]

During an expansive 25-minute interview, Kelvin unpacks the inner workings of enterprise ABM, from getting buy-in to rethinking attribution to developing meaningful metrics and beyond.

Break Free B2B Interview with Kelvin Gee

If you’re interested in checking out a particular portion of the discussion, you can find a quick general outline below, as well as a few excerpts that stood out to us.

• 1:00 - Kelvin's definition of modern marketing
• 1:45 - Scaling account-based marketing
• 2:15 - Strategic adaptations in the evolution of ABM
• 3:30 - How does an organization adopt a new marketing philosophy?
• 5:00 - Who should lead the charge for transformation?
• 7:15 - Metrics Oracle looks at to measure ABM success
• 8:45 - Overcoming traditional friction between sales and marketing
• 10:30 - Is there a need to redefine success and "credit" in order to achieve alignment?
• 12:15 - Operational structure: should sales and marketing converge?
• 13:30 - Challenges and opportunities in the industry
• 15:45 - Oracle's tech stack
• 17:45 - How to filter out data that matters and makes a difference
• 18:45 - What will marketing look like in five years?
• 21:15 - Humans versus robots, and their roles in marketing going forward
• 23:00 - What can marketers do to break free?

Josh: What kind of metrics does Oracle look at when measuring ABM?

Kelvin: We actually look at account engagement as an early indicator on whether your program is performing or not, because if you're not seeing an increase in engagement from a snapshot that you might have taken before the campaign started, that probably means it's not working. Either the personalization isn't there, the tactics aren't working, you're not at the right watering holes, or the orchestration might not be right.

[bctt tweet="“If you're not seeing an increase in engagement from a snapshot of before the campaign started, that probably means it's not working.” — @kgee of @oracle on measuring #ABM success. #BreakFreeB2B" username="toprank"]

So that's the early indicator whether it's working or not. Once you're past engagement, what truly matters to sales, of course, is conversations. They want conversations with these target accounts, so that's what we really looked at and that's really measured by a target account pipeline, or "TAP," as we call it. But when you look at growth in that pipeline, regardless of crediting who sources that pipeline, whether it's marketing or sales, we don't care because it's a team sport. And you can see that growth. Again, you compare this with a snapshot you've taken of those target accounts before the campaign begins, you will see success, and that's how you measure some of those programs.

Josh: I know that Oracle is a data corporation, and you live and die by data. Can you give me a little peek into what your tech stack looks like?

Kelvin: Yeah, I'll give you some broad strokes but obviously we drink our own champagne, right? So Eloqua is our marketing automation platform and our analytics engine is all on Oracle analytics, but the important thing to understand is: We believe that data is the future of B2B marketing. Because we're not gonna have less data, we'll probably have more data in the future, so if you believe that and you also believe that most organizations — especially enterprise organizations — have data silos, and if the goal is to deliver a better customer experience, you’ve got to break down those data silos.

[bctt tweet="“We believe that data is the future of B2B marketing. If the goal is to deliver a better customer experience, you’ve got to break down those data silos.” — @kgee of @oracle on #BreakFreeB2B" username="toprank"]

So I always used the Marie Kondo analogy, right? Where she goes into your house and then she tells you to, you know, pile all your clothes from all your different closets onto your bed. And she tells you that for a reason, because only when you see all the piles of clothes on your bed does the light bulb go off and you say, "Oh my God I’ve got a lot of clothes." It's the same thing with your data. Once you consolidate all your data silos onto one bed, so to speak, in this case a customer intelligence platform or customer data platform or whatever you want to use, once you combine all that data, that's when you start to see all the insights of your customers. And for us, we think the future of B2B resides in a data lake of some sort. And that data lake is your single source of truth and when an account surges or rises, it'll rise simultaneously in your marketing automation platform and/or your CRM, and so that's really the important construct that we think is going to be more representative of a better customer experience in the future.

Josh: What can marketers do to break free?

Kelvin: I’ve always believed that all marketers should have empathy. I think empathy is a super important value that we all need to possess, because we all talk about customer-centricity, how we need to be more customer-centric blah, blah, blah. But what drives customer-centricity is empathy so, I always try to train all of my marketers, especially the young ones who are just coming out of college and learning that they have to develop the empathy muscle. And actually, I do this little "E" test in my workshops, and that is, I ask them to draw a capital-E on their forehead and then I watch them, and they struggle for a few seconds, because they realize there are two ways to control that "E" — they could draw it where it's facing the right way for them, but backward to the person facing them, or it's the other way, where it's backward for them but rightward-facing for the partner. And I asked how many people in the room draw one way or the other and it's usually a 50/50 mix, sometimes I'm surprised by 80/20 drawing it the right way, the right way being that it's rightward-facing for your partner. So I call this "E" test for a reason, because the E stands for 'empathy' because you've taken the time to think about the other person and make sure they see it the right way. So that's just a quick little parlor trick to show the importance of empathy in the world of marketing.

Stay tuned to the TopRank Marketing Blog and subscribe to our YouTube channel for more Break Free B2B interviews. Here are a few interviews to whet your appetite:

• Break Free B2B Marketing: Gary Gerber on Scaling ABM without Losing Focus
• Break Free B2B Series: Jon Miller on How ABM Can Help Marketers Keep Their ‘Ship’ Together
• Break Free B2B Series: Adi Bachar-Reske on Taking the Lead in the Evolution of B2B Content Marketing

* Disclosure: Oracle is a TopRank Marketing client.

The post Break Free B2B Marketing: Oracle’s Kelvin Gee on Winning with Enterprise ABM appeared first on Online Marketing Blog - TopRank®.

Cham : Springer, 2019.

Dewey Library - HC79.A9 S26 2020

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