ICE Business Times, April 2018 by ICE Media Ltd.

06 From the Editor WORD OF MOUTH 08 State of Affairs 10 Banking Corner 12 Happening 16 IBT Around the World

Contents TIMES

COLUMN 20 Irfan Aziz 84 Abhijit Asad SPECIAL REPORT 74 Sustenance Amid Uncertainty: Securing nutrition within an influx

INTERVIEWS 62 Rasheed Mymunul Islam Deputy Managing Director, Monno Group 66 Shadab Khan Managing Director, Coca-Cola Bangladesh Limited 70 Arpit Mundra General Manager East India and Dhaka, Uber COVER FOCUS Whatâ&#x20AC;&#x2122;s in a Brand?

SPECIAL INTERVIEW 58 H. E. Rina P. Soemarno, Ambassador Republic of Indonesia

a global business magazine from bangladesh

TIMES

Vol. 8 No. 08 | April 2018

Publisher & Editor Director, International Publications Executive Director Managing Editor Assistant Editor Designer Business Development

Finance & Accounts Sales & Distribution

: : : : : : : : : : :

Abul Khair Zeenat Chowdhury Nawshin Khair Tawhidur Rashid Shaikh Ashfaque Zaman Sk. Yeahhia Md. Nizam Uddin Forhad Mohammad Imran Rezaul Haque Heron Md. Abdul Alim Md. Rubel Khan

Contents TIMES

This issueâ&#x20AC;&#x2122;s Photographs by Din M Shibly Eivan Sardar

Editorial & Marketing Queries Photo by Unsplash

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FEATURING 28 Dettol and Harpic 32 Bagdoom.com 36 Grameenphone 42 Radhuni Square Food & Beverage Ltd 46 Pran RFL Ltd 50 ACI Pharmaceuticals 54 M. M. Ispahani Limited 82 Closeup FEATURES 24 The Benchmarks of an Advancing Nation 56 Young Leaders Program (YLP) 2018 88 The Marque Race: The Nations Ruling the Market Dynamic 94 Engaging the Private Sector for Progress 100 The Money Making Brands

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FROM THE EDITOR With more than $106 billion in his expanse, Jeff Bezos, Founder of Amazon.com, defined the company’s success as, “Your brand is what other people say about you when you’re not in the room.” Working our April issue, we decided to shed lights on the branding of homegrown enterprises as these names are a significant part of future Bangladesh. We collected media reports and insights from home and abroad to understand what actually are being said about the chosen brands on particular aspects. For example, digital transformation. With 26 million monthly active Facebook users in Bangladesh, if a brand denies going digital, then they are simply living in a fool’s paradise. Raving up your sales using social media is not a simple game of putting your cards out, it takes the utmost attention to acquiring a winning hand. Fishing for likes and increasing your fanbase might seem easy, maintaining their loyalty towards your brand requires engaging content, strategic planning, placement, and execution. Nevertheless, television advertisements are still one of the most effective ways of showcasing what you have to offer to mass people, which indicates that the use of traditional media will remain significant in the marketing space for some more time. How do brands move to digital platforms while tackling the traditional ones? Ispahani Tea (p.54) has seamlessly adapted to all things digital while understanding why television screens still keep viewers glued by the million. In the age of technology, it is not just about what you're selling. The internet savvy generation wants to know what you stand for. Dettol and Harpic have joined forces to promote hygienic practices are ours through their campaign, “Dettol Porichchonno Bangladesh powered by Harpic”. The movement proves that reaching people’s homes entail understanding their everyday dynamic and that nothing is impactful than a personal touch. Last but not least, the pinnacle of formidable branding starts from within. Grameenphone has shown us that the strongest network is wired by the most competent employees. They have created a culture that supports the growth of their company form the inside out. Towards the end of this issue, we came to know that Bangladesh has reached a new benchmark by stepping up to the league of developing nations. Leaving the tagline of “least developed country” behind, as the nation progresses, we can no longer reap previous benefits and expose ourselves to a larger platform of challenges. The change in perception beckons the nation to focus on Bezos words, we must upgrade to a space of quality, and sustainability. According to Brand Finance, a London-based leading independent branded business valuation and strategy consultancy, a strong nation brand can profoundly confer the merit of a nation. It comes as no surprise that countries such as the US, China, Germany, the UK, and Japan have topped the list. Brands in these countries are not only raking in the big bucks, they are creating a holistic image that garners business attention. These nations prove that arts and culture are not the only definitions of imagery, business readiness and economics is just as much a spectacle. A country’s economy is its assets. The US is winning the marquee race with a cumulative value of $19.3 trillion and names such as Google, Apple, and Microsoft under its belt. These companies are part of a larger framework that makes the US the most recognized country on the map. Home-grown companies and products are the voice of nation; they speak volumes of the potential that an individual country has to offer. The government, businesses and the nation alike must ensure that brands are strategic, monitored and managed efficiently to ace the game of branding be it individual products or nation.

S TAT E O F A F FA I R S

Word of mouth Prime Minister Sheikh Hasina at the event for handing over Bangabandhu Fellowship, National Science and Technology (NST) Fellowship and special donation for research among postgraduate students studying at different institutions at home and abroad at Osmani Memorial Hall. Ministry of Science and Technology arranged the function .

President Halimah Yacob received a courtesy call from Prime Minister Hasina. During the call, they reaffirmed to bolster the friendly ties between two countries. Beyond bilateral ties, both countries are keen to explore how to develop stronger economic ties.

Prime Minister Sheikh Hasina giving her speech before the Singapore Business Forum during her visit to the country recently

Prime Minister Sheikh Hasina witnessing the Independence and National Day rally of children and juveniles at Bangabandhu National Stadium in the city.

BANKING CORNER

Word of mouth Standard Chartered Bank Bangladesh has recently announced the appointment of Enamul Huque as Head of Global Banking, Bangladesh. He has been with Standard Chartered Bank since 2001 and brings with him a wealth of industry and network experience.

Dhaka Bank Limited held a Town Hall Meeting on Saturday, 10 March 2018 at the International Convention City Bashundhara (ICCB) in a befitting manner. Reshadur Rahman, Chairman of the Board of Directors of Dhaka Bank Limited, inaugurated the meeting as the Chief Guest while Mirza Abbas Uddin Ahmed, Founder of the Bank, joined the event as Special Guest. The meeting was presided over by Syed Mahbubur Rahman, Managing Director & CEO of the Bank.

NRB Commercial Bank Limited has recently received “ Relationship Award 2017” from Caixa Bank, S.A., the largest bank of Spain. Managing Director (Current Charge) Kazi Md. Talha received the award from Angel Gil Gutierrez, Global Relationship Manager of Caixa Bank S.A. at Head office of NRB Commercial Bank Limited at Motijheel, Dhaka.

BRAC Bank Limited organized a two day-long workshop on “Sales Coaching for High Performance” during 1112 March, 2018. Business Development Managers of the SME Banking Division participated in the workshop at the bank’s Head Office in Dhaka. Shubbrato Dutta, Corporate Skill Facilitator from India, conducted the workshop.

The Education Minister, Nurul Islam Nahid M.P., inaugurated a two-day International Skills Conference 2018 as the chief guest. It was organized by Technical and Madrasah Education Division (TMED) of Ministry of Education with the support of Skills and Training Enhancement Project (STEP), a project of the Directorate of Technical Education, TMED under the Ministry of Education, in Dhaka on 8 March.

Nobel laureate Professor Muhammad Yunus visited Kenya to officially launch “Yunus Social Business Kenya.” The launch was marked with an event with an attendance of 320 leading members of the business community of Nairobi.

Amari Dhaka brings home the best of the exotic flavors from Thailand from 15 to 24 March 2018. This special Thai promotion named as ‘My Thai’ will feature exciting Thai delicacies and would spearhead the preparations at the festival by Chef Nuttaput Tai, a connoisseur of Thai cuisine and the new Thai specialty Chef at Amari Dhaka.

HAPPENING

Jamuna Bank inaugurated Foreign Remittance Services with Worldwide West 2 East Services Ltd. T/A: Sha Global, the UK based Global Remittance Company at the Head Office of Jamuna Bank Ltd. Mirza Elias Uddin Ahmed, AMD Jamuna Bank Ltd. inaugurated the ceremony.

Monno Ceramic has recently opened a flagship showroom in Barisal on 9 February. Deputy Managing Director of Monno Group of Industries, Rasheed Mymunul Islam inaugurated the store at Bottola’s Halima Plaza.

Bangladesh and Russia reached a consensus on forming a joint working group on cyber security as State Minister for ICT Division Zunaid Ahmed Palak held a bilateral meeting with Russian Communications and Mass Media Minister Nikolai Nikiforov in Moscow. The Russian minister also agreed on exchanging advance information on possible cyber attack to tackle such threats. He also agreed on Russian help in establishing a ‘Centre of Excellence in Cyber Security’ in Bangladesh. Both the Bangladesh and Russia decided to sign a memorandum of understanding to make the e-governance activities more fruitful.

RANGS LIMITED, THE ONLY AUTHORIZED GENERAL DISTRIBUTOR OF MITSUBISHI MOTORS IN BANGLADESH PARTICIPATED IN THE 13TH DHAKA MOTOR SHOW The popular automobile show was organised in ICCB, Bashundhara, having different halls for different segments of automobiles. Mitsubishi Motors had its pavilion in the central location of the passenger car segment. They had three of their SUVs – PAJERO, PAJERO SPORTS and

OUTLANDER. Like always, the show attracted a huge gathering and Mitsubishi Motors had a great response from all the car enthusiasts who went to visit or buy cars. Among all three days, Friday was the most crowded but their competent sales team comfortably managed their clients and other visitors in the best possible manner. Mitsubishi actually offered a great price discount and gift vouchers, especially for 'on-spot purchase', which was a pleasing success. Apart from the vehicles, the pavilion itself was a treat for the eyes for all visitors. The entire management, including the Managing Director, was present at the most anticipated automobile show in Bangladesh. All in all, it was a fantastic and well organized show. Also it was a pleasure to attend such an event where the entire automobile industry gathered under one roof and exhibited their achievements together.

‘Grab’ It by the Bumper

The Antibiotic Epidemic After months of speculation about a merger, Uber has decided to sell its Southeast Asia operations to their primary rival Grab upon losing a staggering $4.5 billion last year. The announcement was described as “the beginning of a new era” by the founder of the Singapore-based firm on 26 March. Grab is taking over operations in Singapore, Indonesia, the Philippines, Malaysia, Thailand, Vietnam, Myanmar, and Cambodia, representing a combined population of 620 million people approximately. This marks the ride-sharing and food delivery business’ second retreat from an Asian market, with the first taking place in 2016 when it merged its China operations with local rival Didi Chuxing. Additionally, Uber handed its Russian operations over to Russian Internet giant Yandex in a joint venture last year. Upon this acquisition, Uber will be taking a 27.5% stake in Grab, along with a place in their board for Dara Khosrowshahi, CEO, Uber.

With a drastic surplus in global antibiotic consumption, public health experts around the world are in search for strategies to contain excessive use of the drugs. The unrestrained use of antibiotics is the primary contributor for the rise of drug-resistant infections responsible for the death of approximately half a million people a year worldwide. Europe and the US combined are said to witness 50,000 antibiotic-related deaths per year. Despite efforts to encourage vigilant use of antibiotics, an international team of researchers have found a 65% rise in worldwide consumption of the drugs from 2000 to 2015. Amidst sales figures from 76 countries, a sharp incline was found in regions with underprivileged populations. According to a 2014 report formulated for David Cameron, former British Prime Minister, this increase in drug resistance could lead to the loss of millions a year by the year 2050 if proper measures aren’t implemented. The most effective solution appears to be clean water, sanitation and vaccines provided by major investments in countries where infectious diseases are the most prevalent. Vaccination programmes are deemed integral to the process of curbing excessive antibiotic use. As antibiotics are not effective against viruses, vaccines that protect against the flu and viruses leading to diarrhoeal disease can substantially reduce the number of people being provided antibiotics extraneously.

A Roadmap to Success

In the annual 30 under 30 Asia list published by Forbes, two Bangladeshi entrepreneurs were featured amongst 300 young innovators driving change across this diverse region. The list represents 24 countries across Asia-Pacific. The two young men representing Bangladesh are Ayman Sadiq, 26, Chief Executive Officer of 10 Minute School and Sajid Iqbal, 27, Founder of Change. Ayman Sadiq is an entrepreneur and internet personality widely notorious for 10 Minute School, a YouTube channel publishing academic video lectures on topics including science, business, personal development as well as arts. Ayman has been the recipient of many accolades, and was recently declared one of the winners of the Queen’s Young Leader Award for 2018. He attended Dhaka University’s Institute of Business Administration from 2012 to 2016, graduating with a Bachelor’s Degree in Business Administration. Sajid Iqbal is the Founder of Change, a youth-led development agency working actively in the field of green innovations, renewable energy, water security and sustainable business development. He has completed his undergraduate and graduate studies in Environmental Science and Management from North South University.

Pumping Up the Prices

With LNG revolutionizing the energy sector, gas distribution companies across the nation are seeking to nearly double their tariffs in an attempt to adjust their prices with that of the costly liquefied natural gas. The Energy and Mineral Resources Division (EMRD) is seeking a verdict from the Bangladesh Energy Regulatory Commission (BERC) before the first LNG imports are distributed in the market on 1 May. However, officials at BERC have stated that news regarding the tariff-hike might not surface before a two-month period due to certain procedures. In their proposals, the gas distribution companies demanded for natural gas tariffs to be raised to Tk. 12.95 per cubic metre from an existing rate of Tk. 7.39 per cubic meter. The price for compressed natural gas (CNG) in the filling stations may be hiked to Tk. 48 per centimeter from the existing Tk. 40. The latest hike in natural gas tariffs was by 22.7% and has gone into effect on 1 March and 1 June of last year for all consumers, issued by the BERC.

Crossing Borders and Expectations

BRAC, a Bangladesh-based non-government organization, has been ranked the top NGO for the third consecutive year in the 2018 Top 500 NGOs World Rankings. This is the fourth time in the past five years with BRAC earning the top ranking. This list is published annually by NGO Advisor, a Geneva-based independent media organization, and feature the groundbreaking organizations in the field of non-profits. After extensive research, hundreds of NGOs are evaluated based on an imperious set of criteria before being ranked accordingly. “This accolade belongs to all BRAC staff for championing the BRAC values of integrity, innovation, inclusiveness and effectiveness in everything we do. Our over 110 million program participants worldwide, who play an active role in their own transformative journeys, are the real winners. We are inspired by their resilience and spirit to continue striving for a just and equitable world,” said Sir Fazle Hasan Abed, Founder and Chairperson of BRAC. Since the commencement of their journey in 1972, BRAC has invariably made an impact from a global standpoint through innovation, impact, and governance. The organization has pioneered creative, cost-effective, and sustainable interventions that have directly benefited millions of underprivileged people around the world.

Column characteristics, companies device advertising campaigns THE SCANDAL INVOLVED targeted towards CAMBRIDGE specific ANALYTICA, A CONSULTING FIRM audiences. In this USED BY DONALD case, these TRUMP’S PRESIDENTIAL profiles were used CAMPAIGN, AND THE to boost US PRIVATE USER President Donald INFORMATION OF NEARLY 50 MILLION Trump’s 2016 FACEBOOK USERS REPORTEDLY USED TO election bid.

A Facebook Foul-Up By Irfan Aziz

After a Channel 4 report exposed a historic data breach, Facebook’s market value plummeted by over $58 billion in the span of a week. The scandal involved Cambridge Analytica, a consulting firm used by Donald Trump’s presidential campaign, and the private user information of nearly 50 million Facebook users reportedly used to target potential voters. This breach was labeled a ‘light bulb’ moment for users, initiating #DeleteFacebook and #BoycottFacebook movements. The way Facebook handled this breach was deemed questionable, where instead of coming out to the public as soon as the scandal was brought to light, they opted for silence. A formal apology by Mark Zuckerberg, the CEO of the company, was issued in an attempt to reassure users amidst the boycotting movements. At present, reassuring the population regarding the safety precautions taken by Facebook in the wake of this breach to avoid such future incidents is integral in order to raise the market value of the platform.

In the interim, notable advertisers like Mozilla and Commerzbank have pulled their advertisements from the platform, while Elon Musk went to the extent of deleting the Facebook pages of Tesla and SpaceX.

The wheels were set in motion way back in 2014 Around 270,000 users allegedly agreed to have their data collected and used for research purposes for a small payment. However, what these users were completely unaware of is the fact that personal information of all their friends was also being siphoned along with their own. This resulted in over 50 million users getting their data breached.

TARGET POTENTIAL VOTERS. THIS BREACH WAS LABELED A ‘LIGHT BULB’ MOMENT FOR USERS, INITIATING #DELETEFACEBOOK AND #BOYCOTTFACEBOOK MOVEMENTS.

Both Facebook and Zuckerberg had to tank massive hits due to the debacle

The conclusion of the conundrum saw Facebook’s share drop by 6.77% which amounts to $36 billion in the first couple of hours which has increased to $70billion while Zuckerberg’s personal wealth decreased by $5.5billion. These are just figures, we haven’t even considered all the trust that they lost which is much severe and not to mention irreversible.

Facebook’s chief security officer Alex Stamos is set to leave the company After various disagreements with other executives, the New York Times reported that Alex Stamos would be leaving Facebook. Having been an integral part of the team for over 3 years and also one of the first executives to publicly address the scandal, this would be another tragic loss for Facebook.

#DeleteFacebook

The collected data was used to create 30 million “psychographic” profiles

The hashtag ‘Deletefacebook’ trended on Twitter throughout the scandal with even WhatsApp (which is owned by Facebook itself) co-founder Brian Acton urging users to delete their profiles. The biggest country affected was Australia as the report suggests that over 16 million Australians have deleted their Facebook accounts.

In simple terms, a psychographic profile is used to do an in-depth analysis of potential customers. Through pin-pointing demographics and certain

Source: The Daily Telegraph, The Guardian, The New York Times & Al Jazeera

Development

The Benchmarks of an Advancing Nation By Mehrin Karim

ECONOMIC VULNERABILITY

long with the birthday of Bangabandhu, the Father of the Nation,17 March 2018 presented us with a major milestone for our country. Bangladesh has added its name to the Developing Nationâ&#x20AC;&#x2122;s list and its new shift of status from (Least Developed Country) LDC. It's important to examine whether the recent trend of an increasing number of LDCs graduating or becoming eligible for graduation will continue in the medium term. To do so, however, we must address several methodological issues related to the current criteria that categorize countries as LDCs, which consists of gross national income (GNI) per capita, human asset index (HAI) and economic vulnerability index (EVI).

Required : 32 or Below

HUMAN ASSETS INDEX

72.8

Required : 66 or Above

GROSS NATIONAL INCOME

$1,272

Required : $1,230 or Above

CONQUERING THE CRITERIA

The threshold GNI per capita for graduation is currently set at $1,230 or above. This threshold is actually an average of the previous three years' income. The HAI is set at 66 and EVI is fixed at 32. While a country must attain higher than the threshold values in the case of the first two criteria for graduation, it must be below the threshold in the case of the third criterion. All three criteria (slightly different from those used for inclusion in the group) have been met by Bangladesh. According to the UN Conference on Trade and Development (UNCTAD) report, 2016, an LDC can graduate if it meets two of the three criteria or on the basis of the income paradigm if the country's income doubles. The UNCTAD report said the graduation is the first milestone in a marathon of development, not the winning post of a race to escape the LDC category. Thus, the LDCs, which have already included graduation as one of the main policy agendas, will have to create a momentum to sustain the economy post-graduation. Graduation would also mean the countries would be stripped off of all the preferential treatments and support mechanisms being granted by developed countries. The countries must fulfill the graduation criteria as well as structurally transform themselves as a competitive economy

resilient enough to stand their ground on their own. At present Bangladesh has met all three criteria. The income threshold for graduation requires an average of $1,230 or above and Bangladesh's progress in this respect amounts to $1,272, making the target fulfilled. In terms of EVI, Bangladesh has been shown to have scored 25 against the required 32 or below, thus fulfilling the target. The EVI covers both external trade shocks and environmental or natural shocks. The latter include natural disasters, weather shocks unfavorable for agriculture production and permanent shocks caused by climate change. Both trade and environmental shocks potentially affect economic activity, consumption, employment, the well-being of the population, and the natural resource base of economic and social development. Moreover, these shocks are exogenous from the perspective of LDCs, even though the frequency and magnitude of trade shocks and environmental shocks, such as climate change, are dependent on those policy choices made at the international level to some extent. Bangladesh has been actively engaged in climate change and other trade-related policies which have contributed to the achievement of the EVI. The third criteria, HAI, fixing 66 or above as the target and Bangladesh

having scored 72.8, is also on target. As HAI indicators are measured in different units, indicator values are first converted into index scores between 0 and 100. The HAI is a measure of the level of human capital, low levels of which are considered to be major structural impediments, not only because they are a manifestation of unsustainable development, but also because they limit the possibilities for production and economic growth, prevent poverty eradication, exacerbate inequalities and hamper resilience to external shocks. The HAI consists of four indicators, two on health and nutrition and two on education, each one having an equal weight in the overall HAI. The HAI reflects the average of the index scores of the four HAI indicators. A higher HAI index represents a higher development of human capital. Bangladesh is doing well in terms of mortality rate (80.5%) and prevalence of undernourishment (81.2%), while also achieving a literacy rate of 72.76%. The massive infrastructure program and expansion of utilities, particularly generation of electricity embarked upon by the government with local and external resources has been the pillar to create the conducive environment for accelerated investment that is required for GDP growth on a sustained basis.

The Changing Dynamic of the Way Forward Although a country is provided with a breathing time of three years upon graduation to continue with the preferential treatment it received as an LDC, the shock of higher duties in accessing the already prevailing markets due to lack of preferential access may be overwhelming. This implies that if Bangladesh graduates in 2024 and shedds its LDC identity, it will retain all the privileges it enjoys under the current arrangement until 2027 to facilitate a smooth transition. This move from LDC status will definitely bring about some advantages and disadvantages of graduation. One benefit of moving from LDC status is the ability to bring the country to a higher level of reverence. As the progress rate increases, Bangladesh canâ&#x20AC;&#x2122;t always reap the benefits of LDC, therefore making the shift from LDC lead to a higher stature for the country. As a non-LDC country, Bangladesh will not be eligible for a grant or concessionary loan. The reduction in the volume of grant and loan will have to be compensated through increased volume of export earnings and remittances by migrant workers. To achieve the latter, highly skilled labors have to be sent abroad with simpler and more affordable ways of migration. The adjustment process may be dilatory, for which the 'grace' period of three years after 2024 should be sufficient.

In retrospect, we must continue to strive for progress and attempt to retain this momentum with a united effort from all sectors. It's our responsibility as citizens of this nation to make our country safer and more sustainable for ourselves and for the generations that will follow us.

The writer can be reached at mehrin.karim07@gmail.com

Marketing Entertainment

Anything but WishWash

By Nusaira Amreen Hassan

Dettol and Harpic join forces to bring matter of hygiene to every home.

hen two hygiene product giants merge, they scour the global market and Bangladesh is no exception. Consequently, Dettol and Harpic want to contribute towards the welfare of the country. A sanitary country is equal to a healthy nation and leads to an improved standard of living. Both brands are involved in trying to make people’s lives cleaner in Bangladesh, and their aim of raising awareness about hygiene has led to the launch of the campaign, “Dettol Porichchonno Bangladesh powered by Harpic”.

WHEN COMPANIES COLLABORATE, WE ALL WIN

While Harpic is synonymous with cleanliness, Dettol has morphed into a brand that embodies protection. In fact, so much so that the germ-killing Dettol is experiencing unprecedented growth in Bangladesh and sustainability within the 50 years that it has been in the national market. It has become the number one anti-bacterial soap in urban areas. However, it hasn’t always been easy sailing for the brand as it not only faces competition in the market but also has to tackle the uphill task of raising awareness, especially in trying to reach the deprived people at the bottom of the pyramid. In the same way, Harpic has an equally strong brand presence in the psyche of the average Bangladeshi. The legacy of this toilet-cleaner goes back to its introduction in Bangladesh, back in 1978. Its continuous innovation, uncompromising quality assurance, and well-crafted marketing communications have cemented its

position as a reliant brand that offers a comprehensive range of toilet care products. Harpic’s marketing efforts of creating awareness and teaching people the importance of healthy toilet practices are reflective of its mission of creating healthier homes and happier lives. However, Harpic has faced challenges in its promotions of hygienic sanitation practices, as the penetration of toilet-cleaners, in general, is low in rural areas.

IT'S ALL ABOUT CLEANING WITH A CAUSE

With these respective brand values in mind, Porichchonno Bangladesh seeks to raise awareness of not just spreading knowledge of hygiene but also in inculcating hygienic behavior in people. Poricchonno Bangladesh strives to bridge that gap between knowledge and practice through raising awareness in these two inter-related steps: personal and community hygiene. The concept of the campaign is centered on the belief that the ones who practice personal hygiene are likely to propagate their behavior in the community.

THE MULTIMEDIA MANIFESTO: ONE MEDIUM IS NEVER ENOUGH

The popularity of the different forms of media has led to the success of the campaign and showed the spread in awareness as people were actively engaged in the campaign. One of the communications that enjoyed massive success was the music video by Chirkutt, which garnered thousands of views, likes, and shares. The music video turned out to play a significant role in the campaign by managing to carve a place in people’s minds. One instance of this burgeoning success is the consumer involvement in the campaign. In one case, a Facebook group from Noakhali carried out a cleanliness campaign in a school, where around 400 students were given hands-on training in proper handwashing and overall cleanliness on a personal and community level. This is just one of the many examples of people who took initiatives on their own while being fuelled by the campaign. In fact, in terms of performance, Facebook as a platform received a tremendous response. Initially, the page had 100,000 followers but now the number has mushroomed to 160,000 and counting. All the contents of the Facebook page are managing to receive profound engagement. Out of numerous episodes, two of the most talked-about episodes were “New Mother & Child” health-related ones. On top of everything, the theme song of this campaign “Mon Sundor Jar, Se Rakhe Desh Poriskar” got more than 3,000,000 views, 100,000 likes, and 16,000 shares. Porichchonno Bangladesh campaign’s on-ground activity and Facebook engagement are taking the brands to higher heights of success.

The campaign pulled all stops to reach people as apart from launching a program Channel-I, telephonic communication, and mass media, the digital platform was used to reach people. The campaign didn’t stop there. In 2017, under personal hygiene Poricchonno Bangladesh directly visited 270,000 households to create awareness about toilet sanitation. They also provided hygiene knowledge to 150,000 new mothers on infant upbringing and gifted them hygiene kits. Apart from this, 120,000 students were given on-job training on proper hand washing. The masses were reached as well through the community hygiene wing of the campaign. Two highly popular activations, i.e. cleaning drives, were executed as well; one held at Gulshan 1 Lake and another one at BFDC and its adjacent areas. Apart from that, towards the end of 2017, Porichchonno Bangladesh launched its TV show with influential guests. The show has also attracted huge audiences. Did Porichchonno Bangladesh manage to create the impact it had hoped for? Well, as it turns out, it did.

In 2017, under personal hygiene Poricchonno Bangladesh directly visited 270,000 households to create awareness about toilet sanitation. They also provided hygiene knowledge to 150,000 new mothers on infant upbringing and gifted them hygiene kits.

THE INVOLVEMENT METRICS Apart from direct engagement, the two common indicators used to measure the success of the campaign were Facebook engagement and active participation. The direct engagement itself was divided into two parts in Facebook for those who wanted to contribute to this campaign. One was personal and the other was organizational. A pledge board was opened and people were asked to put the

working hours that they were willing to commit to Porichchonno Bangladesh. From the pledge board, 350,000 working hours was obtained under personal commitment level and 20 organizations committed more than 1,500 working hours. Moreover, the members of the Porichchonno Bangladesh Facebook page expressed interest in collaboration with the two brands and as a result, enthusiastically sent videos of themselves cleaning their surroundings and hence, provided motivation for others. The campaign received attention from television shows, radios as well as different organizations willing to join in on the campaign. The campaign name itself is associated with two of Reckitt Benckiser's most popular brands, hence popularity and acceptability of the campaign, along with its credibility, was inevitable. Porichchonno Bangladesh had a social rather than a commercial objective. The brands themselves measured ROI associated with offtake, equity, and penetrations. But the real return for the brands was in their ability to raise awareness among people and garner consumer engagement in an issue as pressing as hygiene. www.ibtbd.net

E-Commerce

Taking Brands from Click to Cart

By N Anita Amreen

Today, thanks to the explosion of growth in the e-commerce industry, anything you want to buy is merely a short click away. From your groceries to your next smartphone, no product is too meager, and none too unattainable. With a multitude of both local and international e-commerce platforms flooding the online shopping market, the entire dynamic of shopping online has shifted, with more people opting to shop at a virtual marketplace than at an actual store. Akhoni.com, launched in Bangladesh in 2010, was one of the very first online marketplaces, branded as a virtual store that catered to the urgency of local shoppers to get their products and get them fast. Instead of spending hours to get to your closest marketplace, you could have your products ‘akhoni’ or ‘now’ – quick, simple and delivered to your doorstep with a mere click of a finger. While it was the pioneer e-commerce platform in Bangladesh, with changing trends in the industry, they began to notice a shift in customer perspectives. While initially, they had to work on raising awareness about the science of online shopping itself, with the proliferation of the market, came intense competition where it wasn’t so much about educating the consumer, but more about catering to their niche needs. In November 2015, akhoni.com was revamped to give it a makeover that fit its brand ideals. Bagdoom.com was unveiled as the fresh, young, quirky new face of akhoni.com. To start with they have an iconic name, a colloquial Bengali word that connects to Bangladesh’s millennial audience – customers that are young, spontaneous and full of impulsive energy. One look at the websites simple interface, bubble eyed logo and promises of ‘jotil offers’, you know millennials will feel right at ease, ready to make their next impulsive 1 am purchase. Marketed as a lifestyle platform, they sell everything from Body Shop’s tea tree oil for the ladies to wedding pagdi’s for men. Initially, they decided to solely focus on the younger audience, but now they’ve moved up the customer lifecycle, also catering to young parents and corporates, having a library of high-quality home and living products to meet their increasing demands.

Price Wars: JUST THE TIP OF THE ICEBERG Although business is booming and they have managed to capture a significant portion of the market, dumping practices within the industry have created an environment conducive to unhealthy price wars. Not only does this mean that commodity prices are now more inconsistent than ever before, but it also has consumers questioning the credibility and authenticity of online sellers and the market as a whole. On a more micro level, another challenge they face is being able to have their products delivered to metro and peri-urban areas such as upazilas and thanas and have it done within the promised time period. While the delivery industry itself needs to evolve further, Bagdoom also believes in taking matters into their own hands. Partnering with the A2i UDC project is one way in which they’ve tried to ensure the last mile solution to this dilemma.

EFFICIENCY AND RESPONSIVENESS GO HAND IN HAND

Whether it is a product query or a delivery deadline, at Bagdoom.com, no customers should ever have to suffer the agony of waiting. With on-time delivery being a key part of their service, they make sure to consistently provide timely responses to any queries. Alongside this, they educate and encourage merchants to follow the best practices – be it the question of product quality, stock management or even prices. Trust is a two-way street and they believe that both merchants and they share equal responsibility to track and update inventories to ensure that the brand’s goodwill is never tarnished. Finally, they follow a ‘no-questions-asked’ return policy that is firmly rooted in the ‘customer is always’ right mindset. If you a don’t like a product, you return it, no questions asked. Interestingly, returns to Bagdoom.com are extremely low, with most buyers trusting Bagdoom’s products and service.

Trust-building: Leading By Example

The proliferation of the market has meant that almost every other website is selling the same product – whether it’s an original, quality product is a question most shoppers ask. At Bagdoom.com they try to provide all necessary disclaimers within their UI, which can often prove to be tricky business, given the large number of SKUs and merchants they handle. However, when it comes to trust building, they believe their interactions alone will represent and relay their honesty and intent to serve their customers, and serve them well. In addition, to ensure that dubious products are completely negated, they have partnered with top retailers that offer international and local brands.

When Marketing Comes Second to Operational Efficiency

At Bagdoom, the recipe for success is simple: you offer a high-quality product, at a fair price and have it delivered to your customer in time, and the rest will follow. By focusing on end-to-end solutions – from UX to CRM to product delivery, they build brand loyalty and retention as the same customers return to purchase from the brand. Sustainability and retention are as important as awareness or outreach. In addition, they also communicate with their customers, boasting of a highly engaged social media audience with higher positive affinity.

Customers Know Best

Bangladeshi shoppers are up-to-date with the latest products, knowing full well the price, specifications, and details of any product they are seeking. As customers that heavily research and compare products before purchasing, to secure a sale, Bagdoom believes in providing a clear, easy to understand website interface coupled with excellent customer care communications so every customer looking for the best product can find it at Bagdoom, with ease.

Stringent Quality Standards

Bagdoom’s value proposition has always been focusing on top-notch quality and quality control is extended to not only the product, but the service Bagdoom provides. Regardless of the wave of online consumerism, every merchant that joins the team and each of their product pools are meticulously checked to ensure that they meet the mark.

The Importance of Human Connection

As much as customers enjoy real-time automated interactions, the market has a pressing need for human connection. Before each purchase is made, their savvy CRM team makes sure the customer’s queries are being addressed, and they are given suggestions. Interestingly, they’ve made sure they’ve instilled a layer of advocacy in their CRM teammates so that shoppers don’t just purchase any product but recall that product. To take it up a notch, consumers are defined on the basis of their past purchases of similar SKU’s, allowing Bagdoom to make targeted, relevant suggestions to potential consumers.

When Design Matters

Much like a virtual shopping alley, Bagdoom’s website design maximizes product content having plenty of visuals and calls for actions, employing various tempting offers to convince consumers to click the ‘buy’ button. To keep things clean and clutter-free, they have a unique, aesthetically pleasing layout that is easy on the eye. Not only do they focus on how they brand their own website, but they also educate merchants, giving them guidelines on how to upload product content. Finally, they work with their specialized content management, art, and visualization team to ensure end-to-end support for every purchase.

With nearly 57% of experts believing that customer retention will be the prime challenge in 2018, Bagdoom believes their single-minded focus on building positive customer experience, going from the path to purchase, will create brand affinity that is strong enough to retain their growing base. Add to that improving technological standards, and more consumer data research, they believe they can optimize data, making more relevant and efficient recommendations.

Employer Branding

It Starts From Within By Ashfaque Zaman

Grameenphoneâ&#x20AC;&#x2122;s (GP) reach across the nation starts with recruiting, recognizing and retaining the best talents in the country.

angladeshis from northern parts of Jessore to the Southern tips of Khulna are most likely to have one thing in common, they’re crippled without their mobile phones. Our love for all things mobile is just as populous as the nation itself. It is evident given that 117 million people own a cell phone. Covering such a vast topography mandates a formidable network. In that sector, Grameenphone (GP) can boast of doing a stellar job. The telecommunication giant has captured the portable screen of almost every other citizen with 65,329,000 mobile subscribers. Being the only network to cover 99% of the nation, the company raked in $1.7 billion. The company doesn’t just talk the talk, walk into their offices and you’ll find over 2,810 employees who precisely know what’s happening in a time where everyone wants the world at the tip of their stealthily typing fingers.

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Loading your Arsenal with the Right Ammo

For GP, employer branding is more organically achieved than promotional campaigns. At every level of recruitment, they practice the highest standards of evaluations, which ensures some of the best talents in the market are working with GP. Employees of GP are authentic brand ambassadors to promote the company’s culture. They believe that employees are a foundation for collaborative success and it starts with picking for passion. The company targets diverse career opportunities to specific groups in order to find an individual who will thrive in their particular area of expertise.

THE TELENOR YOUTH FORUM IS A GLOBAL YEAR-LONG PROGRAM THAT BRINGS TOGETHER THE FUTURE LEADERS AMONGST THE YOUTH TO COLLABORATIVELY TACKLE SOCIAL ISSUES AROUND THE WORLD. THEY HAD MORE THAN 1,500 APPLICATIONS LAST YEAR.

Pedagogy in Practice

GP offers programs that are tailored to attracting students because they understand that the right minds come from an appreciation for academia. The Telenor Youth Forum is a global year-long program that brings together the future leaders amongst the youth to collaboratively tackle social issues around the world. They had more than 1,500 applications last year. GP runs a nationwide competition to collect entries, followed by grooming and developing sessions after which they carefully choose the best. The Grameenphone Apprentice is a part-time corporate training program that focuses on merging on-the-job training and coaching from leaders of the company to ensure that the country’s talent pool is equipped with the skills that modern workplaces require.

Set on the Site

Embedded in the main site of GP, the career’s site (grameenphone.com/about/careers) showcases the company’s major flagship talent program and opportunities. Potential employees can find all the vacant positions within GP listed here with application details. Additionally, it provides career advice directly from employers. The career site works as an information hub for all vacancy related information; this is also where candidates apply for jobs as their application process has followed the global trend of being conducted online.

The Harvesting Process: Only Pick the Best Crop

The application processes in GP is extremely rigorous for all levels of recruitment; initially screened candidates go through online assessments and on spot tests before moving towards the first interviews. The recruiters are trained against bias and perception and base candidate scores on demonstration of their real-life examples; this allows them to identify whether the candidate will be a sufficient fit for the role. The focus is on channeling the right resources to jobs that they would love. Grameenphone also offers online interviewing to demonstrate the need for flexibility and privacy of candidates while allowing itself to shortlist a greater number of talented resources. GP regularly attends career fairs in universities which allow

potential candidates to get a thorough understanding of the application process and they get answers to their queries from recruiters and their alumni in GP themselves.

The Best Content Comes from Experience GP takes great pride in the success of its family and likewise for the employees of GP for their company. Their employees frequently appear in media with their knowledge sharing/opinion segments and win awards and accolades recognizing their professionalism. Employees also apply these learning to mentoring, developing and career exposure. GP itself is based heavily on organic employer branding, especially for mid-level and higher level recruits.

This target group is not likely to be affected by recruitment campaigns or gimmicks. They look for authentic sources of information about candidates from their circles. GP has hosted knowledge sharing sessions and career roadshows across universities in Bangladesh. The content is entirely prepared by employees from every level. These individuals take sessions in their area of functional knowledge, leadership, and career development. Whiteboard hosts regular sessions for both internal and external audience with a purpose of developing the digital ecosystem in Bangladesh within GP. They held 30 sessions last year with over 2,500 participants. These sessions are conducted by both internal and external resource pool. There are also frequent sessions arranged in GPHouse for university students. Students can directly

Secretary in charge, Labour & Employment Ministry).

Platforms that Set the Stage for Unity and Motivation

Photos provided by Grameenphone

Through their internal employee engagement surveys, GP has found that employer branding to prime reasons that attract employees. They maintain communication throughout all of their offices via Workplace, a social media platform that is exclusively caters employees of Telenor. Employees can share their success, business updates and share advice with one another. The company is consistently the recipient of the Divisional Quarterly Award, which recognizes the noteworthy demonstration of performance and values across the organization. The event showcases stories of employee contributions and is championed by top leaders of the company including CEOs and CXOs.

interact with GP employees and learn about how the business runs and what it takes to succeed in a career. A recent example of employee-driven content was IloveGP – an inter-divisional campaign that set to depict employee loyalty. Particular divisions would compete with one another by filming a micro video on why they love GP. Employees from seven divisions participated and GP accumulated 11,942 reactions. The internal campaign received some of the most creative demonstrations of highlighting the benefits, culture, and career development. They also recognized the winner via popular and jury choices.

The Ripple Effect: Values that put the Employee First

Talent Knows no Gender The fact that GP is working to shatter the glass ceiling is evident as they were the recipient of the Most Female Friendly Organization Award in 2016. That same year Telenor Group introduced Launch of Women Inspirational Network (WIN). GP executed a program to provide focused leadership development to women leaders at CXO-1 & CXO-2 levels. The following year, individual and customized development plans were prepared for 45 potential female talents with personality profiles mapping. The WIN members are now mentored by the company’s top management official. GP promotes gender equality through one the most effective tools to convey a worthy message, the theater. 'Shuhashinir Cholon Baka'- A first-of-its-kind-play pieced from six real-life stories that depicted both

unintentional and intentional bias and discrimination in GP. It was staged in GP office throughout the region with the aim to insight behavioral changes through gender sensitization of all their employees. Furthermore, learning weeks, tailored session, online learning platforms and sponsored training participation and seminars are held to encourage the promotion of female employees to high positions. Interactive sessions are held by women in various sectors. These sessions were conducted by noteworthy women such as Rumana Rahman (BAT), Zara Mahbub (BRAC BANK), Mahmuda Afroz (ADCP), Samia Zaman (DU Faculty and Journalist), Fahmida Jahangir (Rangs) and Mahmuda Afroze (Honorable

Employees proactively take initiatives to reach out to communities outside their circles, sharing career advice and corporate grooming. They act as jury members in business competitions and speakers in panel discussions through such events. These actions allow them to highlight their own personal career achievements in the contribution to GP’s success. GP’s brand promise is to empower societies with what matters the most. The GP Accelerator Program promotes startups that strive for change and Whiteboard creates career opportunities in corporate, technology and commercial units for the digital enthusiast. Their recognition of employees starts at every company’s exposure portal, their website. GP features testimonials of their employees and their content within the company. Campaigns such as the Next business Leader and Telenor Youth Forum focus on the experiences of candidates.

Memorable Brand

Itâ&#x20AC;&#x2122;s all In the

Spices Radhuni, the spice brand from Square Food & Beverage Ltd. teaches us how to reach peopleâ&#x20AC;&#x2122;s hearts through their stomach. By Syed Apanuba Puhama

From the outlying districts and the countryside to the bustle of the metropolis, a rich, diverse culture and a wide variety of distinctive cuisines constructed over centuries encompass this nation. Prevalent across the borders of Bangladesh and its culinary traditions, mastering the blend of spices is a work of art. Each spice has its own distinctive flavor, color, and aroma while playing an integral part in Bangladeshi households. With robust and fragrant flavors deeply rooted into our culture, the market for pure spices is formidably dynamic, estimated at Tk. 12 billion per year. Since the commencement of their journey, Radhuni, the flagship brand of Square Food & Beverage Ltd., has emerged as the leading spice brand in Bangladesh due to their uncompromising commitment towards quality and purity. The brand proactively explores new segments of the market to cater to the implicit demands of the consumers. From field to fork, Radhuni ensures the intrinsic quality of their hygienic food products. Square Food and Beverage Ltd. began its journey in 2,000 as a concern of Square Group. Several brands such as Ruchi, Chashi, and Chopstick were introduced that, along with Radhuni, soon gained popularity before inevitably becoming top contenders in the market. With a product range enriched with pure spices and ready mixes, Radhuniâ&#x20AC;&#x2122;s diligence towards sustaining quality, innovative products, excellent customer service and reasonable price are the wheels that drove the brand towards unparalleled success.

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The Consumer Conundrum

Consumption is the sole purpose of all production, and consumer feedback is undoubtedly the most vital ingredient in the recipe for a successful brand. Radhuni, being a customer-centric business, extraordinarily maintains the quality of their products by regularly interacting with their consumers. Detailed surveys, along with product sampling and thorough research are held regularly in order to attain invaluable customer insights. Furthermore, a call center has been set up, through which consumers are able to connect with the brand in order to share feedback, complaints, and suggestions. In addition, Radhuni’s active Facebook page also tends to consumers’ queries on a regular basis and holds various online engagement campaigns so that the brand is always just a click away from its most important stakeholders. They now have over 200,000 followers on Facebook.

Healthy Bodies and Expanding Minds

Grinding Stereotypes: The Kitchen is not a Place for Gender

Alongside providing home cooking solutions, Radhuni continually strives to shatter archaic social perceptions. With the introduction of their ready-mix range, Radhuni advocates an underlying message; anybody can cook, regardless of gender. This ethos is reflected in their advertisements, as they show men and women alike availing their easy-to-use products to prepare delicious meals. While such standpoint was somewhat unexplored in a Bangladeshi context, Radhuni aligned itself with the global initiative for gender neutrality, establishing itself as a dynamic brand. Furthermore, the company has unfalteringly acknowledged women’s role in society and recognized their talents and accomplishments by conducting several initiatives. For over a decade, on the eve of the International Women’s Day, ‘Radhuni Kirtimoti Shommanona’ has been honoring women in the fields of journalism, social welfare and entrepreneurship. Another initiative is ‘Shera Radhuni’, a reality show running for over 12 years that promotes home cooks while encouraging women entrepreneurship.

One of the biggest growth challenges faced by a big part of Bangladesh is the consumer’s obliviousness in regards to the fatal health effects of the consumption of open spices. A substantial part of Bangladesh’s population still depends on open/loose spice for cooking, unaware of the health hazards associated with this purchase. In an attempt to overcome this challenge, Radhuni has taken the initiative to educate thousands of consumers on healthy alternatives through a door-to-door campaign trail. During this procedure, brand representatives provide valuable information to consumers on the importance of educated eating habits using electronic tablets through a documentary. In recent times, globalization has melted borders, exposing customers to a vast array of cuisines. With the flow of international brands and restaurants entering the food industry over the years, the food palates of the general population have undergone significant changes. From a progressive marketing viewpoint, Radhuni has persistently acknowledged their consumer’s transitional taste. Hence, Radhuni has introduced an impressive range of ready food mix products that have gone beyond their existing rich, local options. Varying from Biryani and Chicken Tandoori to Firni and Falooda, Radhuni’s Ready Mix category currently consists of 14 options for consumers to devour.

Hand-picked Secrets Behind Quality

Driven by their vision to be the world-class food products manufacturer of the country, Radhuni ensures a careful assortment of the finest raw materials from selected sources. With the help of quality products, excellent customer service, state-of-the-art technologies and motivated employees, Radhuni strives to touch people’s lives and play an important role in revolutionizing the food and beverage industry in Bangladesh. Additionally, from a socioeconomic marketing point of view, the company has introduced small sachet packs in order to provide quality, affordable products to the masses. The experience that Radhuni wants to create for its consumers is well translated into their brand tagline: “Pure Quality, Pure Taste.”

Standards Set in Stone

By supplying quality food products at a reasonable price, Square Food & Beverages Ltd. has strengthened its export operations and secured their position as a competent contender in the global market. Since complying with international phytosanitary requirements, Radhuni is currently exporting their products with international standards to more than 30 different countries around the world. Technical capabilities in processing, post-harvest handling, maintaining Good Manufacturing Practice (GMP) and modern grinding technology have given Radhuni a strong competitive edge in the industry. Among numerous accolades, the company was awarded No. 1 Spice Brand of Bangladesh for six consecutive years (2012-2017); No. 1 Local Brand of Bangladesh by for the year 2014 & 2016, and No. 3 among all brands in Bangladesh for the year 2014 & 2016 by Bangladesh Brand Forum.

Supply Chain

Making of Fertile 46

the Most Pran RFL is harvesting a nation of farmers from the grassroots. By Ashfaque Zaman

Soils www.ibtbd.net

Bangladesh is a nation of farmers; seven out of ten persons of the 160 million people live in rural areas according to World Bank. Moreover, as the WHO data suggests, nearly 97,400,000 of these people depend on agriculture for sustainable income, generating $112 million in 2017. Pran RFL is taking the traditional means of sustenance and income into the everchanging modern market. With the largest supply chain in the country, the agro-producing conglomerate has taken agriculture from the roots a fractious nation into the international playing field. The company's export increased 25% year on year on an average, even since they started going global. The brand equates its success to policy; they believe that instilling a sense of quality from within creates the best product throughout. They have created a culture that values the freshest and tastiest products.

The Units that Link Sustainability

Running such a large supply chain entails long-term quality, good manufacturing practices, state of the art machines, and a proficient sales and distribution network. Quality of any product starts with purchasing the best raw materials. Pran RFL currently engages with

100,000 contact farmers throughout the nation, a concept they introduced in Bangladesh. The contact farming provides buyback facility to the farmers, besides ensuring fare price and free marketing of their produces; at the same time, the quality of the products are ensured too. Once a farmer is recruited, they are trained and educated about the detrimental use of certain insecticides and fertilizers. The company ensures that their farmers yield the best products by playing the role of the marketer. The farmers focus on particular crops that have the best harvest in their respective region. The company’s buyback guarantee leaves them without worry as to where they will sell their crops.

The Last Mile Is a Tactical Tread

The manufacturing giant has created an integrated operations system that reaches the market with the

utmost efficiency. It starts with surveys that help the company understand the necessity of an eclectic market. This allows their dealers to understand the markets of the region and what it demands. When it comes to food products, timing is everything. Pran RFL contains the largest distribution network in the country. They have created their own infrastructure to ensure that any one of their 17,000 distributors, the largest in the nation, receive the product immediately after it is ready for the market. The company’s buffer stock reaches the depots in a mere four hours after it is ready for sales. They also understand that Bangladesh is a country with unique topography so they do not only rely on any one of their 2,500 vehicles to transport the product. In the riverine regions (Barisal or Balichor), especially in the south where roads are not as of yet developed, the company uses any of its barges that are always ready to transport good from the respective factories.

Create Employment, Usher Changes

Pran RFL’s mission ‘To generate employment and earn dignity and self-respect for its compatriots through profitable enterprises’ is not just words for the company, their ever-growing chain of

farmers is proof that they make use of their mission. For them, the farmer’s focus is the land. If there is a sudden price fall of any produce, Pran RFL ensured their farmers that they would have a market with Pran RFL and they need not worry about income. Moreover, the company seeks to create a culture of change. They train their farmers on the benefits of rearing livestock. A trade that was traditionally thought of as a hobby for women can be a sustainable source of finance for the average family according to Pran RFL. They not only educate families about the benefits of rearing cattle and producing dairy products, the company facilitates loan schemes from banks as introducers that allow farmers to purchase livestock.

From Grassroots to Global Domination

Not only has Pran RFL dominated the national market, they export a significant portion of their 63 products to 134 nations. And this success starts with instilling their importers with the idea of Pran RFL as a brand. The importer then promotes the products according to the company’s guidelines and communication material.

Pharmaceutical Branding

THROWING A LIFELINE Advanced Chemical Industries Limited (ACI) expands to provide affordable medicaments for emerging non-communicable diseases, particularly cancers. By Nafeesa Sadeque imilar to several of the third world countries around the world, Bangladesh is in the midst of an epidemiologic transition where the burden is shifting from communicable to non-communicable diseases (NCDs). Besides, cases of cancer, or diabetes, are rapidly increasing. According to World Health Organization’s (WHO) National Center for Biotechnology, in South-East Asia Region, NCDs – which include heart disease, stroke, cancer, chronic respiratory diseases and diabetes – are estimated to account for half of annual mortality (54%) and burden of disease (47%). In Bangladesh itself, starting from 1986 to 2006, the major causes of death gradually shifted from acute infectious and parasitic diseases to NCDs. NCDs account for an estimated 59% of total deaths in Bangladesh – 886,000 deaths a year. The findings of a policy analysis suggest that although the government has initiated many NCD-related policies or programs, we still need to do a lot more work for implementation, and monitoring. There are approximately 130,000 to 150,000 cancer patients in Bangladesh, with about 200,000 patients newly diagnosed each year. Around 150 qualified clinical oncologists and 16 pediatric oncologists are working in the different parts of the country, to treat the overwhelming number of patients. However, regular cancer treatment is available in only 19 hospitals around the nation and 465 hospital beds are attached to indoor or daycare facilities for chemotherapy in the oncology/radiotherapy departments. For cancer treatment, there are about 15 linear accelerators, 12 Co-60 tele-therapy, and 12 brachytherapy units currently available, which are heavily inadequate for the growing population. Approximately, 56 cancer chemotherapeutic agents are obtainable in Bangladesh.

almost three decades of expertise in the business, ACI is one of the top pharmaceutical companies in Bangladesh, employing more than 5,000 people all over the country. As a progressive company, ACI Pharma is dedicated to improving the health of people of Bangladesh through the introduction of innovative and reliable pharmaceutical products. ACI maintains a congenial and supportive relationship with the healthcare community of Bangladesh, with the belief that business excellence can only be achieved through pursuit of quality by understanding, accepting, meeting and exceeding customer expectations. Considering the future threat, ACI Biotech & Specialty Care is working very hard to introduce all potential therapy for cancer patients.

Tech-ology: The New Age of Pharmaceuticals

Therapeutic Strategy and Solutions

Improving the cancer scenario overnight is not an easy task but policymakers may become interested and aid in pushing this agenda forward if the huge health impact and economic loss caused by cancer become evident to them. Bangladesh has a unique National Cancer Control Strategy and Plan of Action (2009-2015) formulated with the assistance of World Health Organization (WHO) with an objective to develop and implement a continuum of cancer care through a comprehensive cancer control program. Besides that, Bangladesh has accepted a reduction of cancer morbidity and mortality targets set by United Nations and WHO as a part of global non-communicable disease prevention agreement, and ACI plans to be a part of the goal. The pharmaceutical corporation is expanding the capacity of treatment in the country into the realms of biotech engineering. With

ACI Biotech began its journey in 2016 with a small investment but the ultimate project is expected to scale up higher. At the inceptive period of the program, production facilities simply included robotic technologies to enhance the production excellence. One class APIs (Active Pharmaceutical Ingredients) were imported and processed by these robotic hands to produce the drugs.

ACI Botech is closely attached with more than 300 nephrologists and other medical specialists who deal with CKD patients. Around 200 small and big dialysis centers also play a vital role for the patients, so ACI Biotech is performing extensive promotion activities for the awareness of CKD patients.

Considering the existing facilities and market demand, the biotech sector has started its journey with two medicines: Recogen (Erythropoietin Alfa) and Ropenia (G-CSF, Filgrastim). The research regulated on cancer currently focuses on biochemical pathways and the ways in which they control cell division and programmed cell death, otherwise known as apoptosis. Ropenia is the first biotech product for oncology by ACI. Bangladesh Chronic kidney disease (CKD) is a significant health issue around 17% of the population is impacted by CKD. Recogen plays a vital role to improve the quality of life for those patients. ACI Botech is closely attached with more than 300 nephrologists and other medical specialists who deal with CKD patients. Around 200 small and big dialysis centers also playing a vital role for the patients, so ACI Biotech is performing extensive promotion activities for the awareness of CKD patients. Considering the excellent quality and affordable price of the products, Bangladesh Army and Border Guard Bangladesh has become a customer of ACI Biotech.

Setting the Regimen for a New Medical Cycle

A dedicated biotech pharmaceutical plant is under construction in Sonargaon, to serve the patients of Bangladesh with world-class advanced medicine, and an investment of over Tk. 3 billion. Biotechnology is sophisticated and requires automation machinery since there is no room for errors or clumsiness in the manufacturing process. Biotech has quickly transformed the medical landscape and many companies now require advanced automation for a variety of purposes including the production of biotech equipment and for various testing processes at the development and research stages. Automation GT has worked to be at the forefront of innovation in the design of machines involved in the production of biotech products destined for commercial use. In the past three to four years, most of

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the new drugs by the United State Food and Drug Administration (USFDA) were created with biotechnology. The future of medicine relies on biotechnology, as they have minimum side effects and only work in a selective area. The emerging demand for cancer medicines in Bangladesh urged ACI to invest in this sector. With the tagline “Advancing possibilities” the pioneer in Bangladesh Pharma industry, ACI is advancing to meet the international standards of medical need for the Bangladeshi population.

Before Medicines Make It to the Market

ACI will produce the medicines mainly for Bangladesh but they will also focus on other nations. Its main market is Bangladesh. Pharmaceutical marketing is quite complicated, and unique from other products. Before the medicines are made available, a pre-marketing process is done. The products cannot be promoted to the customers directly, instead, it is promoted to doctors by allowing the information on the drugs i.e. the trials, the benefits and in ACI’s case- the lower cost. As ACI will produce global standard medicine at a much lower price, more people will be able to afford the medicines for a prolonged period of time. For example, Filgrastim would cost £98.39 per injection, which is approximately Tk. 11,500 (excluding the extra costs of shipping or importing the product) where ACI medicine (Ropenia) is 50%-60% cheaper compared to

As ACI will produce global standard medicine at a much lower price, more people will be able to afford the medicines for a prolonged period of time. For example, Filgrastim would cost £98.39 per injection, which is approximately Tk. 11,500 (excluding the extra costs of shipping or importing the product) where ACI medicine (Ropenia) is 50%-60% cheaper compared to international brands, which will not only benefit the company but the patients and government too.

international brands, which will not only benefit the company but the patients and government too. Premarketing is the foundation stage of any marketing plan to enable business development. ACI is preparing product brochures and catalogs which will be handed out and other related sales and marketing tools are in place. This ensures that the brand is capitalizing on their ongoing marketing and sales team activity. It helps to clarify the ACI’s identity, function, target audience and their requirements.

Advancing Possibilities: Plans for expansion

Although ACI Biotech has only recently begun its journey, plans of expansion are already taken into consideration. The factory production capacity expansion will include the production of Antibodies, Proteins, and Recombinant DNA Products. Their greatest potential lies in gene therapy. ACI is aiming to penetrate the international market within three to four years, even though it would require more time for the company to earn enough income revenue to meet the price of cost. With a mission to achieve business excellence through quality by understanding, accepting, meeting and exceeding customer expectations, ACI leaps into the future, taking Bangladesh a few years ahead than its natural course in the sector of medicine.

Marketing Practices

What’s Brewing ISPAHANI STEEPS THE BEST MARKETING PRACTICES

By Ashfaque Zaman

L eaving the kettle to brew has become an instinctive nature for morning commuters. Whether it’s a green tea that needs to sit in the water that’s just the right temperature or two spoons traditional black tea boiled generously with sugar and milk, nothing is quite welcoming as that morning cup. And it comes as no surprise that every roasted leaf adds up to a $40.5 billion global industry. Maintaining market standards as rich as the history of this staple, Ispahani is the largest contender in Bangladeshi market. Producing, blending and packaging top quality tea for years has made them a conglomerate with 520 sales centers and 25 divisional sales offices. Their fundamental approach is offering, communicating and delivering value. It starts with expert tea

tasters and blending experts go through a thorough procedure to ensure that only the best, freshest and finest tea leaves go into every pack. Every year a quality assessment team of ISO visits the tea blending and packaging plants and accordingly, regular upgrading of systems and machinery to meet

world-class quality parameters. They continually conduct research, product blind tests, innovations, and renovations along with some brand building campaigns every year to stay ahead of the competition. Their most recent campaign, ‘Tea means Ispahani Mirzapore’

declares that "the richer blend and great taste of Ispahani Mirzapore Tea let you live every moment filled with love.” They want to promote tea as an experience with loved ones. Constant innovation to meet the consumers’ demand is how they have built a brand loyalty reminiscent the everyday pick me up.

STRATEGY FROM THE ROOTS

While marketing their tea, Ispahani believes that retailers and consumers are equally important. Retailers are the initial point of promotion because they have direct access to consumers and the power to promote a particular product. Furthermore, retailers communicate product offers, new products or any product information to end consumers. Ispahani makes products available at outlets; communicate offers/benefits to retailers first through sales representatives and then run mass/customized advertising campaign when/where necessary.

Just like their tea, Ispahani managed to handpick the best campaign, as it reached 1.8 million people, received 84,400 page likes, and 4.49 million GDN impressions.

Consumers are the ultimate purpose to build a product or brand over the years. The tea giant invests heavily in understanding the changing needs and wants of the tea market. They understand that 99% of the market is a variety of black tea but that does not limit the variety that is increasingly becoming prevalent. Understanding the values of both retailer and consumer is how the brand strategizes.

BREATHING LIFE INTO EVERY CUP

In 2014, Ispahani relaunched its new pack and repositioned itself with a phrase/slogan - Cha maane life ta bhorpur, cha manei Ispahani Mirzapore (Tea means a full life; tea means Ispahani Mirzapore). They played their first digital campaign in November of that year via Facebook, YouTube, GDN, local news portals, and websites. Nevertheless, they were limited as Google could not display their text in Bengali, their initial target. The national voice of the campaign resonated in thousands of homes. Ispahani Mirzapore received thousands of queries via email and a plethora of comments and messages on Facebook, all of which commended the campaign. This dynamic motivated the company to step towards real-time engagement. With digital media utilization, they found greater depth into the emotions consumers associated with Ispahani. Creating a chain of active conversation and responses with consumers allowed them to focus on real engagement through specific messaged, address the inquiries, and develop a more constant connection with consumers. The company believes that consistency is key in an era when the audience is exposed to such a vast degree of content. With a campaign budget of Tk. 485,000, it was expected that the campaign would reach 750,000 people, receive 40,000 page likes, 4 million Google Display Network and (GDN) Impression. Just like their

tea, Ispahani managed to handpick the best campaign, as it reached 1.8 million people, received 84,400 page likes, and 4.49 million GDN impressions. Moreover, #IspahaniTEA reached 3.7 million people and the picture tagging campaign engaged 307,900. Overall, the company obtained more than 84,000 new fans and reached 5.5 million Facebook users in a matter of six weeks.

DIGITAL TECHNOLOGY: THE ENERGY BOOST FOR EVERY COMPANY

The company uses this as an opportunity; with data-management capability, they can reach, offer and tailor products and messages accurately and repetitively through specific targeting. The new trend also poses a very significant business challenge from the perspective of competition in the market.

ANYTHING BUT A DISRUPTION

Ispahani concludes that the digital disruption is economy-wide and will continue to intensify in the coming years. They recognize this and began formulating and implementing a digital transformation strategy to have a competitive advantage. Digital technology has impacted the company in three key pillars: · Improving customer experience · Improving operational efficiency · Increasing the level of agility of the organization www.ibtbd.net

consumers perceive the brand when they feel the need for this particular product in any particular category. We also always look into brand familiarity funnel also known as the brand conversion funnel to measure how awareness triggers to trials; and regular user-ship converted to to most often user-ship. The final weapon in Ispahani’s arsenal is Facebook. The insights from each, frequency, shares, likes, mentions, conversions, and engagement status direct plans for future campaigns.

MATTERS OF MONEY AND MASTER PLANS

CPGs pursue classic value chain model as opposed to the demand of platform that brings together producers and consumers, connect participants and generate value in two-sided markets – app developers on one side and app users on the other.

Digital technology, sales automation, marketing automation and financial modeling adds value to financial plans of Ispahani. It facilitates better planning and forecasting for the company. Our month on month sales data and reports (from sales automation and ERP software) are used planning for example. The more technology gets into play, the more the company is using them for decision making leads to strategic advantage. Otherwise, only machinery or technology that is bought will not give any result as the convergence of technology is ubiquitous.

TRACKING THE EVERYDAY

Ispahani has implemented technology into its every day. The company witnessed a more efficient operational function in aspects that

included: · Day to day meeting · Tracking sales force · Updating sales figure · Tracking division-wise data.

CREATING FUNCTIONALITY FROM FACT AND FIGURES

Ispahani values using data in order to increase market efficiency. A majority of their data comes from Nielsen Retail Audit, Household Panels are obtained through Kantar MRB, and brand tracking data comes from Kantar Millward Brown. They use a multifaceted tool known as the brand awareness mapping in order to determine their current percentage of awareness, make plans to increase it and finally compare the campaign results against our objectives set. The tool entails top-of-mind-awareness (TOMA), spontaneous awareness, aided awareness, and total awareness. First Choice Brand Consideration (FCBC) metric allows them to determine how many

IT ALL DEPENDS ON WHAT YOU’RE SELLING

Given that Ispahani sells tea which is a production company of consumer packaged goods (CPG), digital campaigns do not suffice in marketing. CPG companies such as theirs must focus on mass markets and mass communication, mass distribution and for this they consider: · Traditional Media (TV, Press, and Radio) · Outdoor branding · Point of purchase · Digital campaign CPGs pursue classic value chain model as opposed to the demand of platform that brings together producers and consumers, connect participants and generate value in two-sided markets – app developers on one side and app users on the other. Social media and digital platforms act as facilitators of engagement; they have empowered people and have offered platforms where the owners and consumers can interact with trust and even they can swap roles in ways that generate value for the platform.

Event

Young Leaders Program (YLP) After the successful completion of four seasons, Channel i is again going to organize the Young Leaders Program (YLP) for the fifth time this year. Young Leaders Program (YLP) is a reality show that brings together the young brilliant minds of our country to showcase their leadership skills. In the initial stage, about a thousand graduates from different universities are selected based on the applicant criteria. From here, the top hundred or so contestants have to get past an interview. This year, YLP received much more responsive compared to the previous years. The last date of registration was 15 March, 2018. Like the last YLP seasons, there will be teachers from universities who will help the YLP judge team in the selection process and grooming the participants as a mentor in the 5th season. Each year YLP includes judges who are renowned figures in the corporate

2018

world. Abdul Muktadir, Managing Director of Incepta Pharmaceuticals Ltd. and Taslim Ahmed, Chief Executive Officer of Unitrend Limited and Consultant, ICAB (Institute of Chartered Accountants of Bangladesh) are the fixed members of the judging panel. In addition, reputed corporate personalities join in the judging panel each year. During every season YLP team works with many companies who provide the participants with real tasks relating to their brand. In YLP, the contestants are given a week-long deadline to complete the task after which they face the boardroom judging panel where they have to showcase their ideas. During each round contestants are eliminated until YLP judges end up with the top 5-10 young leaders who are awarded the scholarship to

study abroad. Esteemed jury member of YLP - Taslim Ahmed, CEO of Unitrend Ltd, and Consultant, ICAB comments, “It gives me immense pleasure to watch YLP grow steadily. The parameter has grown wider, and now people with varying backgrounds – like engineering, architecture, social science, ICT, are interested in participating in this initiative. After visiting many universities, both private and public, I have learned that people are aware of YLP and are eagerly waiting to participate. The application deadline is over now, and we have double the number of participants this year. YLP allows talented young participants to attend renowned international universities like the Catholic University of Milan, the University of Malaya on a fully funded scholarship. But what I regard as a huge achievement of this platform is that it allows people to transform themselves. When

a graduate comes he/she goes through a rigorous exercise where they have to tackle real-life situations, working with actual companies and organizations. Participants receive feedback about themselves, their understanding, their contribution, their thought processes from the industry leaders. Due to this the participants really get to know themselves better. For me, the biggest achievement is that I can see an individual transform. From the first day till the moment they leave, be it in the middle or right up till the last, I can see a huge change in confidence, behavior, and approach to life, approach to situations and views. I wish YLP continues to grow, and I am really proud to be a part of it.” The youth of this country has immense potential to do great things home and abroad. So with this show Channel i is trying to give them a platform through which they can grow, fulfill their ambitions, and make the country proud. Anando Alo, Saptahik, Bangla Tribune, Radio Bhumi 92.8, and Radio Amber 102.4 are the media partners, I Creation Limited is the activation partner, and IMG Consultants is the PR Partner of the 5th YLP. Channel I will telecast different episodes of YLP like other seasons.

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Special Interview H. E. Rina P. Soemarno Ambassador Republic of Indonesia

UNITED TOWARD PROGRESS How cooperation between Indonesia and Bangladesh can lead to the betterment of both nations By Tawhidur Rashid

The Indonesian president recently visited Dhaka in order to discuss bilateral, regional and global issues, including the Rohingya crisis. How do you think this will strengthen ties between both nations?

President Joko Widodo’s state visit from the 27- 29 of January 2018 was the first state visit for Indonesia after the visit of President Megawati in 2003, and that was almost 15 years ago. There have been some visits by the head of government of Bangladesh to Indonesia; notably during March of 2017, the honorable Prime Minister visited Indonesia to attend the Indian-Ocean Rim Association (IORA) summit in Jakarta, and she also participated at the Asia-Africa Commemorative summit in 2015. So, there has been an activity between the nations, but Indonesia president’s visit is something of a milestone for the relation of the two countries. During the visit, both countries signed five MOU agreements, and the understanding between the leaders of both nations has increased. President Joko Widodo has seen firsthand how

Bangladesh is a growing economy and how numerous opportunities still need to be tact to bring the relations of the country to a higher level of engagement. During the Presidential visit, Bangladesh and Indonesia signed five instruments for boosting cooperation in different sectors including trade, diplomacy, fishing and energy between the two countries. Those five instruments are: 1. Joint Ministerial Statement on the launching of the negotiation for Bangladesh-Indonesia Preferential Trade Agreement for the respective sides. 2. Joint Communique on cooperation to combat illegal, unreported and unregulated fishing and to promote sustainable fisheries governance. 3. Memorandum of Understanding (MoU) between Bangladesh Power Development Board (BPDB) and Pertamina on integrated power project. 4. Letter of Intent (LoI) on LNG supply from Pertamina to Petrobangla 5. Memorandum of

understanding (MoU) on establishment Foreign Office Consultations to monitor all the bilateral agreement between both nations. During the visit, President Joko Widodo and the First Lady, Iriana Joko Widodo, visited Cox’s Bazaar. We understand that this is the first ever visit by a head of state to Cox’s Bazaar. This is also very important since the issue of the refugee crisis from the Rakhine state is also a concern of Indonesia. We have been trying to offer our assistance in any way we can to find a workable solution to this issue. The relation between the two countries goes as far back as the independence of Bangladesh; Indonesia is one of the first countries to recognize Bangladesh as a sovereign country. Not long after that Indonesia opened diplomatic relations and as you can see that we are currently a very active embassy in managing the relations between our two countries. Personally, for the embassy and I, the visit of President Joko Widodo to Bangladesh is very important, monumental in fact in a way that this will help

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enhance our bilateral relations in many ways. Furthermore, President Joko Widodo himself, the first lady, and some ministers who were accompanying him saw firsthand what potentials can be explored and utilized for us to grow together as developing nations.

Bangladesh and Indonesia have increased their bilateral trade by 25.96% to $1.53 billion. Could you detail the bilateral and multilateral agreements that Indonesia and Bangladesh have? How are you taking them forward?

We admire the sustainable growth that Bangladesh has experienced in the past decades; Indonesia can only aspire to such a rate of progress. Last year, the growth of 7.2% was remarkable. This has put Bangladesh as a country that will be among the groups of countries that have sustainable development and among

the countries with the most GDP in the world. Indonesia also is a country that belongs to the G20; the nation is now the 15th largest economy in the world. We are also a developing country, and we are in the middle phase of our development. Infrastructure is something Indonesia and Bangladesh have a lot in common. This common ground is a basis for developing in a more united manner. We are two countries in the same region and close proximity. Our nations have a mostly Muslim population, Indonesia being the most substantial and Bangladesh being the third largest. There is also a notable degree of diversity of people from many cultures and religions from our countries. My time in this country has taught me that our cultures and habits are similar. We should harness this because our political and economic environments allow for a progressive relationship. We see Bangladesh as not only a great marker but

President Joko Widodo has seen firsthand how Bangladesh is a growing economy and how numerous opportunities still need to be tact to bring the relations of the country to a higher level of engagement. During the Presidential visit, Bangladesh and Indonesia signed five instruments for boosting cooperation in different sectors including trade, diplomacy, fishing and energy between the two countries.â&#x20AC;?

also we see Bangladesh as a partner. We can, and we have worked closely in the region to make this region a safer place. We can work internationally to make the world a more peaceful and safe place for us to live. In fact, we have been doing that; we just need to do it closely.

Bangladesh is set to sign a Preferential Trade Agreement (PTA) with Indonesia to increase trade and export volumes by removing all barriers. Could you elaborate on how this will improve the economy between the nations?

In the international forum, Indonesia and Bangladesh have the same view and interest with regards to global issues. Our friendship on both parts allows us to work together. Data from Indonesia Ministry of Trade, Preferential Trade Agreement (PTA) Indonesia-Bangladesh will increase export values from Bangladesh to Indonesia up to $79.1 million and export values from Indonesia to Bangladesh up to $286 million. We are an active member of the United Nations and World Trade Organization (WTO). More importantly, we are also active members in the region; we have some regional organizations that we are members of most notably in the Indian Ocean Rim Association where we want to tact more blue economy and also where we can work together for the security in the region. Indonesia is a member of The Association of Southeast Asian Nations (ASEAN), we are in fact the largest country in ASEAN,

and we are also a member of IORA. In a multilateral framework, Indonesia and Bangladesh together become a member of more than 50 international organization, one of them is Indian Ocean Rim Association (IORA). The Joint Communique on cooperation to combat IUU Fishing that was signed during the presidential visit is in line with the cooperation commitment of IORA as outlined in the Jakarta Concord. The commitment to eradicate IUU Fishing would contribute to improving the welfare of fishermen in both countries. We hopefully have put new initiatives to bring the cooperation forward for countries in the regions. We are also a country that initiates dialogue and partnership to address issues that are of concern for the region. We are co-chairing on People Smuggling, Trafficking in Persons and Related Transnational Crime. We are trying to work with countries in the region to make the area more peaceful and secure.

Indonesia and Bangladesh have a very distinctive culture, yet Indonesia has become a popular tourist destination. What advice do you have for Bangladesh in this context?

Indonesia is a vast country. We have, to be exact, 15,056 islands and more than 700 languages but we are defined by the Indonesian language, itâ&#x20AC;&#x2122;s the language that unites us together. Bangladesh knows Bali, it is very famous, but it is also just only a small

part of Indonesia. We have a lot of other areas that need to be visited, and this is something also that I would like to introduce to Bangladesh. One trip from one point of the country to the furthest part in the other part of the country is the span from London to the end of the European continent. When we fly direct from East to West of Indonesia, you will need an eight-hour flight. I haven’t been to all parts of Indonesia, but I would like Bangladesh to know more about Sumatra. Sumatra is the nearest point between our two countries. If let’s say you are standing near Teknaf or even in Dhaka and you are looking South, I think that that first point that can be seen is Aceh which is in the North and South part of Sumatra, so we are not that far. If you fly there, it will only take you three hours so I would like to introduce more. As our country is vast, we have not explored all possibilities, but the government has designated some tourist destinations. Last year, the government had established a new tourist destination in Raja Ampat in Papua and also Lombok which is very close to Bali. We collectively are growing in regards to how we generate more tourists in our country and Bangladesh also has a lot of natural beauty like Sundarban, the largest mangrove forests. We have mangrove forests in Bali as well, but they are not in par or scale in Bangladesh. The country also has Cox’s Bazar which is the longest beach. We too have a lot of beaches and islands, but none of them are as long as Cox’s Bazar. One thing we

are still working on is connectivity. Connectivity is essential, and if you want to showcase a particular destination, then there should be proper infrastructure, something that is continually working on. Bali has been known for long mostly because of its uniqueness; it is an island mostly dominated by Hindu culture. Indonesia has the largest Muslim population in the world with almost 90% being Muslim, and Bali Island is mostly Hindu. Although they have similarities with the rest of the country, they have their own cultures and tradition which is unique and different from other cultures in Indonesia and this is apparent in their religion and their religious festivals. Every day in Bali you will see people doing all these rites, and they are not just done for a showcase, but they do it because it’s their way of life. As an Indonesian who is not from Bali is that if I go there, this would still interest me. To see, and follow all these customs the local people conduct as a daily part of their lives. Maybe that’s the most important part about Bali, not just the natural beauty because you can find that also in other parts of Indonesia.

Tell us about the diversity of language and culture that Indonesia always boasts about. Indonesia is an accumulation of diversity. We can describe Indonesia as wonderful Indonesia and as a country with so much beauty to behold and cultures to experience, languages to understand

and traditions to perceive. Indonesia is remarkable in a way that among all the numbers that define Indonesia; with 250 million people,15,056 islands, 700 cultures, languages and ethnic groups, we manage to be a fast developing country. We are a country and a nation that has shared a lot for many centuries. We were under the Dutch administration for 350 years; we were also under Japanese occupation for three and half years and many other foreign administrations along the way. In 1928, the Dutch East Indies colonies assimilated from everywhere, from all over Indonesia at the time the Dutch were in this. They brainstormed and discussed how they could become an independent country. This was when they made an oath of three things: they will become one nation, they will become one country, and the third is one language. Out of all the languages they chose the language of the minority which is the Malayan language that now become well-known as Bahasa Indonesia. This was the eventual mantra. They decided upon the minority language because this will

become something that will unite all other ethnicities. The logical solution would have been to choose the biggest group, the Javanese. We chose the smallest because Java and Javanese were already too big. The people in Papua region itself have hundreds of ethnic groups, and they don’t know each other’s language, so they communicate in the Bahasa dialect of Indonesia. These are the things that unite us, the oath that was uttered in 1928 became the mantra, and our national logo is Garuda with the words, ‘Bhinneka Tunggal Ika.’ It is from Sanskrit and Bhinneka, and it means diversity, Tunggal is unity. Hence unity and diversity make us one. I am Javanese, but I wouldn’t have been able to communicate to people outside my ethnicity if it wasn’t for Bahasa Indonesia. The people of the eastern part of Javanese do not understand the western part, so one language brings all of us under one umbrella. I think it works in Bangladesh as well, the identity of Bengali defines Bangladesh and has enabled Bangladesh to become a nation.

Data from Indonesia Ministry of Trade, Preferential Trade Agreement (PTA) Indonesia-Bangladesh will increase export values from Bangladesh to Indonesia up to $79.1 million and export values from Indonesia to Bangladesh up to $286 million.” www.ibtbd.net

Lifestyle Brand Rasheed Mymunul Islam

Deputy Managing Director Monno Group

MAKING YOUR HOUSE A HOME

Monno’s Furnishings on Domestic Dominance

We often wonder what’s on the table; as a nation with the very distinct flavors of Bengali foods. Whether it’s a fish curry, a simple vegetable fry or a hearty helping of lentil, we are a population that eats with our eyes first. And since 1984, Monno Ceramic has established itself as the household name that makes our tableware look just as aesthetically pleasing as our cuisine. Over the course of three decades, Monno has effectively established itself as a well-known household brand, delivering all your tableware needs from breakfast to dinner. The plate pioneers are now going beyond the table to expand that unparalleled quality to the rest of your home. ICE Business Times converses with Rasheed Mymunul Islam, Deputy Managing Director of Monno Group, on their future as a lifestyle brand.

How did Monno Ceramics start its journey?

My grandfather started with a printing press and then he expanded to jute mills accessories. He attained success in these industries but he strived to bring something new to the country. Upon his visits to Japan to buy machinery, he realized the country's desire for ceramic and had decided to bring that same luxury to Bangladesh. We became the first producers of export quality ceramic tableware in the country. Today the ceramic industry is worth Tk. 3 billion and our company markets 40% of it. Bangladesh also exports $50 million worth of ceramic products which highlights the potential of the industry. We currently produce 1.5 million pieces of Bone

China and Porcelain; we want to increase this production by at least 66% next year.

Lifestyle brands are known for creating the following: unique experience, authentic storytelling, and an emotional connection or sense of care. How are you implementing each? What are the challenges and how do you want to mitigate them? There are many different local and foreign manufacturers of ceramic tableware in the market, so why should a customer pick our product for their home; it is because our product has the perfect blend of functionality and aesthetic beauty. We are always working with famous designers from around the world to bring

unique products and designs to our market. For example, we are now launching a line of Italian designer tableware with the most fantastic floral decorations. Our customers have an affinity for floral decorations on their ceramic tableware. So, I’ve commissioned a designer from Florence, Italy to produce the most detailed and animated floral designs that our market has ever seen! We always try to build on what the customer desires and then give them something better, something that no one else can. We have a very strong R&D team in our factory who is continuously working with new types of body and glaze materials to create new and exciting products. For instance, our latest Silk Porcelain www.ibtbd.net

collection, targeted toward middle and upper-middle class demographics is a result of this development process. Our penetration strategy remains the same for all our products- unique products with exclusive packaging targeted toward the right consumer with unparalleled pricing. The biggest challenge for us is introducing the new products into the market. The majority of our products are bought by wholesalers who then distribute to high street retailers. The wholesalers and distributors will only take products that they know will sell i.e. legacy designs. They are afraid to buy anything unique or bold as they are unsure whether they will be able to sell it. This is the reason we will soon launch “Monno Home”, our own chain of home stores. Monno Home will establish its own retail network where the product on display will be completely under our control. Each store will be decorated and furnished in the same way and the product will have a fixed MRP. For instance, our Silk Porcelain products retail for Tk. 6,000 for a 32 Pcs Dinner set and Bone China Tk. 20,900 for a 52 Pcs Dinner Set. These prices will remain fixed in all of our in-store and online sales. This will create the perfect experience for the customer to appreciate our product variety and style.

As lifestyle trends becoming faster paced, what products are you introducing to the market?

In our home, we don’t use ceramic tableware just on its own. In every

household, you need a lot of items for your daily dining and living needs. When you sit down for a meal, together with your dinnerware you also need cutlery for serving the food and glassware for your drinks. Monno Home will be a one-stop solution for all your home ware needs. We will have all the products that are required at home to complement our ceramic dinnerware. Our major product categories will be cutlery, glassware, table linens, food containers, serving wares and also some decorative pieces and artificial flowers.

Could you detail the initial investment and product expansion trend as you become a lifestyle brand?

For the last eight to ten years we have observed the local market on an extensive basis to understand the homeware needs of our country. For Monno Home, our expansion trend will follow all the basic expansion trends and more. The demographic will include newlyweds, young parents, and young executives with middle, upper-middle and high income levels. Also women will be a main target market for this product range. Altogether, everyone aspiring to have a high-end lifestyle will be included in our demographic for Monno Home. We will penetrate the new domestic market by introducing new product lines like- glassware, cutlery, decorative pieces etc. complementing our trademark ceramic products. Through diversifying Monno’s products by introducing

Monno Home, we will expand our demographics to new segments, greatly impacting the “Monno” brand and changing its image from a ceramic market leader to a prominent all-in-all home ware brand of the country.

Social media plays a big role in lifestyle branding. How do you want to reach out to your consumer base?

We are already very actively marketing our brand through Facebook, YouTube and Instagram. The response has been phenomenal, and we are already seeing a steady stream of online orders. Social networks are the perfect platform to inexpensively promote your

products and assess the customer’s reaction even before we have gone into mass production. Our Facebook followers are more than 130,000 with a post engagement of 126,625 as of March, 2018. We post product content along with contextual and other relatable contents on all our social media platforms regularly. Now, we will soon launch an e-commerce website for Monno Home that will include all our ceramic dinnerware and other dining products. As I’ve already mentioned that I want “Monno Home” to be your one-stop home ware solution, so our approach to social media strategies will follow that same 360-degree approach.

Evolution of a Brand Shadab Khan

Managing Director Coca-Cola Bangladesh Ltd.

THE FIZZ WE CAN’T FORGET By Munira Fidal

The timeline of Coca-Cola dates all the way back to the 1890s. How would you describe the evolution of this brand in the past 130 years?

A fun fact about Coca-Cola’s journey during the last 130 years is that at the beginning, we used to average sales of nine servings per day. Conversely, now our daily servings are estimated at 1.9 billion globally. One of the most famous advertising slogans we have had in our history is “The Pause That Refreshes” which first appeared in 1929. To date, our marketing echoes the theme of pausing with a Coca-Cola. In the 1970s, we started connecting the brand more with the happiness that is associated with fun times alongside family and friends. Our aim is to ensure that our brand is the embodiment of the messages we wish to delivera brand that is entrenched in nostalgia.

Coca-Cola has always been an evolving brand. How important is it to craft different communications to stay relevant to the audience, culture, and time in terms of content and geographical context? How does the audience and culture of Bangladesh factor into this?

We describe Coca-Cola as a brand that brings family and friends together, encourages sharing and brings happiness. We tend to not follow complicated marketing strategies and instead embark on plans that focuses on the product. We do this by painting the lifestyle we most strongly associate with the brand. This translates into ensuring that the brand is both universally recognized and understood across the plethora of cultures and languages. We do this by using relevant trends from each country that we

present our product in, keeping in mind that all cultures are intrinsically different. Due to this notion and our support for multilingualism, at the beginning of February, Coca-Cola Bangladesh launched its month-long International Mother Language Day campaign titled “Nikhoj Shobder Khoje”. This campaign was aimed to encourage the young generation to reconnect with those Bengali words that have been missing from our language for a while. Under the guardianship of Emeritus Professor Anisuzzaman, Professor Bhismadeb Chowdhury and acclaimed author, Anisul Hoque, the key target of this campaign was to create awareness that we are slowly forgetting words that were once used to enrich and beautify our mother tongue – Bengali. During this campaign, Coca-Cola bottles featured www.ibtbd.net

missing Bengali words that were once a part of our everyday lives. Coca-Cola’s this year’s campaign ‘’Nikhoj Shobder Khoje’’ launched a website which received around 100,000 online traffic. A total of 36,000 people participated in the quiz, A total of 12,000 people received certificates for their submission of forgotten Bangla words. As many of the words submitted were repeated by other participants, Coca-Cola was able to collect 5,500 words.

The tagline “Open Happiness” was coined about 9 years ago, providing heart-touching campaigns to the world. In 2016, the tagline was changed to “Taste the Feeling”. Does adhering to the same proposition for too long limit the possibilities of the brand? ‘Taste the Feeling’ is not simply a slogan. It embodies what we want our consumers to be: happy people who are savoring a moment with their loved ones alongside a Coca-Cola. The change to “Taste the Feeling” really is an attempt by Coca-Cola to take a new, more humble direction. In the “Open Happiness” space, we had started to talk in a preachy way to people. And Coca-Cola has always been a simple pleasure, the magnanimity of Coca-Cola resides in this humility, in its simplicity but the more that we

tried to preach to the people, the smaller we made it. Therefore “Taste the Feeling” is about going back to the core values of the brand and while the ads have continued with the emotional storytelling long-associated with Coke, they depict everyday moments, which puts Coke bottles front and center.

In the past 130 years, Coca-Cola has remained somewhat consistent in terms of the brand’s identity and elements such as logos and color palettes. How are minor changes along the way integral to a brand’s appeal to its consumers, as opposed to large-scale rebranding efforts?

For us, new campaigns are important for keeping in touch with the changing consumer behavior and attitudes. However, as you probably know the “Coca-Cola” logo and our trademark red color has remained consistent since it started the brand in 1886. Consistently, this brand has garnered love not only at their home, but all over the world. This is due to the fact that the brand has always adhered to the local culture. As an organization, we ensure that our marketing campaigns reflect what we want to see our consumers as – happy people who are smiling broadly as they enjoy an ice cold coke. This is a message that we always try to deliver even as our product ranges change to fit our consumers’ needs and wants and the new trends.

Our partnership with Wowbox enabled us to reach 2.3 million Wowbox users in Dhaka and Chittagong via the app. The Wowbox users in these two areas could exclusively order the products through the app which were home delivered free of cost.”

People perceive brands as personalities with their own identities due to premium advertising. To what extent do you feel pressure to create the next defining slogan or image?

Brands are always personalities and definitely need to have their own identities – this is precisely why consumers are able to relate to some specific brands versus others as they relate these values and personalities the brand espouses to their own. What brands need to stay true to always are these values and therefore the true testament to this is reflected in the imagery and communication of the brand. When brands have clearly identifiable personalities (technically known as Brand Value Architecture), the simpler it is to ensure that our communication and imagery stays consistent with that.

You are introducing Diet Coke to the local market. What strategy are you implementing in order to successfully market it?

We have launched a range of Zero calorie products in Bangladesh: Diet Coke, Coca-Cola Zero and Sprite Zero Sugar. These launches again were basic feedback from consumers across Bangladesh who were looking for great tasting beverages but, with no-calories. As you are aware, we launched the two brands, Coca-Cola Zero and Sprite Zero Sugar through an exclusive tie-up with Wowbox. Our partnership with Wowbox enabled us to reach 2.3 million Wowbox users in Dhaka and Chittagong via the app. The Wowbox users in these two areas could exclusively order the products through the app which were home delivered free of cost. Simultaneously, multiple rounds of SMS were sent to Grameenphone users who were targeted income-wise. The campaign was kicked off a few days in advance with a teaser in the Wowbox facebook page and their app. Post this, we have undertook consumer activation and sampling exercises across modern trade outlets and office complexes in the key metros of Bangladesh. We have also undertaken specific digital marketing activities and will continue to build consumer engagement across these brands in the key metros of Bangladesh.

Interview

Riding Shotgun

BY N ANITA AMREEN

How a car-less company is changing the local mobility landscape Screeching tires, incessant honking and endless minutes spent haggling your way to find public transport is the hallmark of a day spent in Dhaka’s traffic-ridden streets. With a population of over 16 million people, spending hours in traffic may just be the norm in our country, but finding a ride too, has often been a nightmare of equal measure. As far as our traffic woes are concerned, it wasn’t until 2016 when Dhaka-dwellers found respite in the form of Uber, the ride-hailing global phenomenon that had taken the world by storm, promising to effortlessly connect ride-seekers with drivers in one of the most congested metropolitans in Asia – our very own Dhaka. Globally, there’s nothing quite like Uber as far as numbers are concerned. In 2017, the company was valued at a whopping $69 billion, with Uber customers standing at 40 million per month, with a gross revenue of $20 billion in 2016 alone. Fast forward to 2018, Uber’s acceleration to success has the ride-sharing app offering everything from a premier car rental service (UberPREMIER) to UberMOTO, a motorcycle ride to help you zoom through traffic, all at the swipe through an app. Operating in 83 countries and over 674 cities worldwide, Uber globally booked $20 billion worth of rides in 2016 alone, so it’s no surprise that they’ve added two new services to their Dhaka repertoire. They recently introduced UberHIRE, a service meant for riders that want extended rental time for multiple destinations, and have ambitious plans to launch UberPOOL, the carpool counterpart for a regular Uber ride. Within six months of its launch in Bangladesh in 2016, Dhaka became one of the fastest growing Uber-cities in the Asia Pacific – but what did it really take to have Uber successfully extend the reach of public transit in the capital? Ice Business Times sat down with Arpit Mundra to find out how the team helped push progress in the direction of Uber’s lofty goals and what it really took to get the ball rolling in one of the most populous, congested cities in South East Asia. With

over three years as part of the Uber family, Mundra recalls that success didn’t come easy – especially when it came to maintaining global standards that a brand like Uber is known for. “In any city in which we operate, our goal is to provide the most reliable, safe and affordable rides as well as provide flexible income opportunities. To make the Uber experience distinctive we invest in our technology as well as in educating riders and drivers who use the Uber app,” he explained, adding that one of their core values is the belief that “respect is a two-way street” where both riders and drivers have equal responsibility and share in fostering a healthy ride sharing community. To safeguard the interests of all ride WE HAVE A LOT OF sharers, Uber RESPECT FOR launched the global STRONG LOCAL community COMPETITORS guidelines in 2017, AND WE BELIEVE and THAT COMPETITION Bangladesh-specific MAKES US BETTER. guidelines in August IN ANY INDUSTRY the same year, COMPETITION setting the ground USUALLY RESULTS IN BETTER rules explaining the PRODUCTS AND IN kind of behavior THIS CASE A BETTER they expect from RIDESHARING both riders and INDUSTRY THAT BENEFITS BOTH drivers, alongside THE RIDER AND THE the situations where DRIVER PARTNER.” both parties may lose their access to Uber. The premise is simple: treat people as you would like to be treated yourself. “This is important because when drivers use Uber, they do more than simply drive: they’re sharing their own car, their space, their time and a slice of who they are with passengers. We all know drivers who go above and beyond to create a five-star experience for their riders: from helping an elderly person get into and out of the car to offering water for the trip or making sure that riders get home safely after a night out,” reads the guideline posted on their website last year. As a company that is proud to bring people from different

backgrounds together, they believe that anyone can enjoy a five-star ride, as long as they respect each other’s differences and treat the other as they would treat themselves. While maintaining global standards has always been a prime goal, equal importance is given to the city-specific needs in each market, Mundra said. As the management lead in charge of business operations in Dhaka, Kolkata, and Bhubaneswar, the majority of Mundra’s focus lies on driving growth and service excellence in the region. “While we bring global standards and technologies to each city in which we operate, we also learn about local needs and innovate accordingly we pride ourselves on being as global as we are local,” he detailed, citing UberMOTO and UberHIRE as two “hyperlocal” services that were launched to cater to the very distinct needs of Dhaka riders. UberHIRE, in particular, was launched in Dhaka after undertaking an in-depth understanding of the Bangladesh market

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and rider needs. “We took some important insights into consideration that led to the rollout of this hyperlocal product,” he said. “HIRE was introduced with the aim to solve the need for longer rides, for wedding-hopping and back-to-back meetings.” With the service ready to be availed in the metropolitan, Mundra expounds that the service strives to enhance rider experience – a core goal Uber consistently aims for. While these services do give riders more travel options, it still raises the question of how well they are able to balance experiences that are both profitable for the driver and financially sound for riders. This is where Uber’s dynamic pricing concept comes to play. Mundra postulates, “Dynamic pricing helps us ensure that riders get a quick pick-up when requested by encouraging more drivers to hit the road and head to areas of high demands for rides." As a market efficient model employed by others in the service industry such as airlines and hotels, Mundra argues that it really is the best way to ensure that both parties find a fair middle ground as far as prices and profitability are concerned. “It ensures that driver effort is not wasted on idling or roaming around the city looking for potential riders. Incentivizing drivers to meet rider demands ensures that drivers stay on the platform longer and during high demand hours and areas.” As an app that has had a transformational impact on the transport community, Uber has also had to deal with competition from traditional transport services such as the CNG-run auto rickshaw and taxi cabs as well as the newer crop of local ride-sharing apps such as Pathao. Interestingly, Mundra is a staunch believer in the idea that healthy competition cultivates better businesses, “We have a lot of respect for strong local competitors and we believe that competition makes us better. In any industry competition usually results in better products and in this case a better ridesharing industry that benefits both the rider and the driver partner.” For Uber, the real challenge, though, lies in competing against personal car ownership. He illustrates this dynamic, “What we are truly competing against is personal vehicle occupancy. Ridesharing accounts for less than 1% of the trips taking place in Dhaka.” By getting more people in fewer cars, Uber has a broader vision of reconstructing the urban mobility landscape and complementing the existing public transit system. Mundra envisions a Dhaka where mobility

focuses on a safe and efficient commute, “To achieve this goal of enhancing and improving the urban mobility landscape both ridesharing services and traditional public transport systems need to work in tandem. At Uber, we complement (not compete) with traditional public transport. Our products, especially ones like UberMOTO, help to improve last mile connectivity, thereby improving the end-to-end commute for our riders.” When asked about his thoughts on what would be Uber’s greatest weakness in the current market - hostile regulation, public safety concerns or driver protection, Mundra had a rather optimistic response: “Dhaka has been one of our fastest growing markets in South Asia and the last year in Dhaka has been truly exhilarating. Only in the month of November 2017, an Uber was requested 1.5 million times, where more than 200,000 people took an Uber trip. Every month we see more than 10,000 active driver partners on our platform. We have continuously received an overwhelming response from riders and drivers in Dhaka. Our most recent launch, UberMOTO, has also received a commendable response and we continue to look for new ways to serve the city and create a better Uber experience.” As far as government regulations are concerned, Mundra praised the government and policymakers for their cooperation and support, “We work with both the government and policymakers to help bring innovation to our cities through constructive dialogue and engagement. We admire the government's intent and vision for redefining the urban mobility landscape in Dhaka and beyond.” With regard to what he owes his success at Uber to, Mundra attributed it to one of the company’s core values of cultivating a culture of both teamwork and individualism, “At Uber, individual ideas have always been valued. Across our teams, ideas and having the freedom to see them to fruition has always been encouraged.” “In Bangladesh, we have been exploring ideas of expanding to other cities like Chittagong and Sylhet and introducing UberPOOL in Dhaka to help provide more mobility options while reducing the number of cars on the road,” articulates Mundra. He concludes by expressing Uber’s interest in continuing to bring global technology solutions to Bangladesh to address a local issue like traffic and congestion while reshaping the way we look at commuting in today’s age.

Arpit Mundra

General Manager East India and Dhaka Uber

WHILE WE BRING GLOBAL STANDARDS AND TECHNOLOGIES TO EACH CITY IN WHICH WE OPERATE, WE ALSO LEARN ABOUT LOCAL NEEDS AND INNOVATE ACCORDINGLY WE PRIDE OURSELVES ON BEING AS GLOBAL AS WE ARE LOCAL.”

Food Security

Securing nutrition within a refugee influx

By Ashfaque Zaman

SUSTENANCE On any given week, the arrival of 18,000 new Rohingya refugees is a small number. It would be considered one of the less turbulent weeks during an influx that has displaced nearly 700,000 people from Myanmar in less than six months. The fleeing population cling to makeshift boats in dark waters and tread uninhabited jungles in search of safety. Escaping into the unknown is a matter of survival. It is a matter of fight or flight as shootings, arson, massacres, brutality, and rape are a regular reality. They resort to scavenging along the way, holding whatever remnants they can carry of their former lives. Shelley Thakral, Communication Officer, World Food Programme (WFP) recalls a pregnant woman's tale of survival. She explained that she would pick leaves and keep them in a bag for when she was hungry. The disruption to food access is the start of a cycle of under-nutrition leading in many cases to malnutrition. Because of the importance of

AMID

PHOTOGRAPHY BY WFP/ Saikat Mojumder

UNCERTAINTY

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development for young children, we have made it a priority to create specialized nutrition centers for children and pregnant and breastfeeding mothers.” These centers provide sessions that teach mothers the importance of nutrition and safe food preparation. “We do not just supply them with fortified nutritional porridge; they need to understand why it is important to receive additional food beyond their normal diet. Many of these women are stunted themselves from their early childhood, and have micronutrient deficiencies made worse in a time of extreme stress and trauma, lack of food and a difficult journey.” WFP starts their intervention by measuring their height, mid-upper arm circumference and taking their weight. The three-step process entails weighing, measuring, and recording their basic health statistics. Shelley emphasizes the need for a data system to monitor nutrition status, “Each woman and child is given a card that keeps a record of their nutrition status in order for us to monitor them when they come back for the next session with a health worker.” WFP also provides basic food requirements to all refugees. “Initially, upon arrival, we provide high energy biscuits, cooked foods, and khichuri (a mixture of lentil and rice) which is commonly eaten in this region. We want them to regain some of the strength. After registration, they are then given ration cards with which they can obtain essentials such as rice, lentils, oil and sometimes supplements such as salt and sugar.”

“Initially, upon arrival, we provide high energy biscuits, cooked foods, and khichuri (a mixture of lentil and rice) which is commonly eaten in this region. We want them to regain some of the strength. After registration, they are then given ration cards with which they can obtain essentials such as rice, lentils, oil and sometimes supplements such as salt and sugar.”

The matter is much greater amongst this densely occupied region. The makeshift tents and topography make it prone to natural and man-made disasters. The high rate of deforestation to make way for tents and provide fuel for cooking have made firewood scarce. This dynamic introduces a set of protection issues. When women and children go to gather wood they are vulnerable to several forms of gender-based violence.” Shelley and her team also understand that if a fire in the makeshift camp becomes uncontrollable, it can result in a widespread catastrophe. WFP is working to facilitate alternative sources of fuel in order for cooking so as to mitigate all the negative issues associated with deforestation”. Working towards greater dignity for affected people and

affording them the choice of food items including a range of fresh foods, WFP implements a data enrollment service that provides refugees with a food assistance card. It has a $10 value per family member and is topped up monthly. Shelley expounds that technology is an innovator even in the most dismal and dense conditions, “We begin by collecting the biometrics of the senior women in the household and her family members and issue a card under the registered individual's names. Our priority in this context is women, they are traditionally the overseers of food security for the household. Furthermore, E-vouchers empower the women with choice, promote a ‘regular life’ experience of shopping rather than being purely a recipient, provide a broader diet diversification and help support the local economy.’’Given that the process is very technical and intricate, WFP holds rigorous training sessions that demonstrate how the cards can be used.” The e-cards can act as a

multi-wallet card service and provide refugees with more than a staple food. Shelley details that the system has supported their collaboration with UNICEF and UNHCR, “Collaboration with some of the other organizations at the site have really supported holistic aid. We understand that food is the primal need in this situation. They can purchase staple food and condiments such as garlic, onions, or citruses to impart flavor.” In such adversity, food items are not the only necessity when most arrive with only the clothes they are wearing. “There is a need for non-food items so families will in the future be able to use the card to purchase other items such as shelter provisions, hygiene kits, and blankets. When there is very little access to money, the multi wallet card is an inventive financial solution.” Data collection and research activities act as a catalyst to the aid direct intervention. Shelley illustrates that a cross-agency referral basis allows for consistent and targeted interventions, “Our food distribution is twice a month. We carry out an assessment to determine the size and portion necessary for each family.” WFP also extends support to the families that require extra attention. “If the household head is a child, an older person, pregnant or with an injury, disability or chronic illness, we have porters who help them carry food from the distribution point. A single mother may also require support services and we address this accordingly. We try to promote dignity in our distribution points by making sure toilets, clean drinking water and a private

place for breastfeeding are available.” A lesser seen challenge when such a large community had been displaced is the conditions of the host community. Teknaf is not an economically sound community; the local host community consists of 12.5% highly vulnerable and 25.5% moderately vulnerable people. WFP has worked with the local people for years providing them with support programs. “We have established school feeding programs, nutrition support and livelihoods and empowerment programs for sustained community development” Shelley explains. “We also support the local community when it is impacted by natural disasters. Humanitarian assistance is given according to need, regardless of who the person is or where they come from”. The livelihoods program works with women in the community, empowering them to be financially independent. Shelley affirms that WFP has integrated a package of grant schemes for income-generating activities as well as series of Behavior Change Communication sessions that help in the socio-economic empowerment of the local

women, these women are organized into self-help groups, nurtured to be independent and some even get registered officially within the District of Women’s affairs records. “I recently met a woman who had opened her own shop. You’re not just giving them a means of finance – this is a tool for empowerment and security which has also allowed them to transform their lives, especially in their food security and ensure their children can go to school, Shelley emphasizes the attention and regular visits to the host community in order to equally address their need: “When a community is not economically sound itself, you cannot simply aside their needs in such a crisis. It is imperative to find a balance between both populations. We are currently running the third phase of our support programs that focus on food, nutrition, and livelihoods for both the communities. In the local host communities, 100,000 people will benefit from this support.” There are countless stories of trauma, starvation, and massacre as Rohingya continue to arrive. Nevertheless, the focus must be on securing a future that recognizes their basic human rights.

WFP is currently implementing the Phase II of their emergency response. Their collective intervention would take $280 million.

165,000 people receiving food assistance through e-vouchers

$11.3

million required to continue food, e-voucher, and nutrition assistance until the end of July

152,316

households (685,000 people) covered with food assistance

malnutrition prevention and treatment centers

157,000

pregnant and breastfeeding women and children under five years enrolled in the program

Advertorial

OBOSHOR Competitive Landscape Demand for long-term care services is strong due to rapidly aging populations around the globe. Many of us are struggling with low reimbursements and the shift toward outpatient care but not all are effective in offering better. If we see the developed country like the USA, the population of people 65 years and older is steadily rising. By 2050, the number of Americans aged 85 and over could quintuple, to 21 million. Same goes for the china, it is predicted that the number of 65+ citizens in China will be 255 million by 2020 and so goes with the developing countries like Bangladesh. While the average life expectancy of Bangladesh has been 71.6, the average lifespan of the male has become 70 years and female 72 years Bangladesh and many will live into their 80s, 90s and beyond. In Bangladesh, an average age of retirement is 59 years. Recent data shows that the population of 60+ ages has marked to 15 million which

is almost 7% of our total population. It is alarming to see that the average increment rate of Senior Citizens is greater than average birth rate. Senior citizen increment rate is 4.41% annually. At this rate; a number of Senior Citizens could be 22.5 million by 2030 and 40 million by 2050 and not all of them are capable to live independently (Disabilities, deformity, diseases comes with the age). Whereas on the other hand, by international standard, every three disable population needs one caregiver, thus at least 13.3 million caregivers should be there to serve 40 million aged populations by 2050. Senior housing is becoming more important every day. Because of advancing days, people are being busy with their own jobs and careers, and the senior population remains aloof of enough care requiring more services than ever before. And “Obosor” is a place where you will find a good opportunity to get your wants fulfilled.

It is a leading caregiver resort, providing compassionate care to any senior citizens in need. Whether it is illness, injuries, dementia or just the challenges that comes with the age, Obosor can help you and your loved ones. We understand the need of yours for your like help, hope, comfort, compassion, companionship to your loved ones. And that is where we stand by you! In this regards, we simply are your problem solvers, organizers, guides, listeners, personal chefs, grocery shoppers, hair stylists, activities planners, entertainers, and more of all-“a good friend”. The resort for senior citizens that embrace independent living to 24-hour care. Based in Srimangal, Sylhet, this resort’s management team brings a comprehensive, in-home, non-medical and personal care services to seniors and others needing assistance. Companies in this industry provide long-term skilled nursing care, other types of care, and social services in

Senior Citizen Resort 1st time in Bangladesh

residential facilities. Our resort comes with a management body with more than a decade of collaborative experience in healthcare, franchising, and senior services, creating the core of Obosor.

For the Short Vacation

Growing older has its rewards. By midlife, travelers are generally experienced enough that they share some universal needs: They demand flexible but sophisticated dining options, comfortable accommodations with amenities, and friendly, professional service. But above all, they seek value. So we take our resort as a reward as the perfect location to do as much – or as little – as you want. Enjoy the lakeside scenery, garden, beautiful hills, and tea garden: either way, you'll enjoy yourself. As with families, the security provided by a gated all-inclusive resort adds a level of comfort. Easy participation in indoor and outdoor activities appeals to

older guests. As an added plus, vacationing at an all-inclusive resort can make it easier to stick to an established budget. We have redefined the landscape of senior homestay with age mix of participants; others attract boisterous singles and older couples looking for a party vacation with plenty of fun with the types of amenities and activities that most appeal to you. This array allows for three contagious but different settings at three different price points.

Our Features

Our best people are intrinsically drawn to serve others in a unique and passionate way. And while our home care training and orientation program are thorough, the best caregivers we have known are simply committed to making the lives of others better. For some, they can’t imagine doing anything else but serve others with compassion, sensitivity, and integrity. Whether it’s senior home care, elderly home care, or chronic condition care, our caregivers are passionate about what they do. To our senior caregivers, it’s not a job — it’s a calling.

Peaceful Environment

We have located away from the hubbub of cities in a quiet, in the lap of tropical paradise surrounded by tea garden, fresh air to breathe in.

Fishing

An accommodation of Bangladeshi seniors is not complete without a fishing excursion. Our nearby ponds are a rich abundance of fish, from Tilapia to Rui, Koi, making a few hours of the day so rewarding.

Music to Your Ears

Music underpins some of the best memories you’ll take away with you following your stay/vacation, and here we have music corner that is sure to get your toes tapping and help you relax. Find a diverse array of genres throughout the stay including Robindro song, and evergreen Bengali songs.

The Tea Garden’s Beauty Obosor embraces the beautiful nature around you. The tea garden around the resort will allow you to relax. Active seniors with the help of care providers can take your pick for a walk around the garden to explore the wonders of nature at your leisure time.

Swimming Pool

We have an interestingly designed outdoor swimming pool for our clients to relax that allow breathing fresh air. With so many peripheral health benefits like muscle toning, breath control, and meditative qualities, our clients can kill two birds one stone i.e. relax and stay healthy during the entire stay.

Indoor and Outdoor games

To encourage the physical, mental and spiritual health,

we have various indoor and outdoor games.

Gardening

We encourage people to live in passion, therefore, we have gardening facilities with us for those who have a passion for gardening. On the other hand, we encourage our clients gardening as gardening is not a good form of exercise but it will also expose us to much needed fresh air and sunshine and improves spiritual health. In addition to this, we have also created a plan to make this resort more elderly friendly by accessibilities of: Slip resistance surface Open floor plan Twist-free faucets and lever door handles Wheelchair access throughout – especially in the bathrooms Bright, functional lighting. Safe Stairs with side rails. Pedestrian concerns (presence of benches and sidewalks, the condition of sidewalks)

What are your senior housing needs? “Obosor” facilitates independent living, assisted living, and nursing home care in one location, so seniors can stay in the same general area as their housing needs change over time. There is normally the cost of buying a unit in the

community as well as monthly fees that increase as you require higher levels of care. It also can mean spouses can still be very close to one another even if one requires a higher level of care. Unlike developed countries like the UK ($600- $831 per week without and with nursing care) and Japan ($200-$40 per week), our living costs are really cheaper and accessible. In this regard, we have structured our cost as per the complexity of the person and that is reasonable and affordable. Whether you are looking for spacious accommodations or a room with a view for a single (male and female), couple two, we have a range of options available with multiple facilities. Depending on your age and mobility, we also offer accessible accommodations and ground floor rooms without stairs to accommodate all needs.

Corporate Address 74g/75, Peacock Square, New Airport Road, Mohakhali Dhaka-1215, Bangladesh Telephone : 02-8142370-71, 9122689-90 Hotline: 09606 111 222 Mobile: 01903013111

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Entertainment Branding

Universal Emotions By Nusaira Amreen Hassan

Valentine’s Day in Bangladesh has never been the same ever since “Kache Ashar Golpo” took on the television screen by storm. The No.1 toothpaste brand in Bangladesh, Closeup’s hugely popular campaign, “Kache Ashar Golpo”, has been winning hearts throughout the nation every year on Valentine’s Day.

One Story Doesn't Fit All Love stories come in all shapes and forms, and the true definition of love varies from person to person, but the one constant feature of all romantic tales is that they tug at the heartstrings like no other narrative. What sets “Kache Ashar Golpo” apart from every other generic romantic drama is that the plots of

the annually aired Valentine’s Day show are taken from the lives of the consumers themselves. So, where does Closeup come in here? As a global brand, Closeup never ceases to care about its customers. The brand is targeted towards the youth of the country and is positioned to unite people. The campaign, “Kache Ashar Golpo” is an extension of this brand ideology.

The Prologue

Closeup pens stories to bring hearts closer.

In a conservative society like Bangladesh, a romantic relationship is as taboo as it gets and lovers are more likely to be torn apart than end up together. Closeup has always worked on building intimacy and confidence between lovers through their various initiatives. And that’s how in 2010, based on its positioning strategy of ‘The closer, the better’, “Kache

Ashar Golpo” was conceptualized and went on to be aired a year later in 2011. The campaign is based on consumer-generated content as people are invited to share their love stories via mail and digital platforms. The impetus behind the campaign was to encourage young adults, the target group of Closeup, to engage with the brand by sharing their love stories and hence,

Love for the Legacy

allowing the brand’s marketing efforts to be centered around real-life stories instead of fictionalized advertisements. Three of the best stories are then chosen to be made into dramas and are aired on TV.

Chapters in the Making

“Kache Ashar Golpo” is no ordinary campaign and Closeup pulls out all stops to ensure it has the maximum possible reach. And the results speak for themselves, with television having maximum contributions and leading to the highest number of story submissions. On the digital front, there was maximized reach and engagement within the target group. While the print media focused on regional newspapers to maximize reach, radios advertised the show during the popular shows, and its songs were aired with high emphasis during the peak hours after 6 pm because that is the time when listenership is quite high.

An Epilogue to Remember

“Kache Ashar Golpo” has become an integral part of Bangladesh’s pop-culture and has been going strong for the better part of a decade. The numbers for the dramas are getting better day by day as it reached the No. 1 on Valentine’s Day. In fact, they delivered approximately 1.5 times more TVR than the second-best drama of Valentine’s Day. Individually, each drama has fared quite well on digital platforms, especially on Youtube, with one of the

Individually, each drama has fared quite well on digital platforms, especially on Youtube, with one of the dramas, “Ami Tomar Golpo Hobo” performing the best out of the three by reaching about 1.8 million views at the time of writing this article.

dramas, “Ami Tomar Golpo Hobo” performing the best out of the three by reaching about 1.8 million views at the time of writing this article. This was followed by the drama, “Tobuo

Bhalobashi”, which amassed as many as 1,427,559 views, and finally “Shohore Notun Gaan”, that has reached 981,939 views. In more technical terms, the returns from the “Kache Ashar Golpo” campaign are measured on the basis of engagement with the target group, especially on digital media. Television viewership rates are also considered to be a key metric. Apart from these, some qualitative factors, such as the relevance of the brand and the campaign to consumers, are tracked as well for determining the ROI (Return on Investment). In terms of reviews, the 6th season of “Kache Ashar Golpo” has received highly positive feedback from the audience and has been a roaring success for the campaign, as well as Closeup.

For the 2018 Valentine’s Day, three stories were deemed the best and belong to: AKM Mahfujul Alam Anick, Md Khayrul Hassan, and Md Rafikul Islam. Some of the best directors were chosen to helm the project and include, Rubayet Mahmud. His story, ‘Tobuo Bhalobashi’ stars current sensations Siam Ahmed and Safa Kabir in lead roles. This is the first time these two actors have paired up together for a drama. The title song has been composed by Adit Rahman. Director Mabrur Rashid Bannah has directed Tawsif Mahbub and Mumtaheena Chowdhury Toya in ‘Ami Tomar Golpo Hobo’, based on the story sent by Md Khayrul Hassan. This was the first ‘Kache Ashar Golpo’ for both the actors. Musical sensation Minar Rahman has composed a song for this drama. Actors Manoj Kumar and Sabila Nur were seen for the first time together in Shafayet Mansoor Rana’s drama ‘Shohore Notun Gaan’. Md Rafikul Islam was behind this winning story. The title song for this drama has been composed by Raef Al Hasan Rafa. “Kache Ashar Golpo” has been consistently impactful since it first aired and has gone on to create its very own niche in the pop culture of the country. The drama series has become an annual treat for the audience and the campaign has only cemented Closeup’s brand image as the best toothpaste brand in the country. And at the same time, it has managed to bring people together through a shared love for romantic narratives. www.ibtbd.net

MOVING ON TO BIGGER THINGS By Abhijit Asad

very smartphone user who bothers to remain even marginally aware of developments in the smartphone industry has inevitably encountered the Snapdragon range of processors, at least by name. Made by Silicon giant Qualcomm and named after the antirrhinum genus of flowers, the Snapdragon CPU has made appearances in countless different models of mobile handsets and tablets running the Android operating system, and their top-of-the-range 800-series CPUs have graced the innards of many a flagship device for years. Qualcomm’s midrange 600-series are considered mainstays for more affordable handsets with certain flagship-grade features, and its and more budget-oriented 400- and 200-series fight for domination over the lower end of the market. While the higher-end Snapdragon processors are considered excellent by handheld standards, their power naturally pales in comparison to the CPUs used in desktop PCs and laptops, which use larger and more power-hungry processors with considerably higher processing capabilities. Snapdragons utilize a special CPU architecture

Snapdragon CPUs are Making Their Way from Phones to Laptops

called ARM, which is especially suitable for smaller devices that spend a great deal of time in some form of sleep mode and is able to switch between awake and asleep states very quickly. On the other hand, conventional desktop CPUs made by Intel or AMD, using x86 architectures, while not as petite or efficient, are built for running beefier operating systems such as Windows and macOS and are typically backed by larger and higher-capacity components. However, the Snapdragon CPUs hold their advantage in another area – what they lack in terms of packing a wallop in terms of processing power, they compensate for it by being ridiculously power-efficient. Their small size, optimized for being used in mobile devices, allows the use of far simpler ‘passive’ (not requiring fans or other motorized/powered cooling solutions, instead relying on metal heatsinks and heat pipes to draw heat away from the CPU) cooling solutions that require very little space and no additional power. The worlds of the two classes of processors seemed very much apart until Microsoft announced last year that they were working on a version of Windows that, although being specifically

PHOTOGRAPHY : QUALCOMM

Tech

built for ARM processors, would allow Windows programs built for non-ARM systems to be run on it. While this would not be Microsoft’s first attempt to build a version of Windows for ARM systems (ending in the abysmal Windows RT OS), its compatibility with regular Windows apps would make it immensely more practical and useful. This development would mean that for the first time, the super-efficient and minuscule Snapdragon 835 processors can finally be used to power Windows laptops – laptops with full-sized screens and keyboards and batteries. While they would not be as powerful as their regular x86 counterparts, they would be more than worthwhile for many people who have no need for such volumes of processing power. The small size of the

Snapdragon 835 makes it easy for it to be cooled passively, thus allowing the manufacturer to avoid building a complex fan-based cooling solution that would not only consume more power but would also make the device thicker and noisier. Instead, Snapdragon-based laptops can be completely silent, while being extraordinarily thin and light, having vast battery lives and still having enough processing bandwidth for the casual user. The Snapdragon 835 systems also come with built-in X16 LTE modems, allowing users to take advantage of always-on 4G mobile data networks to always have stable internet connectivity, which means you will never be too far from catching up on your next Netflix binge plans without having to awkwardly ask anyone for the Wi-Fi password. Snapdragon-based machines can also wake up from sleep in mere seconds, while their Windows counterparts take far more time to do the same. While the Snapdragon CPUs would prove to be largely unfit for heavy-duty tasks such as intensive photo retouching, video editing or gaming, they are ideal for users who do not require much beyond the basics – browsing the web, spending time on social media and perhaps using some form of office productivity suites such as Microsoft Office or the cloud-based Google Drive apps from time to time to get some work done. This kind of load scenario, compared to their massive battery lives, makes Snapdragon-powered laptops perfect for use by students or corporate professionals. While still a bit on the pricey side, is priced between $600-800, the first Snapdragon laptops from Asus, Lenovo and HP have finally begun to make landfall. However, the prices seem pretty justified, given that the processing power is being lowered in favor of higher battery life and lighter weight. For the first time, premium-finish svelte-looking laptops with all-day battery lives are no longer objects to be dreamt about but are now a stark reality. Are Snapdragon laptops slow? Yes, especially when running apps built for conventional versions of Windows, which happens through a process called emulation. Emulation is always a resource-intensive process, and a mobile platform like the Snapdragon 835 can’t go

very far with it. But having the option of running conventional Windows apps THE now and then SNAPDRAGON is definitely a 835 SYSTEMS ALSO COME WITH huge plus. It BUILT-IN X16 LTE should be MODEMS, noted, though, ALLOWING that the USERS TO TAKE Snapdragon ADVANTAGE OF CPUs perform ALWAYS-ON 4G at their best MOBILE DATA when running NETWORKS TO native UWP ALWAYS HAVE (Universal STABLE Windows INTERNET CONNECTIVITY, Platform) apps WHICH MEANS that either YOU WILL NEVER come bundled BE TOO FAR FROM with Windows CATCHING UP ON or are YOUR NEXT downloaded NETFLIX BINGE from the PLANS WITHOUT Microsoft HAVING TO Store. In cases AWKWARDLY ASK of these ANYONE FOR THE WI-FI PASSWORD.” programs, the difference in performance between the Snapdragon laptops and conventional ones is considerably minimized, and it is definitely not noticeable enough to be considered a serious demerit of the platform. It should be noted, though, that these devices, while amazing, are still in their very first iteration, and have their individual shares of shortcomings. Some of the technical specifications are also woefully lacking at present, such as the low RAM and internal storage capacity, both of which can use some serious upgrades to make the system worthier of its price tag. All things said, this is indeed a worthy and powerful beginning of a new era of laptop computing, and we wait to see further developments on this front from Qualcomm and its rivals with great interest. Perhaps a new Atom CPU from Intel can even these new odds? Maybe AMD will bring along something new to the table? Or is Nvidia’s successor to its well-proven Tegra chipset going to outclass them all? Only time will tell.

Global Branding

UNITED STATES OF AMERICA

$109.58

THE MARQUE RACE

The Nations Ruling the Market Dynamic

$46.3B

CHINA

JAPAN

GERMANY

UNITED KINGDOM

$21.8B

$47.8B $37.1B By Nafeesa Sadeque

Branding is a sculptor that can make or break a company. It provides a meaning or story to specific products by creating and molding a name in consumersâ&#x20AC;&#x2122; minds. Branding is what makes the seemingly ordinary check or four rings, the marque of prominent brands such as Nike and Audi respectively. A company's brand is their Excaliber, it cuts through the competition like nothing else can. The world's leading brands: Google, Apple, Amazon.com, AT&T, and Microsoft, are all securely owned by the USA, which puts the nation in the number one spot for most valuable nation brands worldwide in 2017, followed by China, Japan, Germany and the UK, according to Statista. www.ibtbd.net

TO EACH HIS OWN: THE CHAMPIONS OF THE BRANDING GAME The UK has relished another surge in nation brand value, which has risen by 20% to $2.8 trillion, as its economic growth overtakes most of the other European states and as the Great Britain nation brand campaign continues to pay dividends. The biggest contributing factor, however, has been the beneficial outcome of the Scottish independence referendum. Over the last few years up until the referendum, investors had been put off by the uncertainty around the result and analysts attached a greater risk premium to the country’s growth. Had Scotland voted yes, the centuries of brand equity built up around the UK Nation Brand would have deteriorated as Scotland has developed a robust nation brand even within the greater UK. Proceeding the UK, Germany remains Europe’s powerhouse with an almost unrivaled reputation for quality manufacturing and efficiency. The country is the strongest nation brand, with a score of 75.84 out of 100, according to Brand Finance. Unemployment

is falling and the country’s World Cup win in 2014 has, to a limited extent at least, generated a positive effect. In terms of overall nation brand value, Germany sits in third with a brand value of $4.4 trillion. China's growth on the brand metric has been rapid. The value of its brand grew 44% in a year, to $10.2 trillion, compared to just 2% for the U.S. brand. The growth of Chinese brands extends beyond the technology sector as the country continues to narrow the value gap with the United States at a spectacular rate. Since 2008, China’s share of global brand value has increased from 3% to 15%, growing 888% to $911.5 billion in 2018. It comes as no surprise that State Grid, a state-owned utility company from China, is the largest new entrant to the Brand Finance Global 500 this year, claiming 19th place with a brand value of $40.9 billion. In addition, the fastest-growing brand of 2018 also comes from China.

Sitting at the top position in the world’s most valuable nation brand list is the United States of America, with a whopping $19.3 trillion brand value, continuing its domination of the Brand Finance Nation Brands report. Several clever marketing strategies are the underlying reason the US managed to stay on top. Consumer understanding through marketing research is an area worth exploring. A brand that can anticipate consumer needs and appeal to consumers emotionally, experientially, self-expressively and regarding the alignment of core values will do better than brands that have not uncovered and exploited these consumer insights. Generally, US brands do a good job of influencing these types of consumer insights, which gives them an advantage. A smaller brand that spends 5% of its revenues on its brand building will have a very difficult time of gaining mindshare over a larger brand that spends 10% of its revenues on brand building, proving that it is an investment that requires significant funding. The prolonged history of advertising in the nation plays a vital role in its success in branding. While brands and marketing have been around since the beginning of recorded history, it wasn’t until the industrial revolution, which evolved in the US, that modern-day mass advertising

came into existence. For example, many American brands (such as Coca-Cola) developed the 30-second television commercial decades ago. The media and television have exposed American brands internationally, marketing the American Dream and its attendant values and lifestyle, hooking people at an emotional level like never before and made everything from smoking, hamburgers, blue jeans, skyscrapers, and big cars popular. It was Hollywood that sold American products to the world long before the phrase, “Product Placement ” was coined. Decades as the preeminent force in finance, entertainment, democracy, and technology means the US should continue to top the ranking for years to come.

THE KEYWORD: SUCCESS What if Bangladesh could learn from the current leading American brand, Google? Google is now the world’s most valuable brand, seizing the number one spot from Apple which had been reigning since 2011. The annual ranking from Brand Finance says Google’s monetary value increased to $109.5 billion last year, representing a 24% increase overall. As for Google, the company “remains largely unchallenged in its core search business, which is the mainstay of its according advertising income,” Brand Finance included in the report. Though Google has largely benefited from increased revenues, its brand strength score (i.e. the efficacy of a brand’s performance on intangible measures, relative to its competitors) is also an element of its

1 3

success. According to the study, Google’s brand strength score was up by two points, indicating “underlying brand equity.” In other words, the better the brand equity is for a tech business, the more likely it is to retain customers. The art of branding, marketing and sharing the vision through the introduction of the brand, or product portfolio, is important for sale. It builds a brand’s equity and as a result the brand strength. Storytelling and branding around emotions deliver faster return on investment than a cheaper product can. The most obvious example of this is pinning Coca-Cola against a generic soda. Because Coca-Cola has built a powerful brand equity, it can charge more for its product- and customers will pay that higher price. The USA has utilized storytelling and pioneering a message behind their brands to attract consumers, especially

patriots, by selling American values such as “Freedom” and “Innovation” globally, paving the road for its gigantic export worth of $1.454 trillion in 2016. Germany exported goods and services worth 1,300 trillion euros in 2016 predominantly on the core value of “Technique and Quality,” embodied by innovations by BMW, Mercedes, and other national flagship automobile products. When France is pictured, innovation in wine, food, and fashion are the most likely visions. “Best global lifestyle products to indulge in” as its core value has earned France an export of 500 billion euros, and the essence of France—wine, food, fragrance, and fashion—alone delivered 30 billion euros to the overall export and keeps branding its agriculture and luxury industry. Consequently, the added value of production in Bangladesh does not command a higher price point since no extra emotional benefits are associated with products made in Bangladesh. Most products fail to capture the customers’ interests as they cannot effectively deliver a purpose for the brand. A campaign solely for branding, with new positive core values, can aid GDP growth, take value creation in production in Bangladesh to the next level, and thereby attract investment and help the economy grow more rapidly. Furthermore, this will indeed upgrade living conditions, help build relationships and ultimately create growth for an entrepreneurial business that will take Bangladesh to the next growth curve.

www.ibtbd.net

MAKING YOUR COUNTRY THE MASCOT

The practice of nation branding aims to measure, build and manage the reputation of countries. Nation branding means the creation of the applications of corporate marketing concepts and techniques in the interest of enhancing the countries' reputation on the global stage, and thereby raising the awareness of the country amongst potential future business partners globally. A nation branding campaign aimed at western brands and consumers, rooted in the positive values Bangladesh would be known for globally, will deliver the promise for decades to come. Maintaining a reputable business is one of the largest concerns for brands, especially rising brands. With review and feedback sites on the web holding the power to spread the news about brands faster than ever before, reputation must be valued. A dismal review could make the brand value decrease while a good review enables the brand to charge a premium price.

CHOOSE YOUR PLATFORM WISELY Social media can, in fact, be used to generate brand awareness. In this day and age, social media is one of the largest tools for advertising, and it can't be ignored. It is a perfect platform for building a brand. While potential customers might not be visiting the website every day, they may be logging into Facebook, Twitter, Instagram, or Snapchat regularly. With the modernization of Bangladesh, many smaller brands are emerging through social media- such as the clothing brand Blu&Maron that is generating a lot of buzz among the youths. Millennials/generation Y have become the largest consumer segment & spenders in the market who are constantly looking up to the global culture & brands

as well. The emergence of 3G networking, smartphones, Facebook & other social media platforms have changed consumers lives to extents that were unimaginable ten years ago. Local brands are challenging global brands like Symphony, Apex and providentially some Bangladeshi brands are going global, for instance, Pran. The advertisement is not only limited to social media; television and radios are still performing well in spreading awareness (sir could you help polish this line…) In the early stage of advertisement in Bangladesh, TVCs such as “Kapor kachar sera saban Wheel Wheel” had existed, and are still remembered by the population because it had made a large impact on the consumers’ lives. With

the emergence of television, particularly BTV, as the sole TV channel with the reach of majority people of Bangladesh, Businesses in Bangladesh had started getting the leverage of brands in the early 90’s. Branding at that time was mostly to make the product salient to the consumers across the country, however, that on its own could not drive the growth of brands without the constant evolution of becoming more unique.The next stage, termed as ‘Development Stage’ of brand marketing in Bangladesh, realized the need for strong messages; and hence was the growth of brands such as Grameenphone with its ‘omnipresence, strong networking and emotional connection with the distant ones’, Lux with ‘beauty’, Horlicks is a great cure for mothers constantly tensed about her children’s physical and mental health, and Fair & Lovely which empowered women. A strong purpose of the brand and functional and emotional differentiation kept on playing a pivotal role. In this hubbub of the urban media and communication channels, there is still room for improvement for brand marketers to be able to constantly reinvent the brand and to draw in new and loyal consumers. The consequences of not following these marketing strategies are evident in the once highly celebrated brands such as RC Cola and Shinepukur Holdings that are hardly making a presence in our minds these days. Brands in Bangladesh are in fact at the stage of achieving unprecedented growth and scale up to global stature. The three traits that shape the success of a brand is its meaning,

salience, and how it differentiates from others. To drive volume, the brand needs to be meaningful, more than it is salient or different. On the other hand, to command a premium price from consumers, brands need to be more different than they are salient. The nation must expand its boundaries and begin aiming for international consumers along with the locals, by challenging global brands. In order to create valuable assets that brand Bangladesh with pride and support the 2021 vision for the country, and to grow to become a middle-income nation, the country must improve on how it aims to be viewed by other nations. Bangladesh requires a story of its own to sell- like the patriotism of the USA, the Technologies of Germany or even the pop culture phenomenon of South Korea. This will require a smart, comprehensive branding policy involving the positive aspects of our nation, but is an opportunity for Bangladesh to communicate positive branding values in a global competition against other countries and global corporations, and hopefully, one day enter the Brand Finance list on the top national brands. Source: Brand Finance, Howmuch.net & Statista

Event Bangladesh as a middle income country: ENGAGING PRIVATE SECTOR MORE EFFECTIVELY

Engaging the Private Sector for Progress

“Effectively engaging the private sector is the most powerful tool to success and greatly assists developing countries, which will be evident in Bangladesh by elevating herself as a middle income country very soon.” Dignitaries attending a business meeting have expressed their opinion today in a gathering organized by country’s largest bilateral trade body Bangladesh-German Chamber of Commerce and Industry (BGCCI). The theme of this business meeting was “Bangladesh as a Middle Income Country: Engaging the

Private Sector More Effectively”. Hossain Toufique Imam, Honorable Prime Minister’s Political Adviser, chaired this event. Along with him, Ambassador and the Head of European Delegation to Bangladesh, H.E. Rensje Teerink, and the German Ambassador, H.E. Dr. Thomas Prinz, were also guests at this event. The event focused on inclusiveness in development frameworks and intended to figure out how to engage the private sector in the socio-economic development of Bangladesh further, with becoming a middle income country as a shared goal that can be achieved through mutual effort of the government and the private sector. The speakers praised the government’s efforts to empower the private sector and help them grow organically. They have also addressed some of the

From left- M A Matin, ED BGCCI; Tawfiq Ali, President, BGCCI; H.E. Rensje Teerink, EU Ambassador; Hossain Toufique Imam, Political Adviser to PM; H.E. Thomas Prinz, German Ambassador; Rupali Chowdhury, Managing Director, Berger Paints Bangladesh ltd; Meherun N. Islam, President and Group Managing Director, CEMS Global and Asia Pacific; Anwar Shahid, SVP, BGCCI)

complications that are holding back the private sector stakeholders from getting sufficiently involved in Bangladesh’s development process. Imam gave paramount importance on the private sector’s engagement in the government’s development framework. He has expressed his gratitude for the contribution they have made for the economic development and overall progress of the country. Praising their efforts, he said “Whatever our government has done, we have done it with the help, support and active and positive actions taken by the private sector. We have always kept them in mind whenever we have worked on policies and I must say that our private sector has taken full advantage of the policies that we have worked with so far. To see all these successful entrepreneurs in this room gives me the hope that our common goal to see Bangladesh as a middle income country is not a one sided initiative from the government. This room assures me that the most promising force behind our country’s development so far is more than willing to become a partner of the dream we have started dreaming 47 years ago and they will work heart and

remove the hurdles that businesses very often face. For Bangladesh to have a better market access in European countries and to meet their demands in social and economic standards he has advised, “The draft law of the digital security act as it is now, the child marriage law and a number of other things have to renegotiate then. I think it would be wise for the government to start early to get in a dialogue with this countries, to talk about this issues to gain future market access. I would like to congratulate the government for passing the one stop solution bill in last February. This will make it easier for the European businesses to enter the Bangladeshi market.” Praising Bangladesh government’s incredible economic growth over the last two decades H.E. Rensje Teerink, EU Ambassador and Head of Delegation, said “European Union will continue its support in this transition through our programmes and our development cooperation. We have to acknowledge that the growth has been extremely impressive. But there is this need to be more inclusive and take everybody along to make this achievements sustainable. I think everybody here is aware of this, growth and inequality have also evolved together and that is a little bit of a downside. It will take a continuous focus on poorer and I think it’s very much commendable that they are also in the government’s agenda.” She also emphasized that, “It is extremely important for the business climate to improve considerably in order to encourage the private investment from both local and foreign sources.” As a leading personality of Bangladesh’s private sector, Rupali Chowdhury, the Managing Director of Berger Paints Bangladesh ltd, identified few issues which are deterring the private sector’s competitiveness. In her speech as a guest speaker, she said, “We have been talking about these issues with the government and regulatory authorities. Investment is investment, that whether it is domestic or foreign. For the last few years we have seen that the GDP and investment ratio is stagnating. If we really look into the issues, we see that places are not available to establish a factory. Government has taken some steps like developing economic zones. Developing economics zones take time. But for us the time is

right now, it was yesterday. There are other competing countries like Vietnam and Thailand out there. We are falling behind them in this completion the investment is going somewhere else.” She also stressed on the fact that infrastructure development is necessary, not only in physical form, like roads, transports or ports but also required in regulatory form. TAX reformation is required for the private sector to do better in their businesses and to get the reward they deserve for taking the risk of investing in Bangladesh. Another representative of the private sector was Meherun N. Islam, President and Group Managing Director of CEMS Global, a leading name in trade show organizing and exhibition. She emphasized on easing the government’s bureaucracy and to engage the private sector along with public sector. She said, “An exhibition permission which used to take 15 days, five years ago, now takes anywhere between three to five months. The file moves through bureaucracy, who, with all due respect,

The speakers emphasized that Bangladesh government recognizes the central role of the private sector in advancing innovation, creating wealth, income and jobs, mobilizing domestic resources and in turn contributing to poverty reduction. does not understand neither the industry nor the logistics involved in the organizing of an international event. This is where we as the private sector stall and look upon to our government. We call upon our government to open its doors wide open to learn the process of engaging and building partnerships with the private sector.” The speakers emphasized that Bangladesh government recognizes the central role of the private sector in advancing innovation, creating wealth, income and jobs, mobilizing domestic resources and in turn contributing to poverty reduction. The shared hope is that the private sector will have a better reciprocating relationship with the government and people will ultimately benefit from such kind of rapport.

PHOTOGRAPHY BGCCI

soul to turn it into a reality.” Imam also said “We have come a long way since we first started privatization and the private sector development and improvement in 1996. We started opening up the markets for competition. We have given opportunities to the private sector companies to start and grow their business without having any drawback from the government or its regulatory authorities. The results are visible now, we have companies doing business with Bangladesh from all parts of the world. I know we have difficulties and pitfalls, we know that the roads are not smooth, but let me assure you that we are taking the challenges and making it as smooth and as free as possible.” Tawfiq Ali, the president of BGCCI addressed the gathering and said “If you ask me there is absolutely no doubt in my mind that Bangladesh will be rising as a middle income country very soon. We are standing in the verge of becoming the next manufacturing destination of many global businesses. The way this government is thinking of reshaping the economy of Bangladesh, they see changes that we have witnessed so far, I think in the near future our presence will no longer be ignorable as the catalyst behind the growth of many global economic superpowers.” Congratulating Bangladesh for its recent promotion from lower development country to developing country, Dr. Thomas Prinz expressed his hope that the Bangladesh government will be more attentive to

$184,154 MILLION

Launching a Brand, Not a Product

$79,999 MILLION

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Brand Champions

ccording to Interbrand, a brand consultancy, the most valuable brands on a global scale must excel in three criterias: the financial performance of their products and services, their ability to convince customers to take an interest and invest in their brand, and whether or not the brand allows the company to charge a premium for the products. Brands may appear transient as they attempt to keep up with the transitional tastes of the consumers, which is why it is crucial for brands to retain their spots at the top of the list. In reference to Interbrandâ&#x20AC;&#x2122;s annual ranking, these were the top ten valuable brands around the world in 2017.

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THE MONEY MAKING BRANDS

Capital Market BOURSE UPDATE

Fortnightly Report of DSE, 1st March To 15th March 2018 Top 10 securities by turnover value in Tk. Sl. No. 1 2 3 4 5 6 7 8 9

Monno Ceramic Industries Ltd. IFAD Autos Limited Square Pharmaceuticals Ltd. Grameenphone Ltd. BRAC Bank Ltd. National tubes Ltd. LankaBangla Finance Ltd. Mercantile Bank Ltd. Nahee Aluminum Composite Panel Ltd.

Apex Foods Limited

Name of securities

A A A A A A A A A

Total Turnover in shares 9,271,832 7,255,410 2,133,286 1,383,058 7,109,624 4,578,402 18,498,735 28,109,055 10,684,167

Total Turnover Tk. in mn 1,334.02 867.97 671.97 669.26 644.69 624.33 614.11 589.33 563.80

% of Total Turnover Tk. 3.64 2.37 1.84 1.83 1.76 1.70 1.68 1.61 1.54

2,602,110

552.81

1.51

Total Turnover in shares 35,281,578 34,432,490 28,109,055 19,587,896 19,063,467 18,498,735 18,152,565 17,970,944 17,184,856

% of Total Turnover shares 3.64 3.55 2.90 2.02 1.97 1.91 1.87 1.86 1.77

16,281,247

1.68

Category

Top 10 securities by turnover in shares Sl. No. 1 2 3 4 5 6 7 8 9

Alif Manufacturing Company Ltd. Keya Cosmetics Ltd. Mercantile Bank Ltd. National Bank Ltd. Dragon Sweater and Spinning Limited LankaBangla Finance Ltd. Fu Wang Food Ltd. Al-Arafah Islami Bank Ltd. Generation Next Fashions Limited

A A A A A A A A A

Total Turnover Tk. in mn 442.70 343.04 589.33 231.41 380.00 614.11 355.30 437.73 155.56

Bd.Thai Aluminium Ltd.

427.35

Name of securities

Category

Top 10 gainer securities (based on closing price) Sl. No.

Name of securities

Category

1 2 3 4 5 6 7 8 9 10

CAPM BDBL Mutual Fund 01 Aman Feed Limited Vanguard AML Rupali Bank Balanced Fund SEML IBBL Shariah Fund Standard Insurance Ltd. Islamic Finance & Investment Ltd. H.R. Textile Ltd. Atlas Bangladesh Ltd. SEML Lecture Equity Management Fund Bangladesh General Insurance Company Ltd.

A A A A A A A A A A

Current Fortnight Closing Price 9.20 61.80 11.00 7.00 31.10 18.10 33.40 137.50 7.00 21.10

last Fortnight Closing Price 8.30 57.30 10.20 6.50 29.00 16.90 31.30 129.30 6.60 19.90

change %

Turnover Tk. in mn

10.84 7.85 7.84 7.69 7.24 7.10 6.71 6.34 6.06 6.03

11.92 151.80 19.40 5.02 38.08 30.43 142.61 68.77 22.18 2.66

last Fortnight Closing Price

change %

Turnover Tk. in mn

68.20 52.20 17.60 9.30 20.10 28.90 34.90 13.20 56.20 11.50

(18.48) (17.05) (14.20) (13.98) (13.93) (13.84) (13.18) (12.12) (11.39) (10.43)

10.66 9.17 172.73 4.20 13.82 11.71 614.11 28.03 26.05 1.37

Daily Avg. Turnover Tk.in mn 1.08 13.80 1.76 0.46 3.46 2.77 12.96 6.25 2.02 0.24

Top 10 loser securities (based on closing price) Sl. No.

Name of securities

Category

1 2 3 4 5 6 7 8 9 10

Shyampur Sugar Mills Limited Dulamia Cotton Spinning Mills Ltd (DCSML) Zaheen Spinning Limited NCCBL Mutual Fund-1 Prime Insurance Company Limited Meghna Pet Industries Ltd. LankaBangla Finance Ltd. Beximco Synthetics Ltd. Reliance Insurance Ltd. First Finance Limited.

Z Z A A A Z A Z A Z

Source: Dhaka Stock Exchange

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Current Fortnight Closing Price 55.60 43.30 15.10 8.00 17.30 24.90 30.30 11.60 49.80 10.30

Daily Avg. Turnover Tk.in mn 0.97 0.83 15.70 0.38 1.26 1.06 55.83 2.55 2.37 0.12

Disclaimer: Dhaka Stock Exchange does not hold any responsibility for these date.