Promoting specialty textile and fabrics: Marketing products from the art of weaving Jamdani and Jute diversified products (JDP) of Bangladesh in Canada Submitted by Nawshad Ali Khan CEO, JOYA and Subarno Rekha 620, Shahin Bagh, Lane-6 Tejgaon, Daka-1215 Dr. Rafat Alam Assistant Professor and Discipline Coordinator MacEwan University, Edmonton, Alberta [email protected](corresponding author) Submitted to Trade Facilitation of Office Canada (TFO Canada) and International Development Research Center (IDRC) September, 2016
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Promoting specialty textile and fabrics: Marketing products from the art of weaving
Jamdani and Jute diversified products (JDP) of Bangladesh in Canada
Trade Facilitation of Office Canada (TFO Canada) and International Development
Research Center (IDRC)
September, 2016
i
Abstract
Increased free trade and market-based policies have opened the door for export-oriented growth
for developing countries. ‘But the development of trade relationships with new export markets is
complex and needs more than a general privatization and liberalization policy (Keegan, 1995)’,
especially for the specialty textile products that are produced by small firms in the cottage industry
which overwhelmingly employ rural, low-income and female workers. Many domestic and
international market obstacles make it difficult for these unique products to be exported.
This paper looks into the cases of two specialty textile products from Bangladesh - Jamdani and
Jute diversified products (JDP) and investigates the export problems perceived by the sectors.
The paper finds that JDP is export ready and well supported by government policies and
institutions. The sector also has enough export experiences in European Union (EU) and North
American markets. However, the sector faces fierce competition domestically and from Indian
and Chinese firms. The sector also lacks in product design and has some weaknesses in quality.
A vertical network is necessary to exchange information and cooperate in quality control, design
and product development among the local trade association, government supporting institutions,
local firms and designers, and foreign buyers and designers. Compared to the JDP sector, the
Jamdani sector is not enough ready for export. As a high quality, niche cultural product – it lacks
the market access to western countries. There is high potential of the Jamdani sector to develop
new designs and unique products to match the taste of western consumers. But the sector will
need significant financial, human resource, and marketing help from government institutions.
The paper finds that horizontal networks among the weavers to meet foreign demand, as well as
vertical networks among weavers and local and foreign buyers and designers, will both be
necessary to make the Jamdani sector successful in exporting to western markets. Both the
Jamdani and JDP sectors will need low cost and easier access to financial resources and export-
related human resource development. Government financial institutions and export promotion
bureaus can take the lead in these areas. Jamdani and JDP sectors also need to establish brand
image by highlighting their rich traditional and cultural value, eco-friendliness and social
development aspect of reducing rural poverty and empowerment of women. Increased use of web
marketing has to be a key to this branding. The Jamdani and JDP sectors can also be mixed with
local tourism to create a unique cultural experience for tourists that will promote both the sectors
as well as tourism. The main conclusion of this paper is that besides domestic policy and
institutional supports, the development of horizontal and vertical network trade relationships is a
necessary condition for accessing new export markets by specialty textile sector firms from
ii
Bangladesh. The Artisan Hub and roadshow projects of TFO Canada and other innovative
marketing and promotional projects that can be initiated by bilateral and international
organizations like TFO Canada, Global Affairs Canada and IDRC (International Development
Research Centre) can provide support in these areas.
iii
Table of contents
Abstract .......................................................................................................................................................... i
Table of contents ........................................................................................................................................... iii
List of tables ................................................................................................................................................. iv
List of acronyms ............................................................................................................................................ v
Jute manufacturing sector is one of the oldest traditional manufacturing sectors of Bangladesh,
which emerged in erstwhile East Pakistan in the early 1950s. During the 1960s and 1970s, major
share of the manufacturing output and employment was accounted for by this sector. Exports of
jute and jute goods were the two most important sources of foreign exchange of Pakistan during
the 1960s. However, both share and importance of jute and jute good manufacturing, export and
overall foreign exchange earnings have gradually declined over time. ‘The present share of Jute
in total exports 2.73% (in 2013-2014). But in the past, jute had glorious position with 90% of export
share in 1972-73 (Export Promotion Bureau, 2015).
Bangladesh holds the 2nd position as a Jute producer in the world with the average production of
Jute 1.08 m ton/Year (Bangladesh Jute Mills Corporation report). More than 85% of world
production of Jute is cultivated in the Ganges Delta & having the major portion of it; Bangladesh
became one of the largest producer of Raw Jute or Jute Fiber in the world. With the decline in
traditional jute products, new niche products are coming up based on jute fiber. ‘Fabrics made of
jute fibers are carbon-dioxide neutral and naturally decomposable. These properties are also why
jute can be used in high performance technical textiles. Jute, as a natural fiber, has many inherent
advantages like lustier, high tensile strength, low extensibility, moderate heat and fire resistance
and long staple lengths. It is a biodegradable and eco-friendly. It has many advantages over
synthetics and protects the environment and maintains the ecological balance. Diversified jute
products are becoming more and more valuable to the consumer today. Supported by several
technological developments today jute can be used to replace expensive fibers and scare forest
materials (Vries, Johan de, 2007). ‘Among these are espadrilles, floor coverings, home textiles,
high performance technical textiles, Geotextiles, composites, and more. Jute has many
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advantages as a home textile, either replacing cotton or blending with it. It is a strong, durable,
color-absorbing and light-fast fiber. Its ultraviolet protection, sound and heat insulation, low
thermal conduction and anti-static properties make it a wise choice in home décor.’ (Vries, Johan
de, 2007).
‘With the developed market (EU, Australia, Japan, US, Middle East and North Africa) becoming
more sensitive to environment friendly products - with emphasis on bio-degradability, recyclability
and carbon emissions (several EU countries including France, Belgium, Italy, UK either banning
or limiting usage of plastic bag), JDPs have made it into the limelight. Not only opportunities exist
as a substitute for the current synthetic alternatives, but also with consumers becoming more
environmentally conscious, JDPs can ascend to a “Life Style” product. Some middle-eastern
markets have opened up which will further increase demand for jute products. Bangladesh
already enjoys duty and quota free access to major developed economies and will need to cash
in to further expand their pie.
Over the last decade, demand for jute products in international market has propelled for these
factors. With availability of quality raw jute, Bangladesh sits at an advantageous position to tap
into the growing market for Jute Diversified Product (JDP). According to recent Jute Diversification
Promotion Center (JDPC) research, there are approximately 400 JDP producers in Bangladesh
which mainly operate on sub-contract basis for the export market. JDPC research further
estimates total turnover of JDP sector at BDT 1,540 M as of 2011-12, with export contributing
BDT 1,232 million. The growth trend is encouraging with total market projected to expand by 20%
over the next three years. In total, JDP constitute about 5% of all jute export earnings. Export-
oriented JDP enterprises have the experience of both the direct and indirect export. Overall, JDP
has overwhelming growth prospects and potential for higher value addition compared to export of
raw jute.’(Light Castle Partner Ltd, 2014).
‘JDP value chain has several key players adding significant value to the end products. JDP mills
wield significant control over the market due to their size and financial muscle. Mills normally
prefer exporting semi-processed jute for reaping benefits of export incentives, rather than selling
to local JDPs. Likewise, local JDPs are unable to secure competitive pricing which subsequently
hamper their international standing. JDP normally export to international markets either directly
or through buying houses. Currently, JDP SMEs face severe dearth of supply of raw materials as
9
many mills are unwilling to supply at low volume. Government needs to intervene to establish a
raw material bank for supporting procurement of raw materials.’ (Light Castle Partner Ltd, 2014).
JDP sector has a mix of different kinds of producers – private small entrepreneurs focused on
local and international market, small NGO’s focused on social development and large NGO’s (e.g.
BRAC) focused on domestic and international markets. But in all three types, the predominant
workforce is rural poor women. Like Jamdani, selling JDPs can play a major role in reducing
poverty rates among rural and female populations in Bangladesh. Increasing worldwide interests
matched with trade can lift the sector significantly in the future. There are already established
trade links in this sector. Entrepreneurs are marketing the products with their own brand names
and participating in international trade fairs.
Table 2: List of jute diversified products
Fiber based
products
Pulp, paper & paper products, jute composites, wood/plastic substitutes, nonwoven products, wipes, medicare textiles, absorbents, insulation & bonding materials, cellulose and its derivatives, micro crystalline cellulose, high-tech fibers, panels, floor tiles, etc.
Yarn based
products
Fine yarn, bleached yarn, dyed yarn, de-haired yarn, polished yarn, woollenized yarn, blended yarn, other treated yarn, fire retardant/proof yarn, corded yarn, hammock, shikkas, shoes, shoe uppers and soles, sandals, doormats, belts, tape, lace, braids, braided rugs, door and window screens, sweaters, cardigans, jackets, mufflers, caps, carrying kits, etc.
Fabric based
products
Light fabric, striped fabric, checked fabric, dyed fabric, bleached fabric, treated fabric, laminated fabric, printed fabric, suitcases, briefcases, gift and jewelry boxes, pots, purses, bags, folders and files, beach products, denim, apparel, home textiles, furnishing fabric, scrim cloth, quilts, ventian blinds, canvas, tarpaulin, carpet, blankets, different kinds of mats, satranji, geotextiles, brattice, linoleum backing cloth, floor covers, different kinds of bags, travel kits, sacks, toys, decorative products, berets, nursery pots etc.
Source: Value chain assessment for the jute sector in Bangladesh in Vries, 2007
Table 3: Constraints for export of JDPs
Main constraints
for JDP exports
Quality issues Instability of pricing and delivery of raw jute Lack of support and poor implementation of policies and strategies from
government bodies Weak image of the industry Lack of research and development (R&D) facilities Competition from other countries, including India Non-availability of export market information Lack of producers’ export experience High costs of participating in trade fairs
Source: Value chain assessment for the jute sector in Bangladesh in Vries, 2007
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2.4 SWOT analysis
SWOT analysis for the Jamdani sector
Following is an evaluation of the potential strengths, weaknesses, opportunities, and threats
(SWOT) of the Jamdani sector.
Strengths
Strong cultural heritage and traditions to draw upon for developing unique designs and
enhancing product differentiation.
With the growth of tourism in Bangladesh, increased sales in local tourist markets will
enhance the reputation and promotion of Bangladeshi products around the world.
Availability of natural raw materials, and unemployed and underemployed women interested
in training and production.
Growing international interest in handicraft products, particularly handmade items by local
women using local natural products who are paid fair wages.
Low capital investment to get started, few barriers for market entry, and high ratio of value
added to the local economy per unit of investment capital.
Existing strong network of weavers serving the domestic and south Asian market.
Weaknesses
Shortage of next generation apprentices to learn weaving, spinning, dyeing, and product
design skills, thus requiring expensive training.
Most products produced to date have been supply rather than demand driven. There is lack
of information on tastes and preferences of western buyers that restricts market access of
potential products.
Companies have little or no experience in exporting. Thus they require substantial training
and technical assistance in business and marketing skills.
Narrow product range and lack of new and innovative designs and/or products suitable for
overseas markets.
Absence of properly equipped design centres is responsible for some of the drawbacks in
production, design, innovation and adaptation, combined to the lack of experts’ involvement
such as textile engineers, fashion designers, etc.
Lack of co-ordination between government bodies and private players.
11
The industry is still confined to rural areas and small cities which contributes to transportation
problems.
Lack of financial support and incentives for Jamdani producers and exporters.
Opportunities
Jamdani has the potential to attract multicultural consumers around the world. Jamdani can
move beyond the production of sarees only. Jamdani weaving can be done in cotton, silk or
mixed cotton-silk. The textile can be used for clothing and clothing accessories. New and
innovative products like home decoration crafts, curtain, bags, art work, pillow and cushion
covers etc. can be produced using Jamdani. It can be marketed as a comfortable, skin-
friendly, non-allergic synthetic textile that is socially responsible and eco-friendly.
There is a growing interest in many of the western countries including Canada for high
quality handmade products using local natural resources produced under fair-trade labour
standards. Jamdani producers can take advantage of that.
This niche market is not being adequately supplied by any groups or organizations at the
current time within Bangladesh. It provides an opportunity for Bangladeshi artisans to earn a
decent wage while not competing in markets dominated by low cost products from countries
paying poverty level wages.
Jamdani producers should benefit from an increasing volume of domestic and international
tourists.
E-commerce and Internet may be promising as distribution channels to market and sell the
Jamdani products.
Threats
If existing Bangladeshi Jamdani companies become financially viable, it will likely encourage
others to try and work in the sector.
The sector can at least partially protect their market niche by developing strong brand and
protect it through international copyright laws.
Hand-crafted products have to compete on price, design and adaptability with modern
machine made products, which make it hard for traditional products to be competitive in
international markets.
Artificial automated product produced by competing countries, such as Indian ‘Uadhaya
Jamdani’ or Chinese embroidery machine products are competitors. Sometimes, these
competing countries are enjoying better terms of trade.
Some competing countries are offering better technological support for R&D.
12
SWOT analysis for the JDP Sector
Following is an evaluation of the potential strengths, weaknesses, opportunities, and threats
(SWOT) of the JDP sector.
Strengths
Higher profit margins for JDPs than for traditional jute goods
Market share of JDPs offer room for expansion compared to other (traditional) jute products
Quality of jute fibers is among the best in the world
A high share of people are familiar with the processing of jute
Labour costs are amongst the lowest in the world
Government’s strong interest to revive the jute sector
Increasing worldwide interest for environment friendly jute products
Weaknesses
Lack of information from government bodies
Lack of R&D facilities and product development
Instability of pricing and delivery of raw jute
Lack of support from government bodies, as well as poor implementation of policies and
strategies
Lack of development of the domestic market for JDPs
Quality issues
Lack of export experience for small JDP producers
Opportunities
Increasing international interest in environmental friendly products from developing countries
Increasing market for gift items from developing countries
Marketing JDPs as eco-friendly, socially responsible alternatives for synthetic products
Because of low wages, Bangladesh can be competitive with other less developed countries
The history and experiences in the jute sector
The quality and supply of raw jute in Bangladesh
Threats
Competition from India, which has more experience with JDPs and a greater product range
and depth
13
Competition from other similar eco-friendly gift items from other developing countries which
have more support from their government
The constant competition of natural jute fiber and products with other artificial fibers and
products
Fierce domestic competition and fear of copyright infringements in design
14
3. Business case and entry to Canadian market
3.1 Results from the Jamdani sector
A sample of 37 companies from the Jamdani sector were surveyed. They are located in greater
Dhaka – in Rupgonj, Narayangonj, Sonargaon, Tarabo and Gazipur. The companies mainly serve
the domestic market. The surveyed Jamdani producers have been in business for an average 30
years which shows that the sector is well established. Though many of the surveyed producers
have their own factories, more than half do not have their own showroom. Many of the producers
are suppliers to larger companies. Irrespective of size, most producers use a network of weavers
to meet the demand. The family based weavers are located in greater Dhaka, Tangail, Manikgonj,
Munshigonj, Jamalpur and Kushtia. Though Jamdani have been around for a long time, there is
not much export from the sector. Exports are mainly for south Asian countries and south Asian
consumers in Europe and North America. They have neither explored nor penetrated into the
western mainstream markets. The government also never considered Jamdani as a prospective
exporting good and it did not receive enough government support like other sectors in
Bangladesh.
As mentioned earlier, Jamdani is eco-friendly and has huge positive social impacts in
communities. The majority of the workers in our surveyed companies are women. The weavers
are located in rural areas and are usually low income households. Increased export would
therefore directly empower female workers and reduce rural poverty. The surveyed companies
produce the following products: Jamdani sharee, gents wear, kids wear, household items (hand
Like the Jamdani sector, JDP is eco-friendly and has huge positive social impacts in communities.
The majority of the workers in our surveyed companies are women. The craftsmen and factories
are located all over Bangladesh and in rural areas. The craftsmen and workers are usually low
income workers. Increased exports would directly empower female workers and help to reduce
rural poverty.
Compared to the Jamdani sector, the JDP sector identified fewer obstacles that are highly
important. The majority of the factors that were identified as highly important (a mean score of
above 3.5) were domestic financial obstacles (high cost of capital, strict credit requirements, high
interest rates, inability to self-finance export, high freight cost). Jute as the umbrella sector has a
long history of export and so JDP as a sub-sector can draw strength from the experience of Jute
sector. JDP has a larger craftsmen network to meet increased demand from export. As mentioned
earlier, the sector is way more export ready and it is reflected in the survey by the identification of
19
product quality, inability to meet foreign demand or expectations, raw material quality as least
important factors affecting the sector. The only international factor identified as very important by
the survey respondents is the lack of promotion from international organizations. In spite of
greater export readiness, the sector has not yet fully penetrated the western markets. It is why bi-
lateral and international organizations like TFO-Canada or Global Affairs Canada can provide
support in the area of export promotion. Like Jamdani, export promotion support for JDP sector
can also create long-lasting, sustainable and socially responsible trade promotion for countries
like Bangladesh. All of these high important factors were also identified as ‘very difficult to solve’
by the survey respondents.
Jacques Nadeau, the visiting Canadian Entrepreneur, stated high optimism for the JDP sector. It
is reflected in his statement below.
“I come out of meetings with producers with a high level of optimism as far as the potential for
export of jute-made products is concerned. First of all, jute is a grass growing in huge volume in
Bangladesh. From an economic structural point of view, it is being processed in so many ways
that the potential for export becomes tremendous. Grass can be processed in raw yarns for the
making of burlap being largely exported to Europe and North America as well as very fine yarns
leading, in combination with cotton to the making of women and men garments. In between, we
find the whole spectrum of yarns being processed in different ways for the making, among other
things, of fashion products such as bags of all kinds, shoes, etc. Besides, at least one producer
keeps developing exclusive yarns such as the wax yarn, unique to Bangladesh, leading to making
even more fashionable jute products that we will showcase in Canada as part of the TFO Canada
project. Consequently, the presence of many producers offers an enormous potential of export
for the country.
Most of the producers making handmade products told me they essentially rely on designs of
foreign buyers to develop new collections. It can be seen as a strength to rely on foreign buyers
to make products suitable to specific markets. However, it could also be a weakness if producers
are not capable to develop their own lines of products to differentiate themselves from the
competition. In the future, local designers should work closely with producers to develop unique
lines of products for export markets. This would alleviate the pressure coming from the Chinese
and Indian competition.”
20
The experts and stakeholder interviews also identified other obstacles and opportunities for the
sector. The experts appreciated the government training support, fiscal incentive for JDP as an
agro product, and financial incentives. As JDP export can add more value to jute, product
diversification is a priority in the government five year plan.
Table 5: Importance of factors affecting the JDP sector
Low importance (Mean below 2)
Medium importance (Mean from 2.1-3.5)
High importance (Mean above 3.5)
Language issues (problem to communicate)
Product quality concerns Lack of knowledge about
buyers’ expectations Lack of skills to adapt
products for export Can’t meet importers
product quality standards Size prohibits export Lack of knowledge about
export procedures and practices
Red tape in public institutions
Political instability
Lack of knowledge about foreign market opportunities
Lack of information about foreign contacts
Lack of pricing knowledge Lack of HR in export Lack of export experience Lack of knowledge about
foreign market and business culture
Lack of quality raw materials Strong competition from
domestic producers Strong competition from
foreign producers Insufficient foreign demand Lack of government
assistance in passing barriers Lack of export promotion
program from government High-value of domestic
currency
High cost of capital Strict credit requirements
from banks High interest rates Inability to self-finance
export High freight costs to
foreign markets Lack of export promotion
from international organizations
Source: Authors’ analysis following data collection
Stakeholders also identified the need for a one stop service center for JDP sector. An integrated
service center for jute products may decrease export cost significantly. The sector is ready for
export, as production capacity is there. Quality and skill wise, JDP sector is ready for export. The
worldwide increase of demand for eco-friendly products will help in the revival of both jute and
jute based products. According to these experts, Bangladesh just needs to market the exclusivity,
eco-friendliness and social responsibility of JDP in a better way.
3.3 Policy recommendations and strategies for entry into Canadian market
Following are some policies and strategies to facilitate entry into the Canadian market. The
strategies and recommendations are for entrepreneurs, weavers, Bangladeshi domestic
institutions and international buyers.
21
Both the Jamdani and JDP sectors will need an easier access to financial resources.
Government financial institutions could take the lead.
The Jamdani sector is not as export ready as the JDP sector. For both sectors, export
training will be needed. The export promotion bureau could take the lead.
Both Jamdani and JDP sectors already have rich traditional and cultural values and are
eco-friendly products that benefit rural poor and women. Jamdani is a non-allergic, healthy
textile. One of its greatest characteristic is flexibility and adaptability according to the
customer’s choice. JDP is a green alternative to many synthetic products in the western
world. The customer should be made aware of these qualities.
The Jamdani sector mainly serves domestic and south Asian consumers. To serve
western economies, the fabrics need to match the western life style. Domestic and
international designers could create a network with local weavers and entrepreneurs to
design new products.
Export market entry will not be successful if horizontal and vertical business networks are
not established (Tesfom, Goitom, 2006). Both the Jamdani and JDP sectors have the
capability to create strong horizontal networks among artisans and fulfil demand
requirements. But vertical networks among artisans, suppliers and buyers are missing.
Both domestic institutions and international institutions as well as buyers should play a
pro-active role to strengthen vertical networks to expand trade.
There is insufficient international market information about specialty textile products. The
artisans are unaware of the market demand for new designs because of the lack of
customer feedback. This hampers their creativity and innovation. Increased networking
and sharing of information is needed.
There is insufficient advertisement of the Jamdani products. It needs continuous
promotion and advertising campaigns to have an effective impact on customers.
A stronger brand image for the two sectors will be needed. There needs to be more
innovative products, which can be supplied to niche markets within the country and
abroad.
There is a lack of quality standardization. A procedure is needed to check quality
standards of the products (durability, shrinking, etc.) so that the customer is reassured.
Given their limited production capacity, exporting entrepreneurs should therefore form
groups to take bulk orders and ensure timely delivery to international buyers (Vries, Johan
de, 2007).
22
India and Thailand, among others, have achieved great success in promoting their textiles
worldwide. They have done so by establishing institutions for design and technical
support, matched by well documented publications and promotional exhibitions. The
Export Promotion Bureau needs to work closely with the commercial wings of Bangladesh
diplomatic missions to promote Jamdani and JDP products to the world markets (Vries,
Johan de, 2007).
A multitude of approaches need to be used for marketing the products. These include but
are not limited to use of foreign agents, participation in trade shows, web-based
promotions, frequent advertisements etc.
Some producers are hesitant to set up a website listing their products, since other
producers could copy their designs. But websites are a powerful tool to reach customers
(Vries, Johan de, 2007).
Most producers currently follow a buyer driven production model which hampers growth.
The products become too westernized and lose cultural and traditional characteristics. A
mix of buyer driven and independent local seller/designer driven production process will
work better.
Canadian prominent designers can work with local artisans and designers to re-design
and develop products to bring into Canadian market.
There are many fashion designers in Bangladesh, but very few ‘other’ product designers.
Export promotion should include promotion of product designers too.
Both sectors face competition from Indian producers. Bangladesh need to protect the
intellectual property rights for Jamdani and promote it internationally. For the JDP sector,
Bangladesh government institutions need to match the R&D, marketing and export
promotional support received by the Indian producers.
Both Jamdani and JDP sectors are composed of mainly SME producers. Rather than
competing with each other, these SMEs should increase collaboration to increase their
reach to international markets.
Middlemen in the specialty textile sector absorbs 80% to 90% of the profit. If external
markets can be brought to the source, transport costs for rural artisans would be reduced
and the risk of local producers being exploited by ‘middlemen’ would be avoided (Pereira,
Taryn, et al., 2006).
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4. Summary of business strategy
The table below summarizes the suggested business strategy for Bangladeshi producers of
Jamdani and JDP textiles. The successful implementation of the listed recommendations will help
to protect the natural environment and valuable cultural heritage of Jamdani and JPD products. It
will also support the empowerment of women and eventually help to reduce poverty in rural
Bangladesh.
Table 6: Business strategy for textiles’ exporters Action Plan Business strategy
Objective
Facilitate the entry of specialty textiles to the Canadian niche market. Introduce the rich cultural heritage and expertise of artisans and their
craftsmanship to Canadian consumers. Introduce eco-friendly and organic products to Canadian consumers. Create a long lasting good business relationship between Bangladeshi
exporters and Canadian consumers. Empower rural women, youth and cluster based families. Generate employment for the different ethnic groups of Bangladesh in their
handicraft production process. Contribute to a sustainable income generation for the cottage industry and
alleviate poverty.
Mission Export high quality handmade and specialty textiles for fashion wear, home-décor, handcrafts gift items produced by Bangladeshi artisans.
Vision
Exporting to Canada will contribute to a growth in hand weaving and jute sector. This will promote the role of women in production process in rural area. This project will generate revenues for artisan families and empower rural women. It will also greatly contribute to the economic development of both countries.
Nature of business
Export specialty textiles and jute fabric products to importers/buyers or agents in Canada with assistance from TFO Canada.
Type of business Product manufacturing and exporting through L/C (letter of credit). Focused sectors Clothing and home textile/home décor produced in handloom and by handicrafts.
Features
Customized size and weight High tearing strength Strong and neat stitching Colour fastness Perfectly weaved Exactly stitched High quality control Eco-friendly Promotes social justice by empowering women and reducing rural poverty
Products
Out of Jamdani weaving textile: Jamdani weaving fabrics Jamdai stole Jamdani Scarf Summer wear
The rich cultural and heritage story of the products need to be better marketed, along with the eco-friendliness and socio-economic development impact of the products.
SMEs should use different marketing approaches (foreign agents, participation in trade shows, web-based promotions, frequent advertisements etc.)
Bangladesh government institutions should play a proactive role in financing, training, supporting R&D and product development and in helping the promotion of the products.
SMEs in both sectors need to strengthen horizontal network among themselves with increased co-operation for product development, export market quantity, quality and design development.
Bangladeshi sectoral associations, producers, designers and artisans need to build a strong vertical network with Canadian institutions (e.g. TFO Canada) and buyers to create regular buying orders, R&D and design development.
Source: Authors’ analysis following data collection
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References
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