By Muhammad Tariq Haq
In the heart of Dhaka, where rickshaws weave through the morning bustle, a young entrepreneur named Samirul dreamed of making his mark.
He had put his heart and soul into developing a new generator’s franchise, convinced it would transform businesses in Bangladesh.
With his laptop tucked under his arm, Samirul made his way to the glass towers of Motijheel to meet the leadership of “Shonar Bangla Textiles”, one of the city’s most respected companies. The meeting room overlooked the Buriganga River, and on the table, steaming cups of cha and platters of mishti awaited.
Samirul greeted everyone with a “Assalamu Alaikum” and addressed the senior-most manager, mindful of the importance of hierarchy and titles in Bangladeshi business culture. The meeting began with small talk about family and the recent Eid celebrations, as is customary in Dhaka to build rapport before business.
Confidently, Samirul presented his franchise. Yet, as the meeting wore on, he sensed hesitation. Mr. Rahman, with decades of experience and a reputation for wise decisions, nodded politely but did not commit. The others, followed suit.
After the meeting, Samirul sat at a roadside tea stall, pondering what went wrong. His mentor, Uncle Bashir, joined him, sipping cha.
Uncle Bashir began, “in Dhaka, closing a deal is like crossing the Buriganga in the rainy season. There are four currents—four Fs—that can sweep your sale away.”
The First F: FIT
“Maybe your franchise didn’t fit their real needs. Here, businesses want solutions tailored to their unique challenges, not just fancy technology. Did you ask enough about their daily hurdles?”
The Second F: FEATURES
“Bangladeshi clients often look for specific features—sometimes even small ones like Bangla language support or integration with old equipment.
The Third F: FINANCE
Budgets can be tight, and decisions are often made by the most senior person after careful consideration. Sometimes, they need flexible payment options like deferred LCs.”
The Fourth F: FEAR – The Biggest F for Failure
“Most importantly, there’s FEAR. In Bangladesh, business is built on trust, relationships, and reputation. No one wants to risk their job or the company’s future on an unknown. The higher the project value, the more this fear becomes.
Samirul realized that in Dhaka, success wasn’t just about having a great product. It was about understanding the local community, respecting elders, taking time to build relationships, and earning trust—sometimes over many cups of cha and several meetings.
He returned to the customer, not with a sales pitch, but with genuine questions and a willingness to listen. He learned about their challenges, offered to customize his franchise, and even joined them for iftar during Ramadan to conquer the BIGGEST F
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