1. COMPANY PROFILE
EREBUS GROUP (EG)
Main Office- Printers Building (7th floor), 5, Rajuk Avenue, Motijheel,
Dhaka-1000, Bangladesh Tel: (880)-2-9571920, (880)-2-9569624
Fax: (880)-2-9565027, Email- erebus@dhaka.net; shabbirkabir74@yahoo.com;
Liason Office- House # 252. Road # 18, 3rd
Floor. New D.O.H.S. (Mohakhali), Dhaka
Cantt. Bangladesh Tel: (880)-2-8753022 Mob: +8801713193375

3. EREBUS GROUP (EG)
ABOUT US
We at the EREBUS GROUP, Believe that nothing is impossible if you apply your mind to it.
This line of thinking has made us what we are today. A solid conglomerate of dynamic companies
all of which are Growing at an incredibly fast pace, with rapid expansion plans that will make the
EREBUS GROUP a force to reckon with in Bangladesh’s Industrial Scenario.
The Spirit of adventure, overriding commitment to our goals in every area of activity. And, Above
all, Our uncompromising allegiance to quality conscious customer base enables us to not only
meet their exacting needs but also base our future plans on the rapidly growing market for our
products and services.
EREBUS GROUP, Commitment to excellence. Down-to- Earth business philosophy. Linking
technology and market needs. For the benefit of one and all, at Erebus Group. We are well on our
way to carving out more opportunities, more monopolistic positions.
Diversification of this nature comes naturally to . A Erebus Group with the mettle to succeed,
whatever the field, conglomerate that, in everything it does, always thinks big and thinks ahead.
But EREBUS GROUP’S success story does not end here. Having achieved much, the group
is moving onto bigger things. For a better and brighter tomorrow for global economy.
EG AT A GLANCE
As one generation passed over the management responsibility to the next, it provided the wisdom
and experience achieved during its own era. This knowledge was rightly used by each new
generation to make the Group to new heights. Overtime it succeeded in creating a national &
international network that comprises of many subsidiaries and affiliates.

4. EREBUS GROUP is engaged and or involved in Commercial Banking, Merchant Banking,
Leasing & Investment, Brokerage firms for Stock Market in Dhaka and Chittagong, Real Estate
Development, Trading Houses, Telecommunication, Industry based on manufacturing Plastic
Products for multinational purpose and has Associate Partners in Interior and Architecture firms,
Print and Digital Media and TV channel.
Our Board of Directors and partner in our allied concern companies have a vast experienced in
the above field for more than 10 years, and they have a strong educational background in
Business Administration degree from the U.S.
THE FOUNDER
STOCK EXCHANGE BROKERAGE -CHITTAGONG STOCK EXCHANGE
National Securities & Consultant Ltd (NSCL) which was licensee for membership of
Chittagong Stock Exchange was incorporated January 1, 1996 the Securities Exchange
Commission has issued stockbroker registration certificates as per Securities and Exchange
Commission (Stock Dealer, Stock Broker & Authorized Representative) Rules, to National
Securities & Consultants Ltd holding Stock Broker CSE Member No.121057.
NAME- LATE MR. SHAHJAHAN KABIR
NATIONALITY- BANGLADESH; BORN- NOV 1939; DIED- MAY 2000
EDUCATION - MASTER OF HISTORY, DHAKA UNIVERSITY
PURSUED CAREER AS A DYNAMIC AND DEDICATED IN BANKING SECTOR
FOR 30 YEARS WITH UNITED BANK LTD (EAST PAKISTAN THEN) NOW
JANATA BANK; NATIONAL BANK LTD (FIRST PRIVATE BANK PIONEERED IN

5. It was founded by Late. Mr. Shahjahan Kabir who served then as Managing Director. The
company is engaged in stock market dealings. NSCL offers full fledged international standard
brokerage service for retail and institutional clients. The management of the company is vested in
a 15-member management team headed by the Managing Director, Mrs. Tahera Kabir (wife of
Mr.Zubayer Kabir).
NBFI (NON BANKING FINANCIAL INSTITUTION) - LEASING & MERCHANT
BANKING
Bay Leasing & Investment Limited (BLIL), a second generation NBFI (Non Banking
Financial Institution) was incorporated in 7 February 1996 founded by Late. Mr. Shahjahan
Kabir, and was the Advisor. The company is sponsored by a group of prominent industrialists,
businessmen and professionals. In 25 May 1996 the Company received license from the
regulator to act as non-banking financial institution under Financial Institution Act 1993 &
Financial Institution Regulation of 1994 with a paid up capital of BDT 22.50 million. Initially BLIL
provided services related to lease financing, short term financing, corporate advisory services etc.
In 25 June 1998, BLIL received license from Securities & Exchange Commission (SEC) to act as
a Merchant Banker and Portfolio Manager in the capital market. As a merchant banker, the
Company provides services related to issue management, underwriting, private placement,
portfolio management etc.
BLIL started commercial operation in 1996 and its major business relates to lease/loan on textile,
transport (including marine), garments & accessories, power & energy, engineering etc; deposit
mobilization and merchant banking activities.
BANKING
EXIM Bank Limited (Export Import Bank Of Bangladesh Ltd) was established in 1999 under the
leadership of Late Mr. Shahjahan Kabir, founder chairman who had a long dream of floating a commercial
bank which would contribute to the socio-economic development of our country. He had a long experience
as a good banker. A group of highly qualified and successful entrepreneurs joined their hands with the
founder chairman to materialize his dream. In deed, all of them proved themselves in their respective
business as most successful star with their endeavor, intelligence, hard working and talent entrepreneurship.
Among them, Mr. Nazrul Islam Mazumder became the honorable chairman after the demise of the
honorable founder chairman.
This bank starts functioning from 3rd August, 1999 with Mr. Alamgir Kabir, FCA as the Advisor and Mr.

6. Mohammad Lakiotullah as the Managing Director. Both of them have long experience in the financial sector
of our country. Mr. Alamgir Kabir is also the brother of our Honorable Founder Chairman, and he is
currently the Chairman of Southeast Bank Ltd. By their pragmatic decision and management directives in
the operational activities, this bank has earned a secured and distinctive position in the banking industry in
terms of performance, growth, and excellent management.
REAL ESTATE
In 1999, Late. Mr Shahjahan Kabir has founded Erebus Properties Ltd as its Real Estate
Development which is run by a team of experienced staff under the leadership of Mr. Zubayer
Kabir. He joined as Managing Director of the company on Jan 2000.
Erebus Properties Ltd comprises of a very experienced team of architects, engineers, and
management team in association with Journey-Riddhi Consortium. The mission of this
professional team is to bring about a much-needed qualitative revolution in the real estate
industry in Bangladesh using their experience, insight, and sharing Erebus total
commitment to quality customer satisfaction.
Keeping unwavering standard with careful attention to maximum comfort and impeccable service,
Erebus Properties Ltd has initiated and already handed over several projects in different locations
of Dhaka City.
Every apartment is a statement of quality workmanship, built carefully with detailed attention and
a finish that is second to none. Erebus Properties Ltd also enjoys the benefit of its associated
companies, which enhances their capabilities in terms of technical, financial, and logistic
support.
THE MANAGEMENT

7. Zubayer Kabir turned an entrepreneur in the field of real estate, stock brokerage firm,
plastic industry, telecommunication, and trading holds his time at a breath-less span. He is also the
honorable board member in banking and leasing investment company. He obtained his education from
abroad and studied Bachelor of Business Administration in Northeastern University, Boston, USA. Being
the eldest son of Late Shahjahan Kabir he was able to carry our business into new dimension. Starting his
career in the early 90s he gave full vigar in pursuit that has helped him earning great reputation in
business entity.
Nationality – Bangladesh
Present Position
Managing Director, Erebus Properties Ltd. (Real Estate Development)
Director, Export Import Bank Of Bangladesh Ltd. (Shariah based Islamic Bank)
Director, Bay Leasing & Investment Ltd. (Leasing Company & Merchant Bank)
Director, National Securities & Consultants Ltd. (Stock Brokerage member-Chittagong Stock Exchange)
Director, Bli Securities Ltd (Stock Brokerage member-Dhaka Stock Exchange)
Director, Horizon Plastic Industries Ltd. Manufacturer of Plastics moulded products for
BERGER, MARICO, & UNILEVER
Director, Cell Bangla Ltd. (Dealer of Citycell, SingTel & Service Agent of HUAWEI mobile handsets)
Shabbir Kabir
Nationality – Bangladesh
Present Position
Managing Director, Bow Holdings Ltd, Commercial Import Trading House
Director, Erebus Properties Ltd. (Real Estate Development)
Director, Erebus Plastic Industries Ltd. Manufacturer of Plastics moulded products for
BERGER & MARICO
Director, Bay Leasing & Investment Ltd. (Leasing Company & Merchant Bank)
Director, National Securities & Consultants Ltd. (Stock Brokerage member-Chittagong Stock Exchange)
Director, Bli Securities Ltd. (Stock Brokerage member-Dhaka Stock Exchange)
Director, Communic Park Ltd (Dealer of Grameenphone, Telenor, Importer of Mobile Handset
VK MOBILE KOREA, Mobile Distributor ZTE, ALCATEL)

8. Asha Paloma Karina Tamala
Nationality – Indonesian
Present Position
Director, Bow Holdings Ltd, Commercial Import Trading House
Executive Director, Erebus Properties Ltd. (Real Estate Development)
Executive Summary
Erebus Group is carving out an opportunities to enter into Food and Beverages, Herbal & Cosmetic,
Consumer Household, Healthcare & Nutrition Products Retail sector which will be concentrated
under our allied concern BOW HOLDINGS LTD. We are interested to explore Indonesian products and
import to cater into retail market in Bangladesh in future. In this aspects you may get the idea about
Bangladesh is rapidly increasing in changing of consumer behavior and taste. Below we have collected
some data that is clearly explains how it is progressing in food and beverages industry.
Bangladesh's food retail sector is dominated by traditional shops. Nonetheless, it has shown growth and
modernization, keeping pace with overall economic growth, the increase in middle-class consumers, and
changes in consumption patterns. The organized retail sector, including supermarkets, remains relatively
small, but consumes increasing volumes of imported food products and exhibits the fastest growth.
An Overview of Bangladesh Retail Food Industry
Section I: Market Review
Status of Retail Market
Retail trade is one of the traditional businesses of Bangladesh. Its expansion is keeping pace with
population growth and changes in consumption patterns, which are consistent with the growth of the
economy. This expansion has not been structurally organized, because, until recently, retailing had never
been perceived as an industry, but rather as an individual or family business entity with a very limited scope
of organized expansion. Little to no market

9. information is available on the retail sector, but secondary sources indicate that the size of the food retail
sector in Bangladesh could be US$12-14 billion, and the number of retail grocery shops could be around 1
million. Retail is one of the biggest sources of employment (12 percent), and it contributed 13 percent
(wholesale and retail trading) to Bangladesh’s GDP in 2001/02.
Types of retail shop in Bangladesh
There is a wide variety of retail shops in Bangladesh, ranging from open-air temporary shops to well
equipped modern supermarkets. The following classifications may be applied:
1. Roadside shops: These small grocery shops are visible throughout the country and constitute around
75 percent of the retail sector. The floor space ranges between 30 and 100 sq. feet. Most village markets
are in this category. No imported food items are available in these shops except some low-quality products
from India, especially
in border-adjacent areas
2. Municipal Corporation Markets: Shops in the municipal corporation markets are arranged according
to the kind of commodity they carry, such as, fish, meat, vegetables, fruits, and groceries. These shops
appear in the semi-urban and urban areas. Imported foods and processed food items are available, but
limited to those purchased by the middle class. This category represents about 20 percent of the food retail
sector.
3. Convenience Stores: These are located mostly in well-to-do urban areas. The customers are upper-
middle to upper-class locals and foreigners. These stores are major outlets for imported food items and high
quality local products, and represent about 5 percent of the retail sector.
4. Supermarkets: These are the most recent additions to the retail sector in Bangladesh and began
appearing less than 5 years ago. With the success of the pioneer supermarkets, this type of store has
already attracted the interest of investors, and new outlets are coming into operation quickly. To date, there
are about more than 30 stores of this kind operating in the country, of which about 22 or more are located in
Dhaka. They make up less than one percent of the retail sector.
Food Market and Consumers’ behavior
Bangladesh is predominantly a traditional, poor society, where about 90 percent of the population is Muslim;
other groups represented are Hindu, Christian, Buddhist, and other minorities. Per-capita income is about
US$380. Dhaka, the capital, has 10 million out of the country’s 129 million people (2001 census), with 34
percent of the population living below the poverty line. Rural people generally do not consume processed
foods. The size of the urban population is 29 million people. The Statistical Year Book 2000 indicates that
about 22 percent of them, regarded as upper middle class and above, have average household incomes of

10. US$3,254, or a per capita annual income of more than US$550. This category of people (6 million in 2001)
is growing in size along with the economy.
Roughly 45 percent of household consumption expenditures in urban areas is on food and beverage items,
mostly for basic food necessities like grains (90 percent of which is rice), pulses, vegetables, vegetable oils,
salt, fish, meat, and sugar. Due to the very strong preference of buying fresh food (generally daily), and
wholly cooking it at home, the
proportion of processed food in the daily meal is still quite negligible. However, with urbanization, decreasing
family sizes, and the spread of education and employment among women, a major change in food habits
among the educated middle-to upper-class population has become evident. They are increasingly
consuming processed food items like sauces/ketchup, jam, jelly, noodles/pasta/macaronis, soft drinks/fruit
juice, etc. The local production of processed foods has rapidly increased during the 1990’s.
Simultaneously, abundant availability of these food items imported from many countries including the United
States, with no quantitative restrictions but at moderately high tariffs, also contributed to this change. The
basis of a processed food market has been established. Supermarkets are gaining in popularity, as
consumers attach more and
more importance to appearance, ambience, comfort, and the availability of a vast range of products.
Bangladeshis are not vegetarian and consume a lot of chicken, beef, mutton, and fish. Except for chicken,
the local production capacities of other animal proteins are diminishing. Large quantities of fresh fish are
being imported from India, Burma, and Thailand. This Muslim- dominated society is unlikely to consume
imported meat unless it is guaranteed ‘Halal’. This limits large-scale imports of meat, except that targeted at
the non-Muslim population, which are mostly foreigners.
Import Market
The Bangladeshi market has been relatively open for processed and semi-processed food products and
fresh fruits; these are, however, classified as luxury items by the Government of Bangladesh (GOB).
Requirements include compulsory labeling on each packet, with origin, date of production,
and date of expiry (best-before date), phytosanitary clearance, and in some cases, a
radiation-free declaration (example: potatoes). Import duties on processed food products
and fresh fruits are generally not very high, but the GOB sometimes imposes
supplementary duties. Other duties include the value-added tax (VAT), currently at 15
percent, the advance income tax, and the development surcharge. Combined, these amount
to a duty of 35 to 65 percent on imported food items and fresh fruits. For alcoholic beverages,
however, the duties reach about 300 percent. Reports of under-invoicing are common. An imported
food item costs approximately 3.5 times its FOB cost once it reaches its final consumer (see Appendix I).
Logistical constraints include the scarcity of refrigerated transportation and warehousing facilities, inefficient
port facilities, and uncertainty due to political unrest. The economic advantages of large-scale importing are
therefore difficult to realize for fear of significant spoilage. To minimize risks, most importers procure

11. processed food items (including US products) from consolidators in Singapore or Dubai. Most importers are
located in Dhaka and Chittagong (a major port city).
Despite these hurdles, the demand for imported food products is growing quickly. Statistics show that
Bangladeshis spent US$162 million on imported processed food items in 2001/02 (US share US$13 million,
8 percent), down 20 percent from US$203 million in 2000/01 (US share US$8 million, 4 percent) (see Table
1).
Table 1: Bangladeshi Imports of Processed Food Products in Million Dollars
SOURCES 1999/00 2000/01 2001/02
All Countries 139.58 202.78 162.28
USA 5.29 8.04 13.02
Source: Bangladesh Bank, 2003 Data
Section II: Road Map for Market Entry
A: Organized Retail Market
Entry Strategies
Suppliers of Indonesian Food and Beverages Industry should consider the following strategies to enter
Bangladesh’s organized retail market:
• Appoint a local importer or distributor as agent or representative to introduce
products and to develop market demand among potential consumers.
• Contact KBRI, Dhaka for assistance (to the extent practicable) in selecting a legitimate
local importer or distributor. Visiting the country to meet a few of them may help in
developing a clear picture of the market, importers/distributors, and retailers.
• Provide assistance to the designated representative in order to promote the
product(s) through market surveys, participation in trade fairs, trade shows and
other promotional events, and media advertisements.
• Adopt an attractive pricing policy, taking competitors’ strategies and consumers’
price sensitivity into account.
• Send product samples and company /product catalogs to appointed importer in Dhaka for display in
the
Embassy’s trade promotion events or trade related exhibition.
Market Structure
Organized retail outlets are relatively few and remain concentrated in the major cities, but they do sell
imported products. The off-take by consumers is limited (less than 5 percent of total food consumption

12. comes from these outlets). They usually procure their products from importers or distributors for imported
items, and from distributors or suppliers for the local products. Organized sector retailers normally maintain
established supply lines (drawing from establishments with storage capacity) for imported products, and
access both established and casual supply lines (“once-in a while” suppliers with no storage) for local
products. Depending on the size of the outlets, they engage 200 to 400 distributors or sub-distributors
(dealers) for consistent availability of their commodities. Most importers source their goods in mixed
containers from the country of origins or from consolidators in Dubai or Singapore, except those that arrive
in high volumes, like fresh fruits.
Figure: Market Structure (Organized Sector)
Included in this category of food retailer are three relatively large supermarkets, around 30 medium-sized
super stores, and 200-250 other convenience stores located in the posh areas of Dhaka and other big cities.
The share of imported food products currently handled by these outlets is very small, and items include fruit
juice (both powdered or liquid); canned fruits, vegetables, and fish/meat; jam/jelly; sauce/ketchup; edible oil;
dry milk powder; salad dressings; spaghetti/vermicelli; olive oil; coffee; fresh fruits; and chocolates, biscuits,
and cookies. The biggest constraint facing this sector is the extreme scarcity of space in the appropriate
areas: land is almost unavailable and is very costly.
See Appendix II for a list of supermarkets and superstores presently operating in Dhaka and Chittagong.
B: Unorganized Retail Market: Small Provisions Shops/Grocery Shops/Wet Markets
Entry Strategies
Many of the same importers and distributors that supply the organized market also supply processed food
items and fresh fruits to the unorganized and traditional retail markets; subsequently, the strategy for
entering the unorganized market remains the same as that for the organized market.
Market Structure
Foreign Supplier
Importer / Distributor Local Manufacturer
Distributor
Super Stores
Consumers

13. This market segment constitutes 95 percent of the retail sector in Bangladesh. Retailing of imported food
items in this market is very limited, except those medium- or lowquality items that are brought in, sometime
through illegal channels, from Bhutan, India, Myanmar, and Thailand. Fresh fruits from all sources are
available in this sector.
Limited selection, lack or refrigeration, bargaining, early-morning to late-night hours, and no ambience
characterize this market. This is the preferred market for about 80 percent of the urban population and all of
the rural population, as it is considered the best source for the freshest food, especially vegetables, fish,
meat, and fruits.
Figure: Market Structure (Unorganized Sector)
Section III: Competition
A major portion of imports comes from Singapore and Dubai in mixed containers and is therefore not
recorded by their original country of origin. It is nonetheless clear that many countries are present in the
Bangladeshi food retail market, and that the United States is one of them. Success in selling imported
products depends on relative prices,
consistent availability, marketing strategies, and the familiarities of products to consumers. Countries like
India, Bhutan, Nepal, Thailand, and Malaysia are supplying products well-suited to and demanded by
middle- to upper-class consumers, such as jam/jelly, sauce/ketchup, pickles, edible oil, fresh fruits, etc.
These countries’ market shares, in terms of volume, are relatively higher than those of Australia, the United
States, China, Italy, and the United Kingdom, who supply mainly products such as fruit juice (concentrates
or powders), energy drinks (powders), dry milk powders, salad dressings, fresh and dried fruits,
spaghetti/vermicelli, olive oil, and coffee. Their main
customer is the foreign population living in the country, tourists, and the middle-and upper-class population.
This indicates that the products from the former countries do not compete directly with those from the latter
group, but US products do have to be competitive with their European and Australian competition to improve
market share.
Australia, Thailand, and Malaysia have all conducted effective market promotion activities. Australia, New
Zealand, Denmark, and the United Kingdom have established processed food production units (joint
ventures) in Bangladesh for dairy products. China and Australia are active in the fresh fruit sector, and
conduct trade delegation visits, short
Importer / Distributor Local Manufacturer
Distributor
Unorganized
Consumers
Foreign Supplier
Sub-Distributor / Wholesaler

14. duration in-store promotions, participation in trade fairs, trade servicing, and food showcasing. Australia
opened a store (Value Plus), which sells exclusively Australian products. Korea also opened a store
(KOMART), which sells exclusively Korean products.
A preliminary assessment of the retail food market, shown in Table 2, indicates that at the top end of the
market 49.6 percent of the food products are locally produced. In quantity-terms, Australia, Malaysia, the
United States, Thailand, and the United Arab Emirates are the top food item exporters to Bangladesh.
Interestingly, Table 2 also
indicates that in value terms, Bangladesh holds only 18 percent of the market, while the top five foreign
shareholders are Australia, Netherlands, Denmark, Thailand, and Switzerland.
Table 2: Market Share in the Organized Retail Sector of Bangladesh
Share in Terms of Volume Share in Terms of Value
Country Percent Country Percent
Bangladesh 49.60 Bangladesh 18.05
Australia 7.60 Australia 10.95
Malaysia 4.81 Netherlands 10.79
USA 4.33 Denmark 8.37
Thailand 4.31 Thailand 8.13
Dubai 3.78 Switzerland 7.19
New Zealand 3.35 New Zealand 6.49
Netherlands 3.29 Malaysia 4.53
Denmark 3.20 USA 4.47
Switzerland 2.46 Dubai 3.96
Singapore 1.96 Singapore 2.03
Saudi Arabia 1.52 Bhutan 1.88
Oman 1.28 Malta 1.76
Pakistan 1.22 India 1.37
Bhutan 1.14 Italy 1.25
Italy 1.14 England 1.21
India 0.54 Saudi Arabia 1.15
South Africa 0.51 Unknown 1.02
Others 3.99 Others 5.40
All Countries 100.00 All Countries 100.00
Source: Post Market Survey, 2003 Data
Advantages and Challenges Facing US Products in Bangladesh
Advantages

15. 1. Growing health awareness is making consumers more quality conscious, and imported
food items are considered high quality.
2. Australia, USA, Malaysia, Thailand products are renowned for their quality. As you can see on the chart
Indonesian products is in the category of others. In this sector we can increased the import of quality
food n bevarages in Bangladesh
3. Fast growing urban retail sector is capable of marketing an increased volume of branded
Indonesian products.
4. Rapid urbanization and the growing number of women in the workforce spur the demand
for processed food items, while the supply of good quality local products is limited.
5. A growing middle class, around 15-18 million people, can increasingly afford to purchase
imported food products.
6. Bangladeshi import policies have exposed the Bangladesh retail market to the international suppliers.
7. A large number of foreigners in Dhaka and other metropolitan areas are a willing
audience for imported fresh and processed food items.
8. The expanding fast food and restaurant sector requires high-quality imported food and
ingredient products.
Challenges
1. As a Muslim-dominated country, most consumers want imported products free from
haram (prohibited) ingredients (pork, alcohol, and non-halal beef, chicken, and mutton).
2. US products are higher priced than those from competitors.
3. Importers, retailers, and consumers lack brand awareness.
4. Competition from Europe, Australia, and other Asian neighbors is very strong, due to
their closer geographic proximity to Bangladesh.
5. The vast majority of the population prefers fresh food items that are cooked at home.
6. Imported products are costlier due to tariffs and corruption.
7. The political and law-and-order situations are unstable and unpredictable. The GOB’s
tariff policy lacks consistency due to politicians’ protecting their own business interests.
8. Rapidly growing local capacity, including that of multinationals, to produce larger varieties
of branded items that are of better quality and more competitively priced.
Section IV: Best Product Prospect
A: Products already present in the market, which have good sales potential
Products Selection Criterion
Fruit Juice/Jams/Jellies Increasing popularity of imported products.
Sauces, spreads, salad dressings, and vegetable
oils
Shortage of local supply and increasing popularity of
these items due to changes in food habits.
Chips, noodles, pasta, macaroni & vermicelli Increasing popularity of imported products and
changes in food habits.

16. Fresh fruits (peach, strawbeery, avocadoes, apples
and table grapes)
Shortage of local supply and popularity of exotic
fruits.
Dry milk, milk products, and energy drinks Shortage of local supply and increasing health
awareness among potential consumers.
B: Products not yet present in significant quantities
Products Selection Criterion
Biscuits/Cookies/Chocolates Increasing popularity of imported products.
Breakfast cereal Shortage of local supply and increasing popularity
of these items due to changes in food habits.
Tinned/canned fruits, Shortage of local supply and increasing popularity
of these items due to changes in food habits.
Health and diabetic foods Shortage of local supply and increasing health
awareness among wealthier niche consumers.
C: Products not present because they face significant barriers
The GOB generally considers imported processed food products and fresh fruit as luxury items, and tries to
discourage imports by imposing high supplementary duties. As a Muslim dominated country, imported beef,
mutton, and chicken from western countries are generally not welcome, and consumption of pork by
Muslims is strictly prohibited on account of religious considerations. There are, however, no legal restrictions
to import these items. Imports of alcoholic beverages are severely constrained by high import tariffs, sales
taxes, and a complex licensing system for both distribution and consumption.
Appendix I: Breakdown of Cost of Imported Processed Food Products for Retail Sale
Items Rate Dhaka
Market
A. FOB Value $1.00
Freight (20' container - ICD Dhaka) Actual 0.10
B. C&F (Cost and Freight) 1 - $1.10
Insurance 1% of B 0.01
Landing Charge 1% of B 0.01
C. CDVAT Assessable Value $1.12
Import duty (ID) 56% of C 0.63
Supplementary Duty (SD) (subject to change) 40% of (C+ID) 0.70
Value Added Tax (VAT) 15% of
(C+ID+SD)
0.37
Advance Income Tax (AIT) 2.5% of C 0.03
Infrastructural Devt. Surcharge (IDSC) 3% of C 0.03

17. Other Charges (Shipping agent and port) 2
(OC)
US$860 / Container 0.03
D. Total Landing cost of the importer at
Dhaka (C+ID+SD+VAT+AIT+IDSC+OC)
$2.91
Importer’s Margin 3 10% of D 0.29
E. Invoice price of the Importer for the
Distributor
$3.20
Sales Tax 5% of E 0.16
F. Distributor’s Cost Price $3.36
Distributor’s Margin 4 10% of F 0.33
G. Distributor’s Sales Price to Retailer $3.69
Retailer’s Margin 5 15% of G 0.55
H. Retail Price $4.24
Sources: National Agencies, Dhaka, Bangladesh (C&F agent) and importers/Distributors.
Note: Calculation based on the assumption FOB value of $25,000 for a 20ft container
1: Imports are made mostly on C & F basis not on CIF basis as per the import policy
2 : Service Charge and Receptacle charges payable to shipping agent and port authority
3 : margin can vary from 8- 12%.
4 : margin can vary from 8- 12%.
5 : margin can vary from 10-20%.
Appendix II: Some Major Superstores in Dhaka and Chittagong
Retailer Name Ownership No. of
Outlets
Location Supplying Agents
AGORA Rahimafrooz
Superstores
Private Limited 4 Gulshan, Dhanmondi,
Moghbazar and Mirpur ,
Dhaka
Importer/distributors /
Local companies.
Nandan Food and
Bev. Ind. Ltd.
Joint-venture 3 Gulshan, Shantinagar,
Dhanmondhi Dhaka
“
Dhali Super Store Private Limited 1 Gulshan, Dhaka “
PQS. (Price Quality Service) Private Limited 4 Dhanmondhi, Gulshan, Uttara
& Shantinagar
“
Meena Bazar Private Limited 1 Dhanmondi, Dhaka “
Family Needs Private Limited 1 Uttara, Dhaka “
Fortune City Private Limited 1 Uttara, Dhaka “
Shop n’ Save Private Limited 1 Uttara, Dhaka “

18. Stop N Shop Private Limited 1 Dhanmondi, Dhaka “
Almas General Stores Private Limited 2 Gulshan, Dhanmondhi, Dhaka “
Dedar Stores Private Limited 1 Gulshan, Dhaka Importer/distributors /
Local companies.
Pick & Pay Superstore Private Limited 1 Banani, Dhaka “
KOMART Superstores KOREAN 1 Banani, Dhaka Importer
VALUE PLUS AUSTRALIAN 2 Banani, Dhanmondhi, Dhaka Importer
Super Fresh Private Limited 1 Banani, Dhaka Importer/distributors /
Local companies.
Ettadi General Store Private Limited 1 “
C.S.D SUPER SHOP Private Limited 26 Dhaka Cantontment, other
major cities
“
Tokyo Superstores Private Limited 2 Uttara, Dhaka “
Tropicana Stores Private Limited 1 Gulshan, Dhaka “
Fresh N Near (ACI Logistics) Private Limited 3 Dhaka “
Gulshan General Store Private Limited 1 Gulshan, Dhaka “
OHIBA General Store Private Limited 1 Dhanmodhi, Dhaka “
Rajeshwarey Private Limited 1 Chittagong “
Park N Shop Private Limited 1 Chittagong “
Santha Monika Private Limited 1 Chittagong “
Shomabesh Store Private Limited 1 Chittagong “
Chandrika (Pvt) Ltd. Private Limited 1 Chittagong “