Export Potential Map showcases results from the ITC export potential and diversification assessment methodology that spots:
1. Products, markets and suppliers with (untapped) export potential
2. Opportunities for export diversification.
#Export & Import Management : A Complete Guide# By SN PanigrahiSN Panigrahi, PMP
#Export & Import Management : A Complete Guide# By SN Panigrahi
It is very crucial to understand the market conditions, correct business techniques, demand and supply patterns, identifying potential and correct marketplace and carrying out relevant market research before starting out with any business. This blog is sure to help many young aspiring entrepreneurs out there who are going to start their own export business. They will be able to decide more clearly as to what commodities should they engage into and what countries should they target initially to start off with their business. Moreover it is very important to understand that starting up a business does not require a fancy degree but just skill, talent and application of correct business techniques at the correct time.
hi frndzz..This presentation is all abt impact of technology in business environment....
(Note : Dont go with text desription bcz some of the ppt r in .jpeg(pic) format)
Chapter 8 & Chapter 9 of the TextbookSource Keegan, W. J., & GrJinElias52
Chapter 8 & Chapter 9 of the Textbook
Source: Keegan, W. J., & Green, M. C. (2020). Global marketing (10th ed.). Retrieved from https://www.vitalsource.com
8-1 Export Selling and Export Marketing: A Comparison
8-1 Compare and contrast export selling and export marketing.
To better understand importing and exporting, it is important to distinguish between export selling and export marketing. First, export selling does not involve tailoring the product, the price, or the promotional material to suit the requirements of global markets. Also, the only marketing mix element that differs is the “place”—that is, the country where the product is sold. The export selling approach may work for some products or services; for unique products with little or no international competition, such an approach is feasible. Similarly, companies new to exporting may initially experience success with selling. Even today, the managerial mind-set in many companies still favors export selling. However, as companies mature in the global marketplace or as new competitors enter the picture, export marketing becomes necessary.
Export marketing targets the customer in the context of the total market environment. The export marketer does not simply take the domestic product “as is” and sell it to international customers. Instead, to the export marketer, the product offered in the home market represents a starting point. This product is then modified as needed to meet the preferences of international target markets; for example, this is the approach the Chinese have adopted in the U.S. furniture market. Similarly, the export marketer sets prices to fit the marketing strategy and does not merely extend home-country pricing to the target market. Charges incurred in export preparation, transportation, and financing must be taken into account in determining prices. Finally, the export marketer adjusts strategies and plans for communication and distribution to fit the market. In other words, effective communication about product features or uses to buyers in different export markets may require creating brochures with different copy, photographs, or artwork. As the vice president of sales and marketing of one manufacturer noted, “We have to approach the international market with marketing literature as opposed to sales literature.”
Export marketing is the integrated marketing of goods and services that are destined for customers in international markets. Export marketing requires:
An understanding of the target market environment
The use of marketing research and identification of market potential
Decisions concerning product design, pricing, distribution channels, advertising, and communications—the marketing mix
After the research effort has zeroed in on potential markets, there is no substitute for a personal visit to size up the market firsthand and begin the development of an actual export-marketing program. A market visit should accomplish several ...
#Export & Import Management : A Complete Guide# By SN PanigrahiSN Panigrahi, PMP
#Export & Import Management : A Complete Guide# By SN Panigrahi
It is very crucial to understand the market conditions, correct business techniques, demand and supply patterns, identifying potential and correct marketplace and carrying out relevant market research before starting out with any business. This blog is sure to help many young aspiring entrepreneurs out there who are going to start their own export business. They will be able to decide more clearly as to what commodities should they engage into and what countries should they target initially to start off with their business. Moreover it is very important to understand that starting up a business does not require a fancy degree but just skill, talent and application of correct business techniques at the correct time.
hi frndzz..This presentation is all abt impact of technology in business environment....
(Note : Dont go with text desription bcz some of the ppt r in .jpeg(pic) format)
Chapter 8 & Chapter 9 of the TextbookSource Keegan, W. J., & GrJinElias52
Chapter 8 & Chapter 9 of the Textbook
Source: Keegan, W. J., & Green, M. C. (2020). Global marketing (10th ed.). Retrieved from https://www.vitalsource.com
8-1 Export Selling and Export Marketing: A Comparison
8-1 Compare and contrast export selling and export marketing.
To better understand importing and exporting, it is important to distinguish between export selling and export marketing. First, export selling does not involve tailoring the product, the price, or the promotional material to suit the requirements of global markets. Also, the only marketing mix element that differs is the “place”—that is, the country where the product is sold. The export selling approach may work for some products or services; for unique products with little or no international competition, such an approach is feasible. Similarly, companies new to exporting may initially experience success with selling. Even today, the managerial mind-set in many companies still favors export selling. However, as companies mature in the global marketplace or as new competitors enter the picture, export marketing becomes necessary.
Export marketing targets the customer in the context of the total market environment. The export marketer does not simply take the domestic product “as is” and sell it to international customers. Instead, to the export marketer, the product offered in the home market represents a starting point. This product is then modified as needed to meet the preferences of international target markets; for example, this is the approach the Chinese have adopted in the U.S. furniture market. Similarly, the export marketer sets prices to fit the marketing strategy and does not merely extend home-country pricing to the target market. Charges incurred in export preparation, transportation, and financing must be taken into account in determining prices. Finally, the export marketer adjusts strategies and plans for communication and distribution to fit the market. In other words, effective communication about product features or uses to buyers in different export markets may require creating brochures with different copy, photographs, or artwork. As the vice president of sales and marketing of one manufacturer noted, “We have to approach the international market with marketing literature as opposed to sales literature.”
Export marketing is the integrated marketing of goods and services that are destined for customers in international markets. Export marketing requires:
An understanding of the target market environment
The use of marketing research and identification of market potential
Decisions concerning product design, pricing, distribution channels, advertising, and communications—the marketing mix
After the research effort has zeroed in on potential markets, there is no substitute for a personal visit to size up the market firsthand and begin the development of an actual export-marketing program. A market visit should accomplish several ...
1.Market Potential Index
2.Global Competitive Index
3.Global Political Risk Index
4.International Product Life Cycle
5.International Monetary System
.6.Fixed and Floating Exchange
7.FDI Confidence Index
8.Modes of Payment in International Trade
9.Advance Payment
10.Recoverable & Non recoverable Letter of credit 11.Consignment Sales
12.Open Account
Market entry and market access for myanmar export productsHtun Aung Zaw
What we should do for export product diversification and market extension are Surveying market in Practical, Reporting Occasional opportunities of market(substitute such as Dumex), Studying Preference of the consumer, Tracing the changes of market pattern, Introducing potential export products in Seminars, Arranging for Business Matching, Negotiating between two parties, Facilitating for the accomplishment of trade and investment related affairs, Disseminating country’s information to support trade and investment promotion.
North America was the largest geographic region accounting for $15.9 billion or 36.4% of the global market. The USA was the largest country accounting for $13.4 billion or 30.8% of the global cargo air transportation market.
Read Report
https://www.thebusinessresearchcompany.com/report/cargo-global-market-report-2018
In order to maximise the benefits of regional integration and look for new opportunities for competitiveness, policymakers, the private sector and development partners need access to accurate and comprehensive data on intra and inter-regional trade in Africa with respect to agricultural goods. It is in this context that CTA and the International Food Policy Research Institute (IFPRI) are launching the “African Agricultural Trade Status Report”, which examines the current status, trends and outlook in African trade performance, making an important contribution towards data and analysis of developments both at regional and at continental levels. The Report, which is released in conjunction with the Briefing, builds on the work by the Regional Strategic Analysis and Knowledge Support System (ReSAKSS) of CAADP and the African Growth and Development Policy Modeling Consortium (AGRODEP) trade and also reflects the CTA’s commitment to advancing knowledge and sharing of best practices relating to agricultural trade.
The Brussels Development Briefing n.47 on the subject of “Regional Trade in Africa: Drivers, Trends and Opportunities” took place on 3rd February 2017 in Brussels at the ACP Secretariat (Avenue Georges Henri 451, 1200 Brussels) from 09:00 to 13:00. This Briefing was organised by the ACP-EU Technical Centre for Agricultural and Rural Cooperation (CTA), in collaboration with IFPRI, the European Commission / DEVCO, the ACP Secretariat, and CONCORD .
Sample Report: Omnichannel Trend in Global B2C E-Commerce and General Retail ...yStats.com
Free Report Samples for our publication "Omnichannel Trend in Global B2C E-Commerce and General Retail 2015".
Find the full report available for purchase at: not available
Europe Methanol market demand and supply analysis on a cloud-based platform for one year. The data is updated on near real time basis to add any new movement in the industry including but not limited to new plant announcement, plant shutdowns, temporary disruptions in demand or supply, news and deals and much more specific to Methanol.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Adjusting OpenMP PageRank : SHORT REPORT / NOTESSubhajit Sahu
For massive graphs that fit in RAM, but not in GPU memory, it is possible to take
advantage of a shared memory system with multiple CPUs, each with multiple cores, to
accelerate pagerank computation. If the NUMA architecture of the system is properly taken
into account with good vertex partitioning, the speedup can be significant. To take steps in
this direction, experiments are conducted to implement pagerank in OpenMP using two
different approaches, uniform and hybrid. The uniform approach runs all primitives required
for pagerank in OpenMP mode (with multiple threads). On the other hand, the hybrid
approach runs certain primitives in sequential mode (i.e., sumAt, multiply).
Enhanced Enterprise Intelligence with your personal AI Data Copilot.pdfGetInData
Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
In this presentation, we will show how we built upon these three concepts a robust Data Copilot that can help to democratize access to company data assets and boost performance of everyone working with data platforms.
Why do we need yet another (open-source ) Copilot?
How can we build one?
Architecture and evaluation
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Unleashing the Power of Data_ Choosing a Trusted Analytics Platform.pdfEnterprise Wired
In this guide, we'll explore the key considerations and features to look for when choosing a Trusted analytics platform that meets your organization's needs and delivers actionable intelligence you can trust.
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
2. 10 Tips for Doing Business with European
Apparel Buyers
1. Conduct thorough market research rather
than wasting time and money on random
action
2. Shorten your delivery times
3. Shorten your sample lead times
4. Make sure your price is transparent and
logical – and keep it as low as you can
5. Make sure your products are compliant with
legislation and quality requirements
3. 1. Accept longer payment terms
2. Attract more buyers by offering them a one-
stop shop – on your own, or collectively
3. Aim for a faultless corporate social
responsibility (CSR) performance – and tell
your buyers about it
4. Communicate in clear, consistent key words
5. Be punctual, transparent and proactive
4. 10 Tips for Finding Buyers in the European
Apparel Sector
1. Find out which segment offers you the best
opportunities.
2. Use online platforms to get reliable
information on fabrics, brands and innovation
3. Visit the right trade shows and events
4. Develop a new collection for a trade fair and
set clear marketing objective
5. Invest time and effort in following up trade
fair contacts effectively
5. 6. Connect with the right trade associations
7. Be active on social media
8. Keep in step with auditing & certification
bodies
9. Register with specialized platform groups to
get more visibility
10. Keep in touch: good communication is a key
to success
8. Fact about Bangladesh
The world chooses Bangladesh market!
But real thing should be opposite:
Bangladesh should choose her markets.
What Should We Do?
9. Export Potential Map
Export Potential Map showcases results from the
ITC export potential and diversification assessment
methodology that spots
Products, markets and suppliers with (untapped)
export potential
Opportunities for export diversification.
• With data for 222 countries and territories and
4,064 products
10. Export Potential Map
Export Potential
Diversification
Assessment
Methodology
GDP
Trade
relations
Data
Reliability
Land
Endowment
Distances
Market
Dynamics
Access to the
Sea
Market
Shares
Tariffs
11. Why it matters?
• Reaching new products and markets is a key to trade-led
growth.
• Trade and investment support institutions seek up-to-date
information to advise companies on which geographic
markets to focus, and to advise policymakers on which
sectors to prioritize for national development.
• The Export Potential Map allows for sectorial, national and
regional assessments
• It is a tool to translate economic analysis into practical
information on trade opportunities.
• It provides a unique ranking of untapped opportunities that
can guide the actions of any person working in
international trade.
12. Who is concerned?
The tool addresses a key demand from trade support
institutions, policymakers and the private sector in obtaining
clear guidance on the identification of export opportunities.
• Trade advisers can use the tool to provide targeted
guidance to the private sector on unexplored export
opportunities.
• Policymakers may use it as an information base when
prioritizing products and partner countries for national
export strategies or trade policy negotiations.
• Private companies can consult the tool for a quick scan of
attractive target markets for the products they produce and
export.
13. What is measured?
• Two indicators are available to spot – depending on the needs of
the country – existing products with export potential and new
products for export diversification.
• The Export Potential Indicator identifies the potential export value
for any exporter in a given product and target market based on an
economic model that combines the exporter's supply capacity with
the target market's demand and market access conditions. For
existing export products, supply capacities are measured through
historical information on trade performances.
• The Product Diversification Indicator estimates supply capacities
using the Product Space methodology that establishes links
between products based on how frequently they are found
together in the export baskets of countries. Supply capacity is
combined with the target market’s demand and market access
conditions to ensure that feasible products for the exporter also
have good chances of export success.
14. Overview of All Data Sources
Variable Source Further information Link
Export and import
values
ITC Trade Map 2011-2015 www.trademap.org
Ad-valorem tariffs ITC Market Access Map
Latest year available as of Apr.
2017
www.macmap.org
Price elasticities GTAP (Hertel et al., 2004)
Hertel, Hummels, Ivanic and
Keeney (2004)
https://www.gtap.agecon.purdu
e.edu/resources/download/2931
.pdf
Distances
CEPII GeoDist (Mayer and
Zignago, 2011)
CEPII GeoDist (Mayer and
Zignago, 2011), based on
geodesic distances between
main cities (with population
figures from 2004). Geodesic
distance between capital cities is
used for missing countries.
www.cepii.fr/CEPII/fr/bdd_mode
le/presentation.asp?id=6
GDP growth
projections
IMF World Economic
Outlook database
2015–2020 (as of April 2017) www.imf.org
Population projections ILOStat database
2015–2020 (UN estimates and
projections, July 2015)
http://www.ilo.org
Land endowment by
climate type
GTAP “Land Use” database,
version 7 (March 2011)
Avetisyan, Baldos and Hertel
(2011)
GDP (current US$) and
population data
World Bank WDI database 2001–2015 http://data.worldbank.org
15. Necessary Notations
• i=Exporting country
• J=market
• k=product (4,034 products on the HS6 nomenclature)
• M=Import
• X=Export
• 𝑣𝑖𝑗𝑘=Trade value
• α𝑖𝑘=Relative supply performance, in terms of cost and
quality
• ß𝑖𝑗 =
𝑅𝑒𝑙𝑎𝑡𝑖𝑣𝑒 𝑒𝑎𝑠𝑖𝑛𝑒𝑠𝑠 𝑡𝑜 𝑒𝑥𝑝𝑜𝑟𝑡 𝑓𝑟𝑜𝑚 𝑐𝑜𝑢𝑛𝑡𝑟𝑦 𝑖 𝑡𝑜 𝑚𝑎𝑟𝑘𝑒𝑡 𝑗
• y𝑖𝑘 = 𝑇𝑜𝑡𝑎𝑙 𝑑𝑒𝑚𝑎𝑛d
16. Export potential
• Potential (or standard) export value of product k supplied by
country i to market j, in dollars, calculated
as supply × demand (corrected for market access) × bilateral
easiness to export. It is not a maximum: the actual trade value may
be below or above the potential value.
• Trade data used in the calculation of export potentials is based on a
geometric average between direct and mirror data of reliable
reporters over five years.
• Potential trade is defined as what trade would be in this theoretical
world. Potential trade can depart significantly from actual trade for
a number of reasons: unseized opportunities, non-tariff measures,
etc.
• SupplementaryExport Potential Assessments.pdf
17. Supply (EP)
The supply side in the export potential indicator is based on
the projected market share, multiplied by the exporter’s
expected GDP growth rate (relative to expected GDP
growth of other exporters of the same product) to capture
the relative increase in overall supply capacity.
This indicator is corrected for possible re-exports whenever
imports of the product exceed exports. It is also corrected
for market access: the supply indicator is meant to capture
projected market share in the absence of re-exports and
tariffs (the impact of tariffs on exports to a particular
market will be taken into account in the demand
component).
18. Demand
The demand side is based on projected imports
augmented by expected population growth (with
a unitary elasticity) and expected growth of GDP
per capita (subject to estimated revenue
elasticities of import demand per capita at sector
level).
The indicator also considers the tariff advantage
in the target market and the bilateral distance as
compared to the average distance over which the
target market usually imports the product.
19. Easiness to export
Easiness is based on actual trade between exporter i and market j for
products with potential relative to their hypothetical trade if exporter i
had the same share in market j as it has in world markets. The
numerator captures the actual trade and the denominator captures
trade complementarities between the exporter i and market j. If
Easiness > 1, country i finds it easier to trade with market j than with
world markets on average. This can reflect in a high numerator,
resulting for instance from the two countries being located in
proximity, sharing the same language or culture or having established
commercial links in the past. It can also reflect in a low denominator
due to a limited complementarity of the countries’ export and import
baskets. An Easiness > 1 will augment country i’s potential to trade any
type of product with market j. By contrast, if Easiness < 1, country i
finds it relatively more difficult to trade with market j, lowering its
potential to trade with that market irrespective of the product under
analysis.
20. Realized potential
Extent to which the export potential is already tapped. At
the most disaggregate level, by country, product and
market, the realized potential corresponds to the
potential to actual exports gap (in % terms) whenever
potential > actual exports and to 100% whenever
potential < actual exports. At the aggregate level (e.g.
export potential in a regional market or by sector), the
realized potential may be below 100% even though
potential < actual exports. The reason is that some
exporters, products or markets may have overused their
potentials while others could still have underused
potentials that should not be hidden.
21. Product diversification
An indicator measuring the likelihood of
successful product diversification. Diversification
opportunities are new or existing products with
marginal export potentials.
22.
23. Supply (PD)
The supply side in the product diversification indicator is
based on density, calculated using the product space
methodology. It has been transformed to ensure that the
relative dispersion of the indicator is similar to the one of
the supply side in the export potential indicator. It has
then been normalized, so that total export capacity by
country (for all products) corresponds to its expected
export value computed based on current exports and
expected GDP growth, and that total export capacity by
product (of all countries) corresponds to expected world
demand for that product, computed as the sum of
expected country demands.
24. Potential to actual exports gap
Extent to which potential exports deviate from actual exports. Actual
exports may be higher or lower than potential exports. In the first
case, the gap is indicative of upcoming competition from other
countries that have not fully used their export potentials. In the
second case, the gap is indicative of room for export growth should
frictions in the form of regulations, buyer-seller mismatches, etc. be
overcome.
Actual exports>Export potential= Upcoming competition from other
countries that have not fully used their export potentials
Actual exports<Export potential= Room for export growth should
frictions in the form of regulations, buyer-seller mismatches, etc.
25. Actual exports
The value of actual exports calculated as an
arithmetic average of direct and mirror data of
reliable reporters over the past five years.
Actual exports=Export potential-Untapped
potential
Exporters Export potential (bn) Actual exports (bn) Untapped potential (bn)
China 4.10 2.50 1.60
India 1.20 0.56 0.60
Cambodia 0.44 0.25 0.23
Bangladesh 0.52 0.36 0.18
Sri Lanka 0.21 0.13 0.13
Viet Nam 0.18 0.11 0.11
Thailand 0.22 0.16 0.10
Indonesia 0.14 0.10 0.07
Turkey 0.14 0.13 0.05
Portugal 0.07 0.09 0.02
26. Untapped potential
This value represents the gap between export
potential and actual exports, only when the
potential exceeds exports. This is particularly
important when aggregating by regions or sectors,
so products that exceed their export potential don't
affect the Sectoral or regional untapped potential.
Untapped potential=Export potential-Actual exports
Only if export potential>exports
27. What is the export potential for a
product/sector or country/region ?
• What is the export potential
for Bangladesh as Exporter / Market ?
Untapped export potential*US$ 17.7 bn
28. What is the export potential for a
product/sector or country/region ?
• Find products for which Bangladesh has the
highest export potential.
T-shirts & vests of cotton, knit/crochet, Men's
trousers & shorts of cotton, and Women's
trousers & shorts of cotton. T-shirts & vests of
cotton, knit/crochet shows the largest
absolute difference between potential and
actual exports in value terms, leaving room to
realize additional exports worth US$ 3.8 bn.
29. What is the export potential for a
product/sector or country/region ?
• Spot the most attractive target markets for
Bangladesh.
United States of America, Germany and
United Kingdom. United States of America
shows the largest absolute difference between
potential and actual exports in value terms,
leaving room to realize additional exports
worth US$ 2.3 bn.
30. HS Code 1996 (Knitwear)
Code Description
61 ARTICLES OF APPAREL AND CLOTHING ACCESSORIES, KNITTED OR CROCHETED
6101
Men's or boys' overcoats, car-coats, capes, cloaks, anoraks (including ski-jackets), wind-cheaters, wind-jackets and similar articles,
knitted or crocheted, other than those of heading No 6103
6101 10 Of wool or fine animal hair
6101 20 Of cotton
6101 30 Of man-made fibres
6101 90 Of other textile materials
6102
Women's or girls' overcoats, car-coats, capes, cloaks, anoraks (including ski-jackets), wind-cheaters, wind-jackets and similar articles,
knitted or crocheted, other than those of heading No 6104
6102 10 Of wool or fine animal hair
6102 20 Of cotton
6102 30 Of man-made fibres
6102 90 Of other textile materials
Green dot indicates that the product would help the country improve along the respective dimension. Red dot indicates the opposite. If empty, data was not available.
Top 10 Potential Exporters for Babies’ garments exports; Source: ITC Export Potential Map, 06-Sep-2017
Potential (or standard) export value based on supply, demand and market access conditions. Linear scale
The value of actual exports is based on five year averages of direct and mirror reports
The value of actual exports is based on five year averages of direct and mirror reports. Key findings
The markets with greatest potential for Bangladesh’s exports of All are United States of America, Germany and United Kingdom. United States of America shows the largest absolute difference between potential and actual exports in value terms, leaving room to realize additional exports worth US$ 2.3 bn.
Easiness to export to the market independent of size or complementarity in trade structure.
Opportunities ranked in descending order of the likelihood of successful product diversification based on supply, demand and market access conditions.
Projected import value (considering product-specific tariff and distance advantages)
Expected and rescaled density around export basket (higher density indicates greater ease to diversify)