--social media strategies for Bangladeshi businesses worldwide
--public speaking on Bangladeshi businesses and social media
--paid product/service/website reviews of Bangladeshi companies
Interested to place an advertisement for your business?
Thursday, May 31, 2007
Wednesday, May 30, 2007
United Airways will start flying to southeastern Chittagong and northeastern Sylhet from the capital Dhaka in the third week of June, company director Ferdous Alam said.
The company, owned by expatriate Bangladeshis living in Britain, had bought a Dash-8 aircraft and would add another Dash-8 in late June followed by two more Fokker 100 by August, he added. "We will initailly fly to domestic destinations. But our main target is to fly to southern cities of China and the Gulf. Bangladeshi air traffic to these destinations has increased tremendously recently," he added. China pipped India as Bangladesh's main import destination in 2005 while nearly three million Bangladeshis now work and live in the Gulf countries of Saudi Arabia, United Arab Emirates, Kuwait, Qatar, Bahrain and Oman. United Airways will be the second Bangladeshi private passenger airline. Presently GMG is the sole private operator, which flies to domestic and regional destinations in south Asia. In March, a Kuwait-based Aqeeq Aviation Holding bought a 70 per cent stake in the leading air-cargo operator Best Aviation to launch a passenger airline by July this year. Alam said the market was attractive to private operators since the scrapping of a number of flights by the state-run Biman Bangladesh Airlines. State airline, Bangladesh Biman Airlines, dominates domestic routes with a 54 percent market shares followed by GMG, with the remaining 46 percent share. All set for a happening aviation sector it seems. With more money in middle class's pocket, they will be willing to fly, throwing heads on competition to GMG and bus operators. All we need is service with a smile, punctuality and safety, areas where Biman has done a great 'Beimani'.
Tuesday, May 29, 2007
Monday, May 28, 2007
A large number of the estimated 200 million international migrant workers need to send money to relatives who remain at home, many of whom do not have bank accounts. A service which has just gone live in Kenya will allow city-based workers to use their mobiles to send money home to their families in remote rural areas. It could kick-start a new era in the way money is transferred between countries. This could mean that mobile firms go head to head with traditional money transfer services to offer a kind of back-pocket bank to migrant workers.
Mobile, operators claim the scheme will be considerably cheaper than existing methods. The International Monetary Fund estimated that to send $200 (£104) back to relatives in a migrant worker's home country cost between $15 (£8) and $26 (£13) on average in 2005. Mobile systems could drastically reduce this. Vodafone - the firm behind the Kenyan scheme - wouldn't confirm the cost of its service but a spokesman said it would be "significantly lower than current charges for money transfer,"
Mutahi Kagwe, Kenyan minister for communicationThe Kenyan service has been launched by Safaricom, a joint venture between Kenya's state-owned landline company Telkom and the UK's Vodafone. The service will soon be extended to workers based in the UK.
Kenya's minister for communication, Mutahi Kagwe, believes the service offers a great opportunity. "This will help people in far-flung parts of the country who have no banking services, now anyone can have a bank in their pocket," he said. Vodafone's ambitions in the so-called global remittance market go much wider - with plans to launch services in Eastern Europe and India. While Vodafone's plans are restricted to countries in which it has a network presence, the GSM Association is piloting a scheme which it hopes will ultimately see mobile payment systems talk to each other on a network-neutral basis. It is working with a group of 19 mobile operators - including Vodafone - which have pilot schemes in different regions of the world.
For operators the process of dealing with local banks - and banks have to be involved in the payment chain for regulatory reasons - can be arduous and time-consuming. As well as working on standardising the systems so that networks and payment systems can talk to each other, the GSMA is also offering a global hub in conjunction with MasterCard, which it hopes will simplify the process of authorising and clearing the funds.
For those sending and receiving money, the system needs to be very easy to use. Various types of money transfer schemes will be available but ultimately they will provide virtual vouchers which people can redeem for cash. The person wishing to send money can do so via the internet or mobile phone. The mobile phone will be tied to a bank account, and software would be installed on the phone to allow the person to set the money transfer in motion.
The GSMA believes its scheme could double of number of people receiving money to more than 1.5bn, while quadrupling the size of the remittance market to more than $1trillion (£513bn) by 2012. The World Bank estimates that the current global remittance market has a total annual worldwide value of $268bn (£139bn). In some cases this is estimated to account for up to a third of a country's GDP.
India's largest bank, the State Bank of India, is one of the key partners in the GSMA project. "We piloted a project in a small Himalayan village of Pithoragarh in India with Airtel and have seen the tremendous results in this unbanked village," said bank chairman Mr O.P. Bhat. "This project has the potential of transforming the lives and economies across the globe," he added. For Chris Coffman, a senior analyst at research firm Informa, the move of mobile firms into the money transfer market is an interesting one. "I think this will give an important boost to mobile payments globally, because it addresses some of the problems inherent with international remittances today - the first being that many of the recipients are unbanked, and another being the high cost of money transfers," he said.
Friday, May 25, 2007
I tried the service myself and found it as a frail attempt to mimic the dialects. I assume GP must have trained its in-house staff, who they thought have a knack of picking up dialects well, but I am afraid the exercise still appears premature and artificial. And what intrigues me more is, what if I am a Sylheti speaking customer, opted to listen to Sylheti dialogues in the helpline and choose to talk to a Customer Service Manager? Will he/she be able to talk to me in Sylheti? If GP has dedicated call center staff ready to speak in dialects to customers willing to speak in dialects...excellent work GrameenPhone! That is called end-to-end customized service offering. However, if someone starts talking in plain Bangla (without dialects ofcourse) from the other side while looking at the script on the screen in a robotic voice, then what is the point in introducing 6 dialect-led welcome messages in the hotline? I will try to talk to a Customer Service Manager next time in Sylheti and if I don't get a Sylheti speaking voice from the other end....well...have to teach him/her a few Sylheti 'jharis'.
GrameenPhone has the luxury to experiment with service package, whether it actually serves the purpose or not. Users are still perhaps too small to dictate the terms. How about introducing one more FnF (Friends and Family) option for your prepaid customer segment GP? Is it a big ask? I would prefer having services that makes more sense rather than listening to artificial 'chatgaiyya noakhailla siloti' dialects.
Thursday, May 24, 2007
Wednesday, May 23, 2007
Tuesday, May 22, 2007
The Executive Times (ET): You have a number of products or brands. What factors do you consider before launching a new product?
Nowshad Karim Chowdhury (NC): At Unilever, any new product innovation is a consumer driven process whereby creative marketing and relevant technology leads to new and different products. We consider a number of factors, namely: consumer need for the product; our capability to offer a product to meet those needs; development of the particular category in Bangladesh; other country experiences in the same category etc.
ET: How do you identify the need for a new product?
NC: Our marketers are always vigilant about new product innovation opportunities, be it extension in a category we already operate in or entry into a completely new category. We carry out a number of quantitative and qualitative consumer immersion programs on a regular basis. This helps us enhance our understanding of Bangladeshi consumers and their needs leading to new product ideas. As an operating company of a global Unilever, we can also choose and evaluate new product ideas from the product portfolio that Unilever offers across the globe.
Unilever has an Innovation Management Process where every new idea goes through four different phases:
1. Idea: This is the stage where new product ideas and concepts are tested/evaluated
2. Feasibility: At this stage the product mix (formulation, packaging etc.) is locked
3. Capability: Communication campaign is developed and tested
4. Launch: The product is launched and monitored
During the launch of a product, the focus is on 'bringing the product alive in the consumer's mind'. The execution varies from category to category. Typical launch activities include: communication campaign on various media, experiential marketing activities, awareness drive at retail end etc.
ET: What factors are taken into consideration while deciding to make product extension?
NC: For all of our brands, there are global Unilever guidelines that outline the scope of each brand. We strictly adhere to these guidelines when deciding on product or brand extensions. However, this is heavily dependent on equity of mother-brand. When deciding on any brand extensions, we make sure that it should take something from the core and give something back to the mother-brand equity.
For example, Wheel Bar played an important role in developing the detergent category in Bangladesh. Leveraging the strong wheel mother-brand equity, wheel washing powder was launched in Bangladesh during the late 90's. This was one of the major successes of Unilever Bangladesh.
ET: What are the analyses that you do to ensure that the launching of a new product will not reduce the band value of other products or cannibalize the profits of an existing product?
NC: We carry out a special type of research called Simulated Test Market (STM) that helps us project volume and estimate cannibalization rates for a new product. If the test results are positive- i.e. the incremental impact is greater than the cannibalization impact-we go ahead with the launch.
For example, before launching Vim bar, we carried out STM putting it against Vim powder. The results were positive and we launched the product.
ET: Having too many products of similar kinds can be confusing to customers. How do you make sure that these products have clear differentiations?
NC: Consumers and their needs are of topmost priority in every decision that we take. Each brand is positioned to address a specific consumer need. When we have more than one Brand in a particular category, we ensure clear differentiation in proposition based on consumer needs. For example, in Toothpaste, the two most sought after benefits are germ-free mouth and fresh breath. We have two distinct brands addressing these two needs: Pepsodent with germi-check proposition and Close Up with fresh-breath confidence promise.
Monday, May 21, 2007
Sunday, May 20, 2007
In addition to Warid's market segmentation based on spirituality and Islam....I want to say two things:
1. First of all: Warid's latest campaigns display: "Now 24 Hours - 25 Paisa". The font size of "25 Paisa" is too big to be misguided to overlook "Per 15 seconds". This is a kind of unethical marketing practice. Because most people would read this as "25 paisa / min". Moreover, this is an used method. Citycell used this type of communication 2 years (approx) ago.
2. Another thing has come to my observation. Warid is spreading too many slogans at a time. like: "be heard...be young...be ...." Probably I myself found more than 05 slogans. If a brand is positioned with multiple slogans within same segment with same products, you know, marketing people outside Warid would naturally be doubtful about marketing people inside. Either they are not competent, or they are not allowed freedom to work!
Friday, May 18, 2007
"We are determined to bring the cell phone companies to the capital market. To bring the mobile phone companies to the capital market by the end of 2007, we are working to make IPO (initial public offering) floating mandatory," BTRC Chairman Manzurul Alam told the UNB. About the progress in the matter, he said, the BTRC has already contacted the cell phone companies and all of them agreed in principle with the IPO floating." Warid Telecom told us they need some time as they just entered the cell phone market while GrameenPhone (GP) sought another three years to comply with IPO floating. But I think GP's request for three years is too much," the BTRC chairman said. Asked, if the cell phone companies would make benefit after being listed with the capital market, he said the government is not thinking of giving any incentive for the purpose as they are already enjoying some incentives as corporate houses. He also mentioned the need for adequate workforce, training programmes for engineers and reforming the salary structure. "Many of our engineers left the BTRC for the cell phone companies as they were offered higher salary,"
So our stock exchanges are ready for some action ahead. Good to know that BTRC has finally waken up in the telecom companies' stock enlisting issue, the sooner the better.
Crowley is known to be a lobbyist in the US for important individuals and business groups. Sobhan, an alleged close associate of the Hawa Bhaban and Tarique Rahman, is a controversial figure for his group's land development deals. The anti-graft body is now scrutinising his sources of money.The congressman said he is concerned that 'any disruption of this large employer has the potential to create economic instability within a nation' and added that he 'plans on closely following the developments of this case as it progresses."He also sought flexible dealing with Sobhan who is recovering from a recent heart surgery in London.
In his reply, the ACC chief said Crowley's contention of people being harassed or intimidated is absolutely unfounded and misleading."Your protégé, Mr Ahmed Akbar Sobhan, was required to submit a statement of his assets and satisfy the authorities as regards the means through which he has accumulated wealth worth millions of dollars," Hasan Mashhud wrote to the congressman. "Till now he has failed to do so which reinforces the allegation against him. As such further legal actions are being contemplated to proceed with the case." He disagreed that 'concern for potential disruption in business should override the moral obligation of the government to deal ruthlessly with any corrupt practices indulged in by the nouveau riche in a country like Bangladesh'.
As Crowley insisted that 'intimidation of anyone whether they are head of a company or a rickshaw driver does not benefit anyone during this time of difficulty for Bangladesh', Mashhud said Sobhan or his associates will be provided with the opportunity to clear themselves of any wrongdoing and the 'due process' will be adhered to at all times. "I would expect you to measure things up in their correct perspective and base your judgment on facts. I can assure you there will be no farce, no charade and no kangaroo courts," the ACC boss asserted.
Thursday, May 17, 2007
A 12-hour raid on the company headquarters in the capital Wednesday produced evidence for the BTRC officials to claim CityCell, majority-owned by former foreign minister M Morshed Khan, was making nearly Tk 1 crore a day from illegal VoIP connections.
RAB officer Major Shamsuzzoha showed to bdnews24.com copies of bills against numbers 01190005010 and 01190005100 and said: "We have found 50 such dummy numbers. More one crore taka has been billed against these numbers every day. That brings the monthly figure to Tk 30 crore and annually Tk 360 crore."
"This means the government has been deprived of Tk 330 crore a year by CityCell," said Anamika Bhakta, a member of the six-strong BTRC committee to fight illegal VoIP business.
She said BTRC will sue CityCell under telecommunication laws.
The raid on the CityCell headquarters on the 13th floor of Pacific Tower began at 11am and ran well into midnight.
Wednesday, May 16, 2007
Tuesday, May 15, 2007
Eti Khuman's face lies cradled on her mother's shoulder, her cheek resting in against Mina's collarbone. Eti is beautiful, but she is poorly: her breathing is heavy, and Mina has the distracted look of a mother who is very worried indeed. Eti's illness - first vomiting, then diarrhoea - struck without warning. Like all mothers in Bangladesh, Mina knew to fear diarrhoea: in this country, diarrhoea can kill. So she wasted no time in bringing her eight-week-old daughter here, to the main diarrhoea hospital near her home in the capital, Dhaka.
Eti was admitted, and now she and Mina are in the main ward, a sweltering room so packed with beds that there is barely space to walk between them. It's a general ward, but most of the patients are babies. Some, like Eti, are being held by their mothers: others lie quietly on their beds attached to drips. Not one is crying: they are all much too weak for that.
Twenty-five years ago, when Dr Iqbal Kabir first came to work at this hospital, small babies were almost unknown as patients. Today, he says, infants make up as many as 70% of admissions. The reason? Kabir shakes his head, and points to a poster on the wall above Eti's bed. The same poster is displayed, many times, around the ward. It shows a baby's bottle, with a big cross drawn heavily through it. The message is clear. "Bottlefeeding is harmful," says Kabir. "Because bottlefed babies get diarrhoea, since their formula is mixed with dirty water and since their bottles are not sterile. Do you know how many breastfed babies are admitted here with diarrhoea? The number is almost zero."
Eti has been bottlefed almost since birth: Mina says she wanted to breastfeed, but when she had difficulties there was no one to give advice or support. Mina's story was typical of those of many of the mothers I met in Bangladesh: when she hit problems and went to a doctor, the suggestion was to try formula. In doctors' surgeries and pharmacies across the country, it seems, health professionals are quick - far too quick, say breastfeeding campaigners - to suggest bottlefeeding as the way forward.
Kabir is appalled by her tale, as he has been appalled many times before: in a perfect world, he'd like to see formula milk and bottles removed from general shops, and available only as a last resort, on prescription. "It sounds extreme - but then, it sounded extreme when people first talked about banning smoking. This is the same issue - only with bottlefeeding in my country it's not consenting adults who die, it's tiny babies."
For the moment, though, Kabir's anger is directed at the manufacturers of baby formula. Like many of his fellow health professionals, he believes these manufacturers push their products too aggressively, sometimes breaching the stipulations of an international code on the marketing of formula milk drawn up in 1981, ratified by member states of the World Health Organisation, and enshrined in law in Bangladesh since 1984.
That code, in turn, had been prompted by public support of an international boycott of the products of the company that seemed most culpable 30 years ago: Nestlé. The code could have ended the boycott, but campaigners continue to flag it up because, they claim, the company - and many other baby-milk manufacturers - fail to abide by its requirements. Despite the safeguards it affords, they say, mothers in developing countries - the most vulnerable of mothers anywhere, the ones least able to afford formula milk, the ones whose babies most need the breast milk they could and should be getting for free - were being, and continue to be, targeted by corporate giants bent on carving out their share of a valuable market (Save the Children, which today publishes a report on the baby-milk industry, reckons that the total value of baby-milk and baby-food imports is worth almost £16m a year in Bangladesh alone - but the potential, if more mothers were bottlefeeding, is a lot higher than that).
So, three decades on from the boycott's inception, I have come to Bangladesh to find out whether Nestlé has - as it claims - changed its behaviour, and is now a reformed organisation, or whether the campaigners have been right to keep up the pressure all these years, not just on Nestlé but on other formula manufacturers too.
Down the road from the diarrhoea hospital is the whitewashed Sajida hospital, a private hospital like the one in which Eti was born. Giving birth in a private hospital in Bangladesh isn't just for the wealthy - having a baby here costs only a few pounds - but it is staff in hospitals such as this, say campaigners such as Dr Munir Ahmed of Save the Children in Dhaka, who are targeted by reps from the formula companies. Dr Khaliq Zaman is the paediatrician at the Sajida hospital: yes, he tells us, he receives frequent visits from milk manufacturers, including Nestlé, makers of Lactogen, one of the leading brands in Bangladesh.
"The reps are very aggressive - there are three or four companies, and they come in every two weeks or so," he says. "Their main aim is to recommend their product. Sometimes they bring gifts - Nestlé brought me a big cake at new year. Some companies give things like pens and notebooks, with their brand name on them. They try very hard - even though they know I am not interested, that I always recommend breastfeeding, still they come."
As we talk Zaman holds a pen with the name of a well-known brand of formula milk clearly imprinted on it: the pen isn't expensive, but the giving of all presents to health workers is prohibited under the code. So, too, is the direct promotion of their products to mothers: and yet, the evidence from Zaman is that Nestlé and other manufacturers are getting their message through to mothers none the less.
Here's how: on Zaman's desk, lots of small pads lie scattered: each contains sheets with information about formula milk, plus pictures of the relevant tin. The idea, he says, is that when a mother comes to him to ask for help with feeding, he will tear a page out of the pad and give it to her. The mother - who may be illiterate - will then take the piece of paper (which seems to all intents and purposes a flyer for the product concerned) to her local shop or pharmacy, and ask for that particular product either by pointing the picture out to the pharmacist or shopkeeper, or by simply searching the shelves for a tin identical to the one in the picture on their piece of paper. "I'd never give these pieces of paper out - when I've got a big enough bundle, I take them home and burn them," says Zaman. But that does not mean every other health worker would do the same.
At least three types of Nestlé formula are among the brands whose tear-off pads are on Zaman's desk.
Nestlé spokesman Robin Tickle denies that tear-off pads equate to promoting Lactogen. In fact, he says, the device is "essentially a safety measure. The pads are distributed as information to healthcare workers which ... is allowed under the code. Individual sheets of these are then indeed handed over to mothers, but only after the infant formula has been prescribed by a doctor." He does not accept that the code fails to distinguish between tear-off pads and other sorts of promotion, or that any piece of paper that features a picture of a product a company wants to sell is, arguably, de facto advertising.
The point, he says, is that doctors need - for safety reasons - to make clear to women whether they need Lactogen 1 (for younger babies) or Lactogen 2 (for older ones). So it isn't, then, simply a case of Nestlé exploiting a loophole in the international code? Absolutely not, says Tickle: Nestlé is, he says, one of the largest private distributors of information about the benefits of breastfeeding. And yet, as I tell him, I saw no evidence whatsoever of any Nestlé-sponsored pro-breastfeeding literature, despite spending two days touring hospitals, maternity wards and paediatric clinics: doesn't it seem odd that Nestlé is highly efficient at getting its tear-off slips into mothers' hands in Bangladesh (there were prescription pads in abundance in many of the places we visited), and yet fails, as far as I could tell, in getting them what they could really use, which is information on how to breastfeed? And anyway, campaigners question how realistic it is to think that a company such as Nestlé - which has huge amounts of money tied up in formula milk sales - is going to be committed to spreading the "breast is best" gospel.
"The Nestle leaflets with the picture of Lactogen violates the Code if given to mothers," says Costanza de Toma, author of the Save the Children report. "The truth is that formula manufacturers are clever - they look for grey areas in the code, and they exploit them." Given that the code does not allow them direct access to mothers, she alleges, the companies have become adept at channelling their efforts into getting health workers on side. In any country, but particularly in a country such as Bangladesh where antenatal education is minimal, and where access to other sources of information is limited, the messages new mothers get from doctors, nurses and midwives are crucial. Many of the women I met said it was precisely these people who had suggested a move to not just formula in general, but a specific make - often Lactogen.
Samsun Shahida Akhter Rita, 19, mother of 12-week-old Mim, told me she had gone to a doctor because she was worried about how much Mim was crying. "The doctor said to try Lactogen ... he said give breast milk as well, but try Lactogen." (Breastfeeding experts warn that - aside from the dangers of dirty water being used - giving even some formula milk undermines the breastfeeding process.) Another young woman, 17-year-old Samsun Nahar Shenli, mother of 13-week-old Tanjila, told me she was advised to start bottlefeeding on the first day of her baby's life. "I talked to the doctor and he said to put her on a certain type of formula. He said the formula and breast milk were very similar, with the same vitamins." Since then, she says, four of her friends have had babies and when they've encountered problems with breastfeeding, she has passed on the word to them to try My Boy.
Even in the UK, formula companies exploit loopholes where they can. In 2006, when the government here launched a new scheme, Healthy Start, to replace the Welfare Food Scheme, two of the biggest producers of formula in Britain - Cow & Gate and Heinz - tried to use it as a marketing opportunity. "Cow & Gate produced adverts saying its baby milk was 'closest to breast milk', a claim which is disallowed under the code, until the Department of Health clamped down on them; and Heinz published a graph suggesting its formula was close to breast milk and better than competing brands. Both companies were not only violating the code, but also UK legislation," says De Toma.
One of the problems with the WHO code - apart from its many grey areas - is how it is policed. Many countries, Bangladesh and the UK included, have backed its requirements up with legislation. But, says Save the Children, WHO and Unicef could do more. "The WHO ... must be bolder in getting companies to comply," it says in today's report. "Unicef must ensure that compliance with the code becomes a measure of progress on countries' implementation of the UN Convention on the Rights of the Child."
Within Bangladesh, there is a feeling that if breastfeeding campaigners take their eye off the ball for even a moment, the formula companies will quickly gain ground. At the Institute of Public Health and Nutrition in Dhaka - the government body charged with implementing the curbs on formula manufacturers - director Professor Dr Fatima Parveen Chowdhury is looking askance at several tins of formula milk piled up on her desk. She frowns at the cartoon pictures on the cover - too attractive, she says; too tempting - and frets over the wording on the cans. "The code requires companies to put words on the can saying there is no substitute for breast milk, but on this can those words are too small, it's written in tiny letters that it's a breast-milk substitute, and it won't do," she says.
There are other problems, too: many companies that sell formula milk in Bangladesh have failed in their legal duty to register with her department, and that makes it difficult to keep track of what they're up to. "I talk to companies and in front of me they seem to be reasonable," Chowdhury says. "But I'm not convinced. We have to be watchful. They push their products in different ways. They are doing wrong things. They are very technical, very sly."
Or even, sometimes, outrageously flagrant. Public advertising by baby-milk manufacturers is explicitly banned in the WHO code and in Bangladeshi law, but Ahmed takes me to a doctor's waiting room in a Dhaka suburb whose walls are adorned with posters showing healthy-looking babies, and the names of baby-milk manufacturers (not Nestlé, in this case). Strangely, it seems to me, the babies in the posters are all Caucasian: but Ahmed has an explanation. "For many people here, what white people do is the right thing to do," he says. "So putting white people on posters like these sends out the message that it's the western way, the best way. It's one of the many subtle ways in which breastfeeding is undermined here."
So is breastfeeding declining in Bangladesh? It's difficult to tell, says Dr Swapn Roy, secretary general of the Bangladeshi Breastfeeding Foundation, because the statistics are not reliable. Around 95% of mothers are believed to start breastfeeding, but by one month the figure is down to maybe around 89%, and at six months (the age to which, under WHO recommendations, all babies should be wholly breastfed), the figure is maybe 25%, but could be as low as 16%. Anecdotally, many health professionals feel the tide is shifting against them, and if you cast around at hospital paediatric clinics, as I did last week, there is certainly no shortage of mothers who bottlefeed their babies.
No shortage of mothers, and no shortage of sad tales. Because bottlefeeding is more than a health tragedy in this country: it is an economic tragedy, too. Happi Akther, 35, talks to me as she waits to see a doctor about her nine-month-old son's flaky-skin problem: Nur has been bottlefed, she says, since he was about a month old. "I felt I didn't have enough milk," says Happi, whose two previous babies both died soon after birth. "What else could I do? No one had any other ideas." (In fact, breastfeeding experts believe at least 98% of women - even those on nutritionally deficient diets in developing countries such as Bangladesh - can make sufficient milk to feed their babies, given proper advice and support.) Nur has been fed on Lactogen from the outset, but his formula, she says, costs her and her husband Gias, who works in a mustard-dyeing factory, around 800 taka (£2) a week. And if that doesn't sound much, set it against the fact that Gias earns only £6 a week. "We can't afford it at all," says Happi, shaking her head. "The milk uses up all our money." All the mothers I spoke to - most of whom were non-working wives whose husbands worked in factories or did manual jobs - had similar stories. (Of the 10 women I interviewed in the clinics, only one said she had begun using formula because she needed to go back to work.) For some families, the burden of buying formula milk is simply too much. "They can't afford to mix it at the required proportion, so to make it go further they use too little powder," says Dr Roy. "Or they resort to using ordinary powdered milk, which is a lot cheaper to buy than branded baby formula. The result is babies whose milk is little more than what you might call white water."
According to Save the Children's report, infant mortality in Bangladesh alone could be cut by almost a third - saving the lives of 314 children every day - if breastfeeding rates were improved. Globally, the organisation believes, 3,800 lives could be saved each day. Given that world leaders are committed to cutting infant mortality by two thirds by 2015 as one of the Millennium Development Goals, protecting and promoting breastfeeding is almost certainly the biggest single thing that could be done to better child survival rates.
But the formula companies, despite the international code, continue to undermine campaigners' efforts. Throughout the west as well as in the developing world, the amounts spent on "breast is best" campaigns are dwarfed by the amounts food manufacturers spend on promoting their products: in the UK, for example, Save the Children reckons that for every £1 spent in 2006-7 on breastfeeding promotion, £10 was spent by manufacturers on advertising and promoting baby milk and foods. If companies such as Nestlé genuinely wanted to do what Tickle says they want to do, which is support breastfeeding, there is a simple way forward: convert its efficient, and effective, network of sales reps into an equally efficient and effective network of breastfeeding advisors. With the right support, there is no doubt that babies such as Eti Khuman and Nur Akther would be breastfed, along with all the other babies whose mothers I spoke to in Bangladesh, because all were very clear about one thing, which is that breastfeeding would be preferable to the expense of formula and the dangers of diarrhoea.
Back in Dhaka, at the diarrhoea hospital, Eti is on the mend. She and her mother Mina have spent time with a breastfeeding counsellor, and Mina has agreed to try to start breastfeeding again. Dr Kabir is delighted - he says as many as 70% of mothers who give up breastfeeding can get their milk going again, given proper support and advice. All the same, it would have been infinitely better if women such as Mina never stopped breastfeeding in the first place, and that would be easier to achieve if formula-milk companies such as Nestlé curbed their efforts to sell their products. Because the truth at the centre of this story is this: for babies such as Eti and Nur, in countries like Bangladesh, there is no healthy substitute for breastfeeding.
The history of the Nestlé boycott
Henri Nestlé, founder of the world's largest food and drink company, is credited with being the inventor of formula milk, back in 1867. By the late 20th century, the formula-milk market had grown into an industry worth billions of dollars worldwide, and Nestlé was a major player.
With such a huge market at stake, formula companies were accused of acting in ways calculated to undermine breastfeeding mothers, giving out free samples of their products and targeting women directly through advertising campaigns. The marketing message was that formula was as healthy as breast - even though in some countries the women had no access to clean water to mix up the formula with. In some instances, cans of formula were being sold with the instructions in the wrong language for the women being targeted.
These allegations first came to prominence in the late 1970s, in a notorious court case. The charity War on Want had published a pamphlet called The Baby Killer in 1974. When it was released (in amended form) in Switzerland with the title Nestlé Kills Babies, the food giant began a legal suit. It eventually won the case, but it was a Pyrrhic victory: the organisation responsible for publishing the booklet in Switzerland was ordered to pay only a token fine.
The following year, 1977, saw the start of calls for a boycott of all Nestlé products in the US; the boycott quickly spread to Europe. In 1981, as a result of the boycott, the World Health Assembly (the decision-making body for WHO) adopted the International Code of Marketing of Breast Milk Substitutes, calling it "a minimum requirement" to be adopted "in its entirety". In 1984, Nestlé agreed to implement the code, and the boycott was officially suspended by the groups who had done most to promote it. But in 1988 the International Baby Food Action Network (Ibfan) alleged that baby-milk companies were flooding health facilities in the developing world with free and low-cost supplies, and the Nestlé boycott was resumed the following year. In 2000, Nestlé's chief executive said the company would ensure labels always had instructions in the appropriate language - but campaigners claim many aspects of the code continue to be violated, and argue that consumers should still boycott the company.
No one argues that Nestlé is the only company to have been involved in less-than-perfect practices - Ibfan and, in the UK, the campaigning group Baby Milk Action, say they target the company because they claim it has violated the code more than any other single company worldwide, and also that - as a market leader - it should be setting an example.
Nestlé is tight-lipped about the effect of the boycott on its sales or public image. But, 30 years on, feelings continue to run high. This week, users of a UK parenting website, Netmums, took its founders to task after the site agreed a sponsorship deal with Nestlé, and on Saturday demonstrators will gather outside the company's HQ for a show of strength in favour of a cause that refuses to go away. Any asnwers from Nestlé Bangladesh? Why does all the MNCs become 'dui nombor' when they come to do business in Bangladesh?
No we don't. But we welcome volunteers.
Who are you actually?
We are Bangladeshi nationals, a group of bloggers who haven't seen each other, blog from different countries, hold different professions and have a same vision, that is to see the Bangladeshi businesses become successful in local and global arena.
Do you get paid for blogging?
No, not yet.