Bd ites strategy_paper_final_draft_2008

A strategy for developing the

ICT Enabled Services (ITES) sector in Bangladesh

Produced by the stakeholders of the sector in collaboration with the Ministry of Commerceand the International Trade Centre, Geneva

Final revision

September 2008

Supported by

The Export Promotion Bureau

(EPB)

The strategy and implementation plans contained in this report are the result of work undertaken by theInternational Trade Centre UNCTAD/WTO (ITC), the stakeholders of the Light Engineering sector, governmentagencies, business and trade support organisations and non-government organisations in Bangladesh. Thework was funded by the European Commission (EC) under Project BGD/75/21A.

AcknowledgementsThe International Trade Centre would like to thank the stakeholders of the Bangladesh LightEngineering sector for their work in producing this strategy and the plans to implement it, inparticular. ITC is grateful to the Ministry of Commerce, for accepting to be the country sponsor ofthe project, Mr. Md. Shahab Ullah, Vice Chairman (Additional Secretary), Export Promotion Bureau(EPB), for being an able and dedicated counterpart of the strategy development process andproviding leadership.

We are grateful to the sector team members who worked tirelessly and professionally throughoutthe whole strategy development process. There dedication, contributions, team spirit and technicalknow how in the light engineering sector is unmatched. The principal contributors for this editionwere:

The staff of the Export Promotion Bureau;

Mr. Md. Abdul Qayyum, Director General, Mr.. Khalilur Rahman, Director General

Mr. Faridul Hasan, Director General

The staff of the Ministry of Commerce;

Mr. Shahid Hasan, BQSP National Project Director, Mr. Abour Rauf, Deputy Project Director

The staff of International Trade Centre (ITC) and International experts;

Brig Gen (Retd) M. Mofizur Rahman, National Project Coordinator for BQSP of ITC

Mr Ian Sayers, Senior Adviser for the Private Sector

Mr Sophien Hanouz, Senior Trade Strategy and Value Chain Development Specialist

Mr Ram Karan Verma, ITES International Market Expert

The National Institutions and National experts

BASIS – Bangladesh Association of Software and Information Services represented by itspresident:

Mr Habibullah N Karim, Markets specialist

Mr Fokhruz Zaman, Value Chain Analyst

The working groups

Mr Habibullah N Karim, Founder CEO, TechnoHaven Company Ltd

Mr Fokhruz Zaman, Co-Founder CTO, Millennium Information Solution Ltd

Mr Nazim Farhan Chowdhury, Director, Graphic People

Mr Ahmed Ashrafuzzaman, ED, GAIL

Mr Asif Yousuf, Managing Director, DCL

Mr Shabbir Mahbub, Joint Managing Director, Devnet Limited

Mr Mamnoon M. Chowdhury, CEO, Latitude 23

The designations employed and the presentation of material in this report do not imply the expression of anyopinion whatsoever on the part of the International Trade Centre, UNCTAD/WTO (ITC), concerning the legalstatus of any country, territory, city, or area, or of its authorities, or, concerning the delimitation of its frontiers orboundaries.

This report has not been formally edited by the International Trade Centre

UNCTAD/WTO (ITC)

2 A strategy for developing the ITES sector of Bangladesh – September 2008

CONTENTS

INTRODUCTION...............................................................................5

PURPOSE............................................................................................................................................................5

SCOPE OF THE STRATEGY..................................................................................................................................6

A STRATEGY FOR DEVELOPING THE ITES SECTOR IN BANGLADESH.....7

MACRO ECONOMIC ENVIRONMENT SCENARIO AND ANALYSIS........................................................................7

STRATEGIC VISION..........................................................................................................................................11

ANALYSIS OF BENEFICIARIES AND STAKEHOLDERS........................................................................................12

PROGRESS INDICATORS TO MONITOR SECTOR DEVELOPMENT:.......................................................................13

ITES SECTOR STRATEGY OBJECTIVES & ACTIVITIES..........................15

OBJECTIVE 1: NEW MARKET APPROACHES DEFINED AND EXECUTED TO RESPOND TO INTERNATIONAL DEMAND...........................................16

OBJECTIVE 2: MANAGEMENT CAPABILITY & OPERATIONAL CAPACITY INCREASED FOR NEW MARKETS.......................................................19

OBJECTIVE 3: BUSINESS & TRADE FACILITATION SERVICES UPGRADED.....................................................................................................22

OBJECTIVE 4: POWER UTILITIES, TECHNICAL FACILITIES AND COMMUNICATION INFRASTRUCTURE IMPROVED...............................24

SCENARIOS FOR POTENTIAL OUTCOMES..........................................26

1 OPTIMISTIC SCENARIO:.................................................................................................................................26

2. ALTERNATIVE SCENARIOS...........................................................................................................................27

STRATEGY IMPLEMENTATION FRAMEWORK.....................................29

.......................................................................................................................................................................30

KEY PARTICIPANTS IN IMPLEMENTATION ACTIVITIES.....................................................................................30

STRATEGY IMPLEMENTATION PLANS...............................................31

ANNEXES......................................................................................35

ANNEX 1. MARKET STRATEGY OPTIONS AND SUCCESS FACTORS..................................................................36

ANNEX 2: ITES VALUE CHAIN ANALYSIS......................................................................................................40

ANNEX 3. LIST OF DOCUMENTS & REPORTS CONSIDERED ...........................................................................44

ANNEX 4. LIST OF PARTICIPANTS FOR THE ITES SECTOR WORKSHOPS 1 & 2..............................................45

ANNEX 5. GLOSSARY OF TERMS ....................................................................................................................51

ANNEX 5. THE SHAPE TECHNIQUE FOR STRATEGY DEVELOPMENT ............................................................52

A strategy for developing the ITES sector of Bangladesh – June 2008 3


INTRODUCTION

The Bangladesh Quality Support Programme (BQSP) is funded by the European Commission (EC)and consists of two components with Component 1 implemented by UNIDO, and Component 2implemented by the ITC.

Activities under Component 2 (Supporting Export Diversification) are aimed at improving the privatesector understanding about quality and packaging requirements in export markets, and its capacityto apply the value chain approach to find ways to enhance product competitiveness in thesemarkets. This component will in particular assist Bangladesh in harmonising the efforts of allrelevant stakeholders through the development of export strategies at sector level using value chainapproach and focusing on supply chain management, quality management and packaging toachieve export diversification objectives by enhancing the competitiveness and quality of products.

One outcome of this project component aims at improving the competitiveness of exports from theICT Enabled Services (ITES) sector in Bangladesh by assisting stakeholders to design strategiesfor sector trade and value chain development and using market requirements to organiseimprovements in quality management systems, export packaging and supply chain operations to alevel acceptable to international buyers. Activities will be undertaken to enhance the knowledge andcapacity of the private sector to adapt to international quality standards, technical and non-technicalbarriers to trade, packaging and transportation standards. Information, training, and coaching willalso be provided to help enterprises respond to market opportunities and develop new approachesfor selected markets.

The ITES strategy has been developed as an intervention tool that provides a rational approach, byboth public institutions and private sector individuals, to the promoting of sustained growth of thissector in particular, and the economy in general.

The Ministry of Commerce has invited The International Trade Centre (ITC) of Geneva to supportthe development of the sector by providing a methodology and facilitation to produce a tradestrategy for the sector, including strategic market options and help to organize its implementationwith domestic counterparts

The contents of this strategy have been designed by stakeholders representing each stage of thesectors’ value chain, government agencies, business and trade support services – both inside andoutside of Bangladesh – large and small entrepreneurs – exporters, international buyers,international sector specialists, academic researchers and recognised experts in economics anddevelopment (see the workshop and meeting participants lists in the Annex). The strategy isintended to provide a platform for the implementation of the activities described in it to improve theperformance of the sector, balancing out the costs of implementing upgrading measures withimproved social and economic returns to the economy. This document covers the ITES sector andhighlights issues and potential solutions that may be also applicable across the whole IT sector.

Purpose

The strategy is designed to develop a consensus amongst stakeholders about developmentpriorities align implementation activities, provide implementation progress measures and list theresources required to implement each activity. It is also designed to communicate to sectorstakeholders, who could not take part in the ITC-led workshops in Dhaka, the way thatimprovements to the sector environment should lead to improved profitability and exports forstakeholders. As such the strategy has three main audiences:


Manufacturers, exporters, supply and sales agents, banks, training institutions and tradenegotiators and related bodies

Government agencies and policy-making bodies involved in the sector e.g.: Ministry ofScience & Technology, Ministry of Education, EPB.

International development agencies, donors that may wish to support the implementationprogramme

Scope of the strategy

The strategy outlines general and specific intervention measures in areas key to the sustained

growth of the ITES sector in Bangladesh. These include:

Policy, regulatory and institutional framework

Support services and infrastructure

Nature of private sector players including their production capacities

Market options

Technology transfer, technology assimilation and dissemination

R&D to develop appropriate technology and indigenous technology

The sector strategy has been designed by moving from a general full sector to a specific marketsegment focus. Inputs under the project include field activities such as field missions, workshops,one to one meetings with public and private institutions and international development agencies andspecialists both within Bangladesh and abroad. Stakeholders from across the whole sector definedthe specific market segment options focus in a public workshop. This was the result of a debateabout market options, key success factors and the degree of “fit” with the capabilities and capacityof Bangladesh companies. Due attention was also paid to the potential evolution of both marketsand Bangladesh suppliers’ capacities over time.


A STRATEGY FOR DEVELOPING THE ITES SECTOR IN BANGLADESH

Macro Economic Environment Scenario and Analysis

ICT Enabled Services (ITES) Sector constitutes a small but growing segment of the economy ofBangladesh in terms of their contribution to employment, output, value addition and exports. ITESoccupies a unique position in the Bangladeshi economy. Studies have shown that economic growthfor poverty alleviation and improving quality of life depends largely on the development of healthySMMEs (Small, Medium, and Micro Enterprises). Analysis shows Bangladeshi SMMEs are themotor of domestic economic activity and have contributed substantially to Gross Domestic Product(GDP) and employment growth during the last few decades. At present, all the companies in theITES sector are SMMEs. Although the ITES sector contribution to GDP is still not very significant, ithas the potential to grow very quickly in GDS (Graphic Design Services) and Business ProcessOutsourcing (BPO) areas to provide a similar success to that of Thailand, Philippines, and Vietnam.

Other reasons for promoting the ITES sector as a focus for development assistance

The ITES sector requires less capital and generates more employment per unit of capital than, forexample, the garments industry. It is well known as a labour-intensive industry. Relatively low skillsrequirements in ITES enterprises can contribute to the livelihood of large number of poor citizens,training and employing a significant number of college and high-school leavers who cannot reachUniversity degree level and who currently make up a large proportion of the unemployed in urbanareas. The industry also promotes the diffusion of technology among a mass of people. Industryunits can be sited near to significant populations of suitable labour and do not have to be located incity centres, alleviating traffic congestion and overcrowding. It is a “quiet and clean” industry thatcan be sited near residential areas. Work can be undertaken in shifts around the clock providingflexible working hours that enable people otherwise excluded from work to participate.

ITES enterprises enjoy relatively low capital investment needs, shorter start-up periods, lowercapital output ratio, low energy cost, moderate infrastructure requirement, and contribute foreignearnings growth and environment friendly production processes. The current cost of labourresources for this industry in Bangladesh is among the lowest in the world – and less than our maincompetitors in Vietnam, Philippines and China.

Linkages between the Strategy Process and other Government Initiatives and Policies

In recent years the Government of Bangladesh has taken bold initiatives for encouraginginvestment and promoting growth. Trade liberalization measures were introduced, exchangecontrols were eased, financial sector reforms were initiated and steps were taken to deregulateprivate investment. These initiatives do appear to reflect a major change in Government attitude tothe private sector, but they need refinement and reinforcement. It would be fair to say that thesechanges have brought about a very significant improvement in the investment climate, butsignificant foreign investment is still slow to materialise. A pervasive network of Governmentregulations and controls remains. This strategy highlights some additional efforts that are needed tofurther improve the investment climate.

The creation of an enabling environment for ITES activities will be a very important step that mayalso be suitable for other services industries. The strategy also highlights specific areas ofregulatory, institutional, planning, legislation and competition policies that need refinement to bringthe Bangladesh environment for this type of business activity into line with that of its competitorcountries.

Market Options and Future Outlook


A few Bangladesh ITES products and services companies have started to make significant entriesinto export markets. These companies face a growth in demand in the form of firm orders fromexisting customers over the next few years that outstrip current supply capacity by a long way. Thissituation applies to specific market segments of the sector, namely:

• Graphic design Services: Design Data Services, Prepress Graphics, Advertising,Publishing, Digital printing on a variety of media (mobile phones, billboards, digital TVservices, Corporate reports. Buyers include: global businesses such as: leading computersuppliers and software suppliers, sports retailers, auto and tyre makers

• Steel detailing, civil and marine construction (including support for the burgeoningship-building industry), Finite element analysis, CAE/CAM design & graphics rendition;Visualization and 3 dimensional modeling. Buyers include: Civil and Structural engineers,Civil engineering contractors, Architects, Builders, Steel fabricators, Ship designers andship yards.

• Multimedia graphics services: Web Publishing, Web Content, Animation, 2 dimensionalStudio graphics. Buyers include: Corporate, advertising agencies, real estate developers,E-Learning companies, TV Commercial production centers.

• Mobile telephone content: Voice activated and voice recognition applications, Graphicanimation and visuals. Buyers include: Large corporate entities, Telephone serviceproviders, 3rd-party content and service providers.

• Offshore data services: Data entry and transposition, Data /Documentation conversion andmigration, GIS data conversion, Graphics data processing, Back-office outsourcing support.Buyers in this segment include: Corporate entities, Utilities, Hospitals, Banking & Finance,Insurance

• Customer Relationship Management services and call centers: Inbound/Outbound centres,Contact centers, Data & voice operational and facilities maintenance. Buyers include:Domestic and Indian corporate entities with large manufacturing sites, Utilities, Banking &Finance, Insurance

MoSCT of the currently successful ITES companies were started under a project that was managedby DANIDA between 2005 and 2008. The problem now is how to assist Bangladesh companies toobtain appropriate market information to enable them to grow their businesses for themselves intonew markets. There is an information gap. Potential buyers across the world are not aware of thehigh-quality services that Bangladeshi companies could provide and, in turn, Bangladeshicompanies need help in organising their market presence and customer-facing marketing networks.International professional services bodies reports all point to a situation of insufficient supply tomeet demand at a fair price for several years to come.


Principle institutional actors and their areas of activity:

National/LocalOrganizations

Areas of Focus Agencies Areas of Focus (at present)

BASIS Training / AdvocacyTrade support institutiondevelopment

DANIDA,BQSP(IT/EU)

Market Research / HR skill development/ access to finance/ Policy reforms/ Technology and know-how transfer/ Export marketlinkages

IDB selected Training Institutes

Training IDB HR Skills Development

EPB Export N/A Export market information

Art Institute, Dhaka University

Education N/A Educate / Train Students to become professional Artists in different focus areas

Graphic Art College Diploma in Graphic Design /Training

N/A Educate / Train students in Graphic Design

Polytechnic school colleges and trainingcentres of GoB at district level

Diploma in CAD / Drafting /Training

N/A Educate / Train students inComputer Aided Design; and/orDrafting using tools like,AutoCAD, etc..



Strategic Vision

Bangladesh will evolve into the global hub for Graphic Design Services (GDS). This will bringvisibility, international contractor and investor interest to the expansion of other high value-addedITES segments, such as engineering services, 3-d modelling, multimedia and mobile telephonycontent. With the implementation of this strategy graphic design services alone are expected tobenefit from USD 20 Mn of new investment by Bangladesh companies creating 20,000 new directemployment positions before 2011 with annual revenue increasing to USD 150 million. Within thenext 7 years it is anticipated that the entire ITES industry could create another 100,000 new jobs.

Overall strategic approach:

Bangladesh ITES companies will form themselves into clusters of excellence to share marketintelligence, a resource pool and, in some cases, development facilities – such as the plannedScience & Technology Park.

Through a system of self-regulation of quality and business relations cluster companies will build abrand image to attract high-quality contractors and long-term relationships.

Management capability will be strengthened through educational and know-how exchange linkageswith renowned international management institutions and foreign sectoral professional bodies.

Sector support institutions will be established and strengthened with the help of project partners toextend management and entrepreneurship development know-how to new entrants into thebusiness. At least one institution will manage and coordinate international marketing and marketinformation services for the sector.

A public/private funded, internationally accredited, technical training institution will be created totrain and prepare school and college leavers for the fundamentals of technical and supervisory workin the sector.

Banking and payment regulations and facilities will be urgently updated as planned and agreed bybanks to allow payments and receipts to or from foreign persons to Bangladeshi credit cards,reduce costs of small foreign currency payments and receipts, reduce requirement to keep foreigncurrency accounts outside of the country.

Anticipated outputs and expected benefits

Potential revenue target of BDT 1000 Crore achieved by 2011

20,000 new employment positions generated by 2011, many with flexible working hours -improving family lifestyles

Average monthly income increased to USD 200 per person per month

Significant populations of currently disadvantaged groups participate in the success of thesector, eg: Women and the partially disabled, undergraduate high school and college leavers

Major contribution to improving the image of Bangladesh overseas as a place to do business

UP to 100,000 additional jobs created directly and indirectly across the ITES sector by 2015.

Objectives

In order to realize the full potential of the industry all the stakeholders need to be committed tofinding lasting solutions to the prevailing problems by achieving the following objectives:

Objective 1: New market approaches defined and executed to respond to international demand

Objective 2: Management capability & operational capacity increased for new markets

Objective 3: Business & trade facilitation services upgraded - to respond to international marketstandards. Self-regulatory code of practice established.

Objective 4. Power utilities, technical facilities and communication infrastructure improved - tomatch those of competitor countries and comply with basic international marketcontractor expectations.


Main priority actions to be completed

Form a sector strategy implementation and coordination project committee [3 months].

Conduct market research, prepare and execute a marketing plan by engaging internationalexperts [3 months].

Complete an industry segment profile and publish as a brochure of existing companies andsuppliers to give equal visibility to all ITES businesses [3 months].

Start dialogue and detailed planning with potential international partners to establish graphicdesign and ITES services training institution [6 months].

Establish accredited training centres with government or foreign donor assistance as aseparate, and eventually, sustainable business [9 months].

Engage international experts to improve degree and robustness of process automation [12months].

Design sector self-regulatory quality code criteria for selection of initial international marketingproject participants (20 max) [6 months].

Inputs analysis

In Bangladesh, since the cost of infrastructure facilities (such as electricity, gas, transportation,telecommunication, etc.), labour and buildings, are comparatively lower than other countries,production costs will remain competitive in global markets if the strategy activities areimplemented. Improved management techniques & a proper marketing strategy will contribute toimprovements in efficiency and reduce the net costs.

The main inputs to ITES businesses are finance, market information, training, infrastructuredevelopment, R & D, management tools, licenses technology, skills and links with professionalsupport and accreditation institutions. The business environment should be conducive to ITESdevelopment, with minimal transaction costs, clear and transparent rules and a stablemacroeconomic environment. For strengthening ITES around the country, the public and privatesectors will have to cooperate effectively. With the implementation of appropriate policies &strategies, ITES will be able to grow as one of the Most dynamic sectors in Bangladesh.

Analysis of beneficiaries and stakeholders

The implementation of the strategy will benefit all the sector stakeholders. However, the primarybeneficiaries of the strategy will be:

Eventually more than 100 SME ITES enterprises.

Capacity and capabilities of at least 10 support and service provider organizations.

Currently unemployed school and college leavers with good reading, writing, coordinationand concentration skills.

Women are expected to make up the majority of the 20,000 immediate new recruits, butpartially disabled employees will also be targeted where facilities can allow access.

Implementation should also contribute to more sustainable growth in the country, a reduction insuburban depression and bring Bangladesh closer to achieving donor, NGO and developmentagency goals in relation to poverty reduction and employment in rural and poor communities


Progress indicators to monitor sector development:

The effective monitoring of the strategy requires the use of a set of progress indicators to track theMost important developments in the sector and its environment. Indicators should include:

• Value and volume of exports and record of new business won.• International service charges and sales volume for products / services specified in the 3

areas in comparison to competitor countries such as Thailand, Philippines, India, Vietnam, Korea.

• Number, potential and actual, production capacity, shifts worked and employment in the

enterprises in the 3 areas.• Market structure and number of new investments in the 3 areas.• Accessibility of market information by the sectors stakeholders.• Quality of market information by the sector stakeholders.• Registrations of participations in international trade fairs and registrations of actual results.



ITES SECTOR STRATEGY OBJECTIVES & ACTIVITIES


OBJECTIVE 1: NEW MARKET APPROACHES DEFINED AND EXECUTED TO RESPOND TO INTERNATIONAL DEMAND

Businesses in the sector are facing an unprecedented level of demand for their services. In this typeof high growth situation the greatest risk is of over-extending a business and then damagingreputations by not performing according to expectations. Business owners need to develop amarket approach plan for achievable growth, focus their service offer, maximise return onmanagement effort and minimise non-performance risk. This should be seen as a way to lay theseeds for eventual differentiation and branding of their businesses, building the reputation ofBangladesh for quality, respect for intellectual property and reliability. Market approach plans willenable new markets to be systematically opened-up with corresponding managed incrementalgrowth in operational capacity. Plans should contain both entry and exit strategies for thebusinesses concerned.

The cost of entering new markets is considerable and many businesses in the sector expresseda wish to participate jointly in market intelligence and training in how to plan market approaches,initial sector-level country representation costs and information.

Participants of the workshop suggested that BASIS could organise this and act as initialimplementing partner. BASIS has already foreseen a marketing resource centre and allocatedspace for one in its new office extension, but this facility has yet to receive any resources.

The goal of the leading 15 to 20 actively exporting businesses is to grow their operations intowell-managed large companies within the next 2 years each with a workforce between 500 and1,000 workers. This would enable them to win and maintain more long-term business servicepartner contracts with good quality large contractors and multi-national organisations.

The overall goals and objectives of these “marketing approaches” can be partially achieved byestablishing a capable ITES market research and networking cell in BASIS, and eventually in asuitable forum active for ITES. The ITES industry segment should also play its role in contributing toexecute its global market entry and business growth activities. They should encourage theexchange of learning on new market entry contracting conditions and expectations with global tradeassociations like the Paris Chamber in France, Professional bodies in the UK, Denmark and theUSA, and other friendly associations.

Objective 1: Anticipated outputs

1. Marketing and resource cell set-up and functional, research conducted and shared.

2. Self-regulatory quality and working practices code established for export cluster members.

3. Publications and government embassies receive promotion material to raise awareness ofGDS capabilities and successes. A new international promotion and referral network isdeveloped.

4. ITES enterprise owners and managers attend training and counselling sessions andimprove their management techniques and customer communications / service levels..

5. Country and international partners strongly supporting the ITES sector development.

6. Positive feedback from current good quality contractors and buyers – customer andbusiness retention stated as “likely of probable”.


The suggested activities to achieve Objective 1 are listed below in two parts:

1: New market approaches defined & executed Priority &Lead

A: Segments: Graphic design services & visualisation

Get counselling in production of capacity profiles, introductory presentations, brochures (like the recent JICA initiative) & other collateral information media.

BASIS to lead candid self-assessment with owners of segment company strengths and weaknesses.

Develop a marketing and resource cell in BASIS initially for the GDS segment with support from a foreign National Counsel in communication, eg: Find out how to develop references, publicity and capability sheets.

GDS-1.1

BASIS

Find donor funded-resources / distance support / subsidy for the first year of operation.

Request project and foreign professional institution support to research ways that other country's expanding ITES sectors have achieved market penetration, eg: through local presence for direct client contacts or otherwise.

Form a GDS cluster companies to have overseas presence for export marketing.

GDS-1.2

BASIS

Engage specialist to facilitate workshops to help enterprise owners define, build and “live” the definition of the Bangladesh ITES brand.

Define minimum GDS quality and working standards criteria. Start the creation of a self-regulatory mechanism to ensure compliance with minimum working, business and technical standards.

GDS-1.3

BASIS,EPB

Start public relations exercise to showcase the segment’s successes in selected trade journals (eg: civil & structural engineering, advertising & marketing, media services, sales).

Find project funds from a donor to engage a journalist with experience of customers in the sector to conduct interviews in Bangladesh and write editorial articles for syndicated circulation to publications and Government of Bangladesh foreign consulates in target markets.

Publicise Bangladesh companies’ unique compliance with Danish and EU graphics rendering, aesthetics and design standards.

Identify Chargé d’affaires in each embassy as responsible for the ITES sector as was done for the IT software sector.

Engage business consultants in target markets to assess potential new customers’ operating standards and contractual compliance requirements.

Request EPB assistance to support the preparation of groups of Bangladesh ITES enterprises for match making missions through practical exercises, language and cultural training or supervised non-sales visits to major trade fairs.

Create industry road show programmes with EPB. Arrange introductions and awareness presentations on behalf of Bangladeshi companies. EPB to promote GDS.

GDS-1.4

BASIS

BASIS

EPB

BASIS to emphasize GDS both locally and globally with SIGs (Special Interest Groups).

Confirm government intention to broaden current Special Resource Ordnance declaring ITES in same category as IT software sector. Ensure inclusion of GDS in ITESextension of July 2008.

GDS-1.5

BASIS

Communicate marketing strategy to operational managers and match sales push with uptake and training of new personnel or preparations for new industry training institute so that the Sales Cycle Time is drastically reduced (i.e. prospect to proposaland pilot delivery turn around time may be reduced to 1 month instead of current 6 months).

GDS-1.6

BASIS

Assist businesses to develop customer relationship management systems and practices to improve follow-up and retention of good customers.

GDS-1.7

BASIS


Engage commercial law and contract specialist from target markets to inform GDS cluster members about the implications of different legal contract forms and types of business relationship customary to the sector.

GDS-1.8

BASIS

Enlist the Graphics Design Companies on search engines like Google, Yahoo, etc to improve web prominence of Bangladesh GDS cluster with web research (SEO - Search Engine Optimization).

GDS-1.9

GDSCluster

B: All ITES including engineering services, web and mobile media content

Obtain short-term donor funding to complete an industry segment profile and candid self-assessment of national segments’ capacity, strengths and weaknesses and produce brochures in various media as for the initial Graphic Design Service and Software segments (JICA). Publish brochure and disseminate through consulates and trade fairs.

ITES-1.1

BASIS

BASIS marketing and resource cell to update non-resident Bangladeshis (NRB) networks information and create a database of NRB accessible by members through web portal.

Invite NRBs to visit and meet Bangladeshi IT-ES companies.

Produce regular news e-bulletins for NRB and hold regular seminars with them whenvisiting their countries.

ITES-1.2

BASIS

Replicate GDS self-regulation and quality criteria Activity 1.3 across full ITES sector –providing export pre-qualification criteria briefing to new entrants based on up-to-date information about target market requirements from BASIS cell.

ITES-1.3

Clusters

Coordinate efforts across BASIS and EPB to improve ITES visibility.

Create a working group for organizing trade fairs in Bangladesh, at least once a yearin the winter. Enhance capacity of BASIS to do this. Target 1 or 2 countries, do research on prospects & invite to trade fair.

Increase fund allocation for trade fairs and visibility activities in foreign markets (article placement in journals, etc.). Confirm Public Funds that EPB can provide to support fairs and other events in Bangladesh.

ITES-1.4

EPB,BASIS

EPB

Invite/bring serious prospective buyers to events in Bangladesh.

Counsel exhibitors on how to manage stalls professionally.

Start with international consultant counselled, non-sales visits for a selection of export-ready enterprises from each segment to trade fairs and foreign professional bodies to observe/evaluate what works/doesn’t work with buyers

ITES-1.5

BASIS

Reinforce own marketing push with public support from MoSICT Minister, as in other successful countries.

BASIS, together with other industry assocs. To organise "future of the industry" information exchange session with government - consider supporting cost of fact-finding tour for key Government advisers to go visit other countries

ITES-1.6

BASIS

Extend graphics design journalist work to provide news of successful commercial activities in international media in non GDS ITES segments and gain government support.

Develop demonstration and referral examples based on successful performance in similar markets

Request special emphasis on IT-ES promotion by our embassies. BASIS to train & counsel consular staff

ITES-1.7

BASIS

Set up government / enterprise task force to plan and coordinate overall sector and country image building, positioning and eventual branding.

Find donor and allocate matching government funds to bring in world class experienced specialists to help.

ITES-1.8

BASIS


OBJECTIVE 2: MANAGEMENT CAPABILITY & OPERATIONAL CAPACITY

INCREASED FOR NEW MARKETS

Counsel entrepreneurs and train managers to understand target market customer operating andcontractual requirements. Assist Bangladeshi ITES management teams to improve their workingpractices to meet order-winning factors and order-qualifying standards in markets in 3 years.

The Graphic Design Service (GDS) Segment particularly needs to urgently reduce turnaround timefor new contracts from prospecting to start of delivery work from 6 months to maximum two months.To do this, business processes need to be aligned with customers’ expected international standardpractices and made more efficient, managers and supervisors need to be trained.

The workforce also needs to be expanded. A large number of new technical personnel certified tointernational professional standards are required to meet projected needs of contract extensionsand new contracts over the next 18 months. The GDS segment will need to employ 20,000 newtechnical staff, administrative and operations managers within the next 3 years Individual businessowners do not have the time, facilities or personnel to address this speed of growth at the moment.

To overcome this problem the segment’s leading enterprises would like to establish an accreditedtechnical training facility in association with an existing higher education facility. It would need toproduce about 500 trained ITES personnel in the first 6 months and treble output every 6 monthsafter that to respond to the planned growth of the segment. Several “campuses” could beestablished with the help of external donors.

Training will be required in two parts: basic technical and administrative functions for work, andproprietary tools for specific tasks for each target market. It is the first of these types of training thatenterprises would initially like to confer on a technical training institute. These institutions could alsoprovide training and coaching to improve English language skills before technical training.Assistance from foreign institutions will be sought to counsel BASIS, the ministries of Science andTechnology, Education and Labour and ITES sector companies to complete this activity quickly.

Training institution student entrants will require basic level 12 college qualifications such as thoseheld by many thousands of urban Bangladeshi’s. Most of these people will be recruited fromcurrently unemployed school or college leavers in urban areas. At the moment these people facefew prospects of good jobs or future personal development. As working hours in the industry aregenerally flexible and conditions safe, clean and attractive, many female workers will be attracted aswell as the partially disabled and male workers. Currently the industry pays on average Taka12,000 per month, which is about eight times the average wage in the RMG sector.

Much of the cost of trained personnel employed in the export oriented Bangladeshi ITES firms wasinitially borne by the DANIDA Private Sector Development (PSD) and later the Business-to-Business (B2B) development programs. Employers themselves have now taken on this burden butwithout the fiscal incentives enjoyed by the IT software sector.

Strategy workshop participants called on Government institutions to work alongside potentialemployers, BASIS and sector training institutions to develop their own technicians’ basic skills andknowledge for the sector as a prelude to providing commercial and trade promotion support.

The skills and understanding of the management teams of newly created enterprises should be brought up to a minimum standard before they engage in significant export work so that their public image is consistent with the Bangladesh ITES “Brand” and its vision for the future and trained personnel are retained. This will be a more difficult task and external consultants with experience in this area will be sought to provide curricula and counselling in how to achieve this goal.



1. The technical level of entrepreneurs and managers skills in sales, marketing, managementand finance meets international expectations’ and equals those of competitor countries.

2. Training institutions are set-up and proposing to employees’ up-to-date accreditedprogrammes. Entrepreneurs and student’s cost of training is supported by the governmenteither directly or through fiscal measures.

3. At least 1,000 graduates complete training to the satisfaction of entrepreneurs in year 1.

4. Training institutions train new entrepreneurs in international standards & working practices.

5. Private sector, R&D institutes and Universities align their activities around the needsexpressed by ITES sector companies.

The suggested activities to achieve Objective 2 are listed below in two parts:

2: Management capability and operational capacity developed for new markets

Priority &Lead

A: Graphic design services & visualisation

Engage international consultants from 2 or 3 target markets to assist Bangladeshienterprises to upgrade their technical working practices, back-up services and contractual engagement processes to fully comply with those of overseas customers.

GDS-2.1

BASIS

Engage ITES business process improvement and technical work flow specialists to systematise and automate many currently manual and inefficient processes to enable enterprises to respond to new prospects within maximum of 2 months

GDS-2.2

BASIS

Build a partnership with one or more international industry institutions in advanced countries to set up a technical vocational training institution in alliance with an established Bangladesh education facility to train school and college leavers in technical and commercial fundamentals of the industry.

First priority would be focused training schools to build graphics design and web/mobile telephony-based content capabilities led by international specialists working in parallel with local lecturers to kick-start the process and provide immediate relief to shortage of labour.

Eventually develop international joint-venture with accredited technical schools

GDS-2.3

BASIS,

MoSCTMoEd,

MoEd

MoL

DCCI

Provide at least 300 education loans, grants or scholarships for college leaver students per year for technical vocational studies and training in ITES to cover cost of essential accommodation and family support especially for missing resource areas, eg: project management, foreign marketing, etc.

GDS-2.4

MoEdn.

DCCI

Request available specialised industrial tools and graphics hardware licenses to be provided from OEM’s at special lower rates to start-up businesses and the training institution to preclude eventual damaging software piracy claims.

GDS-2.5

BASIS

Technical training institution to develop training curriculum for specialized industrial tools and graphics as second phase of training institution development.

Training institute to expand curricula to encompass internationally accredited project management skills development.

GDS-2.6

BASIS

MoEd

Government to reduce import duties and taxes on specialised software tools and graphics hardware to promote use of licensed inputs and broader investment in order-winning technology, image object banks and software for GDS companies.

GDS-2.7

BASIS,MoSCT,

MoF

Alliance to be expanded with international standard institution eg: in UK (CIPD) orDenmark (DIPD) to start human resource management and trained personal development training in Bangladesh to raise industry standards so that personnel retention is improved.

Engage foreign technical specialists to assist Bangladesh ITES companies to

GDS-2.8

MoEdn

MoL


develop and implement appropriate HR retention policies and work environment standards compliance – as started under the DANIDA B2B project in 2005/6.

BASIS encourages all enterprises to introduce international working practices aligned with customers’ time zones and consumer expectations, eg: following clients' working calendars as a condition of membership.

GDS-2.9

BASIS,Cluster

B: All ITES including web and mobile media content

Develop accreditation system for business coaching and mentorship: BASIS to list and evaluate consultants and mentors (Blog to evaluate performance).

Expand awareness of international labour laws, customer ethical standards and foreign quality of work standards applicable to ITES.

Develop experience-based entrepreneurship coaching in: What to do and What not to do.

ITES-2.1

BASIS

BASIS to develop additional services to member companies such as: find international or local partners to develop middle management layers through visiting fellows programme at training institution and direct in-enterprise counselling (training & counselling in IT-ES project mgt., marketing, achieving quality standards compliance, etc).

Create Panel of advisers and alliances with notable institutions to be formed by BASIS.

ITES-2.2

BASIS

Create and manage technical & professional certifications scheme for employees in Bangladesh with new technical training institute and established education facility.

ITES-2.3

MoSCT,MoEd

Extend GDS scheme of student grants, loans or scholarships to provide at least 500 education loans for college leaver students per year for technical vocational studies and training in ITES to cover cost of essential accommodation and family support especially for missing resource areas, eg: project management, foreign marketing, etc.

ITES-2.4

MoEdn.

DCCI

Impart real English language and communication skills into the industry - update teaching methods and teachers’ English skills to improve results. Bring in foreign teachers for English and software tools skills upgrading.

ITES-2.5

MoEd.


OBJECTIVE 3 : BUSINESS & TRADE FACILITATION SERVICES UPGRADED

Reaching their sector development objectives requires a large financial and management effortinvestment by owners of Bangladeshi companies. Although they have not been in business formany years, those companies that could spearhead this development and secure new business forthe country have proved that they can survive and run well-managed entities. To take advantage ofthe market’s interest in Bangladesh as a supplier they need to respond quickly to the currentincrease in market demand.

There are three main areas where immediate assistance is required to bring the ITES businessenvironment into line with the business environment in Bangladesh’s main competitor countries topreserve existing customers and demonstrate thee country’s commitment to improving standardsand the competitiveness of the industry:

Payments and receipts to and from persons or companies abroad are currently not allowed onBangladeshi credit cards. At the same time other forms of making and receiving small payments(cheque or telegraphic Transfer) up to values equivalent to USD 1,000 are much more expensivethan they are in other countries. This is holding back the creation of new small enterprises in thecountry and also impacts payment for sample and pilot tests. Out of a total export base of USD25Mn more than 20% of business in this category is being lost (Figures corroborated by nationalbanks). In addition MoSCT medium and large-scale entrepreneurs keep accounts outside ofBangladesh for these purposes, reducing the countries foreign exchange receipts by up to 50% intotal if services purchased with foreign currency remittances are also taken into account. Someexamples of the types of business being affected are:

1. Pilot projects and demonstration sales

2. Initial transactions for market prospecting

3. Delivery of samples

4. Ad-hoc maintenance services and multiple deliveries of small value work before long-termhigh-value contracts are established.

5. Web-design and small multi-media design service contracts

A revision is urgently needed of the Bangladesh National Bank’s (BNB) regulations on smallforeign currency receipts and payments, including allowing businesses and individualsentrepreneurs to hold foreign currency accounts and make payments for foreign purchases withtheir credit cards.

The draft rules on electronic transactions must be finalised and enacted as soon as possible,eg: e-payments, and bring e-payment services into action – especially for small amounts,receipts from and payments to foreign customers and suppliers. Banks have stated that theyare ready and willing to deliver these services.

Targeted and time-bound fiscal, regulatory and planning incentives are needed to help tobalance the considerable investments required from the private sector for the next 3 to 4 years.The recent revision of the definition and recognition of the segments of the overall ITES sectorneeds to be refined to include GDS. It is believed that there is no reason why it was specificallyleft out of the revision of July 2008. As part of the greater “IT sector”, ITES companies will thenqualify to receive “Thrust or priority sector” benefits from the Government.


1. Special ITES fiscal support policy formulated to support the export growth in this sector.

2. Electronic Payment Gateway Established and Operating.

3. Access to international market information and e-commerce centres facilitates access to smallpayments and new markets


3. Business & trade support services responsive to international business needs Priority &Lead

Form working group with BNB to rapidly conclude liberalisation of the electronic transaction rules & banking regulations to allow small businesses the right to receive low value receipts and make small value payments in convertible foreign currencies to other companies and banks abroad.

Allow businesses and individual entrepreneurs to hold foreign currency accounts.

Allow business owners and individualls to make payments by credit card for foreign purchases.

ITES-3.1

BASIS,BNB,

MoF

Finalise and enact the draft law on e-payments so that e-payment systems and mobile payment can be introduced in Bangladesh for both domestic and foreign purchases and receipts through new Eldorado settlement clearing system hub. Reduce currency spreads to ~ 2% maximum.

ITES-3.2

BASIS,BNB, MoF

Confirm Special Regulation Ordinance (SRO) for ITES includes GDS and other ITES segments in the same “thrust or priority sector status” as the IT software sector. Extend current tax holidays programme beyond 2008 for another 3 to 5 years to counterbalance newenterprise investments required for growth in employment.

ITES-3.3

BASIS

Permit ITES to buy electricity and gas at commercial rates and buy power generators under similar tax and duty concessions to those enjoyed by the IT Software, RMG, and similar export-oriented thrust industries.

ITES-3.4

BASIS,EPB, MoF

Accelerate development of newly announced MoSCT space Science and Technology Park (STP) in Dhaka City centre and especially the part set aside ITES (site not cleared yet).

Evaluate impact of alternative routes to physical capacity expansion. Explore plans for USD 4Mn infrastructure for a high tech park near the airport.Discuss and decide on what advice to give government on how to develop the site: One interim solution is that leading ITES companies buy more space than they immediately need and make temporary leases to other company's needing reliable power & communications.

ITES-3.5

BASIS,EPB,

MoSCT,

MoF

MoF and Government entities to support rapid growth - promote foreign alliances to obtain investment finance for growth. Request banks to create and train specialised units to support ITES industry.

ITES-3.6

Find investment finance sources and projects and how to access funds that can support the sector’s expanding businesses (eg: Islamic Development bank, IFC, ADB, MATRADE, SeDF). The top 20 companies need USD 1Mn each. In investment capital to respond to the current increase in customer demands. Companies need investor capital because banks perceive the sector as too high a risk because of its limited collateral.

ITES-3.7

BASIS

Share background checks and experience of potential investors needs through BASIS ITES-3.8

Obtain blanket planning authorisation to allow clean and quiet ITES enterprises to be allowedto operate in, or near, residential areas (less distance for staff to travel) as their industrial “nuisance” level is lower than that of a hotel or other types of business. This would alleviate the current lack of suitable office space sites.

ITES-3.9


OBJECTIVE 4: POWER UTILITIES, TECHNICAL FACILITIES AND COMMUNICATION INFRASTRUCTURE IMPROVED

The sector does not completely meet some critical market qualifying requirements and customerexpectations. This is contributing to a loss of business or costly “work around” solutions involvingindividual communications and power generation back-up facilities.

The government has recently promised to introduce a second high bandwidth submarine cableconnection (although it has not set a date) and has passed legislation to allow VOIP communicationprotocols for private companies. However the price of bandwidth and communications is still farhigher in Bangladesh than in competing countries. The ITES sector needs to guarantee 99.4% uptime to win international orders. Bangladesh’s moves in this direction should be accelerated.

Although legally Bangladesh complies with international norms on intellectual property (IP)protocols, protection of copyright and personal data security, external contractors believeenforcement would be almost impossible at the moment. This is a very sensitive area withinternational customers. Many recent high profile abuses of personal data security as a result oferrors through outsourcing arrangements or transmission of data outside of the source country haveled to public outcry. It could take only one such incident in Bangladesh to destroy the whole marketfor a long period. The risk of such an incident occurring increases exponentially with rapid growthand the entry of more new companies into the market.

Participants called for BASIS to take the lead in setting-up, with the respective Ministries, a strictvoluntary code of conduct and minimum standards of operation in relation to IP. Companies wouldneed to pass a periodic peer review audit to obtain a license evidencing that they operated atinternational standards.

The Special Resource Ordinance passed by government in July 2008 should extend to the ITESsector the same status as that currently enjoyed by the IT software sector for access to gas andgas-powered generators at a commercial tariff, fiscal incentives and special interest ratedevelopment grants to balance the personal investment of company owners in developing theirbusinesses and industry technical training facilities.


1. Special Technology Park for ITES established and Operating.

2. Regulatory Framework for ITES simplified.

3. Government support the sector financing under specific actions, like Power, Infrastructure,and Communications


4. Infrastructure and regulatory environment foundation strengthened Priority &Lead

Government to set up task force to investigate alternative backup communications redundancy routing to ensure 99.4% minimum required uptime for industry.

BTTB to set date for operation of second cable gateway and plan for a third redundancy cable gateway backup. Current downtime deficiencies are overcome by costly investment in additional communications facilities and generators. Current BTTBservice does not comply with ITES customers’ minimum uptime requirements.

BASIS to introduce and enforce service level agreement contracts with bandwidth providers and back-up power supply maintenance agreements for real reserve power.

ITES-4.1

MoSCTC

BTTB

BASIS

Introduce bulk-buying STPI and reselling of space (BASIS proposal) to increase market incentives for more telecommunications bandwidth and reduce bandwidth cost to global average.

ITES-4.2

BASIS

BASIS & New telecommunications operators to lobby government together to reduce bandwidth cost to business towards that in neighbouring/competing countries, maintainVSAT PN's or provide additional backup communications cable gateway

ITES-4.3

BASIS

BASIS to consider supporting the cost of sending MoPT permanent secretaries and BTTB managers with government backing to review government agency working practices and the regulatory environment in India, Thailand, Malaysia, Singapore with a view to adapting and implementing similarly efficient practices in Bangladesh.

ITES-4.4

BASIS

The visa issuance process must be streamlined to allow visas for short-term business visitors to be delivered within 3 working days at the MoFA or upon arrival as for visitinginternational agency staff, for example.

ITES-4.6

MoFA


SCENARIOS FOR POTENTIAL OUTCOMES

1 Optimistic scenario:

If the strategy is 100% implemented, it is deemed that there will be the following impacts inthe sector

1. Overall productivity and turnover of the sector will be enhanced giving rise to higher nationaleconomic growth and increased employment generation.

2. More export products will be produced to enter into the international market (expected to beabout 150M USD Export Revenue by GDS alone in 3 years after implementation of thestrategy)

3. The sector periphery will be enlarged and viable economic zones will be built at different partsof the country

4. Continuous training will help to upgrade human resources. The technical level of the employeeswill be raising in different kind of technologies Human resources will be developed targeting 2categories of people: i) management & ii) workers/technicians. A skilled and qualified workforcewill be developed for the GDS and other ITES.

5. Capacity building of the enterprises will continue with respect to access to finance, acquisitionof technology and better corporate management

6. New entrepreneurs will be grown and encouraged to enter into the sector with higherknowledge, capability. Entrepreneurship development; strengthen entrepreneurs motivation andbusiness entrepreneurial culture

7. Quality standards will go high and production facilities such as testing and control laboratory willbe established in order to be competitive in the international market.

8. Knowledge on sales management, marketing, accounting management, e-commerce, exportprocessing, finance, marketing and regulations, import, export processing and export financing,mechanisms how to approach banks, etc, will be disseminated amongst the entrepreneurs.

9. Banking costs will be reduced and mechanisms will be improved to provide finance to the sectorat lower rates. Single digit interest rate is the target.

10. Leasing programmes or grants will be encouraged and promoted to encourage ITES tomodernise their setup / equipments / energy & security / training and backups to increasevolumes and quality of services, foreign earnings and employment.

11. Venture capital mechanisms will be encouraged and promoted allowing foreign investment tobe attracted to the ITES sector opportunities.

12. New financial mechanisms will be enacted to have access to financing under appropriate andacceptable conditions.

13. Entrepreneurs will have a better understanding on how to access to export financing.

14. Measures will be taken to implement technology up-grading, development, technology transfer& dissemination and R&D.

15. A self-regulatory quality assurance system will be enacted throughout ITES.

16. Implementation of strategic marketing measures will be facilitated using advanced marketingtechniques both for domestic and international markets. To establish display centres andproliferate international trade & export and to search for new markets.


2. Alternative scenarios

If only 50% of the strategy is implemented, it is deemed that there could be the followingnegative impact in the sector are as follows:

1. If the training institute is not established then the sector will find it difficult to respond to evencurrent customers expanded demand – international contractors may find other suppliers whocan meet their entire needs with only a small increase in costs.

2. New business may be turned away reducing export earnings.

3. Increased production costs reduce competitiveness and profits, discouraging new entrants andcurrent investors.

4. Lack of a self-regulatory mechanism will mean that sooner or later a major infringement ofindustry standards, IP compliance or working practices could result in Bangladeshi supplierseffectively being banned from the market for some years.

5. If the banking regulations and new protocols are not enabled soon – even more foreignearnings may be lost to accounts and service companies set up abroad.

6. If the GDS segment is not included in the overall SRO for IT and ITES entrepreneurs will beunfairly limited in their ability to compete abroad and also will find it more difficult to finance theirexpansion.

If the strategy is not implemented at all

Foreseen growth in the sector will not be up to potential. Still there will be a little growth, but that willbe insufficient with respect to the pace of the world progress and the development that is beingoccurred in the surrounding countries of Bangladesh and the sector will probably vanish.



STRATEGY IMPLEMENTATION FRAMEWORK


Key participants in implementation activities

The key participants in the process of strategy implementation will be the selected ITESCompanies, BASIS, Ministry of Science, Information & Communications Technologies, Ministry ofCommerce, Ministry of Finance, Ministry of Planning, Ministry of Industry, the Export PromotionBureau (EPB) and implementation project donors’ representatives.

Engagement in the management and coordination of the strategy implementation is as important asthe engagement of stakeholders in the design of the strategy and implementation plans. It issuggested that EPB and BASIS, take a prominent role in the day-to-day monitoring orimplementation progress according to the implementation plan and implementing partners’ pledges.They will be represented in the sector strategy implementation committee (SSIC) set-up by ITCunder the BQSP Project. Membership of the SSIC should not exceed 20 people. Ad-hoc workinggroups may be convened by the committee to address specific issues from time to time.

In this way full representation from key technical institutions. International development agencies,NGO’s and other institutions contributing to the implementation of the strategy (eg: EC, ITC,UNIDO, DANIDA, SEDF, JICA & JETRO) may be obtained without overloading the membership ofthe committee. The suggested framework is illustrated below:

The principle role of the SSIC is to mainstream, monitor and follow-up on the progress ofimplementation of strategy activities by the different implementing partners. For the duration of theBQSP, the sub-committees should maintain strong links with the Programme Steering Committee,which meets every six months. They should report to the PSC on progress, issues encountered andadjustments required to achieve the expected results. In addition, the committee should beresponsible for the overall implementation of the export sector strategies and for coordinating inputsfrom other government institutions, private sector organisation and development agencies includingchanges to policies related to the strategies.

One person on the ITES SSIC should be given responsibility for leveraging good solutions acrosssectors, crosscutting policy change recommendations and cross-sector coordination. The sameperson should also join the Programme Steering Committee meetings.

The SSIC should formally review implementation performance every three months evaluatingprogress by implementing partners against the agreed progress indicators in the implementationplans. The outcome of these meetings should be reported to the EC-BQSP Programme SteeringCommittee and the regular coordination meetings held by the Bangladesh Government.

Proposed committee activities

List existing development activities and projects that relate to activities described in the strategyimplementation plans.

Immediately hold meetings with suggested lead implementation partners and developmentagencies undertaking activities related to the sector. Confirm their engagement and capacity toundertake the activities prescribed in the implementation plans.

Identify activities in the plans for which no partner has been found and find appropriate partnersand resources to undertake the work.

Coordinate implementation among all stakeholders concerned, agree start dates and determinecompletion dates for the activities listed in the implementation plans. Agree progress measuresto be applied and update implementation plans accordingly.

Convene periodic (at least every 2 months) meetings of development partners to coordinateand manage the work, identify impediments, prioritise solutions and publicise successes.

Formally review implementation performance and key market performance indicators everythree months evaluating the progress of implementing partners against the agreed progressindicators in the implementation plans.

Report to the EC – BQS-Programme Steering Committee, Cabinet and the regulardevelopment coordination meetings held by the Bangladesh Government


STRATEGY IMPLEMENTATION PLANS



34 A strategy for developing the ITES sector of Bangladesh – June 2008

ANNEXES

A strategy for developing the ITES sector of Bangladesh – September 2008 35

Annex 1. Market strategy options and success factors

IT-ES Dhaka, Nov 05-06 2007

Group: IT-ES

ÎTES Market Segments April 2008

Market Segments (actual & researched opportunities)

Target Countries Value addedMarket

attractiveness& fit in 2008

3 = Highest 5 = Highest

Contract-based service provision transactions Business

IT-enabled service partner (Time basedcontract)

3

Graphic design Services-Data Services-Design Services-Prepress Graphics

Advertising, Publishing, Printing,Media, Corporate

Denmark, Norway, Germany, Sweden, Japan, Finland, USA, Australia

2 5

Steel detailingCivil and marine constructionFinite element analysisCAE/CAM design+ graphicsVisualization & 3 dimensionalmodeling

Civil and Structural engineersCivil engineering contractorsArchitects, BuildersSteel fabricators

USA, UK, EU (Denamrk, Germany),Switzerland, Middle East 3 4

Multimedia-Web Publishing-Web Content-Animation-2D Studios

Corporate, Ad Agencies, real Estate, E-Learning Companies, TV Commercial Production Centers

USA, Switzerland, UK, Denmark, Norway, Germany, Sweden, Japan, Finland, USA, Australia

2 4

Mobile telephone content-Voice Applications-Graphic Animation, Visuals

Corporates, ServiceProviders, 3rd-partyContent Service Providers

Switzerland, Denmark, France, Sweden, Japan, Korea, China

2 3

Data Services-Data Entry-Data /Documentation Conversion and Migration-GIS Data Conversion-Graphics Data Processing-Back-Office, etc.

Corporates, Utilities,Banking & Finance, Insurance

Switzerland, Canada, Japan, USA, Australia

1 3


CRM services and Call Centers-Inbound/Outbound -Contact Centers-Data & Voice-Operation Maintenance

Corporates, Utilities,Banking & Finance, Insurance

Bangaldesh, India,Myanmar, NepalUSA, UK, Australia 1 3

Market entry and Buyers' common requirements

ITES - BPO

Buyers Common Requirements

1 Comprehensive service provisions & delivery flexibility

2 Policies & processes mapping to the buyer's needs

3 IP and data protection

4 Secured delivery systems and assurance

5 Turn-around time & operational efficiency

6 Cost arbitrage/advantage

ITES - BPO Market Requirements

1 Skilled HR

2 Market Contacts

3 Communication infrastructure

4 Process maturity

5 Language and communication skills

6 Disaster, risk mitigation, recovery and safety measures

7 Satisfied customer referrals and good reliability record

8 Compatible legal and admin processes

9 Standards and certification compliance

A strategy for developing the Horticulture sector of Bangladesh – September 2007

37

Segment markets + Contract requirements Score

Market approaches (Pillar objective 1)

Produce capacity profile, presentations, brochures & other collateral information media 3

PR Exercise to showcase IT-ES successes in appropriate trade journals. Journalist with customer sector experience to conduct interviews and write editorial articles for syndicated circulation Engage business consultants in target markets to assess potential customers requirements and arrange introductions and awareness presentations for Bangladeshi companies. Telemarketing is appropriate.

3

Build Bangladesh ITES brand 3

Improve "Bangla" competency in graphic design processes with successful projects-secondary language/culture competency

3

Reduce turn around time for new orders to one month maximum 3

Retaining business using CRM/follow-ups/Repeat Customers 3

Communicate with customers/References/ with successful customers 3

Create Road Shows, Have persons in embassy, build Bangladesh brand, Group participation for match making exercise, market research by segments

2

EPB to promote the graphics design industry 2

BASIS to emphasize the graphics industry both locally and globally/focusing with SIGs (Special Interest Groups)

2

Web research/SEO(Search Engine Optimization)/Enlist the Graphics Design Companies on search engines like Google, Yahoo, etc.

2

Unique standards compliance in graphics rendering for Danish market/EU markets 1

Contract issues: Exclusive vs. Non-exclusive 1

Capacity Development (Pillar objective -2)

Trained HR by Focused training schools on graphics design-Setup vocational training school to industry international institution partnership

3

B2B Program(International Joint-venture recognized school) 3

Training on specialized industrial tools 3

HR retention Policy 3

Availability of specialized graphics hardware 3

work environment standards compliance 3

project management 3

Process automation to handle scale/size 2

Process alignment with overseas customers 2

Following Clients' working calendar 2

Deploy appropriate quality implementation tools for capacity building 1

Segment markets + Contract requirements Score

38 Strategy for developing the Horticulture and Floriculture sector of Zambia – April 2006

Support services infrastructure (Pillar objective 3)

Internet bandwidth cost and quality 3

Availability of power and reliability 3

Availability of space designed for ITES industry (STP) 3

Clubbing and Classifications 3

Foreign exchange earning retention percentage and procedure 2

Bureaucratic regulatory hurdles 2

Income tax issues 2

Access to finance 1

Visa and travel - both ways business visa expedite 1

Support services infrastructure (Pillar objective 3)-2Banking-e-billing, Back and front office

System uptime and responsiveness 3

Physical security and power 3

Reach of service(urban/rural areas) 3

Application System/data capacity 2

Hardware and networking capacity 2

Interfacing capability 2

E-collection, integrity/accuracy of billing system 2

Logical /system security-DB-Application System-OS

1

Note: 3 = Most important


39

Annex 2: ITES Value Chain Analysis

Sector Contribution to the Economy

ITES currently represents about 30% of total ICT capacity in Bangladesh. The other 70% beingcomposed mainly of IT software programming services and a small number of specialisedhardware producers. Several independent evaluations (Danida 2006 and World Bank 2007) havecited tremendous potential for expansion and fast-growing demand for these kinds of servicesand the ability of the sector to provide a large number of good-quality jobs for college leavers.

The proposed employment pool represents a segment of the population of high concern to boththe Government and development agencies. Currently, Grade 12 college leavers; even with goodcommand of English, are not finding suitable jobs and many remain unemployed for a long time,especially women.

The ITES companies have potentials to make significant contribution towards technological andeconomic development along with wide opportunities for employment generation. Analysis showsthat the SMMEs (Small, Medium, and Micro Enterprises) have made substantial contribution toGross Domestic Product (GDP) during the last few decades and created appreciableemployment opportunities. At present, all the companies in the ITES sector are SMMEs.Although the ITES sector contribution to GDP is still very insignificant, but it has the potential togrow very quickly in GDS (Graphic Design Services) and different Business Process Outsourcing(BPO) areas to follow the similar success of Thailand, Philippines, Vietnam.

Almost all the ITES companies in Bangladesh are located in the capital city, Dhaka. The otherdivisional cities have few ITES companies. In general, the print and publishing industry, theNewspapers, TV & Electronic Media, the Ad Agencies are the main customers of the ITES unitsfor the local markets in Bangladesh. There are not much import substituting ITES services. Veryrecently, small but growing number of ITES companies started to export. The ITES companiesform forward as well as backward linkages with other industries making a cluster network ingenerating employment and contributing to the overall economy. The over-riding vision must befor setting up a market-based economic order with a level playing field for all ITES enterprises.

Some Pertinent Accreditation of ITES Sector

• ITES along with the ICT has been declared as one of the five ‘Highest Priority Sectors’ bythe Government of Bangladesh (Export Policy 2003-2006)

• The sector is one of the potential thrust sectors declared by the Government ofBangladesh (Industrial Policy 2005).

Size / Configuration of ITES Companies in Bangladesh

There is no reliable data for the overall size of the full ITES sector in Bangladesh. This studyfocuses on the export oriented ITES enterprises. There are about 5,000 people working in theITES sector Mostly dedicated to exports. Many of these ITES companies employ less than 100persons. The annual turnover of this small sub-sector is about BDT 300 crores.

Perspective of ITES Sector in Bangladesh

The locally focused ITES companies Mostly serve the local print and publishing industry, theNewspapers, TV & Electronic Media, the Ad Agencies. There are ample opportunities to go forlarge-scale exports by these traditional companies adopting new business plans. Like any sector,the ITES companies form forward as well as backward linkages with other industries. Theconventional ITES companies serve the local needs and can function in any economic sphere ofthe country. For those companies, there are some backward and forward linkages between ITESand other sectors of economy by supplying wide range of products / services.


It is worth mentioning here that, Many of the developing countries around the world, have beenproviding institutional support services to their ITES sector through setting up of different types oftechnical training centres to help their technical work force to update their skills and knowledge.

ITES Products / Services Spectrum in Bangladesh

Process Potential IT-Enabled Service

Product Development Market research, data gathering

Data mining and analysis

Engineering design

Production, Service Delivery Pre-production; layout and graphic design

Data conversion

Publishing

Records and transcriptions

Distribution, Sales and Marketing Logistics, inventory tracking

Sales support

Content, web development

Outbound marketing, e.g. telemarketing

Customer Service Customer care, e.g. call centers

Insurance claims

Technical support

E-mail help

Finance, Accounting and Legal Administration

Data capture, conversion, processing

Billing, payables, general ledger

Record keeping

Transcriptions

Human Resources Administration Data, forms handling and capture

Training, including remote education

Payroll processing

Employee benefits services


41

Typical Value Chain of the Sector

The value chain of ITES describes the full range of activities which are required to bring a productor service from conception, delivery to final consumers.

Typical ITES value chain of.


Constraints in Producing High Quality ITES Products especially for Export

(a) Problems Related to HR

• Not much trainable Human Resources because of the lack of basic education quality.

(b) Problems Related to Infrastructure, Innovation Promotion and Management

• Efficient and skilled manpower is not available.

• Load shedding problem in electricity supply.

• Absence of R&D facilities.

• Lack of standard and quality of product (1SO 9000, ISO 9002, 1SO 14000).

• Problems Relating to Marketing

(b) Problems Related to Market Information and Marketing Skills

• No Information about the specific ITES market segments

Lack of entrepreneurial and marketing skills to identify the emerging and attractive ITES marketsegments and to align internal resources with those opportunities.


43

Annex 3. List of documents & reports considered


•

•

•

Annex 4. List of participants for the ITES Sector workshops 1 & 2

SL#

Name of theCompany

Contact Person Address Tel Email

1 Ababil IT Industries Limited

Md. Ashraf Uddin, Managing Director 147/4, Arambag (1st Floor), Dhaka-1000

7100680, 01713-083584 [email protected]

2 Aftab IT Limited Mr. Rabindranath Roy, Manager, Marketing

Eastern Trade Center (14th Floor), 56, Inner Circular Road, Dhaka-1000

9331278, 9335325, 9352356, 01678002403 [email protected]

3AIMINLIFE DOT COM Ltd.

Mr. M. Shoeb Chowdhury, President &CEO

House # 21, Suit A/4, Road # 17, Banani, Dhaka - 1213 8832106, 01711594796 [email protected]

4Anupam Infotek Limited

Mrs. Nazneen KhalequeManaging Director

222, Tejgaon Industrial Area, Dhaka - 1208

01911-354178 (Mrs. Kamal), 01714-164444 (Mainul)

[email protected],[email protected]

5 bdjobs.com Limited Mr. A.K.M. Fahim Mashroor, CEOBSRS Bhaban (8th Floor -West), 12, Kawran Bazar, Dhaka-1215 911-7179, 914-0345 [email protected]

6BETS Consulting Services Ltd. Mr. Md. Badiuzzaman, Head, ISS

House # 10, Road # 135, Gulshan - 1, Dhaka-1209 9889923 - 4

[email protected],[email protected],[email protected],[email protected]

7 Business Automation Limited

Mr. Jahidul Hasan, ED BSRS Bhaban (9th Floor - East), 12, Kawran Bazar, Dhaka-1215

9134510-11, 8110379, 0189 224 119, 8144817-19

[email protected], [email protected]

8 CACTS Ltd. Mr. Md. Nurul Islam, Managing Director

25/2 Lake Circus (3rd Floor)Kalabagan, Dhaka – 1205 8123748, 01711534197 [email protected],[email protected]


mailto:[email protected]

mailto:[email protected],[email protected]

mailto:[email protected],[email protected],[email protected],[email protected]

mailto:[email protected],[email protected],[email protected],[email protected]






SL#

Name of theCompany


9 Computer Graphic &Design

Mr. Md. Hasan-Uz-Zaman, Proprietor & CEO

147/4 Arambagh (1st Floor), Dhaka-1000

7100680 [email protected]

10Digital Construction Limited Mr. Asif Yusuf, Managing Director

5/6 Gajnabi Road, Block-B, Mohammadpur, Dhaka-1207

8111426, 8111911, 8116678 [email protected]

11 Electro Craft Corporation Ltd.

Mr. Amir Hossain, Managing Director BSRS Bhaban (8th Floor), 12, Kawran Bazar, Dhaka-1215

913-9523,01714-084442 [email protected];[email protected]

12Graphic Associates International Limited

Ahmed Ashrafuzzaman Executive Director

House 46, Road 2, Banani, Dhaka - 1213

9860567, 7171235,7170009,0167-8009814 [email protected]

13 Graphic People Limited

Mr. Nazim Farhan Choudhury, Director

14 South avenue, Gulshan - 1, dhaka 8835608, 8835609 [email protected]

14 IBCS-Primax Software(BD) Limited

Mr. S. Kabir Ahmed, Managing Director

House # 44, Road # 13/A, Dhanmondi R/A, Dhaka-1209

8110699, 9141876, 8115517 (R ), 0191-350092, 0191350093

[email protected]; [email protected]

15 ICE Technologies and Services Ltd.

Mr. Rubaiyat Jamil CEO & Head of Operations

Erectors House (13th Floor), 18 Kemal Ataturk Avenue, Banani, Dhaka - 1213

8836831-2, 01713030510 [email protected]

16 Latitude-23. Mr. Mamnoon M. Chowdhury, Partner & CEO

House# 382, Road # 28, New DOHS, Mohakhali, Dhaka -1206. 9883161, 8850802

[email protected]; [email protected]

17Mantrust Information & Communication Technology Ltd.

Mr. Imtiaz Ahmed KhanManaging Director

House # 63 (2nd Floor), Road # 1, Block # IBananiDhaka - 1213

8810132, 9888751, 01711541217

[email protected]

18 Ryans Computers Mr. Ahmed Hasan, Chief Executive123/5, BCS Computer City, IDB Bhaban (1st Floor), Agargaon, Dhaka-1207

9125148, 8118298, 01711-541217

[email protected]

46 Strategy for developing the Horticulture sector of Bangladesh – September 2007



mailto:[email protected];%[email protected]

mailto:[email protected];%[email protected]



mailto:[email protected];[email protected]



SL#

Name of theCompany


19Star Computer Systems Limited Mr. Md. Ali Akbar Khan, MD

Fattah Plaza (7th & 8th Floor)70, Green Road, Dhaka-1205

8629206, 8629403, 01819-229115, 0187045635

[email protected];[email protected];[email protected]

20 The ICT Associates Limited

Mohammed Tazin Alam Managing Director & CEO

Hakam Foundation (4th Floor) House#98, Road#11, Block#C, Banani, Dhaka

8814309, 8855122,8861827, 01678003200

[email protected] , [email protected]

21 Trade Textile Bangladesh.com Ltd.

Mr. Faisal Alim, Chairman House # 2, Road # 1/A, Gulshan-1, Dhaka-1212

9860960, 8810905, 8833463

[email protected]

22 Zanala BangladeshMr. Tamzid Siddiq Spondon Managing Director

BSRS Bhaban, Level-4 (West) 12 Kawran Bazar, Dhaka-1215

8129475, 01199388098, 01819-200559 [email protected], [email protected]

23 CSL Software Resources Ltd.

Mr. Rafiqul Islam Rowly 01819-200-559 [email protected]

24 ITC Mr. Ian Sayers, Senior Adviser ITC, WTO, UNCTAD, Geneva [email protected]

25 ITC National ProjectBrig Gen (Retd) M. Mofizur Rahman, ITC National Project Coordinator (NPC)

BQSP Component 2, EPB, Dhaka 01713-023939 [email protected], [email protected]

26 ITC ITES Project Prof. R. K. Verma, ITC International Consultant (ITES)

Apeejay Institute of Technology (ITES), Greater Noida, India

[email protected]

27 ITC ITES Project Mr. Habibullah N. Karim, ITC National Consultant (ITES)

TechnoHaven Company Ltd., Fattah Plaza, 9th Floor, 70, Green raod, Dhaka – 1205

967-0567 [email protected]

28 ITC ITES Project Mr. Fokhruz Zaman, ITC National Consultant (ITES)

Millennium Information Solution Ltd, 18th Floor, Grameen Bank Tower, Mirpur – 2, Dhaka - 1216

01819-253-640 [email protected]

A strategy for developing the Horticulture sector of Bangladesh – September 2007 47












mailto:[email protected];[email protected];[email protected]

mailto:[email protected];[email protected];[email protected]

SL#

Name of theCompany


29 BQSP Component 2, EPB

Mr. Shahid Hasan, PD EPB, Dhaka, Bangladesh 01552477274 [email protected]

30 ReliSource Technologies Ltd

Mr. S. M. Mahbub Alam, Head of Engineering

Gulshan – 1, Dhaka - 1212 01818608995 [email protected]

31 BRAC Bank LtdMr. Mizanur Rahman Chowdhury, Head of Technology 1. Gulshan Avenue, Dhaka - 1212 0171-309-0112 [email protected]

32 BRAC Bank LtdMr. Md. Abdullah Al Mamoon, Head ofInfrastructure Development 1. Gulshan Avenue, Dhaka - 1212 0171-303-0333 [email protected]

33 Bioscopewala Intl Mr. Sahadat Hossain Gulshan, Dhaka 0173-139-0667 [email protected]

34 JobStreet.ComMr. Md. Shumsud Doha, Sr. Manager, Finance & Admin

BSRS Building, 12, Kawran Bazar, Dhaka 0171-142-7821 [email protected]

35 Daffodil Software Ms. Farzana Ferdouse. Sr. Executive, Software

Kalabagan, Dhaka 0172-754-9735 [email protected]

36 Trust Bank Ltd Mr. S. M. Akram Sayeed, VP, IT & Card Division, Head Office

Dhaka 0171-301-0897 [email protected]

37 IBPC, Ministry of Commerce

Mr. Mir Shariful Bashar, EO - IBPC IBPC, Kawran Bazar, Dhaka 0173-000-1567 [email protected]

38 Convince Computer Ltd

Mr. Rafez Alam Chowdhury Mirpur – 2, Dhaka 901-0603 [email protected]

39 EPBMs. Saleha Haque, Deputy Director, EPB EPB, Dhaka 9144821-24

40 Not Available Mr. Mohd. Abdul Halim, Admin Officer EPB, Dhaka 0191-337-5264












SL#

Name of theCompany


41 Not AvailableMr. Ahmad Tabshir Chowdhury, IT & MIS Consultant Not Available 0171-302-4413 [email protected]

42 Planning Commission Mr. Md. Altaf Hossain, Joint Chief, Physical & Infrastructure Division

Planning Commission, Shere Bangla Nagar, Dhaka

911-7820; 0171-601-1820 Not Available

43 Systech Digital Mr. M. Rashidul Hasan Uttara, Dhaka 0171-324-9541 Not Available

44 Dream Door Soft Mr. Khan Md. Anwarus Salam, PM Not Available 0155-234-6126 [email protected]

45 BASIS Mr. Shoeb Ahmed Masud, Secretary General

Business Automation, BSRS Building, 12, Kawran Bazar, Dhaka


46 Daud IT Mr. Rafiqul Islam Not Available 0171-583-3373 Not Available

47 Renaissance Consultants

Ms. Parveen S. Huda, Managing Director

Apartment 1C, House CWN(A) Plot 3BRoad 49, Gulshan 2, Dhaka


48 EPB Mr. M. Abdur Rauf, Deputy Project Director, BQSP 2

TCB Bhaban, 1, Kawran Bazar, Dhaka– 1215

0181-943-2131 [email protected]

49 TTBC Limited Mr. ATM Mahbubul Alam, Managing Director

Not Available 0171-159-8528 [email protected]

50 Convince Computer Ltd

Mr. Md. Ishtiakh Matin, Director Plot # 68 – 71, Block – K, Rupnagar, Section – 2, Mirpur, Dhaka - 1216

901-0603, 0181-948-1378 [email protected]

51 Zanala Bangladesh Ltd

Mr. S. M. Mobasser Hossain, Chairman

BSRS Building, 12, Kawran Bazar, Dhaka

812-9475, 0181-927-7433 [email protected]

52 JICA Mr. Anisuzzaman Chowdhury, Program Officer, Bangladesh Office

JICA, Gulshan Avenue (South), Dhaka 0171-521-9796 Not Available

A strategy for developing the Horticulture sector of Bangladesh – September 2007 49









SL#

Name of theCompany


53 JICA Mr. Takeshi Ueda, Project Formulation Advisor

JICA 989-1897, 989-1899 [email protected]



Annex 5. Glossary of terms

TERM DESCRIPTION

ADB Asia Development Bank

BEIOA Bangladesh Engineering Industry Owner Association

BQSP Bangladesh Quality Support Programme

BRAC Bangladesh Rural Advancement Committee

BRC Banking Reform Committee

BSTI Bangladesh Standards and Testing Institution

DANIDA Danish International Development Agency

DCCI Dhaka Chamber of Commerce and Industry

DFID UK Department for international development

EC European Commission

EPB Export Promotion Bureau

EU European Union

EU-EDP European Unions´ Export Development Programme

GTZ Germany Technical Assistance

ISO International Organization for Standardization

ITC International Trade Centre

JICA Japanese International Cooperation Agency

LGED Local Government Engineering Department

MOC Ministry of Commerce

MRLs Minimum Residue Levels

NBR National Board of Revenue

NGO Non Governmental Organisation

NORAD Norwegian Aid for Development

R&D Research and Development

SHAPE Strategic and Holistic Approach to Performance Enhancement

SEDF SouthAsia Enterprise Development Facility

SGS Inspection, Verification, Testing and Certification Company

TPO Trade Promotion Organisation

TSI Trade Support institution

UNCTAD United Nations Conference on Trade and Development

UNDP United Nations Development Programme

UNIDO United Nations Industrial Development Organization

UK United Kingdom

US United States of America

USD United States Dollar

WB World Bank

WTO World Trade Organisation

Annex 5. The SHAPE technique for strategy development

The strategy development process

Representatives of the business community, government agencies & other stakeholders involvedin the sector, were brought together in a series of meetings and workshops in Dhaka to formulatethe strategy and implementation plans. In between the workshops, other meetings were held withmanufacturers, retailers, exporters and government agencies to increase the level ofrepresentation and participation. The outputs therefore represent the views and interests of eachstage of the sector’s value chains.

The ITC SHAPE methodology was used to guide sector stakeholders through the strategydevelopment process and leave workshop participants free to concentrate on the content of thestrategy and its implementation plans. A thorough examination of the specific points of thestrategy and the implementation activities was provided with close support from the ITC’s office inGeneva under a project funded by EC and the Ministry of Commerce of Bangladesh

ITC has taken steps to inform other technical assistance agencies and potentialstrategy-implementing partners of the strategy development process, so that they can participatein it. ITC may also undertake implementation activities described in the strategy and that relate toits own mandate and area of expertise – if funding becomes available and ITC support isrequested.

For further information:

Contact:

Mr Ian Sayers, Senior Officer for the Private Sector

Bureau of Policy and Programmes

International Trade Centre

Tel: +41 22 730 0260

E-mail: [email protected]

or

Mr Sophien Hanouz, Senior Trade Strategy and Value Chain Development Specialist

International Trade Centre,

Tel: +41 22 730 0339

E-mail: [email protected]

Postal address:

54-56 rue de Montbrillant

c/o Palais des Nations

CH1211 Geneva 10

Switzerland

Web pages: www.intracen.org/ipsms/tsd


http://www.intracen.org/ipsms/tsd



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