Introduction

Bangladesh, although an agricultural country, cannot accommodate its growing population in

this sector. To generate employment opportunities for the surplus workforce, it has
emphasized industrialization. However, there is dearth of skilled manpower in Bangladesh
both in technical and management areas. The focus is on the development of general work
skills, personnel skills, and financial management. Development in these areas is essential for
the industrial development of Bangladesh. The open of the industrial sector for private
investment increased the need for skilled manpower tremendously in Bangladesh.

Human Resources are the most powerful propeller of a country’s economic growth and
development. Human Resource Development (HRD) is concerned with improving the
aptitudes, skills, abilities, knowledge, understanding and attitude of the employees of an
enterprise (Jucius, 1993). There is a consensus that the quality of the education system in
Bangladesh is deteriorating. This deterioration is evidenced by declining test scores,
graduates with inadequate basic skills, increasing dropout rates and the widening gap
between industry needs and student capabilities (Fisher, 1993; Schargel, 1993). Businesses
have responded to this decline by demanding higher test scores and greater financial
accountability and by implementing their own educational programs (Shalala, 1993). This
paper examines these challenges and argues that business schools must become learning
organizations to meet the demands of students and the workplace.

Rationale of the study

Government, NGO and other private organizations are working to develop human resources
to ensure that Bangladesh can compete in local and global markets. Academicians,
researchers, the Government, decision-makers, and others planners and administrators agree
that human resources are the most vital factor in the industrial development of Bangladesh.
Formal training programs (business education, technical education, technical training,
vocational training and other training programs) will play a key role in the development of its
human resources. A survey of the existing literature reveals that little research has been done
on this topic.
Objectives of the study

The objectives of the study were:

1. To examine the support for developing human resources through educational institutes.

2. To document the needed standards of education and training for the development of HRD
in Bangladesh.

3. To unearth the opinion of respondents those who are involved with the Human resource
centre.

4. To suggest steps to increase institutional support for the further development of HRD
programs and efforts.

Scope and Methodologies of the study

The study included participants from 25 universities (5 Government sponsored, 20 private),

the Government, and private institutions situated in the capital city of Chittagong in
Bangladesh. Some of the respondents were in the city of Dhaka. Data were collected through
a questionnaire. In addition, the websites of participating institutions were reviewed for
updated information. In total 300 respondents were interviewed during the study period.
Additional information was obtained by reviewing published research conducted in the UK,
the USA, and locally.

Limitations of the study

The study covered a very limited number of educational organizations. Some participants
were neither motivated nor interested in expressing their honest opinions. The scope of the
study was also constrained by limited available funding.
Analysis of Findings
The major findings of the study are as follows-

Government Role.

The education sector is a priority area for the Bangladesh government and plays significant
role in overall development of Bangladesh. Education is considered a key strategy for
effective human resource development, poverty alleviation, and socioeconomic development,
all which contribute to the national development. There is a pressing need to develop a large
part of the population into productive workers through the coordination and interaction
between people, educational institutions, training programs, and technology. The
government, with this end in view, has fostered such development efforts through educational
expansion and quality improvement initiatives in different sub-sectors of the educational
system.

Government Initiatives for development in Education sector in

Bangladesh:

Education is the key to overall development of a nation. This realization exists among the
post-independent government education policy makers of Bangladesh. However, various
challenges in the education system mars success achieved thus far. Compared to international
level education in Bangladesh system is not competitive and this has critical implications
upon the overall national development.
Current government projects to promote the education of children in Bangladesh include
compulsory primary education for all, free education for girls up to grade 10. Stipends for
female students, a nationwide integrated education system and a food-for-education literacy
movement. A large section of the country's national budget is set aside to help put these
programs into action and to promote education and make it more accessible. Recent years
have seen these efforts pay off and the Bangladesh education system is strides ahead of what
it was only a few years ago. Now even national curriculum books from class 5 to class 12 are
distributed freely among all students and schools. Bangladesh is now trying to establish
remote and digital classes through internet conferences.
Though govt. of Bangladesh took some initiatives, there are some problems too. All the
children of Bangladesh are supposed to receive full free education up to secondary level. But
in reality, it is not so, especially for children from poorer households in rural areas. Recent
survey done by BRAC reveals that poor parents have to pay bribe at every step of their child's
schooling. Besides it has also found that in many rural school, there is no headmaster and the
teachers are not that much qualified. The budgetary allocation for education in our country is
not adequate compared with those of other South Asian and developing countries that put
education at the top of the policy agenda.
Apart from the formal education system, Bangladesh has also developed a no formal primary
education (NFPE) system. In setting its EFA targets, for example, the Government has
prioritized no formal education to eradicate mass illiteracy and for continuing education. It is
planned that the targets for extending access to primary education will be met through the
formal primary school system with the supplementary support from no formal education, for
the former dropouts, disadvantaged and non-starters (DNFE, 1995). NFPE is treated as
complementary to formal primary education for these students, who also receive some
practical skills, which they can apply in real life situations as and when necessary. The main
objectives of no formal education programmers run by non-governmental organizations
(NGOs) are to reduce illiteracy; contribute to the basic education of children, especially those
from the poorest families and remote areas; promote the participation of girls in education;
empower women; and support the Government’s Universal Primary Education Program.

Development in technical and vocational education sector in Bangladesh:

Education is the most powerful weapon for fighting against poverty. In a developing country
like ours vocational education is a must for economic up-liftmen and poverty alleviation.
Poverty is probably the worst misfortunate afflicting our countrymen. A very large
percentage of our population remains miserably poor even today. Vocational education can
play a vital role to improve the standard of life and to help them participate
in national development.
Vocational education means learning to change one’s behavior to enhance the quality of life
through work and values, without or along with formal schooling. If the learning through the
vocational approach enhances self-employment and economic productivity of the people then
the war against poverty can be fought and conquered in a constructive way. Many countries
like Thailand, Malaysia, Indonesia, Philippines have got a lot of economic benefits through
Vocational Education. So it has been proved that economic implications of VE are many,
particularly for a country which has a vast population of adult illiterates.
The VET is offered at the secondary level and the target group of students is the
underprivileged background. Formal VET is school based and training models often follow
the colonial models. Usually students enter the vocational training track from 9th to 12th
grade 8es of secondary and higher secondary education. The duration of VET ranges from
three to six years, depending on the type of training provided.
The subjects are taught initially by the field level experts are dress making and tailoring,
general electrical works, building maintenance, general mechanics, audio-video system,
computer operation, food processing and preservation, agro based food, automotive, weaving,
drafting mechanical, livestock bearing and farming, ceramics, fish culture and breeding,
architectural drafting with AutoCAD, food and vegetable cultivation, poultry bearing and
farming, drafting civil, dying printing and finishing, machine tool operation, welding works,
civil construction, farm machinery, pluming and pipe fitting, joinery and cabinet making,
electrical machine maintenance, refrigeration and air condition, electrical maintenance works,
welding and fabrication, wood working and finally shrimp culture and breeding (BTEB,
2006). The private providers targets “soft” business and service sector skills like secretarial
practice, dress making cookery that does not need large amount of capital outlays to deliver.
Some developments of Technical and Vocational Education
A. Major Achievements (2009-2015)
i) Development of Physical Infrastructure
 5 Storied DTE Building with Lift Facilities

 4 Polytechnic Institutes

 3 Engineering Colleges

 8 Regional Director’s Office

 3 Women Hostel at Dhaka Polytechnic, Dhaka Mohila Polytechnic & VTTI

 2 Academic cum Workshop Building at TTTC, Tejgon, Dhaka & VTTI, Bogra

 Renovation and maintenance work of 64 Technical school and colleges

 Up gradation of Textile College into Bangladesh University of Textiles.

ii) Enhancement of Skills & Policies

 Establishment online office management system of DTE along with the institutions
  Providing stipend to 9,605 trainees in 56 Short training course institutions @ BDT
700 per month

 Provided Implementation Grant BDT 2410 million to 25 public and 8 private

Polytechnic institutes

 Providing Implementation Grant @BDT 70 million to another 12 public and 12

private Polytechnic institutes

 To develop skilled human resources for the world of work, B-SEP, STEP and SEP-B
project are running

 Local Training for 7000 Teachers and Staffs

 Introducing E-Book with Multimedia class room

 Introducing Emerging Technology

 Strengthening job placement cell in every in TVET Institutions

B. Running Activities
i) Development of Physical Infrastructure

 Establishment of 100 Technical School (TS)

 Establishment of an Engineering College at Barisal District

 Vertical extension of DTE building from 5th floor to 7th floor

 Construction of Main gate with approach road

 Establishment of Starter Lab with the help of NYPi, Singapore

 Procurement of machinery and Equipments for emerging Technology.

Education and Training

There is a famous Chinese proverb, “If you are planning for a year, sow rice, if you are
planning for a decade, plant trees, if you are planning for a century, and educate people.” And
this is what is precisely called strategic direction. An affluent American visiting Bangladesh
recently to understand its poverty concludes thus, “While the country has many pressing
needs, perhaps education is the most important area where government can show leadership
in bringing about change—and key to promoting education is that the change produced can
then trickle down throughout other areas of the economy”.6 This is reinforced by the
American Federation of Teachers (AFT) President Randi Weingarten and National Education
Association (NEA) President Dennis Van Roekel, “It is clear that, the way to rebuild our
world economy is to increase funding for education, not cut it. Investing in education will
spur innovation that will produce solutions to many problems we confront.”7 Education and
training should be a continuous and progressive process which would lay the foundation for
acquiring the abilities of a transformational leader. Any strategic direction should look for the
transformation of the present derelict values, system, directions, and the institutions. Right
kind of education and training provide the right motivation, self-efficacy, and value system.
Transformation of the society in terms of knowledge, values, ethics, growth, both in terms of
economic growth and happiness which are envisioned in the strategic direction, should be the
social objectives of education. Education is an effective means to ensure poverty reduction
and egalitarianism. Countries with better and more educated people have higher economic
growth and better equitable distribution of income. Better educated people tend to enjoy
higher incomes, better health, more geographical mobility and so on.8 No education and
training are worthwhile if there is no change in the value system that creates forward looking,
ethical, futuristic, progressive cognitive, affective, and action-oriented abilities. Any
curriculum should be tailored to create such abilities. Even the junior leaders or managers
should be groomed from the beginning in a way that gives them the cognitive and other
abilities to be able to evaluate the strategic plane. Talent ship is also related here. There is a
saying “Talent ship is to Human Resources (HR) as finance is to accounting as marketing is
to sales”. Talent ship is a kind of decision science. Decision making at the strategic level is
critical to organizational performance.9 A Wharton Business School feature cautions, “the
task of meeting global talent needs with an educated and trained workforce is too huge for
any one nation to take on.” Presently, India has 480 universities and 22,000 colleges. In next
10 years, India will need 700 new universities, 35,000 new colleges. It is planning
infrastructure build-outs worth more than US $1.5 trillion in the next five years, as announced
by its Minister for Human Resources.10 Taking the cue from Indian perspective of planning,
a question may be raised: Has Bangladesh in place such strategic direction and planning? It is
presumed there is one. But the moot points those need to be factored are: Are variables such
as demand and social objectives of the society, national direction, quality, type, balance,
finance, infrastructure, diversity, quantity, time-plan, donor support etc. being taken into
consideration? Political unrest, international disputes or conflicts should also be considered
and evaluated. Stereotyped education and training may be discouraged. Lateral and critical
thinking abilities should be encouraged. It is, however, difficult to keep pace with the fast and
constant changes taking place in the strategic plane. In any case, constant right direction
cannot be compromised.
Competencies and Skill Development

Professional competencies and specialized skill development are again a continuous process.
Although apparently, it may appear, those may not contribute directly to the strategic thought
process, but their induced or indirect impact in creating a right kind of strategic mind cannot
be ignored. Specialization is again constantly being updated and it also leads to strategic
direction. If our human resources or capital in Bangladesh fall short—which is, otherwise,
generally the case-- of specialization or super-specialization in respective fields, then they
will lose sight of the strategic direction. Bangladesh lacks quite a bit in the field, mostly
because of lack of research facilities in our organizations and institutions, both at the
government and non-government levels. At the higher education level and also in the
business world, lot of investment needs to be made to overcome these serious lacunae in our
system.

Most of our universities or institutes are unfortunately not making their mark, even when
compared to South or Southeast Asian standards. Our universities do not create significant
body of knowledge; they are basically teaching universities. However, we need huge
investment and right motivation to get the desired results. Public-private partnership can be a
good way forward. Research culture cannot be developed by merely depending on the foreign
donor agencies. Countries like India, China, Malaysia, Singapore, and South Korea are
examples where indigenous research or specialization makes a substantial impact in creating
a competent human capital. In the age of globalization, this particular aspect cannot be just
overlooked.

This applies critically even to the human resources that we export to different countries
abroad. In Bangladesh, attention is drawn to the strategic direction. One has to constantly ask
oneself: Can Bangladesh’s economy continue to sustain an ever increasing 160.5 million
people, which it has today, over the next 10-15 years? What is extremely alarming is the
surge in unemployment in the developing countries as fallout to the “tsunami waves sent out
by the global crisis…. reaching the developing countries”. The International Labour

Organization (ILO) concludes that the number of registered unemployed had grown by 34
million between 2007 and 2009. According to World Bank estimates, up to 263 million more
people are expected to live in poverty by 2015, again because of the financial crisis.11
Bangladesh is already in the throes of serious unemployment.
Now, intensive human resources development program would be one of the most effective
methods, apart from an effective social-security system, of tackling this impending serious
crisis; otherwise, it may put everything else in disarray. At least, by imparting some basic
skills to our expatriate labours, we can solve a portion of our problem. This will have direct
impact on our remittances earning. It is believed through competent human capital export, we
can increase our remittance earning from US$ 11 billion to US$ 30 billion in next five years.
However, in order to realize its full potential, Bangladeshi Diasporas living in UK, USA,
Middle East, Malaysia and elsewhere need to be motivated to contribute to their motherland.
Along with that, an exhaustive skill and competence development program to make our
labourers skilled/semi-skilled may be undertaken. Of late, a new concern has developed:
statistics taken from the Bureau of Manpower, Employment, and Training (BMET) indicates
that, “Manpower export from Bangladesh is worryingly on the sharp decline.” The number of
people going for jobs abroad drastically reduced from 8,75,055 in 2008 to 4,75,278 in
2009.12 It is down by almost 50%. Situation must be arrested immediately by launching an
extensive human resource development program and looking for alternative markets for the
workers.

Leadership Training/ Development

Latest theory on leadership identifies transformational leadership to be the end-state, not

transactional. A leader has to be futuristic; he should look at the horizon, not at the bottom-
line. He has to constantly challenge and change the environment in which he is operating,
apart from being inspirational, visionary, and charismatic. A leader has to motivate the
people, may be to sacrifice the present, in order to face the challenges and avail the
opportunities of tomorrow. Mao Tse Tung had to awaken his people from slumber, may be
due to opium addiction, to liberate his country from occupation. Some of the traits and
abilities for a leader, as highlighted by Sun-Tzu, are: wisdom, knowledge, credibility,
strictness, benevolent, courage, skilful analyst, upright, clever/inventive etc….”14 Leaders
should be groomed at every tier of the hierarchy. All prospective leaders should be sensitized
about the strategic direction of his organization. Unless he is focused on the horizon or has a
fair idea about the vision of the organization, he is likely to turn out to be transactional. Need
of the hour is to develop transformational leaders at every tier. There should be no
compromise on such benchmark. Leaders can be trained or groomed. We should come out of
the myth that leaders are always born. One has to also handle the routine, mundane affairs of
the organization, but if he cannot transform the system to adapt to the changing environment,
in line with the strategic direction, then he turns out to be less than useful in the long-run.
There are serious problems in the organizations and government machinery in as far as
launching leadership training/development programme, both on the job and off the job, in
Bangladesh is concerned. This is part of the strategic management of any organization.
Leadership traits and charisma can also be learnt through constant practice, by even following
role models like Nelson

Mandela or Bill Gates. Counselling/mentoring or putting somebody through trials and

tribulations may play an effective role in developing leaders. The moot point is:
transformational leaders are better poised to follow and evaluate the strategic direction.
Leadership development program is an effective method of creating balanced human
resources. An effective leader’s’ right decision at the right time is the real benchmark to
evaluate the credibility or the image of an organization. This provides branding or image so
critical even for a nation.

Integrated Marketing Communication (IMC)

POSITIONING STRATEGY

The skilled human resource developing market is not lead by any. Currently, the need for
such service is very demanding. And consumers’ are looking for such services to develop
their skills. The launch of the Human Resource Development in Bangladesh (HRDB)
service will need to disrupt this market and position itself as the leading and superior skill
development service.

For everyone, HRDB is a service that provides advanced skills development services enabled
by a patent-protected technology. The unique selling proposition of HRDB is the core
advanced technical skill development for every field of life and technology that can be
communicated using the tagline, “Skills… the way nature intended”.

As this kind of service till now are a low involvement, HRDB will leverage its positioning
strategy to move rapidly through the peripheral route of the Elaboration Likelihood Model,
changing consumer beliefs, behaviors and attitudes, respectively.

COMMUNICATION OBEJCTIVES
Create awareness of HRDB brand and services among 65% of the target audience, after IMC
Plan is implemented and services are launched, within the first year. Create interest in the
HRDB brand among 45% of the target audience, within the first year after the IMC Plan is
implemented and services are launched.

Increase consumer knowledge of the HRDB services differentiating attributes like the
technological attributes namely accelerated modern technology and durability to 30% of the
target audience, after IMC Plan is implemented and services are launched, within the first
year.

Increase trial of the HRDB service to 20% of the target audience, within the first year
increase adoption and regular use for the HRDB service to 10% of target audience, after IMC
Plan is implemented and services are launched, within the first year.

MESSAGING STRATEGY

Cognitive messages are an effective communication strategy when introducing a new, low
involvement services, similar to HRDB, which has a key product differentiator. The New
Service Innovation Adoption Model suggests a cognitive pathway a consumer follows,
resulting in the purchase of a completely new product or service. There are five stages:
Knowledge, persuasion, decision, implementation and confirmation.
In the knowledge stage of this model, consumers need to learn about the service that
previously did not exist, and understand its benefits. Therefore, HRDB’s messaging strategy
must undermine the preexisting beliefs regarding Human Skills development through the use
of comparative advertising. Secondly, HRDB must spread awareness and increase the
knowledge of the innovative and technological superiority of its services using rational
appeals. The breathability and full use of advanced technology of the HRDB services must be
emphasized at this stage, and the specific technology of the HRDB service explained. Certain
behavioral techniques can be used to help change consumers’ minds:

1) Classical Conditioning: Repeated pairing of the HRDB logo with the notion of superior
skill developing.

2) Instrumental Conditioning: Create an inherent, positive association between the

HRDB service and superior skills.
3) Observational Learning: As more consumers sample the HRDB service and experience the
improved learning it provides, others can learn vicariously about the service as they observe
their peers’ positive experience.

After gaining knowledge of HRDB’s advanced skill development technology using rational
appeals, consumers need to be persuaded to decide to try the new service. In order to
persuade consumers, HRDB must use fear and emotional appeals to target concerned parents
or guardians.

The implementation stage must include trial of the HRDB services. This will be achieved
through selected marketing mediums such as promotional events and direct mail.
Lastly, in the confirmation stage consumers will have gained knowledge of the service
attributes, experienced the advanced skill development technology that the service enables,
and decided that HRDB is indeed a superior service.

MEDIA STRATEGY
PUBLIC RELATIONS

For Public Relations (PR), it is recommended that HRDB implements press releases and
press conferences. By utilizing these two PR vehicles, HRDB can increase its interactions
with key news forces, including broadcast, print and online publications. When writing and
distributing its press releases, HRDB should focus the content on the technological
advantages of the HRDB service, and work to build the relationships with the Associated
Press and any other appropriate news vehicles. It is suggested that HRDB become a member
of PR Newswire for a low annual fee, subject to fee increases for additional services, to aid in
the distribution of the HRDB press releases. PR Newswire’s services include assistance in
initial release of information, creation of press releases, and measuring the effectiveness of a
company’s PR efforts.

DIRECT MARKETING

For HRDB, the most relevant and effective type of direct marketing is direct mail. It is
recommended that HRDB distributes double-sided postcards with the following core
elements: a coupon for a discount on a box of HRDB services. A key aspect of a direct mail
campaign is the mailing list. A campaign of this nature will not be successful without a
mailing list that targets the selected HRDB consumer demographics. For HRDB, parents of
young children in middle to upper income levels and the youth who are energetic and are in
need for such development comprise the target market. By obtaining a list specific to this
market, HRDB can reap a higher return on the investment and costs associated with direct
mail pieces because a more selective list ensures a higher rate of response or purchase from
consumers, and eliminates waste coverage because of this selectivity.

PROMOTIONS

Within the medium of Promotions, both promotional events and Point-of-Purchase (P.O.P.)
displays are important for HRDB to employ. At the promotional events HRDB will
participate in. This will encourage consumers to use the service and possibly make the
decision to continue using the service. When consumers experience the advanced skill
development technology properties of the HRDB service, they are more likely to become
brand loyal to HRDB.

The packages will contain a coupon for a discount when purchasing the HRDB services at
local retailers. The venues where HRDB chooses to hold these promotional events are
important, and should be selected carefully, while keeping the target market in mind. It would
be most beneficial to target events where parents and children are present, such as jog-a-
thons, walk-a-thons, holiday festivals, fairs and other relevant community events. These types
of events offer an ideal situation for HRDB in that both segments of the target market,
children and parents, can interact with the HRDB product.
P.O.P. displays can include end-of-aisle displays, in-store banners, check-out displays,
product packaging, and in-store digital displays, such as televisions in retail outlets and parks.
The packaging of the actual service can also be leveraged as a communication medium.
Packaging is essential in showing consistency between all marketing efforts and tangibly
emphasizes a brands’ core values. It provides consumers with service information including
use, composition, and sales promotions. Product differentiation employed through packaging
design efforts aims to attract attention among competing products within the shelf and/or
aisle, and creating a favorable impression in consumers’ minds is essential to solicit the
desired emotional and behavioral response. As consumers are increasingly valuing eco-
friendly packaging, and manufacturers and retailers are following this trend as well. Since
“Skills… the way nature intended” is a key attribute of HRDB service, the packaging should
utilize natural, recycled, biodegradable material and soy inks to maintain consistency with
brand image. While it may not be viable to use 100% green manufacturing, all efforts to place
HRDB services in the green-friendly category of products is recommended. In order for the
packaging to convey the HRDB brand image, we will develop several features to be included,
specifically key colors (blue, green, and white) and attribute bubbles. Color plays a large role
in emulating product attributes. For example, blue represents trust, which is important in
building brand loyalty, green represents both nature and success, which reinforces the
products natural claim, and white represents purity, reinforcing that this service is advanced
technology and learning.

The package should also display key attribute bubbles. The most important attributes to
highlights are “Advanced technical skill development” and “Advanced technology learning”.

INTERACTIVE INTERNET MARKETING

It is recommended that HRDB market their services in the Internet by using online ad buys,
banner ads, Search Engine Optimization (SEO), and a company Website.
HRDB should purchase online ads and banner ads on these specific sites: Prothom-alo.com,
e-portals, Google Display Network (GDN).

Social Networking sites to utilize world-of-mouth marketing at Facebook, LinkedIn,

YouTube, G+, Instagram and Snapchat, etc.

Popular websites to leverage their expanded reach such as Google, Yahoo, MSN, EBay,
Amazon, GSMArena and Flickr etc.
HRDB should also utilize Search Engine Optimization (SEO), when advertisers pay only
when a consumer clicks in an ad or link from a search engine page, on selected sites. The
volume of searches broken down by the different search engines is shown in the figure below.

The creation and maintenance of an informational and interactive website is key for the
success of HRDB services.

PRINT MEDIA

Magazines and newspapers are the most relevant print media vehicles for HRDB to utilize
when launching its HRDB services. HRDB + reports that Bangladesh Forum, Bihanga,
Dhaka Courrier, The Star and The Reader’s Digest are the top five magazines for HRDB’s
target demographic. These magazine advertisements should include images of children, as
75% of mothers rank ads that feature children as highly effective, as well as free-standing
inserts with a discount coupon of the HRDB service. Another method to solicit service is to
have the ad printed on the newspaper packaging or plastic bag providing a discount coupon in
a pocket of the packaging.

BROADCAST

Television offers advantages over the other mediums, such as universality and amplified
expressiveness. For the HRDB, our primary objective is to spread brand awareness among
our target group. The ideal medium to do this is television, specifically during the day.
Television combines picture, sound, and motion, which engage viewers on multiple sensory
levels. This medium also has considerable reach compared to other mediums, as over 98% of
households have at least one television.
The HRDB commercial will be a short, 30-35 second spot that features youth, as research
shows that over 2/3 of mothers state that commercials featuring children are more effective in
communicating messages.

HRDB should also employ narrowcasting to allow for a more targeted and focused reach.
Research shows the top channels that the HRDB target markets watch are the Food Network
and the Hallmark Channel on Cable Television, and Daytime Talk Shows, Early Evening
News, and Daytime Dramas on Network Television.

EVENT & SPONSORSHIP

Event marketing refers to public sponsorship of events or activities related to sports, arts
entertainment or special causes. Rationale for going this sort of sponsorship event
sponsorship provides a different kind of communication option, marketers report a number of
reasons why they sponsor events. HRDB will sponsor different kinds of program which is
related to study and job. HRDB should sponsor different kinds of cultural program like 100-
year anniversary of Teachers Training College Dhaka, International Mother Language day
program at Dhaka University, International trade fair, job fair, marketing carnival in IUB etc.