THE media landscape in Bangladesh has undergone a seismic transformation over the past few decades. From the era of a single state-run television channel, BTV, to the proliferation of private TV networks and the meteoric rise of digital platforms, the industry has witnessed both unprecedented growth and daunting challenges. As traditional media faces steady decline, the digital revolution offers both opportunities and threats, demanding a strategic recalibration to sustain the industry鈥檚 future.
Until the 1990s, Bangladesh鈥檚 media was dominated by BTV, alongside a few print and radio outlets. A turning point came in 1992 when satellite broadcasting introduced foreign television channels to Bangladeshi audiences, marking the advent of cable TV. However, it was the digital revolution 鈥� particularly after 2003 鈥� that fundamentally reshaped media consumption habits.
According to Kantar, 67 per cent of Bangladeshi households now own television sets, with TV media exposure rising from 48 per cent to 70 per cent over the past two decades. Simultaneously, digital media has experienced exponential growth, signifying a radical shift in audience behaviour. Yet, with every opportunity comes a set of challenges that threaten to derail progress.
Despite the rapid evolution of digital platforms, the country鈥檚 media industry faces severe financial constraints. Print media is in steady decline, radio is on the brink of disappearance, and television channels struggle to maintain sustainable revenue streams. These issues are exacerbated by the lack of a robust audience measurement system, which hampers effective media planning and investment.
Bangladesh鈥檚 media industry operates within a fragile financial model. The primary stakeholders 鈥� advertisers, agencies, and media houses 鈥� are grappling with shifting dynamics. While multinational corporations have historically dominated media investment, local conglomerates are now leading the charge. However, a significant portion of media investment 鈥� over one-third 鈥� is still managed in-house by advertisers, bypassing media agencies altogether.
Moreover, Bangladesh lags behind its South Asian counterparts in media exposure. While 70 per cent of Bangladeshis watch television, this figure is overshadowed by Pakistan鈥檚 92 per cent and Sri Lanka鈥檚 75 per cent. Print readership is even lower, with only 11 per cent of Bangladeshis engaging with newspapers compared to 25 per cent in India. Additionally, 60-70 per cent of TV viewing time in Bangladesh is dominated by foreign channels, particularly from West Bengal, further diminishing the market share of local broadcasters.
The advertising industry, which remains a vital source of revenue for media, is also experiencing significant changes. Multinational companies have traditionally led media investments in Bangladesh, but in recent years, local businesses have gained ground. Brands such as Unilever, Marico, Reckitt Benckiser, and Grameenphone continue to be major advertisers, but domestic corporations like ACI Limited, Dutch Bangla Bank, and Pran-RFL are expanding their presence. This shift presents both an opportunity and a challenge 鈥� while increased local investment strengthens the industry, the growing trend of direct media buying by advertisers weakens the role of agencies, disrupting the traditional ecosystem of media planning and buying.
Enhanced audience measurement systems are essential for media planning. Strengthening TV ratings systems, national media surveys, and digital analytics will enable advertisers and agencies to optimise investments and ensure content is tailored to audience preferences. A more transparent and data-driven approach will create a level playing field, fostering sustainable competition in the advertising sector.
Robust media policies and revenue models must be developed to support local content production. Unlike other South Asian nations, local broadcasters do not benefit from cable TV subscription revenues, despite the market being three times larger than the TV advertising industry (valued at Tk. 1,600 crore annually). Implementing policies that allow local channels to earn a share of subscription revenue could provide a much-needed financial boost. Additionally, fostering syndication opportunities, diversifying revenue streams, and forming strategic content partnerships with corporate and public stakeholders will strengthen the industry鈥檚 economic foundation.
The demand for high-quality local content is another crucial factor that must be addressed. Countries like Pakistan and Sri Lanka have successfully retained audiences through strong local programming, yet Bangladesh continues to see a significant portion of its audience turn to foreign content. This trend underscores the urgent need for investment in original, compelling media productions that cater to local tastes and cultural narratives. Strengthening content production and fostering collaborations between media houses, advertisers, and production studios will help retain audiences and enhance the competitiveness of Bangladesh鈥檚 media sector.
Investing in talent development is crucial for the media sector to thrive. A workforce that blends creativity with analytical expertise is necessary to navigate the rapidly evolving digital landscape. Academic programmes, training initiatives, and technological skill development will equip professionals with the necessary tools to keep pace with industry changes.
Technology adoption is also vital to ensuring media sustainability. The rise of digital media means that traditional platforms must integrate new technologies such as artificial intelligence, data analytics, and programmatic advertising to remain relevant. Media houses must embrace innovative strategies to monetise content effectively, including digital subscriptions, pay-walls, and premium content offerings.
Bangladesh鈥檚 media industry stands at a crossroads. While challenges persist, this is not the end of the road. By addressing existing structural weaknesses and embracing innovation, the industry can transition into a more sustainable and resilient future. With the right policies, data-driven strategies, and a skilled workforce, Bangladesh鈥檚 media sector can not only survive but thrive in the digital age.
A robust media landscape is crucial for an informed and democratic society. As the voice of the voiceless, the media plays an indispensable role in shaping public discourse and ensuring accountability. Striking a balance between media houses, advertisers, and agencies is vital to fostering a thriving industry that can contribute meaningfully to Bangladesh鈥檚 economic and social development.
听
Rezaul Hasan is a managing partner at Mindshare听Bangladesh.
