Running Head: MARKETING PROBLEMS IN A.V.R.

BANGLADESH

EXPLORING MARKETING PROBLEMS IN THE CONTEXT OF A.V.R. BANGLADESH

Submitted By: TAREK ALAM I.D. # 0320363

Submitted To: MOHAMMED SOHEL ISLAM Lecturer, Marketing School of Business

An Internship Report Presented in Partial Fulfillment of the Requirement for the Degree Bachelor of Business Administration (BBA)

INDEPENDENT UNIVERSITY, BANGLADESH May 2012

MARKETING PROBLEMS IN A.V.R BANGLADESH

Letter of Transmittal

May 10th 2012

To Mohammed Sohel Islam, Lecturer, Marketing, School of Business, Independent University, Bangladesh

Sub:

Submission of Internship Working Report

Dear Sir Here is my internship report on Exploring Marketing Problems in the Context of A.V.R. Bangladesh. I am submitting this report as a part of my internship in A.V.R. Bangladesh. It gives me immense pleasure to tell you that working on this internship report has given me a wide range of exposure. To prepare this report, I have faced extensive one on one interview, starting from clients in the Middle East to the local work force. It has taught me the value of patience, and has given me a higher insight on the level of communication in the practical world. The report is based on my experience in the institutions Marketing division. I have tried to accumulate what I learned during my stay, in this report. I shall be encouraged if you receive this report.

______________________ Tarek Alam I.D. # 0320363

MARKETING PROBLEMS IN A.V.R BANGLADESH

ACKNOWLEDGEMENT

This report would not have been possible without the practical orientation I received at A.V.R Bangladesh. I would like to thank my supervisor Mr. Haseeb Alam, C.E.O of A.V.R BD, for his constant guidance and supervision at work. In addition, I would also like to thank my faculty supervisor Mohammed Sohel Islam, for his guidance, instructions, and patience which made this report possible.

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TABLE OF CONTENTS

Chapter 1: Introduction6 Chapter 2: Methodology..11 Chapter 3: Company Profile....13 Chapter 4: Literature Review..22 Chapter 5: Findings & Recommendations. 26 Chapter 6: Conclusion..30 REFERENCES..32

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TABLE OF FIGURES
Table 1.1: Different categories of Bangladeshi migrant workers.8 Figure 3.1: Company Logos19

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EXECUTIVE SUMMARY
The impact of globalization on the world economy is becoming increasingly all pervasive. Its positive impact is no longer confined to the developed countries. Even a developing country like Bangladesh, with its weak economy, is looking at globalization to strengthen its base. In the last decade cross border movement of people across nations, especially the movement of skilled and the unskilled labor from developing to developed countries has resulted in significant increases in the incomes of the former through remittances of foreign exchange by their overseas citizens. This phenomenon has given a boost to the economies of the developing nations. Bangladesh has an edge over many other developing countries in its abundance of human resources. This has resulted in its emergence as a key global player as a source country for the supply of manpower to the developed nations. This report sets out to:

Establish the importance of A.V.R Bangladeshs role in developing the overseas manpower industry as one of the growth drivers of Bangladeshs economy. Scrutinize all the marketing aspects within AVR BD and recommend possible changes.

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Chapter 1

INTRODUCTION

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1.0 INTRODUCTION

Manpower is one of the major national resources of Bangladesh. About 35 million people constitute this vast reservoir of manpower. However, inadequate education and insufficient capacity of the local industry is responsible for a large section of the population remaining unemployed. At the current level of development it is not possible for Bangladesh to absorb the full range of available unskilled, semi-skilled and professional manpower within the country in an appropriate manner and hence the need to find employment opportunities for them abroad. The absence of a vibrant domestic labour market creates huge demand for overseas employment among the young labour force. Starting in 1976, over the years, Bangladesh has emerged as a notable exporter of manpower and a steady source of human resources to a number of foreign countries who need to import manpower from other countries. In Bangladesh, the recruitment of migrant workers was started in mid 1970s by private individuals on an informal basis and in an ad-hoc manner. Although the government machineries got involved into the recruitment regulatory process a decade later, the dominance of the private sector along with unorganized, fragmented and ad-hoc nature of business has continued to characterize the overseas recruitment business. The recruitment process involves identification of market need in the receiving country, dissemination of information to prospective job seekers, testing for selection, finalization of contract, settlement of cost of recruitment, work visa, travel, placement with the employer and settling down of the migrant worker in the receiving country. These involvements with a number of laws and procedures, differences in geography, climate, language and culture of the sending and receiving countries, make the process complex as well as risky. In the absence of an international arbiter, the process becomes hazardous, more so for the migrant workers.

Officially, 4.1 million Bangladeshi workers migrated for working mainly to 22 countries

MARKETING PROBLEMS IN A.V.R BANGLADESH from 1976 to 2005. The top two destinations are Saudi Arabia (50.58 per cent), UAE (13.24 per cent). However, in 2006 for 377591 Bangladeshi migrant workers the top two destinations are UAE (36 per cent), Saudi Arabia (29 per cent). Table 3.5 shows the categories of the migrant workers that have migrated from Bangladesh at different periods since 1976. However, there are differences of opinion on slotting migrant workers between semi-skilled and skilled categories. Some people believe that a large proportion of the workers classified as skilled actually belong to semi-skilled category.

Table 1.1: Different categories of Bangladeshi migrant workers

YEARS PROFESSIONAL SKILLED SEMISKILLED 1976-1985 1986-1995 1996-2004 6.34% 4.72% 3.90% 34.76% 32.12% 32.01% 7.35% 20.18% 15.19% 51.54% 42.97% 48.88% UNSKILLED

Source: Bureau of Manpower, Employment and Training

From the above table, it appears that Bangladeshi migrant labour force is mostly unskilled and semi-skilled. The contribution of professional and skilled labour is small. However, there is a growth in the overall export of semi-skilled and skilled manpower from Bangladesh.

1.1 Background of the Study

Manpower supply or Human resources supply is affected by various factors both internal and external. In this report we are discussing multiple situations leading to manpower requirements and supply. After estimating future supply of human resources, sources of supply should be analyzed with a view to ensure the availability. Both internal and external factors affecting manpower supply should be analyzed. Internal factors include: training facilities, salary levels, benefits, inter-personal relations, company programs, scope for self-advancement

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and growth, promotional opportunities, pride for creative and innovative ideas, providing challenge work etc. The external factors are classified into local factors and national factors:

Local Factors: Population density in the area, local unemployment level,

availability of employees on part-time, temporary and casual basis, current and future competition for the similar categories, outcome from local educational and training institutes, residential facilities available , local transport and communication facilities, traditional pattern of employment and availability of manpower with required qualification and skills, the pattern of migration and immigration, the attractiveness of the areas as a place to live, local housing, shopping, educational facilities, medical facilities, regulations of local government like reservation for local candidates, candidates belonging to scheduled, backward and minority communities etc.

National Factors: Trends in the growth of working population, training

institutes and schemes in the country, outcome from technical, professional, vocational and general educational level, educational institutes in the country, migration and immigration patterns, social security measures (like unemployment benefits, lay-offs, retirement benefits etc.), cultural factors, customer, social norms etc., national demands for certain categories of manpower like technologists, scientists, management graduates, computer professionals etc., effect of changing educational patterns, impact of government, national educational policy, impact of government employment regulations such as reservation for candidates belonging to SC, ST and other categories.

1.2 Objectives
A.V.R. Bangladesh incorporates a pool of highly qualified and experienced professionals in the Development, Marketing, Management and Training Divisions, and the strengths of A.V.R BD is in its committed services and its dynamic team members. Operational excellence is a result of modern systems implemented in its due place, but when it is tied

MARKETING PROBLEMS IN A.V.R BANGLADESH up with commitment and competent workforce, the output is bound to be of great magnitude as such with A.V.R BD.

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The primary objective of A.V.R BD is to create a quality outlet for addressing the ever growing international demands for skilled, semi skilled and unskilled workers for the Human Resource Supply Industry. The company offers a combination of services that is carefully addressed as per the specific requirements of all our customers.

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Chapter 2

METHODOLOGY

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2.0 Methodology
The methodology includes literature review, secondary data analysis, interviews with the responsible person, case study followed by observations to effective Descriptive research.

Literature Review and Secondary Data Analysis: The Literature searching, secondary data analysis and the case study are the sources for describing the marketing strategy and the trade marketing activities and the Integrated Marketing communication within A.V.R. Bangladesh. The Literature search is concluded from the synopsis of the case studies conducted by A.V.R. Bangladesh.

Primary and Secondary Data: In the report, primary and secondary data has been collected through interviews and contacts with A.V.R. BDs personality concerned. Interviews have been administered by formal and informal discussion. No structured questionnaire used. Information regarding office activities of A.V.R. BD were collected through consulting A.V.R. BDs records and discussion with A.V.R. BDs personal.

Qualitative Research, Surveys and Observations: A qualitative study will be conducted to understand the relevant issues following certain surveys of experts (knowledgeable persons), focus groups and in-depth interviews. This is done for understanding the marketing activities and its purpose followed by a descriptive study based on primary data using surveys and observations.

2.1 Probability Sampling

The nature of this study was explorative research, and information was gathered through extensive one-to-one interviews with AVR BDs Marketing Department, some of the Clients and also the candidates. The researcher covered the geographical base of Dhaka city, and samples were selected on simple random sampling method.

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2.2 Simple Random Sampling

For this report, our main goal was to assess the different marketing issues involved between clients and candidates, within AVR Bangladesh. Before starting this research, it was imperative to get the sampling frame organized. To accomplish this, we had to identify every client over the past 12 months. As AVR BD has a thorough and accurate list of all its clients and of all the marketing activities undertaken, it was easier for us to draw the sample. With the development of inexpensive computers, it has become much easier nowadays to organize the sample frame. Most computers can generate a series of random numbers - we copy and pasted the list of client names into a column in an EXCEL spreadsheet. Then, in the column right next to it, we pasted the function =RAND() which is EXCEL's way of putting a random number between 0 and 1 in the cells. Then, sort both columns -- the list of names and the random number -- by the random numbers. This rearranged the list in random order from the lowest to the highest random number. Then, all we did was taking the first hundred names in this sorted list.

Simple random sampling is simple to accomplish and is easy to explain to others. Because simple random sampling is a fair way to select a sample, it is reasonable to generalize the results from the sample back to the population.

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Chapter 3

Company Profile

A.V.R Bangladesh

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3.0 A.V.R Bangladesh

AVR Bangladesh was established with a vision to create a quality outlet for addressing the ever growing international demand for skilled, semi skilled and unskilled workers in the overseas development boom. Over a very quick span of time, AVR BD has earned outstanding recognition home and abroad for their qualitative services and forward looking attitude. Adapting to modernization, and addressing to the actual demand from the clients perspective has been the stance for the company since inception. Within a very short span of time, the company has earned recognition as one of the leaders in the skilled, semi skilled and unskilled human resource supply chain from Bangladesh, and the above have been possible for the professionalism factor practiced by the company. The company strongly believes in the development of human skills, thus the group incorporated AVR Bangladesh Training & Testing Center, which was established in the very center of Dhaka City. Adding value to human lives has been a motto for the company. A.V.R BD strongly believes in the Philosophy of RIGHT RECRUITMENT / RIGHT PLACEMENT. As a professional Human Resource Supplier, they never leave any thing for granted. All activities are carefully planned and methodically maintained to achieve total service for both clients and candidates.

The company always stands guarantee as regards to the workforce mobilized. If the worker is found not up to the standard during the probation period, they always make the replacement free of charge and at no cost to the employer. AVR BD always believes in long term relationships. It never visions a client as a one time source of business; rather strive to develop a long lasting bond. Its objective is to sustain the pattern of mutual growth with its partners. The company incorporates a pool of highly qualified and experienced professionals in the Development, Marketing, Management and Training Divisions, and the strengths of AVR

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BD is in its committed services and its dynamic team members. Operational excellence is a result of modern systems implemented in its due place, but when it is tied up with commitment and competent workforce, the output is bound to be of great magnitude as such with AVR BD.

The primary objective of the company is to create a quality outlet for addressing the ever growing international demands for skilled, semi skilled and unskilled workers for the Human Resource Supply Industry. The company offers a combination of services that is carefully addressed as per the specific requirements of all our customers.

AVR Bangladesh is one of the leading facilitators for interviewing and selecting prospective candidates for the following job category: Civil & Mechanical Engineers, Civil & Mechanical Foreman, Construction Labors, Masons, Carpenters, Painters, RCC Steel Fixers, Rod Benders, House Wiring Electricians, Plumbers, Pipe Fitters, Pipe Fabricators, Welders (3/4/6 G, Tack / MIG/ TIG), A/C Technicians, Duct Fabricators,

Duct Fitters, Insulators, Gypsum Carpenters & Fixers, Hotel Crew, F&B Categories, Cleaners, Security Personal, All Types of Drivers, Sewing Technicians, Educated General Helpers, etc.

The company has one of the most modern facilities to conduct trade tests for all the above mentioned categories. AVR Bangladesh also maintains an extensive computerized database which is equipped with modern data processing technologies.

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3.1 Categories Addressed by A.V.R Bangladesh

Construction & Building Industries:

Brick Layer Masons Brick and Tiles Shuttering Carpenters Steel Fixers Painters Plumbers Electrician Drivers (trailer, heavy & light) Duct Men Fitter / Fabricator / Insulator Pipe Fitters Pipe Fabricators Aluminum or Glass Fabricator Scaffolders Steel Fabricators Supervisors Welders (TACK- 3 / 4 / 6 G) Welders (TIG & MIG) Gypsum Carpenters and Board Fixers Air Conditioner Technician Construction or General Helpers Engineering:

Civil Engineer Mechanical Engineer Electrical Engineer Maintenance Engineer Site Supervisors in Respective Field Site Foreman in Respective Field Agriculture Industries:

Farmers Fisherman Fruits Plucking Gardener Poultry Hatchery Worker Hotel Crew (Facilities Management):

MARKETING PROBLEMS IN A.V.R BANGLADESH Waiter/Waitress Bell Boy Chef Cleaners Executive House Keeper F&B Manager Green Keeper/Mower Hair Dresser Interpreter Kitchen Staff Laundry Man Maintenance Engineer Air Condition Technician Utility Worker Others Categories:

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Taxi Drivers Valet Parkers Municipality Cleaners General Cleaners Sewing Operators (Various Machines) Pattern Makers Security Guards Accountant and Related Professionals I.T. Professional Exterior Building Clean

3.2 Training & Testing

AVR Bangladesh Testing & Training Facilities An institution dedicated to convert Human Resource into Human Asset. 7,400 Sq. Ft. Area Dedicated for Training, Testing and Development of AVR Human Resource. Residential and catering facilities provided to all candidates enrolling with AVR Training and Testing Center. Expatriate Engineers, Trainers, Mentors and Craftsman have been added for the Training and Development of likely candidates enrolling with AVR Training and Testing Center. A Ready pool of experienced candidate available for deployment. 300 to 350 Students enrolled with AVR Bangladesh Testing Center at any given month. Located @ Central Dhaka, yet away from the hustle and bustle of the city. 15 Minutes away from the Airport or Hotel Radisson or Hotel Westin.

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3.3 Clients
The following is just a percentage of the many esteemed clients and organizations that AVR BD have been privileged to work for: Al Habtoor Engineering Al Arif Group Gulf Line Modern Construction, Valtrans Al Habtoor Al Naboodah Al Swiss Berger Paint Emirates Ltd. Dhabi Group Al Rajhi Group Dubai Gulf Contracting Company Al Shafar General Contracting Sharjah Towers Apron Kitchen Larson Toubro Bin Belaila Baytur LLC M/s. Abiat Oleo Industries Eastern Contracting Company Eastern Holdings Waterman Bin Zayed KONE Middle East Civilco Royalton Holdings Tanzifco LLC Trans Emirates Contracting Emirates General Contracting Company (EGC) S.S. Lootah Group Bukhatir Group Intermass Contracting Co. LLC Guris & ACD JV Leighton Al Attar Construction Technology Contracting RAK Prisom Construction Contracting - RAK NPGC Qatar Menasco Mech LLC Roshan Construction Precision Employment and Training Services Transguard LLC French D cor LLC Core Construction RAK Pre Cast FZC Gunal Construction TAV Gulf Delta Al Emarat Al Dana LLC. Best Building Company Cairo Company Al Essa International M/s. Quten General Maintenance Al Sahel Contracting Clock Work LLC Crescent Marine Engineering Co. LLC. Dhabi Contracting EMCO Building and Contracting LLC Khalifa Darwish Company Al Atlal Contracting Santini Uniforms Bin Ham Electro Mechanical Roadster Diner Lebanon Saraya Contracting Libya Hi-Tech Concrete Products LLC Powertrack Steel Industries LLC Stallion Bu Falasa Company JTC - Al Jaber Group - Qatar CED - Al Jaber Group Qatar JEM - Al Jaber Group Qatar D.S. Constructions Ltd. - Libya Black Cat Engineering Qatar Khalid General Maintenance, Union Chemicals Abu Dhabi, Al Tarif General Transportation, EB International, Top Furniture Dubai Al Nakhreh Construction LLC.Etc.

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Fig # 3.1 Company logos

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Chapter 4

LITERATURE REVIEW

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4.0 Middlemen

Nowadays, the income potential of a recruitment business is certainly causing many companies and independent businessmen to enter the workforce management field and earn good money. The main key for starting a recruiting business is getting connected with employers as well as employees or candidates. The business may look fruitful on paper, but one needs to prove his practical proficiency as a middleman between companies and applicants. Let us now move our attention to few important tips on opening a professional hiring agency (Stephen Rampur, 2011).

Unskilled and semi-skilled workers are not allowed to migrate directly to a foreign country. They need to be recruited through manpower agents and contractors after which calling visas are issued to them. Thus the institutional structures of the origin country oblige the poor migrants to develop vertical links or weak ties with central manpower agents. The future migrants therefore, rely on their village based middlemen, or dalal, to gain access to networks with manpower agents in Dhaka. In fact, it is found that the majority of the migrants depend on these types of governmental and non-governmental manpower agents (Nayeem Sultana, 2008).

4.1 Candidates being Cheated

Ever since Manpower Export commenced in Bangladesh, complaints and allegations regarding Recruiting Agencies for swindling, cheating[6] and lack of business ethics, have caught the attention from the Government to bring in regulations and Human Rights Organizations along with the state operated BMET (Bureau of Manpower Employment and Training) promoting transparency, know-hows of recruitment process, awareness and general knowledge on cultural diversity & work environment abroad.

MARKETING PROBLEMS IN A.V.R BANGLADESH Competition between middlemen from the overseas employing countries, aggressive marketing by Recruiting Agents and immense interest & demand from Bangladeshi

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workers have inflated the migration cost greatly. This has been widely criticized by and brought deep concerns to many Developed Countries and Human Rights Organizations, which led the current EC to take measurements through round table discussions leading to ongoing efforts for an affordable, reasonable yet competitive migration cost. March 13, 2007, saw BAIRA's elected Executive Committee to be dissolved and it's President MAH Salim (MP) of Silver Line Associates, arrested[8] by the Joint Forces. Accusations of malpractices, monopolization of manpower export by few and the illegal opening, operating and owning of a branch, 'BAIRA KL SDN BHD' in Kuala Lumpur, Malaysia.

4.2 Issues of Bangladeshi Migrant Labor

Some of the important issues and problems facing the migrant labour as reported in various studies and media are:

Recruitment agencies exploit the migrating workers in many ways. Migrants are forced to pay huge fees as bribe to get work permits and visa documents. The agencies sometimes export people with fake documents which cause great suffering to the migrants. A large proportion of the workers abroad send the remittances via hundi instead of through bank transactions as bank procedures are difficult and costly and the funds delivery takes comparably longer time.

Skill certification requirements in the host country either prevent market access causing a rejection of the work permit or visa application, or limit his/her scope for work to specific activities once he/she enters the overseas market, preventing him/her from practising the core skills. Although intra-corporate movement is already one of the most liberal categories within GATS Mode 4, due to negligible presence of Bangladeshi enterprises abroad, Bangladesh

MARKETING PROBLEMS IN A.V.R BANGLADESH is not in a position to benefit from this opportunity unlike India and China. Most of the unemployed skilled and non-skilled workers need to migrate to other countries on the

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basis of acquired market access through bilateral foreign relations or markets explored by the recruiting agents. Bangladesh is a Muslim country and has a dubious international image due to some religious extremist groups. Hence it is not on the priority list for many of the labour demanding countries. There is a crying need to build a proper image of the country abroad to get benefit of foreign labour markets. The trade attachs of the country abroad normally facilitate Bangladeshi emigrants or take care of them in emergencies. The competitive situation, however, demands that they should go further and find market access to promote this sort of trade. Due to social and cultural reasons the percentage of women workers is low. They comprise around one or two per cent of the total overseas workers. They have restrictions at various levels to go abroad. However, the global opportunities for some occupations dominated by women are huge and competition is far less. In many countries where Bangladeshi immigrants work there is a substantial population of illegal migrants from Bangladesh as well as other countries. This has made the host country governments and the locals increasingly wary of migration. In Bangladesh, migrant workers lack proper bodies to represent them both in their home country as well as the host countries. Associations that represent migrant workers are the Welfare Association of Repatriated Bangladeshi Employees (WARBE) and the Bangladeshi Ovhibashi Mohila Sramik Association (BOSMA), formerly known as the Bangladeshi Women Migrant Association (BWMA). These associations are plagued by shortage of financial resources and organizational capacity and have very limited reach (Professor Sougata Ray, 2007).

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Chapter 5

FINDINGS & RECOMMENDATIONS A.V.R Bangladesh

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5.1Company Expecting Additional Money for the Visas Issued

According to the U.A.E laws, companies are not allowed to take any additional financial charges against their recruited candidates but in reality, certain companies charge a hefty amount to cover their visa costs.

For e.g. Client called Emirill LLC do not charge any additional fees for their recruited candidates. In this case, AVR BD can comply with the government regulated rate of a maximum service fee of Tk. 84,000, which is inclusive of every formality, starting from air fare, lodging, food up to the reaching their final destination.

This has turned out to be a major problem, as this trait is limiting the number of potential clients for AVR BD. Top class companies which practice this policy of charging extra for the visas, in turn limits the potential of conducting further business with them.

Recommendation

The government should make it mandatory for all companies to genuinely get their demand letters attested by the local Bangladeshi agencies from the destination of recruitment. The embassies will only attest documentation only if they get an assurance from the employer, that there will be no financial charges to candidates against their recruitment.

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5.2 Too Many Middlemen Involved in Reaching Potential Employee

Middlemen increase the cost for the employee because every middleman expects a commission for bringing this opportunity to the employee. By the time a potential employee reaches the agency, there might be up to more than 3 middlemen already involved.

Recommendation

Recruitment agencies should start having regional offices AVR BD has regional offices in Chittagong and Chapainawabganj, where a data bank has been created for specific skilled candidates:

For e.g. Chittagong Welders are readily available in this region.

Chapainawabgang Masons are readily available in this region.

This makes the recruitment process much transparent and cost effective for the potential employees.

5.3 Candidates Back-out at the Last Moment

After a visa has been issued, some candidates decide not to fly reason being, family obligations, homesick, etc. In this case, AVR BD gets stuck with the visas for which a hefty amount of penalty is charged by the client.

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Recommendation

Certain clients replace the visa at an extra charge depending on the validity of the labor approval.

5.4 Ticketing

Too many taxes are being imposed on each ticket, hence the price of passage goes up significantly, and i.e. recruitment cost goes up.

Recommendation
AVR BD has ventured into the ticketing business by opening their very own travel agency called AVR BD Aviation

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Chapter 6

CONCLUSION

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This report has outlined the contours of a development strategy that has international migration as a critical pivot. The benefits are potentially very significant but they cannot be fully reaped by individual initiatives alone. The government has to facilitate the reaping of benefits so that social impacts are large. Laws have to be framed to minimize illegal traffic and labour exploitation. Networking with other governments and Diasporas is of paramount importance. Institutions must be created to process labour market information and trends. Training institutions and financial institutions have to play an imaginative and enabling role. This is where the government has to create incentives for private sector partnering the public sector in reaching developmental goals. There are challenges too for ensuring that some of the remittances are used for durable capital accumulation and the creation of local public goods. Labour markets are changing quite rapidly, and labour market integration is perhaps the next stage of globalization. Competition from other developing countries is likely to be intense. Bangladesh has a head start in having created migration flows of strength and value. The next challenge is to sustain this advantage and leverage global opportunities in a decisive and unambiguous manner. A comprehensive policy plan may be able to deliver all the gold that lies at the bottom of the migration pyramid.

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REFERENCES:

http://bangladesh.um.dk/en/~/media/Bangladesh/Documents/Content%20English/ Development%20issues/DBP%20Downloads/Migrant%20Workers%20Remittanc es%20in%20Bangladesh.ashx

http://www.ilo.org/wcmsp5/groups/public/@ed_emp/@emp_elm/documents/publ ication/wcms_114033.pdf http://ageconsearch.umn.edu/bitstream/12860/1/er950015.pdf http://www.citeman.com/468-analyzing-sources-of-supply-of-humanresources.html http://www.avrbd.com/home.html http://books.google.com.bd/books?id=65aSWwEiDu4C&pg=PA202&lpg=PA202 &dq=middlemen+involved+in+manpower+business&source=bl&ots=f7xl28o9Ti &sig=r7WwM_L0Rgb8F_Q8OuzKIDfqiI&hl=en&sa=X&ei=wUKoT8G8NYjXrQeT8fWAAg&redir_esc=y#v=onepag e&q=middlemen%20involved%20in%20manpower%20business&f=false

http://www.buzzle.com/articles/starting-a-recruiting-business-how-to-start-arecruitment-agency.html http://en.wikipedia.org/wiki/Bangladesh_Association_of_International_Recruiting _Agencies