By Nahid Tabassum
Bangladesh has long been celebrated for its natural wonders—the Sundarbans, Cox’s Bazar, and Sylhet’s tea valleys—but translating this wealth into a sustainable global tourism brand remains a challenge. Few voices carry more authority in this sector than Shakawath Hossain, the CEO of Unique Hotels & Resorts PLC, the owning company of The Westin Dhaka, Sheraton Dhaka, and HANSA Premium Residence. With over two decades of international hospitality experience, and a rare blend of academic depth and operational leadership, Hossain’s insights reveal both the opportunities and the urgent gaps within Bangladesh’s tourism landscape.
Shakawath Hossain is a teacher, researcher, and mentor who has consistently given back to the industry that shaped him. With a Master’s in Tourism and Hospitality Management, a diploma in Hotel Management, an MBA, an MPhil, and now a PhD in progress, he exemplifies lifelong learning. He has trained both at home and abroad, sits on the curriculum board of seven public universities, and serves as Co-Chairman of the Bangladesh International Hotel Association—a rare blend of academic insight and industry practice.
Unlocking Spot Tourism: A Hidden Fortune
Hossain believes that Bangladesh’s tourism assets are still waiting to be properly unveiled to the world. “The tourism products are not coming as a component of the international tourism market,” he says. “We need to bring international flavour to these tourism products and engage people who are internationally affiliated. This is what our neighbouring countries are already doing.”
He points out that the tourism master plan initiated by the previous government and completed by the current one still lacks execution. Private bodies, however, see this as “low-hanging fruit” with significant earning potential. Training professional tour guides is one area he strongly advocates.
“To become a tour guide, you need to know about your destination, the history, the culture, the geology, and the geography. Knowing all of these requires proper training,” he explains, adding that proper marketing strategies—both domestic and international—are essential, preferably involving “a celebrity or philanthropist, a face that people love and trust.”
According to him, five essentials will define Bangladesh’s ability to attract global travellers: accessibility, accommodation, food and beverage, safety, and trained service providers.
Five-Star Hotels in Bangladesh: A Different Kind of Struggle
While luxury hotels thrive in neighbouring South Asian countries, Bangladesh’s industry wrestles with unique barriers.
- Land & Finance Costs: “The cost of land in Dhaka city is as much as the cost of land in Manhattan,” Hossain highlights. “But the return from Manhattan is much more than Dhaka.” Financing is difficult, and corporate tax is applied even before hotels begin operations.
- Import Dependency: With 200% tax on imported furniture and 400–600% tax on wine and alcoholic beverages, delivering the expected five-star experience for international guests becomes a formidable challenge. Import restrictions on meat and high costs of premium fish further complicate catering to global tastes.
- Construction & Labour: Most construction materials, from cement to steel, are imported, driving up costs. Worse, “we don’t have trained manpower to be able to take on these projects. Labourers in Bangladesh are not skilled enough to do the sophisticated work needed to build a hotel.”
Despite these challenges, Hossain insists that Bangladesh’s resilience and large workforce could turn the tide if given proper skills and language training. “We already have the hospitality mentality. If we learn the language, technology, and skills, we can flourish.”
Meeting Guest Expectations: Going Beyond Luxury
For Hossain, the evolution of guest expectations is now dictated by digitalisation and sustainability. “The digital market is bigger than the world itself,” he observes. “When I joined the industry in the 2000s, we were told one bad review will reach 10 people. Today, it multiplies into millions.”
Unique Hotels & Resorts has implemented food cost optimisation and food waste reduction strategies across its properties, based on Hossain’s academic research. “We have been getting tremendous results,” he notes. This has been integrated into hospitality curricula as well, ensuring the next generation of hoteliers understands sustainability.
The hotels have also reduced plastic use, promoted clutter-free amenities, and introduced programs such as food diplomacy—where cuisine is positioned as a cultural ambassador.
On wellness, Hossain stresses mental and physical health for his staff. “We say mental and physical health is the number one accessory in life,” he explains, adding that relationship values and career development are equally promoted.
MICE Tourism: A Long Road Ahead
When asked whether Bangladesh is prepared for high-volume MICE tourism (Meetings, Incentives, Conferences, Exhibitions), Hossain is cautious. “Maybe hosting around a thousand people is feasible, but above that it would create a chaotic situation.”
To grow in this space, he insists, the country must invest in accommodation, transport, and service infrastructure while keeping pace with emerging tech trends. Otherwise, Bangladesh risks becoming “obsolete” in the next generation of global business tourism.
Budget Allocation: A Case of Misplaced Priorities
The numbers, according to Hossain, speak volumes. “The budget allocated for tourism is around 46 crore taka, which is even less than 50 crore—unbelievable for a country like Bangladesh. In contrast, aviation gets around 5000 crore taka.”
As Co-Chairman of the Bangladesh International Hotel Association, he and other industry leaders have pushed for tax and duty reforms, but with little execution so far. He argues that separating tourism from aviation in budget planning is vital if the sector is to realize its full potential.
Collaborating with Local Artisans: The Path to Authentic Experiences
For Hossain, building authentic Bangladeshi travel experiences requires stronger integration with local culture and products. He cites Nakshi Kantha, Muslin, Hilsa, and mangoes as cultural markers that can enhance the country’s global identity.
“The most powerful marketing tool in the world is word of mouth,” he says. “We need people who understand marketing, branding and communication to highlight our local cuisine, crafts and culture.”
A CEO’s Long-Term Vision
Reflecting on his career journey, Hossain remains deeply rooted in both gratitude and ambition. “From a scratch level to here today, I have worked in every step of the hospitality industry,” he says. Starting as an intern, he has led hotel construction, crisis management, and operational leadership at some of the country’s most prestigious properties.
His long-term vision is tied to both academic knowledge-sharing and operational excellence. “Every day I try to learn, add more value, and become internationally more efficient,” he says. “I have received a lot from this country, and I want to return it, which is why I became an academician—so we can share our knowledge and inspire the young generation.”
Despite all the frustrations, he remains hopeful. “Maybe in 10 or 15 years, the hospitality industry of Bangladesh will be climbing on the success that we are capable of and we dream of. The economy is getting bigger, the GDP is increasing, and investments are increasing—so maybe we all will see this industry boom.”
Hossain remains steadfast in his mission: to elevate Bangladesh’s tourism and hospitality sector onto the global stage with integrity, knowledge, and vision.
