|| Ashwani Nayar,  Area General Manager, IHG Hotels and  Resorts South West Asia, and Cluster  General Manager, InterContinental Dhaka  and Crowne Plaza Dhaka Airport, in an interview with Imtiaz Ahmed of the Bangladesh Mail, said that  Bangladesh’s hospitality industry entering an important phase of development.The rest part of the interview is given below.1. How do you assess the outlook for Bangladesh's hospitality industry in 2026?I see Bangladesh’s hospitality industry entering an important phase of development. The  market is becoming more diverse, with demand coming not only from traditional corporate  travel but also from meetings and events, aviation-linked stays, domestic leisure, dining  and social occasions, as well as the growing travel demand from Non-Resident  Bangladeshis (NRBs).  Tourism currently contributes roughly 3% to Bangladesh’s GDP, highlighting significant  room for growth. With stronger infrastructure, connectivity, destination development and  investment, there is potential for the sector to contribute significantly more—potentially   moving towards 7–8% over the longer term. The new airport terminal can be a game changer in this journey, improving connectivity and creating new opportunities for  hospitality, MICE and tourism.  The opening of new internationally branded hotels also demonstrates confidence in the  market’s long-term potential. However, sustainable growth will not come from adding rooms alone. It will depend on consistent service standards, relevant guest experiences, skilled people and stronger connectivity between hotels and the destinations around them.  Overall, the outlook is positive, provided the industry grows with discipline and keeps the  guest at the centre of every investment decision.2. What factors are driving demand for international-standard hotels in Bangladesh?Bangladesh has a large and active corporate economy, growing international business links  and an expanding aviation ecosystem. These are driving demand for reliable accommodation, secure environments, professional meeting facilities and internationally  recognised service standards. At the same time, domestic guests are becoming increasingly important, seeking quality dining, weekend experiences, celebrations, wellness and short city breaks. A modern hotel  is therefore no longer simply a place to stay; it is a lifestyle destination to meet, dine,  unwind, celebrate and connect. Looking ahead, developments such as the United Terminal Complex, bringing hospitality,  retail, commercial and lifestyle experiences together, represent the new face of  Bangladesh’s hospitality and tourism landscape. Crowne Plaza Dhaka Airport understands these evolving needs and creates relevant, integrated experiences that will be best positioned for long-term growth.3. Can Bangladesh build a competitive tourism and hospitality proposition within South Asia?Absolutely. Bangladesh has a distinctive story to tell through its rivers, landscapes, heritage, cuisine, crafts and people. Its strength is not in replicating another destination, but in offering something authentic and uniquely its own. Importantly, domestic tourism is already a significant strength. The growing appetite  among Bangladeshis to explore destinations within the country provides a strong  foundation for investment in hotels, resorts, experiences and tourism infrastructure.  Strengthening this domestic base can also help destinations become more prepared and attractive for international travellers.  To become more competitive regionally, we need to improve the complete visitor journey— from planning and arrival to connectivity, reliable information and consistent service  standards. Bangladesh has the raw material; the opportunity now is to connect it through  infrastructure, thoughtful development and confident storytelling to both domestic and  global audiences.4. What role will skilled human capital play in the sector's next stage of growth?People are the foundation of hospitality. A beautiful hotel can create a setting, but it is the  team that creates the experience and gives a brand its character.  Bangladesh has a young, energetic and adaptable workforce. The opportunity is to provide  more structured education, practical training and clear career progression. Hotels,  hospitality institutes and government bodies can work together on internships,  apprenticeships, vocational programmes and internationally recognised certification.  We must also show young people that hospitality offers a serious long-term career with  opportunities in operations, culinary arts, technology, commercial leadership and hotel development. When we invest in people, service standards and guest confidence improve  together.5. How will the entry of more international and five-star hotels affect competition and the wider economy?Healthy competition is good for any developing market. It encourages hotels to innovate,  sharpen their positioning and continuously improve service. Guests benefit from greater  choice, while employees gain wider exposure and more opportunities for professional development.The economic impact also extends beyond the hotel itself. A well-run property creates demand for local food producers, transport providers, artisans, technology partners, event  management companies and many other suppliers. At the same time, every new hotel must have a clear purpose. Long-term success will depend on understanding the market and creating a proposition that is relevant, differentiated and financially sustainable.6. What factors influence hotel room rates in Bangladesh?Hotel pricing should always be understood in the context of the individual market. Rates  are influenced by demand, location, room inventory, operating costs, taxation, imported  inputs, brand standards, security, technology and the level of service and facilities  provided.  Direct comparisons between cities can therefore be misleading because every destination  has a different cost structure and balance of supply and demand. The more useful question is whether the guest receives fair value for the overall experience. As the market expands and competition grows, hotels will continue to offer a wider range of  choices. Our responsibility is to remain transparent, relevant and focused on delivering  value to our guests, investors and all relevant stakeholders consistently.7. What lessons can Bangladesh adapt from successful tourism destinations in Asia?Successful destinations usually do a few things consistently well: they make travel convenient, develop recognizable experiences, maintain standards and communicate a clear identity over time.  Bangladesh can learn from these approaches, but it should not copy another country's model. The strategy must reflect our geography, culture, communities and stage of  development. What works for an island destination or a highly urbanized city-state may not  be translated directly here.  The most important lesson is consistency. A destination earns trust when the promise  made through marketing is matched by the experience delivered on the ground.8. What interventions could create the greatest impact on Bangladesh's tourism sector? I would prioritize five areas: stronger international and domestic connectivity; coordinated  development of destinations beyond Dhaka; investment in hospitality education and skills;  consistent digital promotion; and a clear framework for a sustainable private-sector  including foreign investment.  There should also be greater focus on specific segments where Bangladesh can build a  credible proposition, including business events, cultural tourism, river-based experiences,  cuisine, nature and responsible community tourism. Rather than trying to promote everything at once, we should identify a few strong experiences, develop them well and build confidence step by step.9. What gives you confidence about the future of hospitality in Bangladesh?What gives me the greatest confidence is the energy of the people. Bangladesh is  entrepreneurial, resilient and deeply hospitable. There is also a growing desire among businesses and consumers to engage with international standards while remaining connected to local culture. The future of hospitality here is not only about buildings or brands. It is about creating  opportunities for people, strengthening local supply chains and presenting Bangladesh to  visitors with confidence.  If the public and private sectors continue to collaborate and we invest consistently in talent and guest experience, hospitality can make a meaningful contribution to employment, investment and the country's international image.  Suggested Closing Statement Bangladesh does not need to replicate another destination. It needs to present its own strengths with confidence - its culture, cuisine, landscapes and, above all, the warmth of its  people. If we invest in people and work with a shared vision, hospitality can become an increasingly important contributor to the country's economy and global image.