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This research focused on mainly powerlooms' leasing, partly the wholesale markets, developing new handloom designs and a quality control, and the past and current tax rates in the textile business at an organization in Bangladesh. This paper seeks to find alternatives when an organization is faced with making reductions because of insufficient input, creativity, a lack of management skills, knowledge, and experience. My approach is not a full answer but just several ideas with which I came up with to show some methods to increase the fabric exports and to empower weavers in the textile business at Grameen Uddog in Bangladesh. The main focused research on a powerloom leasing to the poor handloom weavers of Grameen Uddog in this paper involved a semi-structured interview style with managers in factories to find out cost analyses. These analyses were applied to a loan system that was initiated by Grameen Bank that is one of the biggest micro-financed enterprises working for the poor in the world. I also interviewed with middlemen in the wholesale markets using a semi-structured style to figure out an average margin rate and their market structure. I even approached the textile engineers and a designer to adopt an appropriate advice on handloom and powerloom in the context of Grameen Uddog. Finally, I compared import taxes, import status and tariff value of selected products of the handloom and powerloom. In the research, I found out some interesting factors that indicated the efficiency and effectiveness of Grameen Uddog for the poor weavers. Based on my approach, I was able to rationalize the leasing to weavers through comparing the cost analyses to the loan system. I also found out the possibility of Grameen Uddog by interviewing with middlemen, the textile experts and a designer. In the study, I made an experiment for powerloom leasing to the poor weavers at Grameen Uddog that should be supported by management. There are a lot of business approaches to make an organization realize and accept a situation, and initiate a problem-solving strategy whether it is not-for-profit or for-profit. Gramen Uddog as a family of Grameen Bank has worked for the poor weavers in the textile sector. Given the orders decreased for two years, Grameen Uddog should come up with some ideas to revive its business both for the weavers and Grameen Uddog itself. In this context, I approached Grameen Uddog with some alternatives.