Taking Bangladeshi footwear up the value chain

“Leadership in the next decade will not come simply from having the largest footprint. It will come from understanding consumers better, innovating faster and executing more consistently than the competition.”

Syed Nasim Manzur Managing Director Apex Footwear Ltd.

Bangladesh’s footwear industry is seeking to move beyond cost-led manufacturing as local brands gain consumer trust and exporters pursue greater recognition for design and innovation. In a conversation with The Daily Star, Syed Nasim Manzur, Managing Director of Apex Footwear Ltd, discusses changing consumer expectations, sustainability, brand building and the industry’s path up the global value chain.

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The Daily Star (TDS): How have perceptions of locally made footwear changed, and why are more consumers choosing Bangladeshi brands?

Syed Nasim Manzur (SNM): The change over the past three decades has been significant. International brands were once automatically associated with superior quality. Consumers have since experienced local products that meet global standards in quality, design, comfort and durability. Apex has exported leather footwear to demanding retailers and brands in Japan, Italy, Germany and the United States for almost four decades, strengthening our domestic capabilities as well. Today’s informed consumers compare products, follow global trends and expect value and service. Preference for homegrown brands is ultimately about trust and consistent delivery; local versus foreign matters less than the overall experience.

TDS: What do consumers prioritise when buying footwear today?

SNM: They want quality, comfort, design and value. Footwear is no longer bought only for function; it is part of lifestyle and personal expression. We see interest in lightweight construction, comfort technologies, versatile design and shoes that work across occasions. Younger buyers often seek fashion with functionality, while professionals value craftsmanship, durability and comfort over long working hours. We therefore assess the complete experience: fit, material performance, construction, relevant design and after-sales service. Our international exposure helps us interpret global trends for Bangladesh’s climate and lifestyles rather than follow them mechanically.

TDS: How do you keep Venturini, Maverick, Sprint and Nino Rossi distinct without compromising comfort and durability?

SNM: Different consumers cannot be served by the same proposition. Venturini represents premium men’s footwear; Maverick addresses the contemporary men’s lifestyle segment; Sprint focuses on active, athleisure and performance categories; and Nino Rossi offers accessible, all-day fashion for women. Each needs a distinct identity while meeting Apex’s standards. Consumer insight, trend research, design, material innovation and testing guide the process. Our Design Lab unites designers, product developers, pattern engineers and technical specialists across domestic and international markets. Our SATRA-accredited laboratory also assesses performance, safety and durability.

TDS: How are you expanding the portfolio across age groups and seasons?

SNM: Needs vary by age, lifestyle, occupation, season and occasion, so we offer men’s, women’s and children’s footwear across formal, casual, athletic and occasion-based categories. Eid, Pohela Boishakh, Puja, wedding seasons, school reopening and the monsoon each create distinct needs. The goal is year-round relevance. Our retail network and digital channels help us understand the different expectations of a sneaker buyer, a corporate professional and a parent purchasing school shoes.

TDS: What are the biggest hurdles facing Apex and the wider market?

SNM: The industry faces rising input and production costs, inflationary pressure, changing purchasing power, counterfeit and smuggled products, uneven tax and VAT compliance, imports and fast-changing fashion and technology. The central challenge—and opportunity—is staying relevant. Leadership cannot rest on past success. We are investing in innovation, design, technology, people, supply-chain efficiency, retail experience and digital capability, while using export experience to strengthen domestic product development. Productivity and cost competitiveness are also essential to keep better products accessible. Leadership in the next decade will not come simply from having the largest footprint. It will come from understanding consumers better, innovating faster and executing more consistently than the competition.

TDS: What is Apex doing on responsible sourcing and greener manufacturing?

SNM: Sustainability is becoming part of our operations rather than a stand-alone initiative. The work covers responsible sourcing, environmental management, water conservation, renewable energy, waste and compliance. Certification of our Shafipur tannery as Bangladesh’s first LWG Gold-certified tannery was an important milestone. Currently, 96 per cent of leather used in export production and 20 per cent used domestically come from LWG-certified tanneries. Recycled thermoplastic rubber accounts for around 7 to 8 per cent of total material use, with a target of 15 per cent by 2027. We are also using solar power, harvesting rainwater and recycling synthetic production waste. Traceability, circularity, material innovation and resource efficiency are the next priorities.

TDS: How can Apex build a recognised international presence for Bangladeshi footwear?

SNM: Working with retailers and brands in Italy, the United States, the United Kingdom, Germany, France and Japan has taught us what global customers expect in development, quality, compliance, design and delivery. The next opportunity is to progress from being known mainly as a manufacturing partner to gaining recognition for our design capabilities and brands. Our Design Lab and own-brand manufacturing capability can take products conceptualised and developed in Bangladesh to international markets alongside original design manufacturing and export partnerships. Bangladesh already has manufacturing capability, a skilled workforce, a raw-material base and growing design expertise. It can become a global footwear hub, but ‘Made in Bangladesh’ must stand for quality, innovation, responsible manufacturing and design—not cost alone.

TDS: What is your vision for Apex and the industry over the next five to ten years?

SNM: The period can be transformational. Bangladesh has a strong manufacturing base, and footwear is emerging as a promising export sector beyond ready-made garments. The next phase must move up the value chain through design, innovation, technology, sustainability, productivity and brand value. Apex aims to become a stronger domestic brand, a world-class manufacturer and an internationally recognised footwear company from Bangladesh. For Apex, that also means investing in product development, people, technology, sustainable manufacturing and international brand expansion. The wider industry needs stronger infrastructure and local supply chains, improved compliance and environmental standards, investment in skills and technology, better logistics and closer collaboration among industry, academia and policymakers. Success would mean Bangladesh being recognised not only as a sourcing destination, but as a centre for footwear design, manufacturing and innovation.