A decade ago, if you wanted gym clothes in Dhaka, you would have to spend hours hunting for clothes in shops opposite Dhaka College or some markets in Mirpur. Choice was scarce. Quality often fell short.
Today, you can order almost all kinds of sportswear online with a few taps on your phone. This shift is part of a broader transformation beginning to take shape across Bangladesh: an emerging domestic activewear market that barely existed just ten years ago.
Walk through Dhaka's shopping landscape today, and you'll encounter dedicated activewear stores, online brands selling moisture-wicking shirts and compression leggings, and a growing consumer base that views specialized exercise clothing not as a luxury but as a necessity.
This isn't yet mainstream, but the signals are unmistakable. International players are taking notice. Nike, Adidas, Puma, and Under Armour have begun establishing retail presences, testing a market they believe has significant potential.
Even established local footwear brands like Apex and BATA are starting to sell running shoes, responding to early demand for specialized athletic footwear.
Ironically, many of these international brands already manufacture significant portions of their global activewear supply in Bangladeshi factories, and are now returning as retailers to sell finished products to local consumers, a dynamic that could reshape the market in the coming years.
The market is still small, concentrated primarily in Dhaka and a few other urban centers. But the trajectory suggests something significant is beginning to unfold. As Bangladesh's middle class expands, as more people become health-conscious, and as economic growth continues, this nascent market could grow into something substantial.
Several forces are shaping Bangladesh's emerging activewear market: a cultural shift toward growing health consciousness, Bangladesh's world-class garment manufacturing infrastructure, and the strategic pivot of local manufacturers from low-margin commodity production toward higher-value branded products.
Understanding how these forces converged can offer insights into how new markets emerge and where Dhaka’s active wear market is heading in the coming years.
The Bangladesh of 2010 and today's Bangladesh represent two different countries when it comes to lifestyle aspirations and health consciousness. The transformation isn't complete, far from it. But the early signs suggest something fundamental is shifting, an outcome of several forces coming together that led an entire generation to rethink their approach to physical fitness.
Urbanization and dietary changes have created what public health experts now call a health crisis. Ultra-processed foods constitute 28% of calories in urban Bangladeshi diets, a dramatic increase from previous generations when home-cooked meals dominated consumption patterns. This dietary shift, combined with increasingly sedentary urban lifestyles, has driven a surge in non-communicable diseases. Obesity rates are climbing alongside diabetes and cardiovascular problems in ways that are becoming impossible to ignore.
The middle class, particularly in urban centers like Dhaka and Chittagong, is starting to respond. This isn't yet a mass movement; it's still concentrated among early adopters, educated professionals, and younger demographics who are more exposed to global health and fitness trends. However, this response is evolving beyond a passive response. It's beginning to become a lifestyle choice that defines aspiration and modernity.
Young professionals are starting to view gym memberships and fitness routines as lifestyle choices that signal who they are and who they want to become. Gyms are proliferating across major cities, moving from luxury amenities to neighborhood staples, though penetration remains low compared to developed markets. Running groups are forming in parks. Yoga studios are opening in residential neighborhoods.
Social media is amplifying these trends, with fitness influencers and health advocates building followings, and trends around the world amplifying what’s happening in Dhaka. As a consequence, what started as individual responses to health concerns is evolving into a broader trend, not yet mainstream, but growing.
This cultural transformation created a genuine demand for products that didn't previously exist in local retail. Traditional clothing wasn't designed for exercise. Cotton garments absorbed sweat and became uncomfortable during physical activity. Wearing regular T-shirts and trousers to the gym marked you as an amateur, someone who hadn't fully embraced the fitness lifestyle.
The gap between lifestyle aspirations and available products is creating the foundation for an entirely new retail category: activewear.
But cultural change alone doesn't create successful markets. You need infrastructure, distribution channels, and most importantly, products that understand consumer needs, preferences, and price sensitivities.
This is where Bangladesh's existing RMG advantages became crucial.
Bangladesh's journey to becoming the world's second-largest garment exporter created an unexpected foundation for its domestic activewear market. The country's dominance in global garment manufacturing wasn't just about having factories. It was about decades of accumulated expertise in textile production, supply chain management, and workforce development that positioned it uniquely well to serve emerging local demand.
The infrastructure already existed. Massive factories capable of producing millions of garments. Supply chains connecting fabric mills to finishing facilities. A workforce of millions who understood garment construction at an intimate level. More importantly, the industry was undergoing its own strategic transformation that aligned perfectly with domestic market opportunities.
For years, Bangladeshi manufacturers operated primarily as manufacturers for global brands. They produced basic garments—T-shirts, polo shirts, knitwear—in massive volumes at razor-thin margins. This model generated substantial export revenue and employed millions, but it left manufacturers vulnerable. They were price-takers in a global market where buyers could easily shift production to cheaper locations. Every percentage point of wage increase threatened their competitiveness.
The rise of performance wear offered an escape route. Global demand for activewear was exploding, driven by the same health and fitness trends that are emerging in Bangladesh but manifesting years earlier in developed markets. More importantly, activewear commanded higher margins than basic garments. The technical fabrics, specialized construction methods, and performance features justified premium pricing that basic T-shirts never could.
Companies like Ananta Group made significant bets on this transformation. SiATEX Bangladesh developed expertise in technical fabrics like breathable mesh and performance polyester. It enabled manufacturers to compete for higher-margin international contracts, moving them up the value chain in global supply relationships. It simultaneously provided the production capabilities needed to serve emerging domestic activewear demand.
The economics are compelling. A manufacturer producing activewear for Nike or Adidas had already absorbed the capital costs of advanced equipment and technical expertise. Producing similar products for local brands required minimal additional investment. Local brands could access world-class manufacturing without the minimum order quantities and lead times required for international production.
A new brand like Turaag Active, which is a sister concern of Urmi Group, or BAMN Athleisure, didn't need to order 10,000 units to justify a production run. Manufacturers with excess capacity or seeking to balance their export exposure could accommodate smaller orders for domestic brands.
The cost advantages are substantial. Domestic brands could produce activewear at price points that international competitors couldn't match while maintaining quality standards developed through decades of export production. A locally-manufactured moisture-wicking shirt could retail for a fraction of the price of imported alternatives while offering comparable or superior performance designed specifically for Bangladesh's subtropical climate.
But manufacturing capability alone doesn't guarantee market success. The real story is how entrepreneur-led brands translated industrial advantages into businesses that connected with local consumers.
The first generation of Bangladeshi activewear brands understood something fundamental: success in this market required understanding local needs and context and building communities, not just selling products. These weren't traditional retail businesses trying to move inventory. They were lifestyle brands trying to shape how Bangladeshis thought about fitness, health, and active living.
Take, for example, Turaag Active. Founded by Wave Riders Limited with the explicit mission to"revolutionize the local fitness apparel industry," the company claims it built its entire product development process around understanding what Bangladeshi consumers specifically needed. The approach reveals sophisticated thinking about local market requirements. Its designers study international trends but adapt them to Bangladesh's subtropical climate and local body parameters. The company says it obsesses over details like anti-irritation stitching for hot, humid conditions and four-way stretch fabrics that provide comfort during extended wear in challenging weather. Its product range spans performance leggings, sports bras, and joggers, the core activewear categories that now define the local market.
Standard activewear designed for temperate climates can become uncomfortable or counterproductive in Bangladesh's hot, humid environment. Fabrics that work well in air-conditioned American gyms might trap heat and moisture in Dhaka's tropical climate. Local brands' understanding of these conditions provides genuine competitive advantages beyond simple price differences.
DOUR took a different approach, emphasizing local craftsmanship and fabric innovation. Founded by Abid Alam Chowdhury with the goal of "showcasing Bangladesh's talent and craftsmanship," DOUR positioned itself as more than an activewear brand. Its products, including the PowerFlex Tee and Pro-Lift Joggers, combine performance features with design elements that reference local aesthetics.
ND Apparel carved its niche through inclusive sizing and versatile designs. What sets ND apart, according to market observers, is making performance wear accessible across body types with many items suited to both men and women. In a market where international brands often offer limited size ranges optimized for Western body types, this inclusivity resonates.
The emergence of women-focused brands represents particularly significant market development. SheActive, which describes itself as"the first female health & fitness brand of Bangladesh," offers activewear, fitness training programs, and has built what it calls a "Women's Fitness & Wellness Platform." Its product range includes sports bras, leggings, training tops, and even sports hijabs, acknowledging the specific needs of Muslim women seeking to maintain modesty while exercising.
BAMN Athleisure similarly focuses on serving women's activewear needs with an extensive collection of sports bras designed for different impact levels, leggings with bonded stitch-free seams, and tops designed for Bangladesh's climate.
Almost all these early mover brands are leveraging Direct-to-Consumer (DTC) models that enable direct customer relationships, rapid feedback incorporation, and higher profit margins compared to traditional retail distribution. More importantly, DTC allows these brands to build authentic communities around shared values of health, fitness, and active living, even if those communities are still relatively small.
These brands also benefit from favorable timing. They're entering the market as health consciousness begins rising, but before international competitors have fully established their local presences. This window is allowing them to build initial brand recognition, customer loyalty, and distribution networks while competing primarily against each other rather than established global players with deep pockets.
The question is whether these early advantages will translate into sustainable competitive positions as the market matures and well-funded international brands commit more resources. That remains to be seen.
The success of local activewear brands and the evident market potential eventually attracted attention from international competitors who began viewing Bangladesh not just as a manufacturing base but as a consumer market worth entering directly.
Adidas opened a 4,000-square-foot flagship store in Dhaka's Gulshan area in May 2024, partnering with local conglomerate DBL Group to navigate market entry complexities. The location choice was deliberate—Gulshan represents affluent, internationally-oriented Dhaka residents who form the core target market for premium international activewear.
Puma followed similar strategies, opening one of its largest Southeast Asian stores in Dhaka in 2019, also through a partnership with DBL Group. Nike and Under Armour similarly established retail presences, recognizing Bangladesh as more than just a sourcing destination.
This creates a fascinating dynamic. The same international brands that have manufactured activewear in Bangladeshi factories for years are now returning to sell finished products to Bangladeshi consumers. Nike leggings are produced in a Bangladeshi factory for the US market, retailing there for $80-100. Similar Nike leggings, possibly produced in the same factory, retail in Bangladesh for different price points, targeting local purchasing power.
These international entries are validating the domestic activewear market while creating complex competitive dynamics that are still playing out.
Global brands bring several advantages: worldwide brand recognition, extensive product ranges developed through decades of R&D, substantial marketing budgets that dwarf what local brands can spend, and aspirational positioning built through global sports marketing.
Research indicates that products from foreign countries are often preferred in developing markets as they're perceived to increase social status and represent a higher socio-economic class. This consumer psychology provides natural advantages for international brands testing the Bangladesh market. A young professional wearing Adidas or Nike to the gym signals something different than wearing Turaag Active—at least for now, among certain consumer segments.
However, international brand entry also creates opportunities for local competitors, even in these early stages. The presence of global brands validates activewear as a legitimate category while raising overall market awareness. Consumers who might never have considered purchasing specialized exercise clothing are being exposed to the category through international brand marketing. When Adidas opens a flagship store and launches marketing campaigns, they're not just promoting Adidas; they're educating the market about why activewear matters, potentially expanding the entire pie.
Local brands responded to international competition by emphasizing their unique advantages. Climate-specific design developed for Bangladesh's subtropical conditions. Price accessibility that makes quality activewear available to middle-class consumers who can't afford international brand pricing. Community connection built through local ambassador programs and direct customer engagement. Understanding of local preferences in fit, sizing, and style that international brands struggle to match with globally standardized product lines.
The competitive dynamic also pushed local brands toward higher professionalization standards. International brand entry forced local competitors to improve product quality, customer service, and marketing sophistication. You can't compete against Adidas with amateur-hour execution. The presence of global competitors raised the bar for everyone, ultimately strengthening the entire domestic market.
This competition created productive tension that benefits consumers. Local brands keep prices accessible and drive innovation around local needs. International brands provide aspirational options and introduce global trends. The result is a maturing market with improving products, better customer service, and expanded consumer choice.
The future of Bangladesh's domestic activewear market depends on successfully navigating both tremendous opportunities and significant structural challenges. The growth potential is substantial, but realizing that potential requires addressing vulnerabilities that could constrain development.
Demographic trends strongly favor continued market expansion. Bangladesh's young population creates a large cohort entering their prime fitness years. Rising incomes provide the disposable income necessary for lifestyle-oriented consumption. Increasing urbanization concentrates consumers in areas with fitness infrastructure, gyms, parks, and running tracks that support active lifestyles.
Health consciousness continues spreading beyond urban centers to smaller cities and towns. What started in Dhaka is now visible in Chittagong, Sylhet, and beyond. This geographic expansion creates new market opportunities for brands that can effectively reach and serve consumers outside major metropolitan areas.
E-commerce infrastructure improvements enable this geographic expansion. Brands can reach consumers nationwide without requiring physical retail presence in every city. Digital marketing can target specific demographic segments regardless of location. Fulfillment networks continue improving, making reliable delivery feasible across more of Bangladesh's geography.
The global activewear market's growth also supports optimism. The athleisure market is projected to grow from $338.48 billion in 2024 to $716.05 billion by 2032, with the Asia Pacific holding a substantial market share. This global growth creates opportunities for Bangladeshi manufacturers on both export and domestic fronts—and could bring more international brands to test the local market, further validating the category.
But the real opportunity lies in the intersection of Bangladesh's expanding middle class and growing health consciousness. As more Bangladeshis enter middle-class income levels, currently estimated at around 20-25% of the population but growing, and as health awareness continues spreading, the potential market for activewear could expand dramatically. The market today is perhaps 5-10% of what it could become if fitness becomes truly mainstream among Bangladesh's middle class.
The question is whether current trends will accelerate or plateau. Will health consciousness continue spreading as a genuine cultural shift, or will it remain concentrated among urban elites? Will the middle class expand quickly enough to support market growth? Will economic growth continue providing the disposable income that makes activewear purchases feasible for more consumers?
These remain open questions. The optimistic scenario sees Bangladesh's activewear market growing 10-15x over the next decade as middle-class expansion and health consciousness reinforce each other. The pessimistic scenario sees growth plateauing as the market saturates current early adopter segments without breaking into mainstream consciousness.
Political and economic stability issues create risks. Competition from international e-commerce platforms also presents challenges. As global platforms like Amazon potentially enter Bangladesh or as cross-border e-commerce becomes easier, local brands might face competition from international activewear brands selling directly to Bangladeshi consumers online. This could undercut local brands' price advantages if international brands use their scale to offer competitive pricing.
Success in Bangladesh's evolving domestic activewear market requires strategic approaches that address both current opportunities and emerging challenges. Different stakeholders face different imperatives.
For local brands, the path forward involves deepening community connections while expanding geographic reach. The community-building approach that enabled initial success must scale to serve larger, more diverse customer bases without losing authentic local connections. This requires sophisticated digital marketing strategies and customer engagement programs that maintain intimacy at scale.
Product development should continue emphasizing climate-specific design while expanding into adjacent categories. Brands that started with basic activewear can extend into specialized segments, yoga apparel, outdoor gear, athletic footwear, and fitness accessories. This category expansion leverages existing brand recognition while capturing larger shares of customer spending. When SheActive adds yoga mats and resistance bands to its activewear offerings, it’s following this playbook.
Investment in brand building becomes increasingly important as competition intensifies. Local brands need stronger brand identities, clearer positioning, and more professional marketing to compete effectively against international players. This might require partnerships with marketing agencies, hiring brand management talent, or increased marketing budget allocations.
For international brands entering the market, the key lies in balancing global brand positioning with local market adaptation. Successful international brands will need to offer products that reflect global standards while acknowledging Bangladeshi climate conditions and price sensitivities. They'll need to partner effectively with local distributors who understand market nuances.
Omnichannel strategies become important as the market matures. Brands need both physical retail presence for brand building and product discovery, and strong e-commerce capabilities for convenience and reach. The future isn't physical retail or e-commerce, it's integrated experiences that leverage both channels effectively.
Bangladesh's domestic activewear market represents something significant beginning to take shape. The transformation from a country where activewear was essentially unknown to one with emerging local brands and international market entry reflects broader changes beginning to unfold in consumer culture, manufacturing capabilities, and business sophistication. These changes are positioning Bangladesh for potential growth in both domestic and international activewear markets, but whether that potential is realized depends on the choices being made now.
The success factors enabling this transformation provide lessons that extend beyond activewear. Manufacturing excellence matters, but it's not sufficient. Understanding and serving local needs matters. Building authentic community connections matters. Strategic use of digital infrastructure matters. The combination of these factors is enabling local brands to build early-stage businesses despite competing against global giants with vastly superior resources.
For consumers, the transformation means emerging choices, more accessible pricing than existed before, and products being designed for their specific needs.
But the market remains small, concentrated primarily among urban early adopters. The real test comes next: can these trends break into mainstream consciousness? Can local brands professionalize quickly enough to compete as international brands commit more resources? Can the market expand beyond current early adopters to reach the broader middle class?
The answers to these questions will determine whether Bangladesh's activewear market becomes a significant category or remains a niche.
The pieces are in place: manufacturing capabilities, emerging brands, growing health consciousness, and an expanding middle class. Whether they come together into something substantial is the story that will unfold over the next 5-10 years.
