The November 2026 edition of BBF Monthly is anchored by coverage of the Bangladesh Fintech Summit and Award 2026, bringing together the institutions, founders and regulators shaping how money moves through the country, and recognising the work that has carried the sector through a demanding year. Around that coverage, the issue looks at where value is created domestically and where it quietly leaves, including the textile waste exported each year at a fraction of what it is worth once processed elsewhere.
The marketing and branding section records a discipline recalibrating its assumptions. Brand loyalty is rising again, and fastest among the youngest consumers rather than the oldest. Emotionally flat advertising is being given a measurable price. Long-held beliefs about advertising length, celebrity endorsement and where audiences actually welcome commercial messages are each being tested against new evidence, while maps, feeds and live commerce are examined as environments with rules of their own rather than extensions of what came before.
In global business, pricing power is moving. Store brands have overtaken national brands on volume while national brands hold revenue by raising prices, streaming has reached the limit of the annual increase, and conglomerates assembled over decades are separating into smaller companies. Alongside them sits the question that has outlasted the hype cycle, which is why widespread adoption of artificial intelligence has still not arrived on the income statement.
The edition then turns to the quieter mechanics of working life. The relief of being a beginner again, the way unfinished tasks keep occupying attention long after they are set aside, what gets said in the corridor once a meeting ends, design that works precisely because nobody notices it, and the weekend that somehow fails to restore. Together they treat attention and recovery as resources that have to be managed rather than simply spent.
Taken together, the November edition looks at a month in which pricing power, loyalty and attention are all being renegotiated, and at the organisations learning that none of the three can be assumed.
