The Importance of Being Yourself: Rayana Hossain On Growing ISHO, Designing Organizational Dynamism, And Growing ISHO

Rayana Hossain is the founder and CEO of ISHO, a furniture brand based in Dhaka. From humble beginnings, ISHO has grown into one of Bangladesh's fastest-growing furniture brands. With plans to expand beyond Bangladesh, the company claims to be the number-one online furniture brand in the country

We talk about the evolution of ISHO, what separates ISHO from other local and global furniture brands, the dynamics of the furniture business, how ISHO has built a culture of relentless dynamism, secrets behind ISHO's excellent growth, her approach to work and leadership, and how building ISHO from scratch has changed her as a founder, her thoughts on design and organization.

The ambition of ISHO going forward, why a constant outward-looking orientation can limit our growth, and much more. I think, to begin, the most important thing is understanding, doing research, and coming up with an informed idea that you find that the market needs.

One of your answers was about the opportunity in the market — there is no global standard furniture brand in Bangladesh and you wanted to create one. If we look at China as an example, how over the last couple of decades, they have shifted from a manufacturing country to actually now creating global brands and also owning major European and American companies.

It can be a case study for Bangladesh to learn from. I think it is important to have all of these options both physical and digital for people to experience products in different ways, it helps the buying decision process for the customers.

What is unique about ISHO compared to other furniture companies in Bangladesh or any other markets?

This is where vertical integration comes in — when you have a design team that analyzes people's needs and wants and gives them something that they’re looking for. The perception is usually created after seeing the marketing and the branding and perhaps people come to that conclusion because there is a certain lack of clean design in Bangladesh; people tend to equate that to being unattainable.

The perception is usually created after seeing the marketing and the branding and perhaps people come to that conclusion because there is a certain lack of clean design in Bangladesh; people tend to equate that to being unattainable. But because of COVID, because of people's access to how global interiors look, I think this change in taste level is going to be extremely fast.

But because of COVID, because of people's access to how global interiors look, I think this change in taste level is going to be extremely fast. Whether it's through products that are coming through, or services and technology that we're introducing, for example, AR embedded into our website, these are unique things even when compared to global brands.

Whether it's through products that are coming through, or services and technology that we're introducing, for example, AR embedded into our website, these are unique things even when compared to global brands. For me, it's really interesting to see people's homes, what people’s needs are, where they are, how their space looks, and how we as a company can create a positive impact in those spaces.

For me, it's really interesting to see people's homes, what people’s needs are, where they are, how their space looks, and how we as a company can create a positive impact in those spaces. There are lots of different things that need to be considered as a conglomerate before we think about investing in a company.

There are lots of different things that need to be considered as a conglomerate before we think about investing in a company. In terms of competition, I would say, hopefully, with more market players coming in, people's dependency on local furniture will increase. In terms of competition, I would say, hopefully, with more market players coming in, people's dependency on local furniture will increase.

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