A Decade of Building Trust in Bangladesh’s E-Commerce

A conversation with A H M Hasinul Quddus (Rusho), Chief Corporate Affairs Officer, Daraz Bangladesh, on the occasion of Daraz’s 10th anniversary

Journalist: Daraz is turning 11 in Bangladesh. Looking back, what’s been the biggest challenge in earning people’s trust?

Rusho: Trust was definitely the toughest hurdle. In the early days, people didn’t really know what e-commerce was. We had to educate customers and sellers at the same time. Then came the scams in the market, which really shook confidence. We had to double down on compliance, customer protection, and awareness-building to win back trust.

Journalist: The government is updating digital commerce policies. What would you most like to see?

Rusho: Clear, long-term policies that protect both buyers and sellers, while encouraging growth. If the rules align with global best practices and attract investors, everyone wins.

Journalist: You’re already in all 64 districts. What’s next for logistics?

Rusho: Speed and reliability. We’ve rolled out next-day delivery in Dhaka, and from October, we’ll launch a 12-hour express service in the city. Plus, our new “control towers” in 65 hubs keep a close eye on last-mile deliveries to stop fraudulent failures and make sure customers get what they ordered.

Journalist: Customers expect authenticity, quick delivery, and easy returns. How are you meeting those expectations?
Rusho: First, authenticity—Daraz Mall now brings in branded products directly from manufacturers and importers. For convenience, we’ve introduced a 14-day return policy for ALL products, not just Daraz Mall. And faster delivery is always a top priority.

Journalist: SMEs are a big focus for Daraz. Any success stories you’d like to share?

Rusho: Plenty! At our recent Seller Summit, where we declared “Happy Selling” — spotlight on the sellers who are the core of our platform's growth. Stories like Saad International BD, which now makes 15-20 lakh BDT a month, or Hamim Fashion, which saw 20% growth after shifting online with us, prove that our focus on happy selling is working. To support this philosophy, we are expanding our brand partnerships to over 500 in the near future, and we are developing a one-stop solution to connect sellers with over 1,000 influencers and affiliates. All of these innovations are aimed at ensuring every seller can build a successful and sustainable business with us.

Journalist: Digital literacy is uneven. How do you help first-time buyers and sellers?

Rusho: For sellers, we run a 90-day incubation program with training, zero commission for a month, and lifetime access to Daraz University—a free e-learning platform, where thousands of sellers, many from rural and semi-urban backgrounds, have been trained in digital literacy, marketing, and online operations. For buyers, we’ve made it easy—they can chat directly with sellers, check reviews, and shop with confidence.

Journalist: Tell us about the Women's Initiative. What’s it all about?

Rusho: It’s about creating a supportive space for women in our company. From mentorship programs to celebrating achievements with SheShines, "Employee Dialogue Forum" for open discussion to practical things like free sanitary pads and a female rest room —we want women to feel empowered at every level.

Journalist: What skills do graduates often lack for e-commerce leadership?

Rusho: Honestly, most universities don’t cover e-commerce in depth. That’s where our Daraz Future Leadership-DFLP program comes in. Graduates rotate across functions, get hands-on experience with digital tools, and even take on leadership roles from the start. It’s about turning theory into real impact.

Journalist: What are your big investment priorities for the next three years?

Rusho: Payments, logistics, and sustainability. Think Buy Now Pay Later for financial inclusion, bigger and smarter warehouses, and eco-friendly delivery vehicles.

Journalist: 11.11 has become huge in Bangladesh. What’s the biggest takeaway from such mega campaigns?

Rusho:I appreciate that question. When you look at mega campaigns like 11.11, the biggest takeaway for us is that while coordination is everything, there’s also a massive opportunity to capture untapped demand and turn a single event into a gateway for new customers. That’s exactly what we're focused on with our current 9.9 Anniversary Mega Sale, which celebrates 10 years of Daraz Bangladesh.

For the first time ever, the campaign kicks off at 8 PM on September 8 to give shoppers a head start. We've leveraged our logistics and partnerships to make sure this is a seamless experience. Our goal is to convert that initial rush into sustained interest.

To do that, we’ve packed the sale with incredible offerings. We’re not just providing flat discounts; we have Flash Sales and Mega Deals of up to 80% off, along with our signature 9/ 99/ 999/ and 9999 Taka deals. We are also exciting customers with contests, including the chance to win a grand prize—a family trip to Sri Lanka.

Ultimately, these campaigns are about more than just a single day of sales; they're about building a stronger, more engaged community by providing value, excitement, and a reason for customers to keep coming back.

Journalist: Beyond shopping, how can e-commerce support Bangladesh’s goal of becoming a digital hub by 2030?

Rusho: E-commerce is a digital trade corridor. We connect local SMEs to global markets, push digital payments, and drive logistics innovation. At the same time, we’re raising digital literacy and creating a platform for entrepreneurship.

Journalist: If you could ask one thing each from policymakers, telecom operators, and logistics partners, what would it be?

Rusho: From policymakers: smoother cross-border rules and a single digital commerce authority. From telecoms: affordable high-speed internet everywhere, especially rural areas. And from logistics partners: keep investing in last-mile solutions—we can only grow together.