Editor’s note, October 2026 — Published in 2021, while the outcome was still open. The question in the headline now has an answer, and the entrepreneur quoted here — who predicted the lasting damage would be to confidence rather than to sales — was right. What happened next follows the original article.
Bangladeshi e-commerce customers have come through two options over the last two years – no or a decent discount and product delivery within the same week, or, up to insane 50% discount and delivery after months.
Naturally, an increasing number of customers were rushing for the second one, and that hurt the growth of the first group of regular e-commerce sites who finance any discount out of their own money instead of burning advances from customers.
Most of the regular e-commerce sites faced one-fourth to one-third drop in sales during the rise of errant platforms including Evaly, Dhamaka and Eorange as their unusual discounts attracted too many customers, said AKM FahimMashroor, a tech entrepreneur who founded e-commerce platform Ajkerdeal much before the rise of Evaly and suffered sales losses later.
"That was the short term impact, which is manageable in the long run," he said, "The long term impact of the rise and apparent fall of the errant sites is worse – the trauma of the people, a dent on the confidence on e-commerce."
The set of our core customers, mostly the early adopters, have been sticking to their purchases from regular e-commerce platforms and they still are, he said.
But, new customers, whom the industry needs most to grow up to its potential, seem to be shaky seeing all the bad news regarding e-commerce because of Evaly, Dhamaka and Eorange.
"Creating new customers is going to be tougher now as customers' confidence to order online has been hurt," he feels, "We need awareness campaigns communicating the difference between bona fide e-commerce and errant platforms in the name of e-commerce."
Both good and bad e-commerce sites emerged amid no significant compliance obligation, but now there have come a set of tough regulations and that is an additional pressure on the good sites.
For example, Mashroor said, gateway's payment clearing after delivery is taking an additional time, regardless of whether the e-commerce is practicing a regular model or a deep-discount, delayed-delivery model.
To get paid in time, most e-commerce platforms are inspiring cash on delivery and it is increasing their costs as customers are returning up to one-third of the products in such orders, while the return rate is not even 10% for prepaid orders.
His company, having early stage foreign investment which demands compliances and a great deal of due diligence, is also a victim of the recent confidence dent on e-commerce.
WaseemAlim, co-founder and CEO of Chaldal, the pioneering grocery e-commerce, said grocery segment was not hurt much as customers prefer on time delivery and quality. But overall errant platforms distorted the e-commerce sector, he added.
"After many people's bad experience in online shopping, it will be difficult for us to convert new people to shop online."
He, however, said the recent course of events has not left any impact on their existing customers.
He opined that Ecab should be working on awareness building to let people know that the problem platforms are not the real face of e-commerce by any means.
"We need something for that, but no strategy is in place," he said.
What happened next
The short-term sales effect described above did prove manageable. The confidence damage did not, and it was compounded by how long the cases took.
The scale became clear once the regulators reported. In a single four-month window, Tk6,050 crore of customers' money passed through payment gateways to 25 online sellers — a figure that describes an entire sector, not a few bad platforms. The Criminal Investigation Department put the laundered total across eight firms at about Tk7.05 billion.
Evaly's founders, managing director Mohammad Rassel and chairperson Shamima Nasrin, were convicted in several separate fraud cases, receiving sentences of five years, three years, two years and — in a Chattogram cheque-dishonour case — one year, with fines attached to each. They are recorded as absconding, with arrest warrants outstanding. Dhamaka's principal, Jashim Uddin Chishti, was reported to have settled abroad.
Why the prediction held up
The quote above identifies the real mechanism: early adopters kept buying from established platforms, while the new customers a growing sector depends on became wary. That is the expensive kind of harm, because it falls on the companies that did nothing wrong.
It is also the ordinary outcome when a market lacks a settlement layer. Where a buyer cannot tell a solvent merchant from an insolvent one, every merchant pays for the worst one in the market. The escrow requirement that followed is aimed at exactly that — not by helping buyers judge better, but by making the judgement unnecessary.
