About Us
About us
Welcome to dskmart.com.
dskmart.com, an e-commerce in Bangladesh, belongs to DSK MART LTD.
which is a limited company and mostly owned by well-reputed national voluntary
development organization (NGO) Dushtha Shasthya Kendra (DSK). So, it could
be treated as a subsidiary company of DSK.
The primary
aim and objectives of DSK MART is to provide online marketing opportunities for
the products and services produced by members, participants and entrepreneurs
of DSK and other potential and reputed entrepreneurs and businesses through an
established digital platform, which may drive dskmart.com to create a
reputation in the e-market by providing quality products and services at
relatively low prices to its customers and consumers.
Goals/Objectives/SOs/Outputs of DSK MART
Goal: To secure a space in ecommerce sector
of Bangladesh thus facilitating generation of increased entry into the e-market,
employment and income for the target grassroots predominantly female borrowers
of DSK.
General Objective: To mobilize DSK ecommerce as a shared ecommerce platform to facilitate
entry into wider market for the grassroots producers, generate profit and
employment for the youth.
SO II: To organize regular sale of DSK entrepreneurs’ products (Towels, Leather
goods, Sarees, Food, Agriculture, Fisheries and Poultry products) through DSK
ecommerce generating profit for the grassroots.
SO II: To establish DSK ecommerce platform and synchronize sale of DSK and
other producer’s products through DSK ecommerce platform to generate employment
for the youth.
Objectives
1: To mobilize and establish DSK ecommerce website/page having all necessary
shopper friendly ecommerce features.
2: To establish
regular display and sale of DSK entrepreneurs’ products through DSK ecommerce
web page.
3: To mobilize and organize grassroots entrepreneurs, service providers and
Traders to become engaged with DSK ecommerce webpage.
4: To strengthen DSK ecommerce through excellent customer relations,
policies, campaigns and product delivery services.
