Conclusion and Recommendation

Conclusion and Recommendation 
31 
Uzbek textile brand formation research has shown that LC Waikiki needs to be 
structured like a well-known brand because it has a system that can handle even 
the smallest details and their emphasis on fast and efficient systems of planning and 
distribution sets a high standard for others in the industry. The content was detected. 
It was found that ZARA is an example in terms of the component calculated from 
the pharmaceuticals of the second brand, i.e. speed. The basis for this is the 
importance of agility and speed in meeting market demands, as well as the need to 
act with precision. One of the main points is the shortcomings in the industry, that 
is, the lack of qualified employees, the lack of enterprises that meet modern 
standards, and the lack of advanced production technologies. It was determined that 
the solution of these issues will pave the way for Uzbek textiles to develop towards 
a global approach. Achieving brand building in Uzbekistan requires excellence, and 
although such a goal is achievable, it was found that time and concerted efforts are 
needed to solve existing problems and raise industry standards. In addition, it was 
found that the development of local textile brands as a brand and recognition in the 
world market needs to be done and it takes some time. 
Regarding the findings of the analysis of effective internal management, it was found 
that effective internal management plays a decisive role in the formation of the 
company's success and reputation, especially in the context of the export value of 
the brand. The details are that working in harmony with employees and accordingly 
reforming the relationship of senior officials with lower-ranking employees and 
managing with consideration of the opinions of all employees were emphasized. 
Second, a well-structured internal management system with a focus on innovation, 
quality assurance, and strategic alliances was deemed important for global 
development and brand recognition. According to the findings, it is important to 
connect internal management with the systematic movement of goods and work 
processes, and the need for a carefully planned and department-specific approach. 
It was found that corruption in this field also interferes with internal management, 
that is, the appointment of inexperienced employees to high positions. 
The study found both negative and positive impact of the value of export, which 
indicates that the level of export in this area is good enough, and even now this 
indicator is not bad. In addition, it was found that a large part of the export of 

Conclusion and Recommendation 
32 
Uzbekistan in the light industry is cotton, and many efforts are currently being made 
to make this result beneficial for the future, that is, in the form of a finished product. 
Exporting as a finished product not only brings monetary benefits, but also promotes 
effective points for the state and the company, such as promoting the brand name. 
But aspects of the current weak sector revealed that business owners have become 
accustomed to trading through imports rather than manufacturing. At this time, it 
was determined that the future growth of the industry depends on solving these 
problems and creating a favorable business environment for small enterprises and 
business owners. Determining the value of export through strategic investments 
aimed at innovation, favorable conditions for small business, regional diversification 
of export, and it was found to be the main factor of sustainable growth of export. The 
analysis of the analyzes found that a high value of exports is necessary to maintain 
the development trajectory of the textile industry and its decisive role in the 
economic landscape of Uzbekistan. 

Download 0,7 Mb.