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.