17 May 2026
Marketing is a function, not a department, and without that understanding long-term effectiveness is impossible: companies that build marketing as a strategic function win over a three-to-five year horizon.
Sherali Juraboyev — Regional Managing Director at Sky CA/Tajikistan.
Today, marketing and advertising in Uzbekistan operate far more systematically than before. We are seeing long-term strategies aimed not only at building a domestic consumer base but also carrying strong export potential. The rapid growth of the television advertising market demonstrates how undervalued it was in previous periods and reveals the depth of its growth potential.
The most pronounced pain points are related to the availability of expertise: foundational knowledge and the experience of applying it in the industry. This is a growing pain, and it will pass. Attention must be given to training specialists and creating an attractive professional image of the marketer-advertiser for future talent. At the same time, the impact of new AI-powered tools must be taken into account. For example, entry-level advertising positions will be automated and will no longer serve as a stepping stone for future Ogilvys.
This leads to a situation where entrepreneurs frequently make decisions based on intuition and personal opinion rather than on data and marketing expertise.
Marketing is not a department within a company — it is a function without which long-term effectiveness is impossible today.
Government-business interaction in Uzbekistan is developing much faster than in neighboring countries. This is an encouraging trend. Nonetheless, much work remains to build a truly effective and competitive economy.
This is especially important in the area of strategic marketing planning, where data is the most important source of truth. The more the government ensures transparency in access to this data, the higher the probability of building long-term successful businesses for domestic producers. Moreover, this creates an additional layer of competitive advantage over international manufacturers who often sell products in Uzbekistan but produce them abroad.
Corporate social responsibility is certainly felt. There are several reasons for this. First, we live in the era of socially oriented marketing. The younger generation is particularly sensitive to what brands say and do for the common good. Brands simply have no choice but to be socially responsible.
Second, we live in a region where Islam traditionally exerts a strong influence on secular life. Falah and barakat are by default highly valued and welcomed in the community. This is precisely why brands today must not only earn profits but also contribute to the development of the society and communities in which they operate.
Given the growing population and its median age, one can confidently predict that in the coming years the country will be able to offer the region and the world something new in marketing. But at this stage, we need to learn and absorb what others have done before us: festivals, case studies, frameworks — everything that forms the foundation of effective companies today.
Uzbekistan is not merely capable of adopting new methodologies — it must do so. However, I would caution against trying to reinvent the wheel. We can take the best of what others have to offer, and through the lens of our cultural heritage, the energy and talent of our people, and with government support, Uzbekistan will be able to claim a worthy place.
Simply discussing issues is generally not a very effective strategy. I would prefer that we narrow our focus to three key growth pain points and not just talk about them, but find concrete ways to remove the obstacles.