Türkiye, Azerbaijan, Uzbekistan and Kazakhstan are close-knit societies, bound by deep-rooted histories, strong family ties and a culture of hospitality.
Beyond a shared language and cultural heritage, the value placed on education, work and the future brings the people of these countries even closer together. Solidarity, respect, trust and family hold an important place among the values these societies share.
With our deep bonds of affection and trade cooperation that grows rapidly every year, the range of topics on which we share our experience keeps widening. As one example of this exchange, a study on Customer Experience has been prepared as a contribution.
Shaped by their economic dynamics, levels of digital maturity and cultural structures, these countries are at different stages of development in Customer Experience (CX).
While Türkiye leads in market saturation and omnichannel integration, Kazakhstan and Uzbekistan are going through a rapid transformation backed by digital government.
A comparative analysis of the customer experience (CX) ecosystems of the four countries looks like this:
| Criterion | Türkiye | Azerbaijan | Uzbekistan | Kazakhstan |
|---|---|---|---|---|
| Population | ~86,000,000 | ~10,000,000 | ~39,000,000 | ~21,000,000 |
| National income per capita | ~USD 17,000 | ~USD 7,400 | ~USD 3,850 | ~USD 14,850 |
| Market maturity | Mature / Saturated High competition and established standards. | Developing In transition from traditional service to digital. | Emerging market An untapped landscape that is highly open to digitalization. | Fast-growing Fintech and e-commerce are the driving force. |
| Digital and mobile CX | Super apps and an advanced banking experience. | A digitalization model focused on banking and e-government. | Rapid smartphone adoption and the rise of the “Uzum” ecosystem. | End-to-end CX from a single app, led by the Kaspi.kz ecosystem. |
| Artificial intelligence (AI) & automation | Advanced voice/text AI bots, data-driven hyper-personalization. | Efforts to move from basic chatbots to AI. | Automation investments in operational processes are just getting started. | High use of digital assistants and financial automation. |
| Customer expectations | High expectations of speed, transparency, value for money and empathy. | Priority on personal, face-to-face contact; a search for trust in digital channels. | Basic service quality, fast accessibility and easy logistics. | Seamless digital payment, instant delivery and management from a single platform. |
| Core CX challenge | Declining loyalty and rising expectations under economic pressure. | Lack of omnichannel integration and a limited pool of CX specialists. | Infrastructure gaps and a corporate CX culture that is only just forming. | Disconnects at physical touchpoints outside digital channels. |
Country Analysis in Detail
Türkiye: Omnichannel and Data-Driven CX Excellence
Türkiye is the region’s most institutionalized and competitive customer experience market. KPMG Türkiye’s CX reports show that, in response to rising consumer expectations and economic conditions in recent years, brands have been investing in the components of “time, effort and empathy.”
- Key strengths: Banking, e-commerce and parcel/logistics offer world-class customer journeys. Generative AI (GenAI) integration, personalized loyalty programs and proactive customer communication are widespread.
- Area for development: As customers become more price-sensitive, it has become critical for brands to uphold the integrity and honesty they promise.
Kazakhstan: Fintech- and Ecosystem-Driven CX
Kazakhstan is leading Central Asia’s digital customer experience transformation. CX perceptions in the country have been shaped largely by fintech ecosystems.
- Key strengths: Giant platforms such as Kaspi.kz bring government services, a marketplace, banking and logistics together under one seamless customer experience. Kazakh consumers are very used to “Invisible Payments” and instant digital approval mechanisms.
- Area for development: The excellence achieved in digital needs to be matched at physical touchpoints such as retail and traditional public services and healthcare.
Azerbaijan: From Personal Relationships to Digital Touchpoints
In Azerbaijan, customer experience culture has traditionally rested on warm, face-to-face (relationship-driven) communication. In recent years, however, digitalization has gained strong momentum.
- Key strengths: The banking sector (PASHA Bank and others) and e-government solutions (ASAN Service) are the most important drivers of customer satisfaction. Consumers are quickly embracing digitalized processes.
- Area for development: Companies need to strengthen omnichannel infrastructure that brings call centers and digital channels (web, mobile, WhatsApp) together in a single memory, and to grow a workforce specialized in CX.
Uzbekistan: CX Potential in a Young Population and an Untapped Market
With its expanding market size and young population, Uzbekistan has the highest potential for customer experience investment. The market is currently undergoing a structural transformation.
- Key strengths: E-commerce and finance ventures that gather everything under one roof (super-apps), such as “Uzum”, are building modern CX standards in the country from scratch. The young population is quickly adapting to mobile-first experiences.
- Area for development: In corporate companies, customer experience needs to be positioned as a core business strategy rather than a department. As digital literacy grows, improving logistics and post-delivery support processes is a priority.
Strategic Takeaways and Synergy Opportunities
The growing economic integration within the Organization of Turkic States offers major opportunities to export Türkiye's mature CX methodologies and technology infrastructure (CRM, chatbot architectures, data analytics) to the Azerbaijani and Central Asian markets.
While Turkish brands carry their operational experience to these countries, they can also learn from Kazakhstan's ecosystem-focused and Uzbekistan's fast and flexible growth models.
Notes
- This study was prepared using publicly available information and the views of several companies operating in the countries of the region. A future academic study could help us reach more precise findings.
- This study will continue to be updated and shared with you as new sources become available.