An online store needs six working parts: a catalogue with accurate stock, a checkout without extra steps, online payment through the services local buyers already use, delivery and returns, data exchange with the warehouse and CRM, and the legal layer — public offer, electronic receipt and a personal data policy. We build online stores from $10,000.
Key takeaways
You need six connected parts rather than a website with products: if one of them fails, the buyer leaves at that step. Here is what should be ready before the first order.
If third-party sellers also trade on your storefront, the task changes: seller accounts, settlements and moderation appear. That is marketplace development, and it follows different rules.
The catalogue has to answer the question “do you have what I need” within seconds. Everything else follows from that: structure, filters, search and a complete product card.
Catalogue pages are the store's landing pages: people arrive on them from search and from AI answers. How that work is organised is covered in do you still need SEO when AI answers the questions.
Carts are abandoned more often than owners expect, and the main reason is not an awkward website but costs the buyer discovers at the end. Baymard Institute aggregates 50 studies and separately surveys shoppers about the reasons.
That leads to several checkout rules worth building in from the start.
Tip Do not rely on general figures about the share of mobile purchases: StatCounter data for August 2026 gives mobile devices 19.01% of page views in Uzbekistan, which differs from what many stores see in their own reports. Use your own analytics rather than averaged statistics.
A buyer needs the payment method they already use: in Uzbekistan that means Payme, CLICK and Uzum Bank, plus Uzcard and Humo cards through local gateways. International cards are added through a separate provider when orders come from abroad.
How the whole payment layer works — invoices, statuses, refunds and reconciliation — is covered in billing and payments on a web platform.
A ready-made platform wins at the start, custom development wins where processes do not fit someone else's template. Compare them by what you will have to connect, not by design themes.
| Criterion | Ready-made platform | Custom development |
|---|---|---|
| Start | The storefront is assembled quickly, out of the box | Longer: discovery, design, development |
| Local payments | Through an existing module, if one exists and is maintained | Any service, with the protocol implemented for the task |
| Exchange with 1C and the warehouse | Limited by the platform and its modules | Built around the real accounting processes |
| Non-standard rules | Personal prices, bundles and pre-orders are painful | Built into the data model from the beginning |
| Large catalogue and load | Runs into the platform's architecture | Designed for the volume of products and traffic |
| Control | Dependence on the vendor and its updates | Code and data stay with the company |
A sensible order is to start with the scope needed for the first sales and to know in advance which integrations are mandatory. They decide the choice, not the design templates.
A store that lives apart from accounting creates double work: managers retype orders, and stock on the site drifts away from reality. The exchange covers four data flows.
| Data | From and to | How often |
|---|---|---|
| Products, prices, specifications | From the accounting system to the store | On schedule and on change |
| Stock | From the warehouse to the store | The more often, the fewer cancellations |
| Orders | From the store to accounting and CRM | Immediately after checkout |
| Statuses and payments | From accounting and the payment service to the store | On event |
For 1C the exchange is usually built on its own interfaces: the platform can automatically publish a REST interface based on the OData standard, which removes file uploads. How a store is connected to CRM and telephony is described in CRM integration with 1C, telephony and messengers.
A store in Uzbekistan operates under the law on electronic commerce, the rules on cash receipts and the law on personal data. The minimum set of requirements looks like this.
Important The fiscal mark on a receipt is not a marketing task and not something to add later: it is produced by a cash register or a service integrated with the tax authority information systems, and it is planned together with payment acceptance.
Inclusion in the National Register of E-commerce Subjects is voluntary and free: under paragraph 8 of resolution PP-3724 of 14 May 2018, it covers businesses whose income from e-commerce sales is at least 80% of their total sales.
A launch goes step by step, and most of the work sits in design and planning rather than in front-end code. This is how we run a store project.
After launch a store is judged by numbers rather than impressions: visit-to-order conversion, share of abandoned carts, average order value, cancellations and returns, order sources and repeat purchases. Once enough purchase data has accumulated, product selection is added to the storefront — how that works is covered in recommendation systems for a marketplace and an online store.
Development of an online store with a catalogue, payments and integration with an accounting system starts from $10,000. The range comes from connections to other systems and the complexity of sales rules, not from the number of pages.
The scope of work and prices for website formats are on the service page website development. Payment service fees and delivery costs are not included: those are separate contracts of the store.
Syntra Systems starts with the product range and logistics rather than the design: how stock is kept, who assembles an order, what happens on cancellation and return. That produces the data model, and only then the screens.
We then build the store as part of the company's infrastructure: storefront, payments, warehouse and CRM work on shared data instead of being retyped. The legal layer and the receipt are checked before launch, not after the first customer complaint.
Let’s discuss your project
Tell us what you need, and we will estimate the timeline and cost and suggest a solution.
For first sales, it's a reasonable start. What's worth checking isn't the design templates but the integrations: whether Payme, CLICK and Uzum Bank work, whether it exchanges with your accounting system, and whether it supports your sales rules. If any of that needs custom work on the side, the speed advantage disappears.
Cash on delivery is fine as an add-on, but the main method should be Payme, CLICK, Uzum Bank and Uzcard or Humo cards. A receipt with a fiscal mark is required either way: for online payment it's generated by a till or a service linked to the tax authorities' systems, and that's built into the project alongside accepting payments.
While there are few orders, the range fits into a couple of messages and one person keeps the stock in their head. A store is needed once you have a catalogue with dozens of items, several delivery and payment options and a need to see where an order came from and what stage it is at.
The seller does. For online payment the receipt is also electronic, and the fiscal mark on it should appear automatically, through the link between the online till and the tax authority's system (paragraph 5 of Resolution PP-5252). How to set this up is confirmed with the till provider and the payment service.
Joining is voluntary and free. The register covers businesses whose income from e-commerce sales is at least 80% of total sales, as set by paragraph 8 of resolution PP-3724. Whether to join, and what follows from it, is worth discussing with your accountant.
You can, as long as one person manages stock and the range is small. As the range grows, manual transfer costs more than integration would: stock figures drift apart, orders get lost, and reports are assembled by hand. The exchange is usually connected once out-of-stock cancellations become noticeable.
Website support starts from $250 per month: updates, backups, availability monitoring and small fixes within an agreed scope. Further development — new integrations, sections and sales rules — is estimated separately, by the scope of work.
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