This presentation is to understand CAGE Model IT industry from the UK to Pakistan presents significant opportunities for cost savings, market access, and access to talent, it also entails risks and challenges related to political instability, infrastructure limitations, regulatory hurdles, currency volatility, and competition. Careful assessment and strategic planning are essential to mitigate these threats and capitalize on the opportunities effectively.

1. Group Presentation

2. Group
Members

3. Content
1. Introduction
2. IT Industry Global Analysis
3. Why Pakistan
4. Growing Tech Ecosystem in Pakistan
5. IT Market Opportunity and Threats in Pakistan
6. CAGE Model
7. CAGE (Cultural)
8. CAGE (Administration)
9. CAGE (Geographical)
10. CAGE (Economic)
11. Markeet Entry Strategy
12. Conclusion
13. Refrences

4. Introduction

5. IT Indusrty Global Analysis
(Global IT Services Market Size,
Share, Growth Analysis 2030, n.d.)

6. Why UK IT Industry in Pakistan?
Cost Efficency
It industry of UK
should be in Pakistan
because labour is
cheap in Pakistan as
compared to other
Countries.
Skilled Workforce
Pakistani workforce of
IT industry is skilled
and competent.
Diverse Talent
Pakistan have potential
of diversity in talent
and IT is innovation
and talent.
(Sohail, 2024)

7. (Jehan, 2023)
Growing Tech Eco System in Pakistan

8. IT Market Opportunities & Threats in
Pakistan
Opporunities Threats
Emerging sectors Political instability
Growing consumer market Security concerns
Investment incentives Infrastructure deficiencies
Government Support Legal Complication/hurdles

9. CAGE Model Framework
(Ravishani, 2023)

10. Cultural Distance
Diiferent
Langauges
Different
Social Norms
Different
Religion
Different
Ethnicities;
lack of
connective
ethnic or social
networks

11. Administrative Distance
 Regulatory Framework and Administrative Distance
Fedral
Local
Provisional
Entry
 Pre- and-
post
Start-up
 FDI-
Fedral
Registrtions NOC’s
Liecense Permits
FDI Approvals
FDI Renewls
FDI Security
Clearnce
FDI Profit
Repatriation
Absence of Shared
Clonialties
Absence of Shared
moneteray or
political
association
Poltical Hostility
Government
Policies
Legal Hurdles

12. Geographical Distance
Distance
Time Zone
4 hours Behind
Pakistan
Physical
Infrastructure

13. Economic
Income Level
Currency
Stability
Markeet Size

14. Entry Strategy
(Factors Affecting the Decision to Go Global | Download Scientific Diagram, n.d.)

15. Conclusion
 Pakistan can offer cultural and geographical opportunities that will be benefical to UK
companies that want to to grow their IT sector, however, the feasibility analysis should
be done critically and carefully due to differences in culture, geographical,
administrative and economic perspective. In that perspective CAGE Model is Providing
a through information that can be use for analysis of feasibility as well.

16. REFRENCES
 3: Components of a typical regulatory framework (adapted from (WHO 2010)). | Download Scientific Diagram. (n.d.). Retrieved April 21,
2024, from https://www.researchgate.net/figure/Components-of-a-typical-regulatory-framework-adapted-from-WHO-2010_fig5_257652377
 Factors Affecting the Decision to Go Global | Download Scientific Diagram. (n.d.). Retrieved April 21, 2024, from
https://www.researchgate.net/figure/Factors-Affecting-the-Decision-to-Go-Global_fig18_329512555
 Global IT Services Market Size, Share, Growth Analysis 2030. (n.d.). Spherical Insights. Retrieved April 21, 2024, from
https://www.sphericalinsights.com/reports/it-services-market
 Hofstede’s Cultural Dimensions EXPLAINED with EXAMPLES | B2U. (n.d.). Retrieved April 21, 2024, from https://www.business-to-
you.com/hofstedes-cultural-dimensions/
 Jehan. (2023, January 3). Pakistan’s Startup Ecosystem in 2022. Katalystlabs. https://katalystlabs.pk/pakistans-startup-ecosystem-in-2022/
 Khan, M., Atiq, Z., Ali, M., & Ali, S. R. (2021). The Impact of Geographical Distance on Remittances: A Case Study of Pakistani Diaspora.
INTERNATIONAL JOURNAL OF MANAGEMENT, 12, 65–72. https://doi.org/10.34218/IJM.12.1.2021.007
 Ravishani, M. (2023, September 30). CAGE Distance Framework. Medium. https://medium.com/@mravishani7/cage-distance-framework-
9ec963cfbd38
 Reuters, D. com |. (23:00:15+05:00). Pakistan jumps 28 spots on World Bank’s ease of doing business ranking. DAWN.COM.
https://www.dawn.com/news/1512680
 Sohail, S. H. (2024). Influence of Authentic Leadership on Employee Innovation and Creativity in Technology Companies in Pakistan.
American Journal of Leadership and Governance, 9(2), Article 2. https://doi.org/10.47672/ajlg.1845
 World Economic Outlook, April 2024: Steady but Slow: Resilience amid Divergence. (n.d.). IMF. Retrieved April 21, 2024, from
https://www.imf.org/en/Publications/WEO/Issues/2024/04/16/world-economic-outlook-april-2024
 Https://mpra.ub.uni-muenchen.de/116559/1/MPRA_paper_116559.pdf. (n.d.). Retrieved April 22, 2024, from
https://mpra.ub.uni-muenchen.de/116559/1/MPRA_paper_116559.pdf
 Https://www.ifc.org/content/dam/ifc/doc/mgrt/cpsd-pakistan.pdf. (n.d.). Retrieved April 21, 2024, from
https://www.ifc.org/content/dam/ifc/doc/mgrt/cpsd-pakistan.pdf
 Post-Brexit Feasibility of a Pakistan-UK Free Trade Agreement. (n.d.). Pakistan Business Council. Retrieved April 21, 2024,
from https://www.pbc.org.pk/research/post-brexit-feasibility-of-a-pakistan-uk-free-trade-agreement/