So who’s right and who’s wrong? What this case shows is simply how a cultural gulf between two countries can land people in trouble – on both sides, for three simple ingredients: pride, naivety and a failure to do your homework. And in business world, clear parallels can be drawn, where same 3 ingredients can lead to potential disaster, for sometimes even most simple and innocent motives.

There is case of US International Business Development executive, tasked with finding new business in Spain, trying desperately to meet prospects without any success. It was by chance he discovered that breakfast meetings in Spain just weren’t norm. He changed his meeting times, and up went his response rate.

Then there is famous case of Korean firm Kunja Industrial Co. that had a knitting mills subsidiary in west. A European employee innocently “crooked” his “pointing finger”, trying to catch attention of his Korean boss and bring him closer. The employee succeeded in getting attention all right. However, he didn’t succeed in gaining any favors from his boss. In fact he was almost fired. The western finger-moving gesture for asking someone to come closer is considered a vulgar gesture in Korea.

If your business is becoming increasingly international and global in nature, then a sound basis for success overseas starts with following: (i) Respect for how things are done overseas: you are after all in a host country, no matter how ridiculous laws and customs may seem. (ii) Be aware of differences in relation to how things are back home. Don’t ever assume that works best at home will bring you success overseas, and finally (iii) Prepare and train yourself and your people for doing business internationally.

Zudig: Uuuuuh! Yep, that’s right. It’s called international leadership – building right teams to achieve international success.

Xandi: That must be some leadership. Look. He’s even inspired them to kiss that metal cup. Don’t they normally drink from cups?

Zudig: You’re right. But that’s called sweet smell of success. Any more questions Xandi?

Xandi: Er, yes. In yesterday’s lesson about commerce, you talked to us about how earthlings sell their products and services to each other. You told us that those companies that succeeded were those that achieved an international mindset, right? Zudig: Yes, so what’s point Xandi?

Xandi: Well, I don’t understand. If they achieve this level of success when kicking leather globoids around pitch, and that’s how onlookers cheer them on, then why are leaders and shareholders not more open to building international teams? Surely, brand to company is just as important as national flags that are waved by spectators? Zudig: That’s right.

Xandi: And surely, teams that work to build that brand will best come from markets they are selling into right? And surely, business leaders would by definition be leaders from other countries, experienced in managing international teams? So, why doesn’t it happen more often? Better awareness of international markets equals better international performance? I rest my case!