Several worldwide business failures have been witnessed due to an absence of cross-cultural competence within the business experts. Though, the multinational business literature seems too deficient in a suitable concept and meaning of the term cross culture competence, concentrating instead on the facts, expertise and features that seem to be its backgrounds. Same attributes had been faced by Marks and Spencer when they landed in China for the sake of business growth.
In an era of international economic decline, when a lot of merchandizing icons such as Woolworth (a famous supermarket chain) have turned out to be a history in the UK, Marks and Spencer, the well-known and prominent landmark British vendor choose to grow overseas. The daring pronouncement appears as a surprise. Marks and Spencer played confidently and did not prefer the years-long study and smart joint ventures with Taiwan inhabitants before entering into the inland China. They established their first leading store in Shanghai which is also the biggest one in Asia. They owned it and it covered 4,386 square meters ground.
Three months before establishing the debut in Shanghai, Marks and Spencer finished a short-term partnership in Taiwan which got an end to 14 months of trading knowledge in Taiwan. This is the hardly discussed section.
The point to be noted is that Marks and Spencer’s relocation from Taiwan to Shanghai hasn’t altered the bull in a china shop section because it does not mean that by leaving disaster behind won’t repeat the misfortune in the different marketplace. The subsequent suggestions put some understanding for Marks and Spencer’s Shanghai debut (Xun, 2009).