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business. Since there are different cultures in different countries, to expand business towards other country should firstly to consider the cross cultural differences in business operation and management, thus to avoid the cross cultural conflicts and achieve the localization of business management and operation, therefore to achieve the business success in expanded country. The cross cultural differences are the key factors contributed to the business challenges and difficult for international expansion, especially the big cultural gap from China and the western (Burton, 2008).
      The latest definition for cross cultural business made by Ismael (2011) has given it more comprehensive explanation as “a system designed to train people in the global business about the variations of cultures, practices and preferences of consumers around the globe. It poses as a challenge for companies who participate in the global market. As time passes by, the diversity in culture, practices and preferences significantly increases, and so is the need for cross-cultural management, to be able to bridge the communication gaps for every culture”.
      Due to the cross cultural differences can negatively impact a business in a variety of ways, whether in team cohesion or in local communication with the business partners. Different methods of communication are just one area in which cross cultural differences are manifested.
      Many research works have carried out on the patterns for the behaviours in cross cultural business in the past ten years, and most of them have focused on the internal communication and as well as the external relationship management with the local partners (Charles,1997; 4. Gesthttps://www.51lunwen.org/LiteraureReview/ eland, 1999; Richard, 2002; Ismael, 2011). The Internet and modern technology have opened up new marketplaces, and allow organisations to promote the businesses to new geographic locations and cultures. And given that it can now be as easy to work with people remotely as it is to work face-to-face, cross-cultural communication is increasingly the new norm. An effective communication strategy begins with the understanding that the sender of the message and the receiver of the message are from different cultures and backgrounds. Of course, this introduces a certain amount of uncertainty, making communications even more complex. Hence, “how to make effective communication in the cross cultural business environment” has become an key elements for the organisation which already has cross-culture business or willing to become one of them. The telecommunications revolution permits rapid correspondence with business partners around the world today. Telex, fax, E-mail, telephone and video-conferencing enable us to stay in constant touch with our international counterparts. But none of the above has reduced the continuing need for face-to-face contact with the relationship-focused customers and partners (Richard, 2002). People tend to be less comfortable discussing problems in writing or over the telephone (Kamal, 2007). They expect to see their suppliers and partners in person more often than would be necessary in deal-focused markets. On the other hand, making communication process transparent and clear in a cross cultural business are also important for keeping the business development (Charles, 1997).