The cultural issues were part in my carrier since I started in an earlier organisation of PwC Switzerland and had several functions as controller or economist for international companies. The opportunity to combine the knowledge gained with the ken acquired from literature during my MBA program is the driving motivation of this book. I have often realised that the biggest barrier to doing business successfully is misunderstandings or managers who do not recognise their own ethnocentric views on doing business. My attraction to India’s as a case study country is attributable to the country’s multi-ethic, multi-linguistic, pluralistic and free-market democracy with a population of over one billion people. In contrast is Switzerland, my native country, where I live and work. The fact that my actual employer is investing in India led to the idea to identify the main elements of our management relations on a cultural basis. The research ascertains that Swiss (or European) companies should reflect on their mindsets before pursuing business relations with Indians to determine whether they are well-prepared to do business with Indian business partners.