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Mary Kay

MKC was looking to expand internationally in 1993 as only 11% of sales came from outside the US. They wanted to enter the Japanese and Chinese markets specifically. Japan had a mature but profitable cosmetics market while China's market was less developed with lower individual incomes. To succeed, MKC needed to modify their marketing strategy. They should educate local populations on their products and encourage more women to become beauty consultants. A new customized marketing plan for each country was also recommended to ensure products, branding and pricing fit local standards.

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Tamala Morris
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80 views1 page

Mary Kay

MKC was looking to expand internationally in 1993 as only 11% of sales came from outside the US. They wanted to enter the Japanese and Chinese markets specifically. Japan had a mature but profitable cosmetics market while China's market was less developed with lower individual incomes. To succeed, MKC needed to modify their marketing strategy. They should educate local populations on their products and encourage more women to become beauty consultants. A new customized marketing plan for each country was also recommended to ensure products, branding and pricing fit local standards.

Uploaded by

Tamala Morris
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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EXECUTIVE SUMMARY

Mary Kay Cosmetics: Asian Market Entry

Company/Industry Overview

Mary Kay Cosmetics (MKC), a direct selling cosmetics company, was established in 1963 in
Texas. Today, the company sells its products through representative beauty consultants who
are independent salespersons worldwide. MKC sales force consisted of four levels: beauty
consultants, sales directors, senior sales director, and national sales director. A beauty
consultant can be promoted with good performance. A portion of the MKC mission is to
endorse business opportunities for women while teaching other women to care for their skin
through cosmetics. In 1992, retail sales were $1 billion with only 11% being represented by
international markets. One of Mary Kay’s biggest US competitors, Avon Products Inc., had
gained over 55% of its retail sales internationally. In 1993, Curran Dandurand, senior vice
president of MKC, was looking to establish market strategies internationally, specifically in Japan
and China.

Underlying Problems

With only 11% of MKC sales internationally, MKC was experiencing a weak international
presence. MKC must discover a way to expand its international operations. The company must
reevaluate and modify its current critical success factors and marketing strategy to meet
international demand specifically Japanese and Chinese markets. In Japan, the market is mature
but very profitable. China, on the other hand, has a relatively undeveloped market with lower
individual purchasing power.

Strategic Options

 Market Development: Educate the population


 Market Development: Encourage individuals to become beauty consultants
 Market Penetration: Create new marketing plan for Japan and China

Recommendations

In order to build a successful presence internationally, the corporation must take special time to
educate the public on their services. In doing so, the company should plan, market, and execute
various seminars that will teach women of the company’s business opportunities and encourage
them to become beauty consultants. MKC new marketing plan should insure that the products,
brand names, and pricing are designed according to the standards of its consumers.

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