global basis could build rapid expansion with businesses internationally as long as the cultural and economic assessments are explored. 5. Segmenting‚ targeting‚ and positioning products globally As stated in the case‚ both Japan and China were mature and lucrative markets for cosmetics. MKCs must manage not just one product in one market‚ but a whole product line targeted at the same or different segments in the market. I think that MKC need to examine how the marketing strategies for each product
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Mary Kay Cosmetics Mid-Term Assignment 1) In regards to Mary Kay Cosmetics (MKC) decision on whether to enter Japan‚ China‚ both‚ or neither I would like to recommend that MKC should first expand their business into the Chinese market using the majority of the resources. I would then recommend that entry into the Japanese market should be at first held off but then reconsidered based on the level of success found in the Chinese venture. I feel as if MKC will find the most success within China
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Mary Kay Cosmetics: Asian Market Entry (A) In February 1993‚ Curran Dandurand‚ senior vice president of Mary Kay Cosmetics Inc.’s (MKC) global marketing group‚ was reflecting on the company’s international operations. MKC products had been sold outside the United States for over 15 years‚ but by 1992‚ international sales represented only 11% of the $1 billion total. In contrast‚ one of MKC’s U.S. competitors‚ Avon Products Inc.‚ derived over 55% of its $3.6 billion sales (at wholesale prices)
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In 1999‚ Mary Kay’s senior executives were contemplating a new strategy. This new strategy was necessary to face stagnant sales‚ changing consumer trends and increased competition. I. Background A. Industry and Distribution Channel Mary Kay was a direct seller of cosmetics and toiletries. This direct sales force consisted mainly of women who sell full-time or part-time through home demonstrations. The company’s product line included items such as skin creams‚ cosmetics‚ fragrances and
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Mary Kay is a cosmetics business which faced the problem that every company wished they had. They were growing so quickly that the system they have in place was no longer a viable option to process the orders they had coming in‚ which ranged from 25-30‚000 per day. At the outset of the company‚ they had a decentralized system. This meant that the orders were scattered across 4 different mediums: web‚ phone‚ mail‚ and desktop computers‚ and many mistakes were made as a result. With over 850‚000 IBCs
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theories as you can to explain why the reward system adopted by Mary Kay works in China? a) Contingency Theory – Path Goal Theory or Goal Setting Theory Path Goal Theory is a contingency approach to leadership which under Mary Kay’s responsibility is to increase subordinates’ motivation by clarifying the behaviours necessary for task accomplishment and rewards. Under Path Goal Theory it must be formed by tangible award. Mary Kay increases her follower motivation by either (i) clarifying the
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Mary Kay Inc December 2005 List of Contents and Tables 1. INTRODUCTION 1 1.1 Key Facts 1 Summary 1 Mary Kay Inc: Key Facts 1 2. CORPORATE OVERVIEW 1 2.1 Financial Performance 1 Table 1 Mary Kay Inc.: Financial Summary 2000-2004 1 2.2 Geographic Coverage 2 Table 2 Mary Kay Inc.: Sales by Region 2000-2004 2 2.3 Business Focus 3 Table 3 Mary Kay Inc.: Sales by Division 2000-2004 3 Chart 1 Mary Kay Inc.: % Sales by Division 2004 3 3. STRATEGIC OVERVIEW 3 3.1 Operational Strategies
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------------------------------------------------- COUNTRY MARKET REPORT MARY KAY TO ITALY ------------------------------------------------- EXECUTIVE SUMMARY Mary Kay‚ a corporation created and run by women‚ sells cosmetics and skin care products worldwide. The impact on the skin care and cosmetic industry has proved to be impressive at US $2.5 billion on an international level in 2010. Mary Kay’s headquarters and primary manufacturing facility is located in Addison‚ Texas. The corporation
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Sales Mary Kay Cosmetics is not a traditional cosmetics company‚ as it sells its products directly to consumers through a sales force rather than in retail stores (Case). Each member of the Mary Kay sales force is an independent contractor with the company and works for herself (Case). Mary Kay compensates its beauty consultants in a variety of ways‚ ranging from commissions‚ to recognition‚ to incentive programs such as its VIP car program (Case). As it has expanded‚ Mary Kay ’s VIP car
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Mary Kay in Thailand \\ Table of Contents Executive Summary 3 Company and Industry Overview 3 Mary Kay Global 5 Market Trend Analysis 6 Competition and Market Barriers 7 The 4Ps 8 Product Analysis 8 The Market 8 Product Function 9 Ingredients 9 Products that contain specially controlled substances 10 Market Access 10 Product Manufacturing 11 Promotion Strategy 11 Delivery Profile 13 Direct Sales 13 Characteristics of the direct sales
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