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Essay / Research Paper Abstract
A 3 page paper assessing Mary Kay’s approach to expanding into China and Japan, using Harvard Case 9-594-023. The company appears to have arrived at the optimal blend of corporate control and individual freedom, from which marketing could be tailored to the needs and expectations of local markets. This approach supports the company’s efforts to prosper from the expansion, in that the company retains control over processes and quality, while allowing others who know the new markets much better to develop marketing methods more in keeping with local culture. Bibliography lists 6 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgMKayA.rtf
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Unformatted sample text from the term paper:
not so much on how much profit the company could make, but rather on giving women opportunity to make real, noticeable income while maintaining balance with family life. Using
the direct sales model, "consultants" continually seek out new customers, but they present the products in customers homes. In the early 1990s, Mary Kay Cosmetics was contemplating whether expansion
into China and Japan would be beneficial for the company. The purpose here is to assess this question, as well as identify the key elements of Mary Kays expansion
strategy. Value of Asian Expansion In early 1993, the United States was still emerging from the recession of 1991-1992, one that was different
from all of those preceding it. All of American business had undergone dramatic structural changes during the 1980s, and that shift was still in progress in the early 1990s.
China had been conducting an economic experiment in its southernmost province since the death of Chairman Mao; the government determined that capitalist pursuits should be expanded into other areas
of the country. Japan had profited immensely from its electronics and auto industries throughout the 1980s, and its bubble economy had not yet burst. Mary Kays traditional customers
had less to spend on cosmetics; potential customers in Japan had more than anyone. Chinas growth was uneven but dramatic, bringing literally millions into an economic position to be
able to enjoy cosmetics for themselves. In the United States, not only was there persistent uncertainty about the economy, the companys market also
had matured and was feeling the effects of many new entrants (Liedler and Quelch, 1996). While Asian women typically had had little use for the glamour products ancillary to
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