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lOMoARcPSD|3013804MKT 301 Assignments Summary
Principles of Marketing (University of Massachusetts
Boston)
, lOMoARcPSD|3013804
MKT 301: Principles of Marketing – UMass Boston
Summary of major assignments
Fall 2019
Assignment 1
After reading the case of Mary Kay Inc.: Building a brand in India (textbook p. 199-202),
please answer the questions below.
1. Is Mary Kay an international firm, a multinational firm, or a transnational firm
based on its marketing strategy? Why?
From the statistics on Mary Kay market, we know that the company has its
products in more than 35 markets, with the U.S., China, Russia, and Mexico being its
four largest markets (Kerin, 2017, p.200). Despite its large global presence, its
marketing approach, as shown in the case of brand-building strategy and supply chain
management in India, characterizes the Mary Kay as a transnational company.
First, the company cannot be characterized to be a multinational company,
because its products and brand names do not change in different markets like in
India. Kerin (2017) pointed out that: “Mary Kay, India, imported products into India
from China, Korea, and the United States” (p.201-202). Secondly, Mary Kay is not
an international enterprise, because the company changed the way it markets when
entering new market like Asia-Pacific. This is illustrated by the company’s success in
China, which “has been attributed to the company’s message of female empowerment
and femininity, which resonated in China”. Furthermore, the company learned to
adjust its product lines and message to be necessary in other Asia-Pacific markets
(Kerin, 2017, p.200).
By maintaining its products, brand names, while adapting when cultures differ,
we can conclude that Mary Kay is a transnational firm.
2. What global market-entry strategy did Mary Kay use when it entered India?
Before entering the Indian market, we learned that the senior management at
Mary Kay concluded the socioeconomic situation in India of 2007 resembles that of
China in 1995. With consecutive modernization in India, the company believed it can
expand in India based on the need to be good-looking, well-groomed, and stylish
(Kerin, 2017, p.201).
For this reason, its initial launch was set to be in Delhi, which is pointed out
to be not only the nation’s capital, but alongside Mumbai, was among the wealthiest
metropolitan areas in India in term of capita income (Kerin, 2017, p.201). Mary Kay,
India’s sales force and brand building also reflects the company’s strategy to
capitalize on the expanding middle class of the country that are getting wealthier.
This
MKT 301 |
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