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At the beginning, it reviews the characteristics of Mary Kay's marketing strategy, including direct sales and concerns of women entrepreneurs; then it reviews Mary Kay’s marketing strategies (except direct marketing strategy and concerns of women entrepreneurs) in other countries, including in India, according to the characteristics of less competence of direct selling of cosmetics companies, it enhances salesman’s demonstrations for cosmetics; in line with much competence in the high-end cosmetics in South Korea, it positions its products in the mid-range cosmetics and enhances the stimulation for sales personnel, etc., followed by the characteristics of Chinese culture, including that the Chinese people emphasize more on relationship, a successful business in China is inseparable from relationship. Finally, it points out, no matter direct marketing strategy or concerns of women entrepreneurs, Mary Kay's marketing strategy in China should focus on how to build strong relationships.

Researches on Mary Kay’s marketing strategies
1. Direct selling ethics at the top: An industry audit and status report
Lawrence B Chonko; Thomas R Wotruba; Terry W Loe
2002
Journal of Personal Selling & Sales Management
英國(guó)dissertation網(wǎng)Mary Kay Cosmetics is an example of direct selling firms. Salespeople in direct selling organizations are considered independent contractors versus being employees of the company. Such independence might suggest that organizations would have less control or impact on the ethics of the sales force. Therefore, associational and organizational directives that have positive effects on the ethical environment of direct sellers could be seen as a greater accomplishment than in other organizations or industries with a more captivated sales force.
2. The Empire of Direct Sales and the Making of Thai Entrepreneurs
Critique of Anthropology 1999; 19; 401
Ara Wilson
Mary Kay, this entrepreneur enthusiasm partakes of women’s empowerment discourse, for example, ‘offering the tools of opportunity especially to women from all walks of life’ (Tupperware, 1998).
3. Coming Home Again: The Challenges and Rewards of Home-Based Self-Employment
Journal of Family Issues 2003; 24; 513
Debra L. Berke Mary Kay Cosmetics was founded in 1964 by Mary Kay Ash and her son Richard Rogers. Mary Kay’s overriding objective was “to establish a company that would give unlimited opportunity to women” (Ash, 1984, p. xviii).
4. Mary Kay Management
Ara Wilson
Critique of Anthropology, Dec 1999; 19: 401 - 422
Motivation in Direct Sales
Mary Kay provides prizes to consultants based on the increase in their sales, as well as recognizes its consultants for their progress in recruiting new consultants (Case). Sales people have common needs: the feeling that they control their destinies, flexibility to balance professional and personal lives, and recognition and praise (Hahn, 2007).#p#分頁(yè)標(biāo)題#e#
5. Mary Kay Case Analysis
Devon S. Johnson and Sundar Bharadwaj
http://m.elviscollections.com/Thesis_Tips/Reference/Literature_Review/Journal of the Academy of Marketing Science, Jan 2005; 33: 3 - 18.
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 other personal care products. From 1963 through the 1990s, this direct sales force primarily made up the distribution channel. In the case of Mary Kay, the direct sales force was the distributors and consumers.

Researches on Mary Kay’s marketing strategies in other countries
1. Mary Kay making over cosmetic market
By Kim Mi-hui Staff reporter.
2002
The Korea Herald
KORHER
The Korea Herald. This is where Mary Kay, a top-selling brand in the United States, comes in, Hwang said. "Our products are of a very high quality but are sold at mid-range prices, which is appealing to an emerging group of smart shoppers who are beginning to look for both quality and reasonable prices." The Seoul branch's success proves that it has indeed found a niche market in Korea. The other d approach is the incentives offered to these sales people. Mary Kay hands out a number of prizes to top sales people including luxury cars like Grandeur and offers cash incentives of over 10 million won.
2. Mary Kay to invest $20 million in India: brands are in the midst of active expansion and investment in India as the country's markets evolve. (INDIA quarterly)
Bhattacharya, Priyanka
2008
While the India market for direct selling beauty companies hasn't been very strong in the country, despite Oriflame's and Avon's steady business, Mary Kay is confident to bring a paradigm shift with its new selling strategy and approach. The company plans to create a pull in the market rather than push, and its consultants are being trained to act as beauty advisors rather than just salespersons. In fact, the company created a very focused product portfolio that answered beauty needs specific to Indian women, launching its Botanical Customised Skin Care Collection in India.
3. Mary Kay in Thailand
Mary Ann Glynn and Timothy J. Dowd
Journal of Applied Behavioral Science, Mar 2008; 44: 71 - 93.

Entering the Thai market is a feasible venture for Mary Kay as the region is primed for the introduction of anti wrinkle and anti aging products. Thailand’s cosmetic industry in is among the fastest growing sectors in Asia. The total market size for this sector was estimated at 287.5 million USD in 1997. Stimulated by growth since the economic downturn in 1995, the region is very open to foreign investment. Skin care product sales were valued at $336 million USD in 2006, with a forecasted growth of 15-20%. Facial products have the largest share of the market yielding an estimated worth of $205 million in 2006.#p#分頁(yè)標(biāo)題#e#
The Mary Kay product line is a high-quality skin care treatment system that rivals that of Avon, closest competitor in this market segment. This paper discuss the differences in marketing strategy between MARY KAY and AVON.
4. Mary Kay Cosmetics: Asian Market Entry
Case Author(s) John A. Quelch Nathalie Laidler
The late Mary Kay Ash founded Mary Kay Cosmetics after retiring from a successful direct sales career, focusing 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 Kay’s expansion strategy.

Research on MARY KAY and its competitor in China
1. Mary Kay And Avon In Japan And China
John A. Dawson
J. Econ. Geogr., Jul 2007; 7: 373 - 397.
This paper discusses specific questions: 1.) why has Mary Kay not been as successful as Avon in the Chinese and Japanese markets? 2.) what criteria should Mary Kay use to prioritize foreign market entry; 3.) what are the arguments for and against Mary Kay pursuing the Japanese and Chinese markets; 4.) Marketing needs for Mary Kay to enter Japan and China; 5.) Characteristics of the Japanese and Chinese markets. Avon is compared to Mary Kay in most sections
2. Case study: Avon Company
Daniel M. Finkelstein, Elaine L. Hill, and Robert C. Whitaker
Pediatrics, Jul 2008; 122: e251 - e259
Avon has developed in China for 14 years; it has also experienced the ups and downs of China's direct selling market. In 1998, Avon was forced to transform to adopt the business model of a combination of stores and promotion. From Avon’s brand strategy it can be seen that its corporate brand and product brand are the same, this overlap brand strategy is suitable for the market position of focusing on a particular market, like Avon, which has established the concept in the hearts of consumers’ that Avon is equal to cosmetics.
Researches on Chinese cultures
1. Chinese cultural values and gift-giving behavior
Wang Qian, Singapore Chinese Chamber, Institute of Business, Singapore
Mohammed Abdur Razzaque, The University of New South Wales, Sydney, Australia
Kau Ah Keng, National University of Singapore, Singapore
Guanxi
A major dynamic force in the Chinese society, guanxi refers to the direct particularistic ties between two or more individuals (Jacobs, 1979) that determine the strength or closeness of interpersonal relationship. It is the most important social-business resource of an individual Chinese (Ju, 1995) that draws on connections in order to secure favors in personal relations. Viewed as a “secret” to corporate success in China, guanxi is an intricate and pervasive relationship network which the Chinese people cultivate energetically, subtly, and imaginatively (Luo, 1997b). The larger one's guanxi network is, the more powerful the person becomes. Nothing can be done in China without guanxi (Ju, 1995); it may be seen as a double-entry system, involving a continued and reciprocal exchange of favors between the two parties involved. When one party receives a favor from another, it is expected that the former will reciprocate at some time in the future, otherwise the guanxi cannot be sustained.#p#分頁(yè)標(biāo)題#e#
Ju, Y. (1995), "Communicating change in China", in Cushman, D.P., King, S.S. (Eds),Communicating Organizational Change: A Management Perspective, New York State University, Albany, NY, pp.227-49.
Jacobs, J.B. (1979), "A preliminary model of particularistic ties in Chinese political alliances: Kan-chting and Kuan-hsi in a rural Taiwanese township", China Quarterly, Vol. 78 No.June, pp.237-73.
Luo, Y. (1997b), "Guanxi: principles, philosophies, and implications", Human Systems Management, Vol. 16 No.1, pp.43-51.
2. Exploring Chinese cultural influences and hospitality marketing relationships
David Gilbert, Reader in Tourism Marketing, School of Management Studies for the Service Sector, University of Surrey, Guildford, UK
Jenny Tsao, Researcher, School of Management Studies for the Service Sector, University of Surrey, Guildford, UK
It is the general consensus that once a good kuan-hsi has been established in china, a number of benefits will accrue
3. Cultural characteristics prevalent in the Chinese negotiation process
Hong Seng Woo, Lecturer and Programme Leader of the MA in Chinese Management, China Management Centre, Middlesex University Business School, London, UK
http://m.elviscollections.com/Thesis_Tips/Reference/Literature_Review/Celine Prud’homme, Associate, China Management Centre, Middlesex University Business School, London, UK
Guanxi networks. This trait denotes connection, favours and reciprocity. Succeeding in China requires the cultivation of business and personal connections. The negotiating side that has the greater number of connections has the greater advantage