Reference no: EM13930437

Mary Kay Cosmetics: Asian Market Entry Why has MKC not been as successful as Avon in penetrating world markets? How does MKC's internationalization process compare with that of Avon or other cosmetics marketers who have expanded abroad? Should MKC focus on salvaging its poor performance in its current markets before taking on the new challenge of expanding to new markets? Does MKC have a global expansion strategy? What criteria should MKC use in deciding how to prioritize foreign market entry opportunities? What are the macro, micro, and cultural analysis variables that MKC should consider in evaluating China, Japan, and both as market opportunities? How should MKC apply Hofstede's and Inglehart's approaches to cultural analysis to its evaluation of these markets? As it internationalizes, can MKC transfer its strategies, organizational culture, and operations to Japan, China, or both? What challenges will it face in doing so? Should MKC enter Japan, China, both, or neither (enter another market instead)? What are the arguments for and against each of these options? What marketing strategy recommendations would you make to MKC if it were to enter Japan, China, or both? What are the marketing issues that MKC will face in these markets as it expands into them?