Mary Kay Cosmetics

Topics: Sales, Multi-level marketing, Mary Kay Pages: 7 (2828 words) Published: March 24, 2011
Company Perspectives:

Our vision: To provide women with an unparalleled opportunity for financial independence, career and personal fulfillment. To achieve total customer satisfaction by delivering the products and services that enhance a woman's self-image and confidence. The principles we live by: Integrity and the Golden Rule must guide every business decision. Enthusiasm encourages a positive attitude and provides inspiration as we work together to achieve our goals. Quality in our products and services must be a priority in order for us to deliver value and satisfaction to our customers. Service should be prompt and proactive to provide convenience with a personal touch. Praise motivates everyone to reach their full potential. Leadership among our sales force and employees must be encouraged and recognized in order to achieve long-term success. Teamwork allows each person to be valued and appreciated by others while contributing to the Company's success. Balancing our lives with God, family and career in harmony will lead to happy, fulfilled lives.

Company History:
One of the largest cosmetics companies in the United States, Mary Kay, Inc. specializes in the manufacture and direct sale of more than 200 products, including skin creams, cosmetics, fragrances, dietary supplements, and other personal care items. Its direct sales force consists primarily of women who sell full- or part-time through home demonstrations. As of 1999 the company operated in 29 countries around the world. Company Origins

Mary Kay Ash founded the company that bears her name in 1963, after 25 years of direct selling for other companies, beginning in the late 1930s. A direct sales career allowed her the flexibility she needed as a single mother raising three children. For many years Mary Kay was a sales representative for Stanley Home Products, presenting "home shows" at the residences of customers. She operated as an independent contractor who purchased merchandise from Stanley and then sold it herself. After a slow first year, the next year she became "sales queen." She recruited other women as salespeople since Stanley paid a small commission to the recruiter for the sales of each person recruited. She eventually signed 150 women and received a small percentage of the sales of each. When Stanley insisted that she move to Dallas to develop its market but would not pay her any commissions for the sales of the women she had recruited in the Houston area, she reluctantly made the move, but in 1959 Mary Kay left Stanley. Soon afterward, she became a representative for World Gift Company, where she quickly became its national training director. After a disagreement with World Gift, she resigned in 1963. With no full-time occupation, Mary Kay Ash decided to write a book about direct sales, but it became a book on managing people. She began to think about what a "dream company" might look like, and the book waited 20 years to be written and published. She wrote in Mary Kay on People Management that her main objectives became to build an organization where the Golden Rule was the guiding philosophy and to "establish a company that would give unlimited opportunity to women." She also said she based her company on three fundamental principles: God first, family second, and career third. Mary Kay decided to start a direct sales company since that was the area with which she was familiar; direct sales also would be appealing to women who could sell part-time and follow a flexible schedule. After deciding on a structure, she chose as a product a line of skin care products she had been using for more than a decade. She had been introduced to the skin care products while she was selling Stanley products at a home party. The hostess, a cosmetologist, was testing these products on her friends. This woman had developed the products from a leather tanning solution her father had formulated, after he noticed how young his hands looked from using...
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