Mary

Kay
J ason J ones
To increase consideration for product purchase and for the Mary Kay business
opportunity among female consumers ages 18 25.
The beauty and personal care industry is a continuously growing market
reaching more than $63.1 billion dollars in sales. With such a large market, Mary Kay
has the unique opportunity to capture a larger share of market. In order to do so,
Mary Kay needs to focus its efforts into enhancing three components of the
purchasing process. These three components include convenience, technology, and
experience.
Consumers today are more inclined to take the most convenient route to
purchase a product rather than the most benecial. Consumers feel that the ability to
enter a store and purchase a product on their own time is a matter of importance.
Technology is ever changing allowing people to interact and communicate much
more quickly and efciently than ever before. Consumers are nding new ways to use
this new communication to help better their purchasing decisions.
Consumers look for ways to experience the product before it is purchased. This
allows them to understand the product and how it will perform after its purchase.
Experience has become more important especially in the beauty world as many stores
allow their customers to try before they buy.
Marketing
Objectives
Situational
Analysis
Competitive
Analysis
SWOT
Analysis
To increase awareness among female consumers ages 18 25.
To increase positive perception among female consumers ages 18 25.
The competition in the beauty industry can be categorized in
many different ways. The competition we chose to focus on was
determined by their digital presence and their share of market.
The competition we will be focusing on is Neutrogena, Maybelline,
Avon, Clinique, and Estee Lauder.
Neutrogena
Positioned as great skin care product
for a reasonable price
#1 Dermatologist Recommended.
Top market share for the skin category
with 7.3%
Maybelline
Maybelline New York
Top market share of color with 9.8%
A high reach to Generation Y using
Instagram, Youtube, and Pinterest
Perceived as convenient with its
availability in brick and mortar stores
Avon
The company for women
High brand awareness
Perceived as an older brand
Strong digital presence
Clinique
Allergy Tested. 100% Fragrance Free.
Top 5 market share in both skin and color
Positioned as a high quality make up that
is safe to use on sensitive skin
Estee Lauder
Dening Beauty
Mary Kays closest competitor in market
share in all three categories
Perceived as an older brand
Strengths
Strong brand of more than 50 years with an established
image and following
Customers can try the product before buying it
In top ten make-up brands in America
Has solid digital presence in Youtube, Pinterest and
Facebook
Weaknesses
Perceived as abrand for older women
Perceived inconvenient purchasing process
Lacking full potential in all digital realms
Perception of sales pressure at Mary Kay parties
Opportunities
Can revamp all forms of digital communication including
social mediaand website
Can create apersonalized and unique experience for
each purchase
Can emphasize the ability to try out the product before
purchase
Can re-brand image of the Mary Kay party
Treats
Avon, the closest competition in the direct selling
market, has astrong presence in social media
Companies with brick and mortar stores hold 80% of
the beauty care sales in America
Companies such as Clinique and Estee Lauder hold a
higher percentage of the market in two or more
of the categories of skin, color, or fragrance.
Supporting
Research
Overview
In order to gain insight into the lives of women in Gen. Y, their views on make-up and Mary Kay, and the inner
workings of Mary Kay itself, we conducted thorough primary research using focus groups, personal IBC interviews,
surveys, target audience observation, and secret shopping.
We became aware of the target audiences priority of convenience followed by price and quality, their need for
make-up as a condence booster, as well as their overall lack of brand awareness to Mary Kay. We also found areas of
improvement in all digital areas including social media and the website.
Focus Groups
Method: Our six different focus groups allowed us to get to know the target audience in a personal and
qualitative level. Creating a relaxed and safe environment for them to explain their feelings and attitudes
allowed for deep and meaningful insight into their lives.
Findings: Through generalized questions to help eliminate bias, we learned what these women are
looking for in their make-up, skin care, and fragrances. We found that convenience in their purchases reign
supreme with price and quality coming in at close second. They also feel the need to learn through directions
and tutorials how to properly apply their product using it to the best of their ability.
When questions were asked specically about Mary Kay, the consensus was less of a negative
attitude towards Mary Kay and rather a lack of awareness of the brand as a whole. The minority who were
aware of the brand related it merely to pink Cadillacs, older women, and our competition, Avon. They feel
that Mary Kay is not readily available and are less likely to attend parties due to the perceived sales pressure.
On the topic of the digital realm, the members of the target audience revealed themselves to
be heavy users of social media sites and websites used for communication and reviews. Many of the target
audience follows make-up brands on social media but feel that Mary Kay is not present enough to make an
impact in their daily life.
Observations
Method: The four observations we conducted helped us to witness the target audience in a typical
make-up purchasing situation. We observed potential customers in stores such as Sephora, Ulta, Belk, and
department stores.
Findings: We found that the younger generation is attracted by sales and lower prices. They also
appreciate the help of sales people but rely more heavily on the input of their friends or family.
Personal Interviews
Method: In order to gain insight into the important world of the Independent Beauty Consultant, we conducted seven personal
interviews. These were all conducted face to face with pre-determined questions to ask the IBC. This is an area that is of the utmost
importance, as the client does not deal with Mary Kay directly rather the IBC who is an extension of the company.
Findings: The typical age of an IBCs clientele, whether part time or full time, is found to be in the thirties and forties. Many IBCs
use samples and gift-giving as ways to promote their products, as well as promoting Mary Kays return policy.
The typical IBC and the target audience seem to have contradictory views on certain aspects of the company. IBCs
view their product as competitive in pricing to competitors where the target audience perceives it as out of their price range. IBCs
also feel that the product sells itself where the target audience feels that the IBC is pushy and puts pressure on them to buy.
The relationship that IBCs have with Mary Kay is usually positive and that the company is supportive of their needs.
Some concerns that were expressed include the IBC paying for too many things out of pocket, the website not being user friendly,
and the advertising provided by them from the company is outdated and not effective.
Secret Shoppers
Method: To gain the insight of a potential customer of Mary Kay,
we went undercover to a Mary Kay party.
Findings: Unlike the perception of the target audience, the party
had no sense of sales pressure and provided a large array of samples
to try on and admire. This reveals that merely the perception of the
parties needs to be changed to attract the target audience and not
the parties themselves.
Marketing Solutions
Attractive Availability
One of the top priorities of the
target audience is convenience. They
are much more willing to run down to
Walgreens to select a mascara than to
order through an IBC.
We need to make Mary Kay seem
more readily available to the target
audience. Buying through Mary Kay is
currently perceived as a process and
leaning more towards a hassle. With the
new look of availability; Mary Kay will
become a top of mind awareness brand
instead of a link to pink Cadillacs and
older women.
Digital Diagnosis
Generation Y is constantly
searching, communicating, and shopping
using the digital world. Mary Kay needs
to have an effective presence in order to
stay current and important.
With the proper use of social
media sites, Mary Kay can effectively
reach their target audience in as much a
personal way as their product demands.
The revitalization and ease of a new
website will help to encourage trafc with
potential customers, as well as provide
a consistent and easy foundation for the
IBC to work from.
Party Perception
The execution and experience of a
Mary Kay party is the most successful tool an
IBC has to sell her product, but its the image
of the party that is the problem. The image
of the party needs to be changed in order to
attract the target audience to attend.
Re-branding and encouraging the
idea of a try before you buy experience,
such as is given in brick and mortar stores, as
opposed to the current approach, will help
bring in the target audience and allow the
product to sell itself.
Target
Audience
Advertising
Objectives
Women ages 18 to 25 are a relatively small percentage of the overall population (9%) of the United States, which
creates the obstacle of how to affectively reach them without too much waste.
These women are in a very crucial and inuential time in their lives as they face many different obstacles and
opportunities, including college, a career, marriage and children. They value their money and are not willing to give up their
convenience for quality. They are less likely to have any loyalties to certain make up brands as long as they get a value.
These women are very knowledgeable in social media and are present on many different sites including Twitter,
Facebook, Pinterest, and Youtube. They use these sites to connect and interact with their fellow colleagues but do not
appreciate interference in their social life. They rely heavily on these sites as well as review sites in making their purchase
decisions.
We decided to focus our advertising efforts to 15 DMAs and ten universities in the US. The DMAs were chosen based on
population of the target audience and the universities were chosen based on population of the target audience and the
DMAs
Phoenix-Mesa-Scottsdale, Arizona
Tucson, Arizona
Tuscaloosa, Alabama
Flagstaff, Arizona
Fayetteville, North Carolina
Little Rock-North Little Rock-Conway,
Arkansas
Yuma, Arizona
J onesboro, Arkansas
Pensacola-Ferry Prass-Brent, Florida
Mobile, Alabama
Birmingham-Hoover, Alabama
Montgomery, Alabama
Florence, South Carolina
Troy, Alabama
Peoria, Illinois
Universities
Arizona State University
Miami-Dade College
Liberty University
University of Central Florida
Ohio State University, Main Campus
University of Minnesota, Twin Cities
University of Texas at Austin
University of Florida
Texas A&M University
Michigan State University
Scholars
Vals- Experiencer, Striver, Achiever
Prizm- Striving Singles, Midtown Mix
These women tend to be on the younger side of the age spectrum and are typically more
adventurous and care free. They are in a new world trying to nd their identity while making and
keeping connections with their friends. They are usually on a strict budget and look for convenience
in their busy schedule. These women are not willing to put in the time or effort to sell Mary Kay, and
would only be willing to attend parties with people they know to avoid the sales pressure.
Up and Comer
Valz- Achiever, Experiencer
Prizm- Young Achievers, Midtown Mix, City Startup
These women are looking to create a more professional appearance and identity for themselves
as they become part of the work force. They have a larger amount of money ow but still seem in
the mindset of budget and convenience over quality. They would only be willing to sell Mary Kay
on the side for extra money but are not likely to do so.
To increase awareness of the brand among the target audience.
To create a sense of availability for the product to the target audience.
To position Mary Kay as a young, trendy brand that is benecial to the target audiences self-image.
To position Mary Kay as up to date on the latest technology and forms of social media.
Target Audience: To expand to a new market of women ages 18 to 25 years old with an integrated campaign
of traditional and nontraditional media.
Media Mix: To implement a media mix that includes national magazine, spot guerilla marketing, and a
heavy use of digital and social media.
Reach and Frequency: To have an average reach between 85 and90 percent with an average frequency of 4.
Scheduling and Timing: To impose a pulsing media plan that will be scheduled from February 2015 to February
2016.
Media Budget: To implement a media schedule with a budget of $10 million.
Geography: To have an integrated media plan that includes a national strategy and a heavy-up in 15
DMAs and 10 colleges and universities with the highest population of the target audience.
Media
Objectives
Strategies
Plan
Start with a heavy up in February 2015 and end with a heavy up in J anuary 2016.
Have a continuous base in national womens magazines.
Flight a national campaign of digital and social media.
Implement a heavy-up in 20 DMAs using direct mail and a heavy-up on 15 colleges and universities using guerilla
marketing using pop-up events.
National Continuous
Magazine: $2,610,800
Mary Kays target audience uses magazines as a way to learn about the newest styles and
trends in the world around them. Each magazine buy will be a full page, four color ads that
will run continuously.
Cosmopolitan
Womens Health Magazine
Magazines
Mobile: $262,900
Mary Kay has already developed many apps to help keep its customers connected and up to date with the
latest technology. In order to keep up with current trends, the current app will be upgraded and revamped
capitalizing on current GPS technology being able to inform customers on local parties and events. We will
also maintain presence on social media sights while expanding and creating sponsored communications on
sites such as twitter and instagram.
National Flighted
Internet: $6,858,500
Mary Kays target audience is heavy internet users as they use this resource for information and entertainment. We will
have a ighted national plan using banner ads, 30 second radio spots, and 60 second comercials on many different forms
of websites that are frequently visited by the target audience along with sponsored searches on popular search engines.
Banners Sponsored Searches 30 Second Radio Spots Commercial
net-a-porter.com
style.com
womenshealthmag.com
Google Pandora Hulu
Medium Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Magazines-Womens 25 25 25 20 20 20 20 20 25 25 25 25 GRPS: 275
$(000) 237.3 237.3 237.3 189.9 189.9 189.9 189.9 189.9 237.3 237.3 237.3 237.3 COST: 2610.8
Internet-Keyword/Search 20 25 20 25 20 20 GRPS: 130
$(000) 473.0 591.3 473.0 591.3 473.0 473.0 COST: 3074.5
Internet-Trgtd Sites 20 20 20 20 20 GRPS: 100
$(000) 473.0 473.0 473.0 473.0 473.0 COST: 2365.0
Internet-Sponsorship 20 20 20 GRPS: 60
$(000) 473.0 473.0 473.0 COST: 1419.0
Direct Mail 10 10 10 GRPS: 30
$(000) 56.0 56.0 56.0 COST: 167.8
National Only Area
GRPS 64 69 44 39 39 44 39 39 44 44 44 44 GRPS: 564
$(000) 1183.3 1301.6 710.4 662.9 662.9 781.1 662.9 662.9 710.4 710.4 710.4 710.4 Cost: 9469.4
Reach 43.6 45.3 33.9 30.8 30.8 32.9 30.8 30.8 33.9 33.9 33.9 33.9
Avg. Freq. 1.5 1.5 1.3 1.3 1.3 1.4 1.3 1.3 1.3 1.3 1.3 1.3
Spot Only Area
GRPS 10 10 10 10 GRPS: 40
$(000) 56 56 56 Cost: 167.8
Reach 10 10 10 10
Avg. Freq. 1.0 1.0 1.0 1.0
Spot + National
GRPS 74 69 44 39 39 44 49 49 44 44 44 54 GRPS: 604
$(000) 1239.3 1301.6 710.4 662.9 662.9 781.1 718.8 662.9 710.4 710.4 710.4 766.3 Cost: 9637.2
Reach 49 45.3 33.9 30.8 30.8 32.9 37.5 37.5 33.9 33.9 33.9 40.3
Avg. Freq. 1.5 1.5 1.3 1.3 1.3 1.4 1.3 1.3 1.3 1.3 1.3 1.4
Mary Kay Media Plan
Target Demo: All Women ages 18-24
Total Across
Spot Flighted
Pop-up event: $100,000
In order to reach the target audience on a personal level, we will be holding pop-up events in 10 colleges and universities
with the highest population of the target audience. IBCs will be present to host parties throughout the day on the campus
to help promote the product and their local business. These will be held once in August for the start of the new school year
and then once the following J anuary to end the campaign.
Direct Mail: $167,800
We will send out a direct mailer to the target audience in the top 15 DMAs for their population. The direct mailer will have
information on the products, IBCs in their local area, along with free samples for the target audience to experience.
Internet: 68.5%
Magazine: 26.1%
Mobile: 2.6%
Direct Mail: 1.7%
Pop-up Event: 1%