The Porter Diamond theory of national advantage is a model that aims to provide a better understanding of the competitive advantage that groups or companies possess as a result of certain circumstances (Yetton et al, 1992). In addition, the Porter Diamond Theory helps to acquire a better understanding of the ways in which a company can change its position in the competitive global environment (Zumbach, 2009).
The need for understanding and applying international marketing in the work of organizations is increasing every year. This is due to both the expansion of international relations and the use of marketing as a basis for developing a market strategy for organization and improving the competitiveness of products and services that are being manufactured and sold. In the event of entering the world market, the organization has to carefully analyze it, choose the right markets and develop a strategy on how to enter the most suitable market. All of the above causes an increased interest in international marketing and the problematic aspects of international marketing, including in a crisis situation. The competition in the foreign market is more severe, and the customer is more demanding (Jain, 1989).
Further expansion of Mary Kay to Asia promises to be successful. Firstly, the countries of Asia region are currently actively developing (Palamalai & Kalaivani, 2016). The standard of living in them is growing, the number of people who can rank themselves as middle class is rapidly increasing (Brendan & Siok Kun, 2017). Secondly, this area is attractive for investments – many large world corporations open their branches here. Thirdly, these countries typically have low competition in the sphere of makeup and skin care (Greany & Karakaovali, 2017). The Asian region is attractive for tourists, a large number of Europeans and Americans come here to work under the contract.
In carrying out foreign economic activities, organizations strive to maximally standardize their marketing mix, or bring it closer to the conditions of the foreign target market chosen for the distribution of their products. At the same time, the commodity policy of a company focused on the international market can be based on one of three strategies:
distribution of goods in an unchanged form (as, for example, Coca-Cola, Pepsi-Cola without changing the composition of the beverage and trademarks);
adaptation of the goods to the conditions and preferences of the chosen target market (for example, Starbucks coffee houses, adjusting the menu according to the preferences of the country);
creation and promotion to the market of a fundamentally new product (Yang & Fam 2012).
As an example of an international marketing strategy, it might be helpful to consider the American company Starbucks, which in 1994 proclaimed its main goal to establish Starbucks as the world’s leading supplier of high-quality coffee, preserving as it grows and develops a commitment to its uncompromising principles (Taecharungroj 2017). Following the global strategy, in 1995 the subsidiary Starbucks Coffee International was established, which was set in the Asian region. At the same time, the complex of marketing activities is different in the domestic (US) and external (Japan) markets. More specifically, various sandwiches with local taste preferences were added to the Japanese market and the sizes of portions of dishes and drinks were reduced, since the Japanese did not eat much. In addition, customers were offered the option of replacing standard milk with soy (Haskova 2015).
It might be helpful for Mary Kay to adopt a similar strategy. The changes should be insignificant, such as color or product name, less often they might concern the promotion strategy and the set of marketing communications elements (Wind, Doubglas & Perlmutter, 1973). The price strategy can also be transformed. The strategy should be applied for establishing unified prices or for ranking prices depending on the country.