Memo AquaLisa
Student Name, EMBA 17 Fall2010
All information for this case study was taken from “Aqualisa Quartz: Simply a Better Shower,” HBS 9-502-030; Rev July 10, 2006
Problem ID: Aqualisa hopes to grow the brand through the introduction of a new line, the Quartz shower. Initial launch results have been disappointing, and the managing director of Aqualisa would like to breathe new life into the launch through a new marketing strategy. The intended result is higher sales, wider brand recognition and a larger share of pocket through add-ons and other computerized features to the Quartz system.
Strategies:
Target consumers directly:
-High Cost. Is this greed with prudence or just greed?
-The premium customer shops at showrooms, but showroom sales only represent 8% of total sales.
-/+Although buyers may want the Quartz, plumbers still may try and dissuade the purchasers. Strong purchasers will stick with their opinion and will force plumbers to install and become familiar with the product.
+This will build brand recognition with the consumer.
+Breakthrough Quartz technology and the timing of the marketing campaign can secure Aqualisa a place as a market leader.
+Once the premium market is captured, Aqualisa has an opportunity to continue to own the market and get larger share of pocket through computerized features and other add-ons.
+Value proposition of the stylish, future of showers appeals to the premium shopper who wants the best for their family. Target DIY:
-Targeting this market can hurt the premium brand name.
-Taking from this market will cannibalize Aqualisa’s Gainsborough line.
-This market is very concerned with price and Quartz is a higher price point.
+Value proposition of easier installation will appeal to DIY market.
+DIY sales represent 36% of total market sale.
Target Developers:
-Will not immediately help create brand recognition due to lag time between constructions and consumer use.
-Developers (except luxury builders) are
All information for this case study was taken from “Aqualisa Quartz: Simply a Better Shower,” HBS 9-502-030; Rev July 10, 2006
Problem ID: Aqualisa hopes to grow the brand through the introduction of a new line, the Quartz shower. Initial launch results have been disappointing, and the managing director of Aqualisa would like to breathe new life into the launch through a new marketing strategy. The intended result is higher sales, wider brand recognition and a larger share of pocket through add-ons and other computerized features to the Quartz system.
Strategies:
Target consumers directly:
-High Cost. Is this greed with prudence or just greed?
-The premium customer shops at showrooms, but showroom sales only represent 8% of total sales.
-/+Although buyers may want the Quartz, plumbers still may try and dissuade the purchasers. Strong purchasers will stick with their opinion and will force plumbers to install and become familiar with the product.
+This will build brand recognition with the consumer.
+Breakthrough Quartz technology and the timing of the marketing campaign can secure Aqualisa a place as a market leader.
+Once the premium market is captured, Aqualisa has an opportunity to continue to own the market and get larger share of pocket through computerized features and other add-ons.
+Value proposition of the stylish, future of showers appeals to the premium shopper who wants the best for their family. Target DIY:
-Targeting this market can hurt the premium brand name.
-Taking from this market will cannibalize Aqualisa’s Gainsborough line.
-This market is very concerned with price and Quartz is a higher price point.
+Value proposition of easier installation will appeal to DIY market.
+DIY sales represent 36% of total market sale.
Target Developers:
-Will not immediately help create brand recognition due to lag time between constructions and consumer use.
-Developers (except luxury builders) are