Marketing Case Study II: Aqualisa Quartz Introduction and Problem Statement Aqualisa‚ a premium British shower manufacturer‚ is experiencing teething problems with its new line of electronic mixed shower products – Quartz. Despite being hailed as “a breakthrough in shower technology” (Case p. 6)‚ early sales were dismal. Plumbers‚ the main channel of Aqualisa’s products‚ have developed an ‘electronic phobia’ since the late 1980s when early electronic showers failed‚ hurting Quartz by association. Furthermore
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5 0 3 -S0 8 14 D E E NER O‚ 2003 YOUNGM E MO ON Aqualisa Quartz: Simplemente‚ una ducha mejor «La fontanería no ha cambiado desde tiempos de los romanos» ––Tim Pestell‚ director nacional de ventas de Aqualisa Harry Rawlinson (MBS 1990) se quitó su abrigo y se dirigió hacia la recepción del South Kent County Marriot. «¿Me podría indicar dónde está el comedor?‚ preguntó‚ tengo unos invitados de Estados Unidos.» La recepcionista le señaló un pasillo decorado con fotografías de las calles y los
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Problem: Quartz‚ a new product‚ is far below sales targets and needs to meet them quickly. Background of the Situation Everyone had a bathtub‚ only about 60% of U.K. had showers. Most of U.K.’s pluming dated back to the Victorian era‚ which have gravity fed plumping‚ meaning poor-to-low water pressure about 3 to 4 liters per minute. The low pressure and fluctuating temperatures were typically addressed with the use of electric showers‚ Mixer shower and Integral power showers. Shower buyers
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Aqualisa Quartz Case Study 1. What is the Quartz value proposition to plumbers? To Consumers? To plumbers: a. Very easy to install - ’push-fit-connect-you’re done’ b. More profitable i. ½ day work (25% of previous time)‚ apprentices can do work also. Opportunity to install more and capture some of historical 6-month wait list ii. on average‚ plumbers do 40 to 50 a year (generally 2-day job)‚ but generally without reducing profit‚ will be able to do many more To consumers: c. Efficient
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Aqualisa had launched the Quartz shower‚ significant product innovation in the UK shower market in terms of water pressure‚ ease of installation‚ use‚ and design. But this new product is not selling well enough. I will make some analysis in order to understand the situation and make some recommendation for Harry Rawlinson on marketing strategy and ways to generate sales for the Quartz products. 1. What is the Aqualisa Quartz value proposition to plumbers‚ to consumers? Quartz offers
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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
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------------------------------------------------- Case 2 : Aqualisa Quartz : Simply a better shower 1. Executive summary Aqualisa launched an innovative shower in 2001‚ called the Quartz shower but the success wasn’t immediate. At present‚ the most important goal for Aqualisa company is to increase its new showers in terms of units and profit. But the main impediment is the lack of awareness about this brand from consumers and the reluctance from plumbers about adopting this shower. In order to cope that‚ the best
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I took into consideration the problem of Aqualisa Quartz shower line and found out how to solve it‚ how to make an enormous problem to become an opportunity instead. This company made a great job with it’s research and creation of product that takes advantage on it’s competitors by giving everything to needs of the customers. But the problem is there is no connection between plumbers and customers. Also sales are affected by bad experience of customers with previous products. So‚ customers don’t
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Aqualisa company overview Aqualisa has always had a strong reputation in the U.K. shower market‚ with the company being generally recognized as having top quality showers‚ a premium brand and great service. It was a highly profitable company and sat quite comfortably with its niche in the market. Harry Rawlinson joined the company in 1998 and believed it was vulnerable for different reasons. In the year 2000‚ Aqualisa had 18.1% of the market share in the shower industry. Aqualisa sold electric
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Case memo The UK shower equipment market grew by 0.1% from 2000 to 2001 to reach a value of £588 million in 2001. Market value has increased steadily ‚ totaling nearly 12% for the period 1997 to 2001. Shower products for the domestic and commercial sectors are distributed through a wide range of channels. The main distribution channel continues to be builders and plumbers merchants with the DIY multiples also holding a substantial share. Other retail channels include bathroom specialists‚ grocery
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