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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Subject of the Case: Target marking strategy to build consumer brand‚ while selecting the best distribution channels. Define the 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
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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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Aqualisa Quartz: Simplu a Better Shower In May 2001 Aqualisa launched the new “Quartz” shower‚ a great innovation in the UK market. Quartz was great in terms of water pressure‚ ease of installation‚ use & design. But it wasn’t selling. UK Shower Market (Note: customer concerns “pressure‚ temperature‚ leakage‚ hard valves‚ worn-out” issues. 44% market of shower is from “replacement”) Market split into 3 products 1. Electric Shower: bulky & poor pressure “Gainsborough” brand 2. Mixer Shower Valve:
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Aqualisa Quartz: Simply a Better Shower Decision sheet Submitted by: Ankit Garg (Section B) Objective Develop a marketing strategy for Aqualisa Quartz Market Segmentation Basis Type Market Characteristics Pricing segment Premium Through showrooms‚ high performance and service Standard Rely on independent plumber‚ emphasize performance & service Value Convenience and price. Avoid excavation. Use independent plumber Distribution channel Trade shops Primary customer is plumber
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Aqualisa Quartz Marketing Strategy Final Paper Table Of Contents Executive Summary Situational Analysis SWOT Analysis Strategic Marketing Plan Marketing Mix Strategy Marketing Resources Exhibit Index 1) Aqualisa Marketing Plan Executive Summary ¡§What to do?¡¨ Harry Rawlinson¡¦s dilemma regarding the new innovative Aqualisa Quartz shower line should be considered an enormous opportunity instead of an enormous problem. This Harvard Business School case is an excellent
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Introduction: Aqualisa was a high reputation Company and launched the Quartz shower‚ which is the first significant innovation product in the U.K shower market. This product solves the poor pressure‚ varying temperature‚ hard to install and other problems for customers. During the field tests‚ it was received many positive reviewers. Although this product seems satisfied with customers’ needs‚ the early sales results were poor. To change a marketing strategy or not is a key issue that Rawlinson is
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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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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
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The Problem: Why Aqualisa Quartz was not selling even with high quality‚ strong functions‚ innovatory technology and is easy to install‚ use and design? This means‚ they have got "the right product" but not "the right vision". Alternatives: Targeting Consumers Directly -Maximum competitive advantage as a breakthrough product -Skip the plumbers channel in a way‚ at least affect consumers’ choice less -Once brand loyalty is built‚ maintaining the relationship is not as expensive as if build
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