Executive Summary: Rawlinson is considering whether to change marketing strategy for the Quartz in order to sell 100 or 200 a day to break through the mainstream. To generate sales momentum, most important, Rawlinson should come up with tactics to encourage product trial by plumbers; secondly, demonstrate product benefit to consumer, and build premium image and sales channel with luxury property developer.
Company: Rawlinson believed Aqualisa’s profit advantage is vulnerable because of the vanishing product/quality difference. Therefore, Rawlinson initiated product research and development to come up with the Quartz shower - a breakthrough technology far preceded other U.K. showers, which satisfied all of the consumer’s unmet needs but was simply not selling. Rawlinson worried that Quartz would look likes a niche product so that a quick action needed to turn around sales performance.
Consumer and Collaborator: Triggers and Barriers to adopt Quartz Channel
| Barrier/ Opportunity
| * Nice looking * Deliver good pressure at stable temperature * Easy to use * Don’t break down
| * Use-friendly
| * Low brand awareness * Uninformed about showers and heavily rely on plumber’s recommendation
| * Inexpensive model * Easy to install
| * Too expensive
| Property developer
| * Reliable * Nice looking * Work in multiple setting * Price sensitive (except for luxury property developer)
| half half
| * To luxury developer, Quartz’s premium image could justify paying high for luxury property.
| * Pricing too high to most property developers.
| * A single brand to create expertise. * Like to familiarize with the service expected from a manufacture.
| * Quick and easy to install
| * Reluctant to switch brand because of unknown performance. * Distrust...
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