Aqualisa Quartz: Simply a Better Shower

Group - 10, Section – B

Overview

Aqualisa, a leading manufacturer of showers in United Kingdom launched an extensive product called
Aqualisa Quartz in May 2001. This design was the perfect answer to the issue customers dealt with
i.e. temperature fluctuations, pressure control, bulkiness etc. Aqualisa spent 5.8 million pounds to
develop this product in three years long efforts. But even being the technologically superior the
product was generating the expected revenues for the company.

Problem Statement

The main concern Aqualisa had was to generate the momentum for the Quartz sales. They were
dwindling among the different and new marketing strategies too achieve that i.e. which distribution
channel they need to target.

List of alternatives

 Targeting Consumers Directly

 Targeting Do-It-Yourselfers
 Targeting Developers
 Target Plumbers<

SWOT analysis of Quartz

Strengths
 Half day installation time
 Easier installation and neat fitting
 Flexibility with locating the processor
remotely
 Easy to use
 One touch control
 Efficient and reliable water pressure
and temperature control
Opportunities
 40% untapped market of UK
 Poor water pressure and temperature
control in existing shower
 Attracts plumbers with easier
installation
Weakness
 Low awareness in market
 Plumbers reluctant to adopt new
product
 High price
 Sales force focused 90% time
maintaining existing accounts
Threats
 Too expensive
 Competitor to existing products of
Aqualisa
 Looks like a niche product
 Competition to be faced in near future

Evaluation of alternatives

 Targeting Consumers directly-

As Triton did, Aqualisa could go to customers directly. During trials customers gave wow
reactions and it could also make a-way without dealing with plumbers.
But only 27% buying and installation choices are made by individuals without plumbers and
it will require 3 to 4 million pounds over two years.
  Targeting Do-It-Yourselfers
Easier to install and value proposition is superior made possible to charge premium through
this channel and Aqualisa could avoid advertisement expenses by making partnerships with
B & Q and others but there is a risk of associating the premium brand with discounted
product
 Targeting Developers
This could be the largest channel to penetrate market and it will force plumbers to be
familiar with product.
There will be significant delay in product reaching the consumer through this route and
Developers are reluctant to buy Aqualisa product even at %50 discount as considered
premium.
 Target Plumbers
They make huge contribution in purchasing decisions of customers and it saves time for
them in installation. No excavation required.
Plumbers were wary of innovations and reluctant to switch brands and influence a lot of
customers

Recommendation

We recommend to target plumbers as they connect with a large number of consumers and guide
them to make the choices. They also work along with all other distribution channels directly or
indirectly. This can be achieved by targeting the trade shops and most of the plumbers are the
primary customers there.