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Task 1 - Aqualisa Quartz

The case discusses Aqualisa's Quartz shower, launched in 2001, which offered innovative features but faced initial sales challenges due to market misalignment and plumber reluctance to adopt new technology. The U.K. shower market is segmented into electric, mixer, and power showers, with plumbers significantly influencing consumer choices. Recommendations include targeting property developers and building partnerships with plumbers to enhance product acceptance and boost sales.

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Arya Pradipta
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4 views1 page

Task 1 - Aqualisa Quartz

The case discusses Aqualisa's Quartz shower, launched in 2001, which offered innovative features but faced initial sales challenges due to market misalignment and plumber reluctance to adopt new technology. The U.K. shower market is segmented into electric, mixer, and power showers, with plumbers significantly influencing consumer choices. Recommendations include targeting property developers and building partnerships with plumbers to enhance product acceptance and boost sales.

Uploaded by

Arya Pradipta
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Arya Pradipta

29124132

Aqualisa Quartz : Simply a Better Shower


What I learn from the case is that Harry Rawlinson wanted to increase the sales of the Quartz shower, an
innovative product from Aqualisa that launched in 2001. It was a breakthrough in shower technology. It
provided efficient and reliable water pressure and temperature. Besides, the shower installation took less time
than that in traditional shower. Last but not least, it had an elegant design and a “one-touch” button. However,
at the time it was launched, some features and price of the product did not match with the majority of existing
market.
In the U.K. population, only 60% of U.K. homes had showers, which are categorized into three types. First
are electric showers. It was the most popular in the U.K. since it was cheaper than other kinds of showers and
commonly sold in the do-it-yourself (DIY) markets, a popular market in the U.K. Aqualisa sold electric showers
under a brand name “Gainsborough”. Second was mixer shower valves and it was the second most popular.
However, it took two days to install a mixer valve. Aquavalve 609 was Aqualisa’s core product and top-selling
shower by far. Lastly were integral power showers. Though it provided up to 18 litters of blended water per
minuted, they had a bulky box and being perceived as less reliable than two other kinds of shower. Those
showers were sold through tree kinds of distribution channels; trade shops, showrooms, and DIY Sheds. In
addition, there was a significant property developer market in the U.K. Aqualisa sold to developers under its
ShowerMax brand, which is an adjustment from the Aquavalve technology.
Demographically, shower buyers in the U.K. tended to fall into three pricing segments: premium, standard,
and value. Consumers in the premium segment usually shopped in showrooms and they look for style. In the
standard segment, they emphasize on performance and service and relied on an independent plumber. In the
value segment, they concerned with convenience and price and also relied on an independent plumber. In the
U.K., independent plumbers are very popular and there were approximately 10,000 master plumbers in the
U.K. According to Exhibit 4 “Shower Selection for Mixer Showers”, almost 73% of shower selection was
influenced by plumbers’ advice. For plumbers, they preferred to be loyal into one brand and were extremely
reluctant to switch. Besides, they also distrusted innovation.
When Aqualisa Quarts was launch, initial sales were far below expected. Part of the problem was plumbers
insisted on innovation, especially on electronic innovation. It would take a long time for them to adopt a new
innovation. In addition, since Quarts was superior in almost all aspect, salesman have to point out deficiencies
in Aqualisa’ existing product. So far, marketing Quarts in the showrooms were most suitable. However, sales
size in showroom market was small while the company want to boost Quartz performance much higher.
In my opinion, I suggest that the company could target developers to help and collaborate to sell Quartz,
since there was a significant property developer market in the U.K. In addition, I suggest that Aqualisa could
embrace partnership with plumbers, along with persuade and educate them to be familiar with Quartz. Most
shower installation and selection in the U.K. were influenced by plumbers’ advice, thus if the company could
get close with some of the respected plumbers, perhaps it could help to boost Quartz sales.

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