Aqualisa

AQUALISA CASE QUESTIONS

1. What is the Aqualisa Quartz value proposition to plumbers; to consumers? For which segments of the shower market is the Quartz most valuable? 2. Why is the Quartz shower not selling? To identify potential stumbling blocks which are negatively affecting sales of the Quartz shower, consider using the following frameworks: a. Outline the buying process for showers. How do consumers purchase and use a shower? b. Consider the market dynamics and competitive landscape of the shower market. How does Aqualisa stack up versus its competition to be successful in this market? c. Consider the Quartz’ go-to-market plan. Is it the right product at the right price sold in the right location via the right marketing message delivered to the right target audience? 3. What is a loyal Quartz consumer worth to Aqualisa? What is a loyal Quartz plumber worth to Aqualisa? 4. Aqualisa currently has three brands: Aqualisa, Gainsborough and ShowerMax. What is the rationale behind this multiple-brand strategy? Does it make sense? 5. What should Rawlinson do to generate sales momentum for the Quartz product? Should he change his marketing strategy to 1.) target consumers directly, 2.) target the DIY market, or 3.) target developers? Should he lower the price of the Quartz? Are there other strategic or tactical options he has not considered that would increase sales and profitability for Aqualisa? When evaluating Rawlinson’s options, be sure to evaluate the incremental cost of implementing each option and calculate how many units of the Quartz shower must be sold to recover these incremental costs. How feasible is it that Aqualisa will achieve these “breakeven” unit estimates for each option? 6. Aqualisa spent three years and € 5.8 million developing the Quartz. Was the product worth the investment? Is Quartz a niche product or a mainstream product? Is Aqualisa ready to be a company which “breaks out of the pack because they’ve got the right...