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Aqualisa Quartz Simply A Better Shower Case Solution

Solution Id Length Case Author Case Publisher
506 1208 Words (4 Pages) Youngme Moon and Kerry Herman Harvard Business School : 502030
This solution includes: A Word File A Word File

The case study of Aqualisa tends to outline the scenario of a shower manufacturer that intends to cut through the clutter and achieve a leading position within the industry. It does so by creating an R&D team of qualified individuals who brainstorm numerous ideas and create a pipeline of innovative product line.

This innovative product, Quartz is a perfect resolution to all the prior troubles of customers, yet the low sales figure, turns the innovation into a challenge. The plumbers are the decision makers for most customers because of the customer’s lack of awareness, which leads to the essence of problem origination.

Following questions are answered in this case study solution:

  1. What is the Quartz value proposition to plumbers? To consumers?

  2. Why is the Quartz shower not selling?

  3. Aqualisa spent three years and 5.5 million developing the Quartz. Was the product worth the investment? Is Quartz a niche product or a mainstream product?

  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 target consumers directly, target the DIY market, or target developers? Should he lower the price of the Quartz? Or should he do something different altogether?

Aqualisa Quartz Simply a Better Shower Case Analysis

1. What is the Quartz value proposition to plumbers, to consumers?

The value proposition pertaining to the newly developed product of Aqualisa, Quartz, to plumbers is the ease or convenience of installation with the subsequent guarantee that it will not break down or require servicing. In fact, its installation is so simple and straightforward that plumbers can send their apprentices, with relevantly little or no experience, to fill in the job. The vital aspect of Quartz to plumbers is that its push-fit-connect sequence allows them to do numerous fitting jobs within a day as opposed to conventional fitting ideology that required two days in finishing the installation.

On the other hand, the value proposition of Quartz to consumers is essentially an attractive looking shower that delivers what it promises, in terms of ideal pressure at stable temperatures, the convenience of usage, and the ability to not result in agitated breakdowns. Additionally, the Quartz presented customers with a “one-touch” control proposition fixed on the shower wall. The rather simple push of a button entails a control-light that tends to flash red to the point where the water temperature reaches the desired level. It is safe for kids, the elderly, and the parents because there is no more fighting with stiff valves.

2. Why is the Quartz shower not selling?

Primarily, the problem pertained to the plumber mindset, which was wary of innovation, specifically those involving electronics. Interestingly, it was observed that once a plumber fits in a Quarts unit, it becomes a convert.

Quartz is a creation of Aqualisa, through the intriguing strategy of emphasizing R&D within the product category; much brainstorming went through the process of creating an ideal showering experience. The trial tests and marketing research were all in favor of the unit performance, and it was considered to have that “wow” factor pertaining to ideal pressure conditions and neat fittings with convenient controls.

Additionally, the pricing of Quartz is way too high, and this creates a delineated segment or a niche segment. It should be noted that consumers are not well aware of the intricacies involved in such units, which is essentially being driven off-course through the absence of crucial marketing campaign.

Consolidating the perspectives, Quartz was a perfect fit to any customer, but the decision power was with the plumbers due to lack of awareness with the average customer. On the other hand, the plumbers were uncomfortable with utilizing innovation in electronics. Therefore, this leads to hampering the sales figure. However, the pricing component and marketing strategy component are key elements that are not considered in detail and thus, magnify the adverse impact on Quartz sales.

3. Aqualisa spent three years and 5.5 million developing the Quartz. Was the product worth the investment? Is Quartz a niche product or a mainstream product?

Quartz was worth the investment. Considering the Blue Ocean Strategy, for any firm to cut through the clutter and become profitable while eliminating competition, it is pertinent to consider the existence in isolation. The elimination of competitive elements such as the mechanical engineering; the reduction of dependence on plumbers due to ease of installation; the rise in price elements; and the creation of electronic innovation, simplicity, and creativity led to the most sophisticated product in the industry.

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