This case study is further facilitated by a video that can be played in the class or be made a part in a digital course pack. Teachers should be careful about ensuring that the video is available for the students as when needed by the course design as it divulges key information pertaining to the case. Harry Rawlinson is the managing chief of Aqualisa, a noteworthy U.K. producer of showers. He has quite recently introduced the most critical shower development in current history: the Quartz shower. The shower gives huge upgrades as far as quality, cost, and simplicity of installation. In the product testing phase, the Quartz shower was host to enthusiastic reviews from both consumers as well as the plumbers and the handymen. However, the early vending numbers for the shower have fallen short of expectation. Rawlison must now decide if he should alter his channel strategy, marketing plan, and the overall stand of the product in context of the current product line.
What is the Quartz value proposition to plumbers? To consumers?
Why is the Quartz shower not selling?
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?
Aqualisa currently has three brands: Aqualisa, Gainsborough and ShowerMax. What is the rationale behind this multiple brand strategy? Does it make sense?
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?