aqualisa quartz simply a better bathtub essay

Advertising and marketing

1 . Condition Analysis

1 . 1 ) Customers

Shower potential buyers mainly fall under one of the three pricing sections: • High quality segment: That they buy in showrooms, benefit high performance and service, and also style is an important selection determinant.

• Regular segment: They will emphasize functionality and service, and usually depend on independent local plumber to advise or pick a product for these people

• Value segment: They are generally concerned with comfort and cost, avoid alternatives which need any excavation and usually rely on impartial plumber to pick a product on their behalf.

There are two additional subsegments, which are part of the above sections, but are worth of mentioning separately, because of the specific attributes: • Diy (DIY) subsegment: They usually get at large stores and are interested in inexpensive, easy-to-install models (electric showers). They will fall into standard and value segment.

• Developer market subsegment: They can be looking for dependable, nice-looking goods that could operate multiple configurations. They are price-sensitive, with exclusion of high-class builders, and usually have associations with impartial plumbers whom install a merchandise they (developers) selected.

They are present in all above segments.

1 . 2 . Route

Baths in the UK were sold made variety of channels:

• Trade outlets: Their special primer customers were plumbers, who also worked pertaining to developers, dealers, contractors or perhaps directly to clients. Aqualisa manufacturer

was available in 40% of all control shops, where they stored whatever there was demand for. They offered most of Aqualisa’s core products, selling about 30% of most electric showers, 72% of all appliance showers and 73% of all power tub areas sold simply by Aqualisa1. That they focus on item availability and not technical guidance.

• Dealers: The funnel mainly provides to expensive customers, who were looking for a assistance, which might include a whole bathroom “solution”. Showrooms kept no products on hand, but instead focused on displaying the giving to the buyers. They primarily carried expensive product lines and brands, in which Aqualisa company was available at around 25% of them. They sold about 5% of electric showers, 13. 5% coming from all mixer showers and 13. 5% of all power baths.

• DO-IT-YOURSELF Sheds: These retail outlets provided discount, mass-market, do-it-yourself goods. Electric showers led sales from this channel. Aqualisa brand was unavailable even though this route, but its Gainsborough brand was available in 70 percent of all stores in UK. They offered around 50 percent of all the electric shower, 14. five per cent of all appliance showers and 13. five per cent of all power showers.

• Plumbers: Aqualisa brand acquired long-standing human relationships with a number of plumbers, extremely loyal to Aqualisa company. Generally, plumbers preferred to instal an individual shower manufacturer and were extremely reluctant to switch brands, because of the experience in brand’s installation process and prevention of unfamiliar performance or perhaps failure problems. Because of bad past experience, they usually distrusted innovation, particularly if it involves electronics.

1 . 3. Competition

Aqualisa’s three key competitors had been Triton, Intento and Masco. Triton acquired managed to build brand awareness at the clients level and sold around 545, 500 units of shower per year, Mira marketed about 390, 000 and Masco about

120, 000. Aqualisa, with around 325, five-hundred total offered units2 thus ranked 3 rd on the market. If we look at specific type of showering, we can see that Aqualisa’s child brand Gainsborough comes 2nd in the electric showers segment (after Triton), Aqualisa main manufacturer 2nd inside the mixer bathtub segment (after Mira) and both brands together 3 rd in the mixer shower part (after Triton and Mira). Masco company was especially powerful inside the power tub areas segment, where they have more sales than Aqualisa. Consist of two and total revenue they shortage behind.

Percentage of total units sold per sort of shower in year 2000 (source: Aqualisa Quartz Case, Exhibit 6th, page 15)

1 . four. Company & Market Environment

Aqualisa’s reputation in UK industry had always been strong. The company was accepted as having top quality baths, a premium brand, and superb service. It was niche oriented, with 25% net go back of product sales and five per cent o 10% growth in the mature industry. It differentiated itself via competitors which has a strong R&D team, which will brought added value to the company. Nevertheless company acquired problems with focusing mainly in existing consumers (90%) rather than new types, low brand awareness and poor division (it was available at simply 40% of trade outlets and 25% of showrooms). Looking at the internet profit of around €17 million, Aqualisa was almost certainly still a relatively small company when compared to its competitors. The market had not been saturated. Due to many challenges, most people used bathtubs in support of about 60% of UK homes had showers. Primary problems had been poor-to-low drinking water pressure and frequent fluctuations in pressure, which brought on high temperature variations. Three main shower types were offered on the market: the electric shower, mixer showering valves and integral electrical power showers. Buyers were generally uninformed about the showers and brand consciousness was low.

2 . Benefit Proposition to Customers

The main benefit of the Quartz shower for the customers was your efficient and reliable normal water pressure and stable temperature of the water. Therefore it solved the two key drawbacks that customers identified about their current showers. In addition , the new item featured a modern look with addition of your breakthrough “one-touch” control attached to the shower wall. It had been easy to use and enabled customers to instantly set water temperature rather than having to by hand set then test the water temperature to get multiple times. It was easy to install, required no excavation, and was really safe to use for childrens and elderly. Aquavalve 690 mixer shower room was viewed as being a superior quality, reliable and state-of-the-art bathtub, but required excavation, that has been often two day job. Likewise, the product had to be supplemented by simply an Aquaforce booster pump to create more powerful pressure. Furthermore, if we glance at the comparison of the economic worth between Quartz shower with pump (Quartz Pumped Premium) and Aquavalve 690 regular mixer showering with supplemental booster pump (Aquaforce 1 ) 0/1. 5) we can see that the customers are for €800 better off buying a Quartz shower and for €950 better off in the event customers purchase the Aquaforce

2 . 0/3. 03. Therefore , the new Quartz bathtub had economical and use benefits to the consumer compared to the Aquavalve 690 shower.

3. Value Proposition to Plumbers

The plumbers wanted a shower that was easy to install, using a guarantee not to break down or require servicing. As mentioned previously in Section 1 . a couple of, they doubt innovation and possess a bad earlier experience with baths that acquired electronic components inside. Yet , the new Quartz shower amazed them with the simplicity installation. They will could finish the job by 50 % a day and they could even send their apprentices to do the work for them. Yet lets look at the benefits for the plumber economically4. If we estimate the profit of the plumbing engineer when installing a brand new product to the consumer and standardize it about two days, we could compare just how much better off a plumber will be when installing different types of showers. Stand 2 in Appendix 2 contains the assessment between the distinct Aqualisa products. We can instantly see that setting up Quartz shower room either type, would take the plumber the most profit, considering that the installation is the quickest and the profit of re-selling substantial. More specifically, the plumber is best away installing Quartz Premium shower, followed by Quartz Standard shower room and Aquastream Thermostatic.

Putting in Quartz showering brings the plumber minimally 60% more profit than the second best alternative and maximally 187, 92% even more profit. On average, the plumber is 98, 85% better off when installing Quartz shower than other alternatives. The above calculations therefore clearly show the advantage of Quartz shower towards the plumber. The worth preposition could be performed with demonstrations in trade outlets, where plumbers represent nearly all customers, to be able to persuade those to start using the Quartz bathtub. Demonstrations ought to be clear and logical to the plumbers, to be able to outline the biggest advantage of the modern showers — ease and quickness of installation. Rather than spending 2 days at a single customer putting in one shower, they may sell and install 4 showers inside the same time, increasing their particular retail shower room margin profit by four.

4. Aimed towards Strategy

4. 1 . Target Consumers Directly

Directly targeting the buyers would allow them to become a consumer brand. This way, they can compete agains Triton even more aggressively, and presumably take some of their business. They have the ideal product to do it, since it distinguishes itself from the competition by removing the primary problems that buyers had with showers and delivering functions, which were very well received in consumer’s sight. However , on the other hand this would be the most risky and also very costly technique, since Aqualisa brand would not have solid relationship with consumers but (only 6% of all set up mixer tub areas were ad advertisement installation). It will require a excessive initial purchase for running a one or two 12 months large-scale advertising campaign and may not ensure successful. It should become very regular to break through into buyer minds and this requires patience, which Aqualisa doesn’t have, because the competition is not far lurking behind.

4. installment payments on your Target Do-It-Yourselfers

Due to ease of installation, Aqualisa could also target the DIY market. The challenge was that the Gainsborough brand was already very successfully contending in the the electric shower market. Any launch could cause the cannibalisation of one company. Also, the product was perceived as a premium one, but it may loose that value when people would connect it with a discount channel. On the other hand, that were there already set up a channel of distribution and have potential business associates, making it easier to achieve the final consumers. Some may also be offering a premium due to its premium value and Aqualisa’s business associates could help them with advertising though media or TV, which usually would bring about much lower campaign costs.

4. 3. Concentrate on Developers

Developers can conceivably certainly be a large-volume route, since receiving few of these people on-board could result in a lot of sold and installed tub areas. Due to

the fact that they usually opt for the product to get the new houses, they would power the plumbers to get familiar with it, creating understanding also included in this. On the downside, the time-gap between your time after they sold and installed showers and the period when it will reach customers could be big. Moreover, we were holding in general trying to find sophisticated, reliable products, with modern style and capacity to work in multiple settings. Quartz shower provided such worth, but the issue was the premium status. Even with price cut, they did not really sell very well, and the firm was as well Aqualisa Quartz: Simply A Better Shower RECORD

reluctant to give these people discount due to the break-though status. With 15%, they also signify a small portion in the market of recent installed baths, and again there was an opportunity of cannibalisation, since Aqualisa’s ShowerMax brand was already producing some of their sales.

4. some. Target Plumbers & Operate Shops

Plumbers possess big influence on the decision making process of the consumers. Taking a look at some figures, we can see that 28% of consumers take the plumber’s advice on type and brand of bathtub, 25% of them leave your decision to the plumber alone and 20% of these choose a shower that plumbing technician recommends, although decide on the manufacturer by themselves. Furthermore, 54% of all shower installation were made by independent plumbers and 46, 7% of showers had been sold in transact shops, which often re-sell to plumbers. Over figures consequently clearly demonstrate importance of the this two channels towards the Aqualisa company. Also, Aqualisa had previously established a great relationship having a group of plumbers loyal to its manufacturer and sold to around forty percent of all UK trade shops. The main problem was the distrustfulness of plumbers, who disliked innovation, especially with electronic parts, were difficult to sway and convince to change all their favourite brand. Also, transact shops carried other brands and did not care about the product features or the company itself, nevertheless just wanted to be sure they have the best stock for the best demand inside the right time.

four. 5. Concentrate on Showrooms

Showrooms marketed the products for the high-end consumers, who were likewise searching for great service and advice on their selection and design of your bathrooms “solution”. They will focused on the niche market, simply by only holding high-end companies brands, therefore they supplied great chance to Aqualisa, which will actually competed in that part. As mentioned in the case, the Quartz bathtub already received popularity inside the segment, especially because of the operating displays, wherever its advantages were right away noticed and loved by the consumers. The situation was that as a result of niche market the size was quite small with only about 20% of all new showers marketed through dealers. Also, Aqualisa was just sold in 25% of them. Focusing on only high end customers probably would not be sufficient for the realisation of their desired strategy — to dream big and go mainstream.

5. 6. Tips for Targeting

In my opinion, Aqualisa should concentrate on plumbers & trade outlets and showrooms. Plumbers should be their key target, simply because influence customers the most, and also bring the highest percentage of revenue, by buying either from control shops or perhaps from Aqualisa directly. Figures show, they shall be four moments more successful and on common two times even more profitable than previously. This should certainly be a clear rationale for them to start using and pushing the Quartz shower to the consumers, which may have already demonstrated great involvement in the new showering system, as a result of ease of use and modern design and style. They can progress product for his or her money and can experience less problems with their particular shower than previously. Therefore , the awareness of the brand name and the product will increase.

Simply by targeting plumbers, Aqualisa will likely strengthen their very own relationships with them and establish-long term bonds, seeing that plumbers typically stay devoted to one company in which they may have gained their very own expertise. This will generate sufficient future money flow. Secondly, they should likewise focus on dealers,  due with their premium position, and use that funnel to target those are not price-sensitive. Such consumers are a great target for product sales of additional goods (like shower accessories), which may follow due to the innovative, advanced and unlimited shower technology.

4. several. The Plan of action

To create sales energy I recommend the next steps and actions to be taken: • Initially, the Marketing department should certainly create advertising material that may be distributed for their salesforce then to operate shops, plumbers, showrooms and final consumers. bThey also need to continue promoting in magazines that concentrate in making topics upon modern lifestyle, leisure and in addition some of the particular trade and housing publications.

• Secondly, they should force the plumbers to at least make an effort their products. They would achieve that simply by either giving few free of charge Quartz tub areas to plumbers or offering few marketing showers directly to plumbers for discount price and enabling them to return them absolutely free it the buyer wouldn’t like it. They should as well donate few of Quartz tub areas to plumber schools, wherever apprentices could practice with them, elderly homes and educational institutions, where final consumers would become aware of the brand name and might use it, and use working displays on major shows, where plumbers and control shop staff usually visit the new developments that will appear in the future.

• Thirdly, they need to educate their very own salesforce in order to target plumbers, and concentrate their product sales on new clients from 10% to 40%. They should continue to keep their customers up to date with frequent news either by sending them notifications over email or creating a special commitment club. • Fourthly, they must increase the percentage of showrooms that offer many and offer added accessories, which may be offered together with baths in the dealers.

Aqualisa Quartz: Simply A Better Shower REPORT

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