Case Study - Marketing

1. Presented By-
Ambarish Muralidharan (EPGP-07)
Arvind Kumar Singh (EPGP-011)
Rahul Jain (EPGP-033)

2. Introduction
 Aqualisa, a U.K. based shower manufacturing Company
 Aqualisa is the third largest company in the UK shower market
by sales volumes and second in mixer showers
 Only about 60 percent of U.K. homes had showers
 Archaic plumbing (mostly gravity fed) was common in many
homes leading to low water pressures
 Majority of the market revenues come from Electric showers
followed by mixer and power showers (Exhibit 2)

3. U.K. Shower Market
0
5
10
15
20
25
30
35
40
45
50
Electric Mixer Power
Triton
Aqualisa
Mira

4. Aqualisa Product offerings

5. Channels of Distribution
 Trade Shops
 Showrooms
 Do it Yourself (DYI)
 Shower-max to Developers

6. Common customer complaints
with Showers
 Poor pressure
 Varying temperature
 Break down of showers
 Leaky seals
 Lime scales
 Hard to turn valves

7. Development of Quartz
 Expenditure $ 5.8 million
 Time taken 3 years
 Types Standard and Pumped
 Cost of Quartz $ 175 and $ 230 for 2 different
Types

8. Value proposition of Quartz

9. Problem
High innovation and technology
but Low in Sales
Rawlinson should choose the appropriate marketing strategy
to overcome the problem. His choices are
1) Targeting Customers directly
2) Targeting Developers
3) Targeting DIY

10. No Immediate Sales - Analysis
44%
10%
15%
6%
25%
Sales
Replacement Shower
Second Shower
New Build
Commercial
New Penetration
Only 31 % Market Initially. Of
which Aqualisa holds 18 % only

11. SWOT Analysis

12. Plan A -Targeting Customers Directly
 High risk , High reward Strategy
 Endorsing a single product at the cost of loosing
market share for other products
 In Most cases , ironically , it is not the consumers who
chooses the product.

13. Shower Selection for Mixer Showers
20%
27%
25%
28%
Sales
plumber influence type
of shower not brand
consumer select type
and brand
plumber select type and
brand alone
consumer takes plumber
advise on selection
Plumber takes decision on 73% occasion

14. Plan B - Targeting DIY
 DIY attracts Customer in Value Segment – Price
Sensitive
 Associating Premium Brand with Discount Channel-
Not good strategy
 Previous Buying Behaviour does not encourages to
place Premium Product in DYI

15. Plan C -Targeting Developers
 High volume channel
 Developers perceive Aqualisa products as premium
 Best way to get plumber On-board
 Problem is how to get Developers On-Board?

16. UK Shower Market by Installation method
54%
20%
20%
6%
Sales
Installation by
Independent Plumber
Developer Installation
for new Home Build
Installation by
Showroom
Commercial
Installation
Developers comprises 20% of Market

17. Indirect Savings
Retail Price €1,080.00
Plumbing costs for 4
hours @ €60/hr €240.00
Total Cost €1,320.00
Quartz Pumped Premium
Aquavalve 609 standard MRP €715.00
Aquaforce 1.0/1.5 Bar MRP €445.00
Plumbing cost for 2 Days
(16 hrs) @ €60/hr €960.00
Total Cost €2,120.00
Aquavalve 609 standard with std. Booster pump
Net Saving = 2120 – 1320
= 800 per customer

18. Conclusion
 Getting the Plumber On-Board has to be the Strategy Forward
 To capture 27 % of Market in which customer make decision,
Aqualisa must go ahead with small investment in direct
marketing (Exhibit No. 9)
 Open Plumber Training center as an objective to increase
Plumber Familiarization with Quartz
 Motivate existing loyal plumbers to use Quarts
 Aqualisa can also give incentive to Plumber for using Quarts

19. Thank You 
Plumbing hasn’t changed since Roman times –
Tim Pestell, Aqualisa National Sales Manager