Essay Example on Developers' Plumbing Needs: Aqualisa Quartz's ShowerMax Product

1. Introduction

First and foremost, very few developers were not price-sensitive—for instance, the luxury builders. Secondly, most developers had their plumbers who delivered the tastes and preferences of their products. Aqualisa Quartz showers were perceived to be very expensive, and targeted retail markets often. Lastly, Aqualisa Quartz implemented a brand known as ShowerMax product that consumers loved since it was a high-pressure one and sold at a fair price.

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Plumbers (first reason)

Plumbers usually store their relevant shower products that customers prefer hence making it hard for Aqualisa Quartz showers to make their sales. Aqualisa Quartz showers have a low brand awareness whereby very few people know about its products and are not a single shower brand. On the other hand, plumbers have their manufacturers who offer them relevant products. Thus makes it difficult for plumbers to risk using unfamiliar products since chances of poor performance will be high.

Plumbers (second reason)

Plumbers regularly add extra charges to the shower products. It makes consumers view products as costly. Plumbers are hard to find hence making a customer wait for about six months to get one. Plumbers had distrust in the invention because it comes along with new problems such as poor performance (breaking down and hard to install) and designs which them.

2. What is the value proposition of AQ to a) plumbers and b) end consumers? Do an economic value analysis to show if plumbers and end consumers benefit from the installation of AQ instead of other Aqualisa brands.

Consumers:

• A shower that had a great look and delivered good pressure at stable temperatures
• An easy to use and long-lasting shower.

Unfortunately, consumers saw it as a waste when they were given showers with a maximum pressure of 18L/minute. This made AQ change it into a two-thirds speed, which suited them best.

They established showers that had a temperature of 41 degrees Celsius as its upper limit. However, customers did not like the idea of turning the valve clockwise in the indicator’s red zone. Customers were not interested in making their water hotter than 41 degrees Celsius but in making temperatures warmer.

They later changed the maximum to 45 degrees Celsius and set their temperatures at 41 degrees Celsius.

Plumbers:

• A shower that was easy to install
• A shower with minimal damages such as breakdowns
• A shower with excellent performance.
• One that had nothing to do with servicing
• Establish a shower valve that mixes both cold and hot water remotely

3. Aqualisa currently has three brands: Aqualisa, Gainsborough, and ShowerMax. How is each brand marketed? What is the rationale behind the multiple-brand strategy? Does it make sense?

Brand 1 (target customer, sales channel)

Aqualisa brand was marketed through showrooms by distributors whereby 25% of sales were made from showrooms in the UK.

The Aqualisa brand was also marketed through trade shops (plumbers sold on behalf of their developers directly to consumers who enjoyed luxury lifestyles), generating 40% sales.

Brand 2 (target customer, sales channel)

Gainsborough brand marketed by the Do-it-yourself strategy whereby AQ, as an organization, advertised its products directly to customers who needed showers that were easy to install.

It was available in bulk at around 70% of 3000 in stock in the UK’s DIY outlets.

Brand 3 (target customer, sales channel)

ShowerMax brand advertised using the do-it-yourself strategy by AQ organization to price-conscious customers.

This brand offered in retail markets at a discount price.

The rationale for having three brands with different marketing positions

Every customer has its preferences and tastes on the type of shower they want. Moreover, most customers have their plumbers, and these plumbers have their developers.

Aqualisa was able to hit significant shows such as the Bathroom Expo in London, 2001. The marketing of a brand is done in a manner that it can hit the required sales targets and attract new customers.

The distribution channel also has a huge impact on how products can be sold—for instance, plumbers who are linked to individual developers.

Lastly, the do it yourself strategy sells products at discount prices, making it easy for products to be recognized and sold quickly.

4. Recommend a marketing strategy to generate sales momentum for Aqualisa showers. Make sure you address the following elements of the plan.

a. Pros and Cons of targeting the different segments or “options” that Rawlinson is considering.

Recommendations

What to Do?

• Lower expectations.
• Be visionary. Miss opportunities

Your recommendations and rationale

Targeting developers is a good marketing strategy since it attracts both consumers and plumbers. Plumbers trust their developers, and consumers trust their plumbers. Thus, AQ should adapt to the targeting developer’s initiative.

b. Specify the 4p’s: Product, Price, Place, Promotion for the chosen target.

Product

Developers will help AQ advertise their brand.

AQ has three brands which are:

• ShowerMax.
• Aqualisa.
• Gainsborough.

Price

• The products’ prices will vary.
• Each brand’s products will be granted a discount.
• Both developers and AQ will determine the prices.
• Retail products such as ShowMax products will be sold at a fair price.
• The prices will account for warranty and any other damages.

Place

• The supply chain is worldwide since we have plumbers, developers, suppliers, and consumers.
• A balance is created between the suppliers, developers, plumbers, and consumers.
• It is through these developers that AQ will develop sustainable practices.
• A strong bond of loyalty and trust is built among the suppliers, consumers, developers, and plumbers.
• Moreover, capacity will be increased in AQ.

Promotion

• Developers can choose to market AQ’s products through;
• Plumbers
• Showrooms
• Trade shops
• Plumbers, showrooms, and trade shops will market AQ products to their loyal consumers.