The contextual analysis of Aqualisa tends to diagram the situation of a shower producer that means to slice through the disarray and accomplish a main position inside the business. It does as such by making a R&D group of qualified people who conceptualize various thoughts and make a pipeline of creative product offering.
This inventive item, Quartz is a flawless determination to all the earlier inconveniences of clients, yet the low deals figure, transforms the development into a test. The handymen are the chiefs for most clients due to the clients absence of mindfulness, which prompts to the pith of issue origination.
- 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?