Q1. Aqualisa has launched the most significant shower innovation in recent British history: the Quartz shower. The shower offers significant improvements in quality, cost and ease of installation. In product testing, the Quartz shower received rave reviews. However, early sales of the Quartz were disappointing. The company faces some key questions about whether to change its channel strategy, promotional strategy, and overall product positioning (niche or mass) in the context of its existing product line. This case shows that despite the fact, Aqualisa having a great product does not necessarily mean that this will manifest itself in great sales of the product. Innovation must be managed in an integrated way; it's not enough to manage capabilities in a technologically superior product. Aqualisa had the ability to generate a technological innovation but lacked the ability to relate it to end users. The challenge for Aqualisa is to communicate effectively with its customers and make them aware that they have developed such a product, before their competitors catch up. For Aqualisa to be successful, you need to synergize the components of your marketing mix through effective communication, positioning and distribution strategies. In the case of states where only around 60% of UK homes, consumers are likely to only buy almost two showers in their lifetime and as key influencers in decision making, such as plumbers, were concerned about adopting new technology, this has also led to low sales of the company because the majority of the shower market in the UK is replacement showers and plumbers tend to remain loyal to the selected brand as it is the...... half of the paper ...... and at work or reducing the paycheck is a decision they will have to weigh. Aqualisa should target the next generation of plumbers by sponsoring or donating equipment to plumbing apprenticeship schemes such as the FAS schemes from an Irish perspective. This would allow plumbers to learn their trade by installing Aqualisa showers and when they venture into the work environment they will use Aqualisa Quartz as it is the type of product they are most comfortable with. In the future it may be possible for Aqualisa to move into the international market as their learning curve lowers and becomes more cost competitive as electronic showers are the future and as the product moves from the early adoption stage to the majority stage thanks to the Aqualisa brand and the quality and ease of use of the product there is an opportunity to become a market leader in Europe.