Case Analysis Aqualisa

Additionally, this price model is not only the best terms of maximizing profits, but also aligns with CSP’s historical pricing unit. While “doing it how we’ve always done it” is a bad pricing habit, in this case, the analysis confirms that $125 is the best option. This should make her recommendation easier to “sell” internally as well.

The market segment for prill beads in Australia is purified drinking water. Market research has shown that premium quality water substitutes such as purified, filtered and bottled water are seen as luxury items due to the abundance of quality Australian tap water (Wu, 2016). Nevertheless a growing health and wellness trend and rising disposable incomes have expanded the

Company G is a very well-known company in the electronics industry and is highly regarded by consumers for their high quality products and this new product line that is being introduced by Company G continues the excellence of quality for which they are known. The “Tub-Scrubbie” is an innovative new product that is a first in a new line of electronic home care products that is being introduced by Company G. The Tub-Scrubbie is an automatic bathtub scrubber that is designed to allow people the freedom to spend more time doing what’s important to them

After a few months of detailed scrutiny of the numbers, we were able to make pricing decisions more quickly by using the breakeven change in volume to set the new price. Based on our broad

The Hedo-Falls shower system is the first of its kind. This kind of shower has not been seen before in the market. It offers something totally unique with no direct competition. No company has been ambitious enough to integrate so much into a device that has remained virtually the same for decades. The developers at Quantum Studio decided to take a chance and tap into a new and exciting market. Their risk paid off greatly. There is no direct competition for the Hedo-Falls shower system at this time, but there is secondary competition, such as other basic shower units.

By selling the Purity II to the box stores, we are gaining market from builders and remodelers. We will be offering a discount to the box stores for buying in bulk. Our sales team will get incentive as well from selling orders to the box stores. Incentive size for the salespeople depends on the quantity sold to the box stores. Retail market sales consist of internet and door to door sales. The door to door sales will be phased out because our team believes this strategy to be old fashioned and could portray a negative outlook on Eco Water as a company. The markets we would like to tap into are more rural territories. These types of markets show more cases of rust, impurities, and contamination in the water. Consumers will also enjoy better-tasting water, coffee, soups, mixed drinks, juices, and beverages.

* Increase in sales and decrease in promotional costs for the introduction of the new product

In the Exhibit 4 we learn that people between the ages of 18 - 44 years care about the water quality as they raise more concerns about the water quality. The faucet mounted system stands for better water quality, so this segment is likely to have higher interest in the new product. Especially young parents care very much about the health of their children.

This seeks to satisfy to some extent Gordon’s idea that a price increase may induce short-term profits, but should not exacerbate Nick Vlahos’ concern that a price increase will have a negative impact on the firm’s desire to drive out the Royal Oak brand.

However we feel that this strategy also has several weaknesses. Compared to the first option presented by the VP of Advertising, we would still need to advertise that our product is coming down in price. If we don’t advertise, the consumer is still going to be drawn to our competitors because they will remain unaware of the new parity in pricing. Also, if we

By resolving these issues, we can come up with a recommendation that will justify the Sales Department’s need to adjust the current selling prices of their products.

The following alternatives have been taken into consideration to solve the Quartz initial sales issues. (1) Target end-consumers directly. (2) Target DIY’s segment. (3) Target plumbers’ segment. (4) Target developers’ segment. (5) Lower the price of Quartz product. Exhibit (4) lists the alternatives with their pros and cons. In addition, Exhibit (4) shows the decision that Company has taken after assessing the potential impact of each of the alternatives when considered separately. Further analysis has been provided in Exhibit (5) which shows financial impact of choosing the selected alternative.

penetration pricing strategy. All indications are that sales will continue to grow. In response to a

To soothe the fears of consumers who are wary of electronic showers, Aqualisa has not devoted the necessary time and effort. Sales force was devoting 90% of their time in servicing existing customers. So they were not spending

A lack of experience in business-to-consumer marketing is apparent in Soren’s current communications to end-users. This market, unlike the market for commercial-use chemicals, emphasizes the use of clarifiers to ensure “perceived cleanliness” and clarity of water. The consumer market also appears to be minimally price-sensitive, as communications regarding annual savings are relatively ineffective in increasing sales of Coracle. Soren’s marketing efforts in the first half do not fall in line with the demands of their new customer. A pull strategy would involve adjusting communications to speak more directly to the very different concerns that pool owners and service