This presentation has been made for my professional selling module at Kingston University. The purpose of this work was to adapt a Harvard business case published in 2002 to the today's economic climate.

1. Raoul Gauthier
K1560919
Sales presentation for the case product
( A q u ali sa Q u a rtz)
Assignment 3

2. 2

3. 3
Sales Objectives
Sale planning
3
months
6
months
12
months Total
Units - 158 474 632
Sales - 54,485 163,455 217,940
Cost per unit = 168 - -26,544 -79,632 -106,176
Discount - - - -
Gross margin 27,941 83.823 111,764
According to the "HOUSING IN LONDON 2015” report the number of
households in London is going to increase in the coming years (10% per
decade). The net change in dwelling stock is also going up. Therefore it is
reasonable to think that the turnover will increase in the future.
360
370
380
390
400
410
420
430
2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6
Million
Baths and Sanitaryware : UK manufacturers’ sales
6%
6% of the total households in
London are living in the KT area
KT area’s Households
13%
13% of the total
households in UK are
London’s Households
40%
In the KT area the turnover
realized by manufacturers
with the sale of digital
shower is approximately of
Market share digital
showers
£792,507.62
Aqualisa
40%
Mira
40%
Triton
15%
ACTUAL MARKET SHARE
(KT AREA)
£317,003
I assume that Mira and Aqualisa are sharing a same portion of the market
because of similarity between both products. Triton is less prevalent in
this market than the others because of the quality, prices, and the channel
of distribution used. There are other brands in Aqualisa that contribute to
the market share, that is why I make the assumption that 50% are coming
from the sales of Aqualisa Quartz.
Objective: 55%
of market share
which represents
a turnover of
£217,940 for the
Aqualisa Quartz
Aqualisa Quartz Segment Retail Price MSP Cost Margin % Margin
Actual situation premium 809 430 168 262 0.6096
Repositioning situation standard 649 345 168 177 0.5133
To be able to play on an
other segment Aqualisa has
to reduce its margin. 51,33%
is the average margin
between all Aqualisa’s
product. The sales forecast
evolves like an exponential
25% after 6 months and 75%
during the last 6 months

4. 4
Sales Environment
Small Medium Large
BusinesstoBusinessEnvironment
KingstonuponThamesArea
TradeShops
1 or 2 shops 3 to 5 shops More than 5 shops
Turnover : under £25.9 million Turnover : Over £25.9 million
over 250 employees
Turnover : under £6.5 million
less than 50 people less than 250 employees
Thistypeofcompaniesisnot
appropriatetoourcasestudy
Strong buying power. They will
the source of a majority of our
turnover. More time has to be
spent on those trade shops
Buying power is limited in
particular for high quality
products, such as the Aqualisa
Quartz
Customers of trade shops are
plumbers and individuals ( they are
often oriented by plumbers).

5. 5
Targets Justification
36%
8%
47%
9%
Channels of distribution
Do-it-yourself
sheds
Showrooms
Trade shops
Others
Standard Showers
Trade shops
Plumbers
Final customer
27 %
73%
Aqualisa has to focus on trade shops selling standard
showers because of its failure on the premium sector.
Trade shops are the right target to approach in order
to sell standard showers.
Plumbers play a major role in the purchase behaviour
of the final customers that’s why some efforts have to
be made to educate them.
As shown on the central schema they are two
stakeholders who have to be targeted : Trade shops &
plumbers.
Targets Push vs Pull Slow vs Quick Adoption
Trade Shops We should prioritize trade shops because the education of plumbers
can be done through this channel. It will also request less effort due to
the number of trade shops in comparison of the number of plumbers.
PUSH METHOD
Trade shops could adopt a product very quickly if they
see an opportunity of profit. They don’t really have
constraints preventing them from selling a new
product.
Quick Adoption
Plumbers/Installers The education of plumbers to the utilization of our product is a pull
strategy. This strategy is obviously primordial to keep a long term
relationship with trade shops as well plumbers.
Pull METHOD
For plumbers it is more constraining to switch from a
product to an other because of the learning curve that
is associated with a new product. They have to be
convinced and educated to new products which is a
long process.
Slow Adoption

6. 6
Listing & Justification Targets
Trade shops
TUCKER FRENCH, Kingston
T J BATHROOMS LTD, Thames Ditton
NORDEN HEATING & PLUMBING, Epsom
HARVEY FAB PLUMBING SUPPLIES
EXCEL PLUMBING SUPPLIES LTD, Hersham
STONELEIGH PLUMBING SUPPLIES,
Stoneleigh
HAMPTON BATHROOMS, Hampton
CP HEATING & PLUMBING, Stoneleigh
TRAVIS PERKINS, Leatherhead
PATON OF WALTON, Walton-On-Thames
Plumbers & Installers
HILLS PROPERTY
MAINTENANCE Riverside response
B J W PLUMBING & HEATING Parkinson restauration s Ltd
T H VINCENT BUILDING
SERVICES J A B Heating
REDFOX SERVICES Indrico limited
ELLIOTT BUILDERS AJR Plumbing & heating
CHRISTIAN JAMES BATHROOMS Complete heating & gas Ltd
AZURE P H LTD PPM heating Services Limited
RACE HEATING The happy boiler company
SURREY-HANDYMAN.CO.UK LTD Paul Goodsen plumbing
Brian Hurst Plumbing & Heating Andrew Callaghan
Whythe heating and plumbing Multi skills UK
Plumb Master Humble plumbing and heating
Martin's Plumbing and heating Bathroom eleven limited
Dab installation limited Plumb4U
Glen Mumford & Plumbing
service
A&A plumbing & heating
engineers
Bull plumbing & heating services Waterways PHD
Solutions Plumbing and heating
LLP Longbow plumbing and heating
Timothy Dolton plumbing &
heating Ltd Hollands Heating & plumbing Ltd
Legend: Already installing Aqualisa – Targets
10 trade shops meeting the criteria
have been identified. Initially, it
appears to not be enough to realise
the gross margin forecasted, but
some of the targets like Tucker
French own more than one shop in
the area. Overall, the average
targeted sales per shop would be of
37 showers/year.
In respect to the plumbers & installers, I have
decided to target a maximum of those
operating in the KT area because the
approach will be less direct than with trade
shops and will require less time.
Nevertheless, 6 of them should be pampered
because they are already installing some of
Aqualisa’s products and aware of the quality
of our product .There are approximate 190
plumbers or plumbing companies, which
could be targeted when looking to generate
both awareness and demand for the Quartz
Digital in the KT area. Here are those with the
best reputation.

7. 7
DMU & DMP
Trade shops
Initiators
Buyers
(Purchasers)
Influencers
Decision
Makers
Users
Gatekeepers
Plumbers
Shop owner
Plumbers / Technician
Shop owner
Final customers/Plumbers
SALES ASSISTANT, SUPERVISORS OR
SECRETARESS (person who holds key
information on the DMU/DMP)
Assumptions & Justifications
Due to the low amount of information
concerning who the key decision makers
are for each trade shops, it has been
assumed that the ‘buying center’ will
follow that indicated in the literature
(Ellis, 2010).
It has been assumed that all trade shops
buying center will composed of the same
components, that is why all trade shops
has not been detailed.
As the limited size of the shops being
targeted , it assumed that as the people
in these positions are identified, single
individuals can occupied more than one
of these role (Ellis, 2010).

8. 8
DMU & DMP (identification)
Find the
gatekeepers
• This information will be find on their
website, via LinkedIn, Fame or by going
in person to the shop and ask.
Have contact with
decision maker
• This contact will be establish by asking to
the gatekeepers to plan a meeting with
deciders.
Buyer
• Once the decider is convinced, we
will be directed to the buyer to close
the sale

9. 9
Geographical Concentration
According to the map which is presenting our targets’ positions, they are
relatively close to each other. The area of the circle is approximately 78.5
square miles which can be reasonably covered by a single sales
representative.
What we could do to reduce the
transport expenses of our sales
representative is to treat trade shops in
the north area together and treat for
trade shops in the south area together.
North
South

10. 10
Sales Cycles
Sept December June Aug
Prospection
Meetings
Close Sales
Follow-up
According to me one long sales cycle is needed to achieve the first sale from a
trade shop. However, after the first sale, sales cycles are going to become much
faster because prospection and meetings have already made. Moreover, there are
no real seasonality on the shower market. What will have an impact on our sales
cycle is definitely the DMU because the sales agreement depends on the time
when firms decide to buy their products. I have assume that they are ordering
approximately 6 times a year to maintain stocks. That is why I believe reasonable
that 3 others sales cycles could occur between March and August

11. 11
Sales Visits (trade shops)
Prospecting
Appointment Making
Preparation
Ice Breaking
Need Identification
Presentation
Negotiation and Objection
Handling
Closing the sale
Processing the order
Follow up
1
3
2
Here a lot of calls are made and emails are sent. It is the preparation needed before
having a first meeting.
4
The sales representative will need a maximum of three
meetings to secure a purchase commitment. The
Aqualisa Quartz is not a very technical product which
required a huge investment. The Aqualisa Quartz
doesn’t change according to the target approached.
According to the case study, Trade shops are small or
medium, meaning that the amount of showers per
client will be limited.
The Fourth meeting will maybe be used for medium trade shops
with several shops because the negotiations will probably
include higher volume of showers.

12. 12
Sales Visits (Plumbers)
The purpose of the meetings with plumbers is not to sale them the shower but
rather educate them to the installation of digital showers and to show how it can be
profitable for them to install our showers.
Two meetings will be enough to get a first in
person contact with plumbers and to invite them
personally to a workshop & a conference about
the technology in the shower market.
1
2
The conference and the workshop3

13. 13
Time Intervals (trade shops)
The interval between the
second and the third meeting
could be a bit longer because
an agreement has already been
discussed during the second
one. The third one should be
essentially constituted of the
contract conclusion.
The last interval, if it occurs, is a
period designed to review
some closes of the contract.
Sales representative does need
a long period of time to fix the
last details of the contract and
could return very quickly to the
target to finally close the deal.
1st Meeting 2nd Meeting 3rd Meeting 4th Meeting
The interval between the first
and the second meeting has to
be long enough to analyse in
detail the needs of the
customer, to prepare a second
presentation and to prepare an
offer. But not to long so it is still
present in the mind of the
customer.
3 weeks – 5 weeks 4 weeks – 7 weeks 2 weeks – 5 weeks

14. 14
Time Intervals (Plumbers)
1st Meeting 2nd Meeting
As said previously, the purpose of
having meetings with plumbers is to
familiarize them with the technology
available on the shower market and
also to show them the benefits of
such showers. To show that we are
not in hurry so 4 months is
reasonable time period so that they
do not feel harassed. This interval
will also enable the sales
representative to communicate with
a maximum number of plumbers.
4 Months

15. 15
Sales objectives per call (trade shops)
Prospecting
Appointment Making
Preparation
Ice Breaking
Need Identification
Presentation
Negotiation and Objection
Handling
Closing the sale
Processing the order
Follow up
The first meeting is needed to get a first real contact with the target and understand
their demand and needs. The sale representative will have to break the ice (establish
confidence), present the Aqualisa Quartz for the first time and write down all the
characteristics about the target. The final objective is to get a second interview not to
sale.
The second meeting is made to present the product in a way that will match the needs of the potential
customer in order to begin to talk about the signature of a potential contract. The sale representative
will have to face objections efficiently to have the opportunity to schedule a last meeting. If the
customer has already been convinced during the first meeting a sale closure can occur.
During the last meeting, the sale representative will come up with a proposition of
contract responding to the need of the target. The client will probably make some last
objections before actually close the sale.
This additional meeting could occur in the case of medium trade shops with big
financial resources to purchase high amount of showers. It could also occur when
the representative faces a firm refusal during the first meeting. The objectives of
this meeting are to get the things right and to close bigger sales
Convinced Hesitant
Time
required
Firm
refusal
Level of target
interest

16. 16
Sales objectives per call (Plumbers)
Ice Breaking
Need Identification
Presentation
Strengthen the relationship
Negotiation and Objection
Handling
Book the reservation
Invitation
The first meeting is in majority to break the ice and build confidence between the sales
representative and plumbers (this is the appropriate moment to collect a maximum of
information about them). The second objective is to present the advantages of
installing Aqualisa Quartz instead of other showers. Last but not least the sales person
will have to talk about the conference and the workshop where they will be invited.
The second meetings will be useful to collect feedbacks and opinions about
the Aqualisa Quartz. It will be also the opportunity to strengthen the climate
of trust to finally commit the plumber to assist at the conference and the
workshop offered by Aqualisa.
The Final objective of all the meetings is to ensure that a larger number of plumbers attending the conference about technology
on the shower market and the workshop offered. The purpose of such a conference/workshop will be to enhance plumbers’
awareness of our brand and begin a long term relationship with them. With a such initiative we aim to increase the purchases of
Aqualisa Quartz in our resellers’ shops.

17. 17
Representative(s)
Realistic gross margin objective in the KT area
£111,764
Average wage for a sale representative
£ 30,000
According to me, it is not a good investment to hire other
representatives because of the low margin perspective in the KT
area in comparison with a salesman's wage. Moreover £111,74
does not include the others expenses needed to realise sales
(e.g. car expenses, promotional tools, … ).
KT area has a surface of more or
less 139 square miles.
12.5
11.2
Average wage at Aqualisa Product limited
£ 35,768
Given the number of independents who will be
targeted due too their real potential of sales, a second
salesperson will be definitely a lost of money for the
company. What could be conceivable is to hire a sales
assistant, who will request a smaller salary given the
national average which is £16,240, to help for the
prospect and the follow up of our future clients.
1 sales representative will be the most profitable for the company in term of time and
money because of the size of the area and the low sales perspectives.

18. 18
Business Training Points
1
Sales’ Strategy Workshop
Turn the spotlight on the expectations and the way of proceeding of the
company. The products will be described in details ( features and benefits)
and the sales environment (competition, targets,…) will be presented. The
new recruits will participate in role playing exercises in preparation for sales
situations (Ingram et al., 2015).
3
Psychology & Soft Skills
Introduction to the neuro-linguistic-programming applied to sales
situations and deepening body language. The way a sales person talks
is very important to maximize the possibility to close sales.
2
Company’s Strategy Workshop
One of the most important things for a new recruit, whatever the position, is
to understand the strategy of the company and know where it is going. To
have an efficient company, everybody inside has to be aware of the
mission, the vision and the way it is doing things.

19. 19
Hiring Talented Students
Strong analytical skills
To analyzed opportunities and be
able to understand the market
where he will be operating.
Organized
To have a good organization is the
a key of a good relationship with
potential clients.
Cultural diversity
To have sales representatives is a
real plus because of the cultural
diversity in London and the
surrounding region.
Sociable
It is definitely one of the most
important characteristic needed to
be a good salesperson.
Approach1
Talents will be approached at university
(KT area) thought an attractive
communication. Young people are
dynamic and full motivation to achieve
Call2
When an application is selected, our
HR is calling the applicant to see
his/her ability to sell his/herself by
phone. It is essential to be
confident, persuasive and get a
friendly voice tone.
Interview3
If the phone call is successful, the
candidate is invited to prepare a case
where he will analyze a potential
customer and his needs and wants.
During the interview he will be ask to
him/her to expose and defend the
chosen sale strategy. Being able to
understand a situation and find the
appropriate way to react is a key
Sale Situation4
The last step is a role playing where
the candidate has to sale a shower
to a client in a face to face meeting
in front of the sales manager who
will have the last word on the hiring.
It is also most of the time a critical
stage in the sale cycle. It will enable
the sales manager to see if the
candidate has the ability keep a kind
dialogue during the whole meeting
even if it finish on a refusal.

20. 20
Justification Salary
Fix Starting Salary
£15,000
Variable Salary
Commission
£15,000 to £33,000 Quota attained Total Payout
0% - 40% 20%
40% - 60% 35%
60% - 80% 75%
80% - 100% 100%
100% - 120% 120%
I decided to pay the sales representatives via a
system of semi-variable wage. Money is always
a good way to motivate new employees. It is a
real win-win situation where it could be highly
profitable for both parties
Max Salary
The average salary at Aqualisa
is about £32,805 according to
the last 5 years reports available
on FAME

21. 21
Local Communication & Promotion
Design of appropriated flyers
destined to targeted plumbers
through a marketing campaign
(direct marketing)
Creation of a video which
shows how easy the Aqualisa
Quartz is easy to use/Install. It
will be defused in our client’s
shops and on TV.
Plumbers & InstallersTrades Shops
Brand the sales representative’s car to advertise the company and promote the
Aqualisa Quartz. Given that he will often be on the road, it is a good investment to
increase the visibility of the brand.
2 weeks of big marketing campaign
before the prospecting process via
Adverts on billboards, poster sites
and street panels. Through those
adverts we aim to be present in our
target’s subconscious. Our ads will be
strategically positioned in the highest
concentration of the trade shops.

22. 22
Promotional Tools
Business Cards
Sales Brochures
Video on Tablet
Business cards are required to be as professional as possible and to
give your contact details easily
500 business cards  £17
Sales brochures are very useful to assist the sales representative
during a sale, it helps the target to visualize what the representative
is talking about.
50 Booklets  £40
Video is a good tool to support a presentation and arguments. It is also good
way to address to two of customer’s 5 senses. Important to keep in mind that
some people are visual, other are more kinaesthetic and other are more
auditory.
1 Video  £75 1 Tablet  £120
Shower Sample A sample is useful to convince kinaesthetic people who need to
touch products.
1 Sample  FREE

23. 23
Budget for Communication & Promotion
Expenses Amounts
Letters-Flyers £ 50
Video Production £ 150
Car branding £ 100
Business cards £ 17
Booklets £ 40
Tablet £ 120
Marketing campaign £ 1200
Total communication and marketing
expenses
£ 1677
To rent an emplacement (billboards) it cost
£200/week all cost included.
IPad Air (having already a mac it’s convenient)
I assume that I will edit the video by my own.
The £150 will be for the material.
£ 50 is the price for 3000 flyers which is more
than enough to prospect in the KT area.

24. 24
Targeted Margin & Price
Standrad shower Margin (%)
Aquavalve 609 59
Aquasteam Thermostatic 50
Aquaforce 1.0/1.5 Bar 45
Average margin 51.33
Aqualisa Quartz Segment Retail Price MSP Cost Margin % Margin
Actual situation premium 809 430 168 262 0.6096
Repositioning situation standard 649 345 168 177 0.5133
To be able to play on an other segment than the one of the premium showers
Aqualisa has to reduce its margin. To be as realistic as possible I decided to
use a margin of 51.33% which is the average margin between all Aqualisa’s
products from the standard category.
To find the sale price of the Aqualiza Quartz I had to
match the MSP with the target margin of 51.33%.
Once the MSP has been found, I have assumed that
trade-shops will be able to achieve a margin of 46.22%
on the Aqualiza Quartz which is above the average to
stay attractive for them.
AQUALIZA QUARTZ Trade Shops Final Customers/Plumbers
£168 X2.05 X1.88 = £649 Final Price

25. 25
Profit & Loss Spreadsheet
Sales Scenario
Break Even Pessimistic Realistic Optimistic
Volume 157 380 506 632
Price per unit 345 345 345 345
Gross Turnover 54,165 131,100 174,570 217,940
Discounts 0 0 0 0
Net sales
Costs of production (26,376) (63,840) (85,008) (106,176)
Gross Margin 27,789 67260 89,532 111,764
Salary (18000) (20,250) (26,250) (30,000)
Communication &
marketing expenses (1,677) (1677) (1,677) (1,677)
Travel expenses (1,000) (1000) (1,000) (1000)
*Others expenses (7000) (7000) (7000) (7000)
Total operating costs (27,677) (29,927) (35,927) (39,677)
Operating Income 112 37333 53,605 72,087
Pre-tax income 112 37333 53,605 72,087
Tax (20%) 0 (7,466.6) (10,721) (14,417.4)
Net Income 112 29,866.4 42,884 57,669.6
*Others expenses include
restaurant, parking, laundry,
telephone etc.
In one year time a sales
representative should reach the
realistic net income of £ 42,884
To operate in the black and so
cover fix costs he has to sale at
least
157 units
Summary
Expectations are high to force our sales representative to work
hard during the whole year to get a beautiful commission at
the end.
For a reason of simplicity I assume
not doing discounts on average.
Given the table the average price
offered to our client of will be of
£345.
Quantity Price
0 - 20 £ 379.5
20 - 45 £ 345
45 - 70 £ 310.5

26. 26
The Conclusion
Sales Plan & Objectives
According to turnover forecast realized, the KT area does not
have a big potential and so will be cover by a single sales
representative. The main objective is to win 15% of market
share into the area through an active sales plan and a
marketing campaign. To achieve this objective 506 showers
have to be sold within the year.
Environment & Opportunities
The shower market is highly dependent on the housing
market which is going well for the moment. Secondly, shower
sales depend on the population, currently the population is
not only increasing but also aging.
Targets & Positioning
Given the failure on the premium segment, Aqualisa has to
reposition itself to be competitive and attractive. In the first
instance trade shops will be targeted because of their
importance in the standard segment where Aqulisa Quartz
will be sold. Secondly, a particular attention will be paid to
plumbers who are playing a big role in the shower selection
process.
Marketing Communication
Three channels of communication will be used to reach our
target before getting in touch with them. It will be like an
unconscious preparation to a first sales call. One will be
destined to reach plumbers, another one will be to approach
trade shops, and the last one will be a more global marketing
campaign.
After the market and sales analysis, my general opinion on the sale of Aqualisa
Quartz shower in the KT area, is that this geographical zone is too constraining for
the company if we are not considering big trade shops which is the source of the
biggest part of the forecasted turnover in the area.

27. 27
References
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Bristan (2016) Features & Price Bristan Artisan Digital Electronic. Available at: http://www.bristan.com (Accessed: 15 march 2016)
Fame (2016) Aqualisa financial data. Available at: http://www.fame.bvdinfo.com (Accessed: 2 April 2016)
Galaxy (2016) Price GRS1 digital shower. Available at: https://www.galaxy-showers.com (Accessed: 15 march 2016)
Instantprint (2016) Booklets price. Available at: https://www.instantprint.co.uk/booklets (Accessed: 29 march 2016)
Key Note (2015) ‘Bath & Sanitaryware market report’. Available at: http://www.keynote.co.uk (Accessed: 15 march 2016)
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Triton (2016) Features & Price Triton Satelite Digital Mixer Shower. Available at: https://www.tritonshowers.co.uk (Accessed: 15 march 2016)
Trustatrader(2016) Plumbers in the KT area. Available at: http://www.trustatrader.com (Accessed: 29 march 2016)
Vistaprint (2016) Business cards price. Available at: http://www.vistaprint.co.uk (Accessed: 29 march 2016)