For 20 years, Aqualisa’s success was driven by its innovative valve technology. The bathroom products specialist’s bi-metallic thermostatic shower valve – delivering 
power, constant temperature and greater efficiency – had enabled Aqualisa to set itself apart from the competition while other manufacturers lagged behind.
By the late 1990s, however, competition within the power shower market was hotting up, and Aqualisa realised it was time to launch something new.
In fact, the idea to create a new, high end digital electronic shower product was first suggested in 1991, but at that stage, competition was still limited and diversifying the business away from its core market was seen as too risky in an industry not yet ready for such a sophisticated product.
But by 1998, the situation had begun to change, as Harry Rawlinson, Managing Director at Aqualisa explains: ‘High pressure showers were coming from Europe and it became clear that we were going to have to find a new way to compete. In addition, we wanted to establish an innovations path to help drive the business into the future.’
Aqualisa decided to partner with design agency Seymour Powell. ‘The consultancy was dynamic and challenging,’ says Rawlinson. ‘They had a diverse range of products in their portfolio, and had great insight into future trends to help us generate next-generation products and solutions.’
Dick Powell, co-founder of Seymour Powell, found in Aqualisa a company that was ready for change. ‘Aqualisa had a culture of market leadership and success, because their original technology had always set them apart from the competition. They clearly wanted to be leaders again but weren’t sure where the success was going to come from. Importantly, Aqualisa embraced design at a very senior level and we were quickly advising them about what kinds of products to make and why.’
Crucially for Aqualisa, Seymour Powell’s approach encouraged the involvement of employees from every area of the business.
‘Within a manufacturing business, there are lots of people with very different skills and very different perspectives, yet launching a new product affects all of them,’ says Rawlinson. ‘Seymour Powell ensured we canvassed a wide range of opinions and included them in the development process.’
In 1998, thanks to Britain’s growing obsession with interior design and DIY, and a greater willingness to spend money on home improvements, the time was finally right to bring the company’s ideas to fruition.
By revisiting and distilling some of the ideas that emerged over the creative planning period, Aqualisa’s next generation product began to take shape in the form of Quartz – a digital shower that is powerful, efficient, easy to control and quick to install. The controls are situated outside the shower unit, featuring a simple push button start with lights to indicate when the desired temperature has been reached.
Quartz Digital was launched in 2001 and by 2006 was making more money for Aqualisa than any other product. ‘For smaller manufacturing companies like Aqualisa, the whole business revolves around their core product,’ explains Powell. ‘The product lies at the very heart of the business, so incremental improvements to that product can make a big difference to the fortunes of the company as a whole.’
Crucially, the development of Quartz Digital helped to create a culture of innovation and continuous product development that is still in place at Aqualisa today. Originating new ideas and products is a constant process, with regular design assessment meetings involving the whole company now a regular feature. ‘We can’t afford to become complacent,’ concludes Rawlinson.
In more depth
Find out more about how design can help tackle some of the many challenges facing the Manufacturing sector.
Can you associate with some of the challenges faced by Aqualisa? Have you experienced the pressures of increased competition and used design to innovate? Tell us more about how design has helped your business and have your say....
