Das Karriere-Portal der TGISC Das Karriere-Portal der TGISC

We understand the dreams of modern consumers.

Welcome to the consumer portal.

Our "Consumer" consulting cluster covers the fields of trade, tourism, consumer goods(FMCG), food, shopping centers and private services.


How to achieve market-dominating product innovations such as "Extended shelf life milk" or "panty liners with wings" and 25% higher prices? And how to save € 40 million? This and more in our consumer portal.

Our consulting cluster “Consumer“ stands for the industries fast moving consumer goods, consumables, food, consumer product manufacturers, wholesales, retail sales, and shopping centers. But it also includes entertainment, tourism and private services.


Exclusive focus of solutions based on supply chains, for instance the optimization of global sourcing processes is not in line with the new reality of consumer goods markets. Today, the consumer goods markets are in the hands of the consumers, and these hands are stronger than ever.

In saturated markets, their wishes and longings determining their motives which can no longer can be used reactively for future marketable offers and products. Today, nothing that makes no sense comes on the plates of consumers– in the literal meaning of the term. We are living this change of paradigms and this can be seen day after day, and in the fundamental daily strategy and research business.  – Therefore our clients prefer the expertise of the THOMSEN GROUP International Strategy Consultants, in short TGISC®, which delivers continuous evidence from the market, for instance in the shopping center segment of the retail industries.


Who thinks consumers and their decisions are volatile and hyper complex because decisions are made solely on the base of the best opportunity, fails to recognize the giant chances, which modern consumer behavior offers their companies. Between which poles does consumption oscillate in different segments today? Between privacy and smartness of e-commerce and extroverted leisure events in set-in-scene shopping worlds? Often the truth is right in between (between these poles). The starting point for successful innovations at TGISC® is always a holistic clarification of the underlying motives of shoppers to make buying decisions.


More on the retail and shopping center segment.

We know about the opportunities and in particular the benefits of sole-positioning profiles, as for instance of shopping centers. Where “quick in-out” often was perceived to be the classic shopping motivation of shoppers, and was the biggest pain point for center operators, center managers and retailers who spun their heads searching for consumer allegiance strategies, today the reality is totally different. Our innovations based on FutureAssets® in the area of shopping center strategies can arouse the interest even of seemingly shopping resistant consumer segments – the otherwise no-shopping woman/man. The foundation for success is to analyze the all shopping activity in its entire spectrum and identify the right target/style groups.


For instance by establishing points of interests which on first sight might have nothing to do with the core objective of the visited shopping point. What we call cross-storing might be a coffee spot aligned to men’s interests in a women’s store. We bring together what belongs together – female desire to raid the store and try things on while we unfuse the male response “leave it and let’s go.” This significantly increases the time spent in the store, and of course this benefits the entire store. The truth really was in somewhere in between, but it was found only with the support from LiveResearch® and the focus on a high variety of shopping situations in the actual context.

Many consultants think that retailers and malls have to undergo innovation to the extent that they authentically represent microcosms of different brand experiences in hermetic microcosms. We on the other hand know that success can only be had by opening the store to the outside. The uniformity of inner city shopping centers with double-digit numbers of chain store outlets lead to inner cities being exchangeable. This does not satisfy the demands of modern consumers. After all, variety is one of the most central shopping motives to enter malls.


Sales points have to be turned into Points of Interests where different motives can be addressed very flexibly. Shops and shopping centers should intentionally exceed their previous action radiuses in the form of store limits as mentioned in the above examples. Unusual new kinds of use of malls could deliver the necessary innovative momentum for the future. The anchor points should not be determined by structural provider egoism but by the relevance for the future consumers – providers(real estate owners) will benefit.

More about consumer goods.

Innowait is the strategic premise for our work, and has been for more than 30 years. Others seem unable to imagine it but experience shows that the ever same logic leads to the ever same question “Why did it take so long?” as soon as an innovative approach shakes up one or several industries (remember the iPhone).


This also applies to seemingly saturated markets manifested between the road marks of two poles. Let us mention a simple example: milk. The two poles are “fresh” and “durable”. The effects on all 5P-levels are direct and visible. Let us travel back to the year of 1989 – a time when most innovations from our peers came from the drawing board or out of R&D departments. Regardless of the relevance for the industry of the importance to identify business-specific FutureAssets®, TGISC® proves the enormous potentials of unconditional orientation to innovation.


“Then“ many consumers could not even imagine the multiple options of our contemporary life or the permanent differentiation of consumer and life styles -FutureAssets®, which TGISC® identified as a central foundation for this product segment. But everyone had a firm opinion when it came to milk. The consensus of our LiveResearchs®: fresh was not durable enough, durable was not fresh enough, in other words didn’t taste good. The innovation: milk that keeps fresh for longer. Compared to fresh milk, the durability is four times as long, and the gentle heating process provides considerably improved taste.


Then came the generation of people who love new coffee products rather than the old fashioned brew-in-a-pot coffee. They were the perfect target group for this innovation. This met with demographic change, and the accompanying fundamental change of shopping habits. The shattering of classic life patterns along with the single-ization of the society, and the change of formerly everyday life habits paved the roads for this innovation identified as FutureAsset®. This was the base for the event and lifestyle orientation corresponding to the above mentioned FutureAssets® as typically represented in the coffee shop culture. Don’t forget this was 13 years before Starbucks opened its first coffee shop in Germany. This kind of milk kept fresh for much longer and produced a frothier topping. It obviously was the better choice for the lifestyle of coffee specialties. 


At the same time this shows the holistic power of such unconditional innovation. It realigns all product-relevant parameters and processes. The effect on logistics, for instance of caterers: the product is easier to plan with, and on a higher quality and taste level. The effect on the distribution structure in the distribution channel: cost saving potentials through significant reduction of delivery frequencies. This kind of longer fresh milk found its way into the supermarket shelves and kicked out the former market leaders from the points of sale.

More on tourism and leisure.

The end of classic mass tourism, the standard two weeks on the beach as a stereotype has come to the land of holidaymakers. While marketing in the tourism industry has been focusing on innovations which had been developed along structural parameter for long , the new media show the power of what seemed to be a niche only. No doubt, the changing transport facilities lead to a change of the logics, and they have to be considered and used just like the new information channels that can provide totally new distribution potentials. Still, the focus for market-strategic alignment should be on the actual motives of the travelers to be addressed.


A deep change process is going on in the tourism market. What was long is going to be short. The section of 3-week package tours is going down the drain. What was seldom is going to be frequent. What was far away is going to be closer. The number of domestic nights is growing and not alone based on the city trip segment. What’s more important: mass is going to be class. The classic beach holiday which used to be the most popular form of vacation for the majority of European holiday tourists at the turn of the millennium is literally drowning. The number of packaged tours has gone back by half over the last five years. How to keep an overview of the described volatility? By concentrating on the essentials, the perspective of the consumer who wants to be taken seriously as an individual. Our LiveResearch® again an again proves this fact.


Individualism is driving the preferences. Who understands holiday behavior as a part of lifestyle sets as TGISC® does, won’t be surprised by the differentiation in the tourism market. The signs of the oncoming change have been visible for long. The exploration of the haute-couture segment for the price-focused mass market, initiated in 2004 by H&M, meant no less than that: The consumer wants to be taken seriously with his individual persona. Some think individualism has no limits, as the change processes outlined above show.


The mix of new holiday buying motives has one important indicator: individuality or the “I“. Segments develop that put the holidaymaker ego in the center of attention, programmatically and comprehensively, for instance in the form of selfness hotels. The promised benefit, as the tourism study by TGISC® showed, might vary from extreme acceleration (extreme events) to extreme deceleration (holiday where no one can reach you). The fundamental holiday motive today is accompanied by other desires and longings. Depending on the market and sales segment in focus, customized offers might be established, but they always have to be close to one’s lifestyle. Event tours on the tracks of Che Guevara, tours for mourners, tours for LGBT for instance might seem to be niche markets, but in the face of new distribution/delivery options, they are capable to compete with the mass markets.


Today, corporate structures make it virtually impossible to respond adequately to target groups. Where budgets are set in stone and dedicated a long time ahead, and decision-making paths bobble along corporate instances, fast adjustments to the market are difficult. This also applies to the distribution of services in general. Can the image and the way of addressing customers really change something if it turns out the promises can’t be realized, as they are not adjustable to individuals? After the holiday is before the next holiday. Holiday fun begins with anticipation. How much anticipation did you feel when you last visited a classic travel agent?


Of course, all clients enjoy maximum confidentiality with us. Many prefer even more protection which extends to stating the client’s name. We are, of course, happy to take account of this request. Therefore, below you will find some selected statements of our clients. References.

You need to see this.

A future shopping type.


Consumer markets are changing. 

More about ZIP shopping

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