CECONOMY | Marketplace

Sometimes the first decision is about the name. A new marketplace concept was to keep deliberate distance from MediaMarkt and Saturn. The choice fell on CECONOMY, then the brand-new group brand — and what looked like an elegant solution was in truth a task: CECONOMY was never intended as a retail brand. Its manual describes a holding company, not a product people shop with.

And the marketplace was not meant to be a shop. It was not about putting devices in a basket but about serving needs. Someone coming from abroad for two years into a flat without a kitchen does not want to buy a kitchen, assemble it and sell it again. They want a kitchen that arrives, stands, and disappears after two years. That is not a product on a shelf — it is an offer you first have to think up.

The turning wheel is a physical thinking tool. Four rotating rings, each carrying its own dimension: Access Point — how the customer enters. Interaction — how they act. Environment — where they are. Products & Services — what they receive. Every setting produces a combination, and most of them are nonsense. But some are not, and those are precisely the ones nobody would have proposed, because they cut across the usual lines of thought. A tool that combines at random bypasses the self-censorship running quietly through every ideation session. The marketplace concept came out of this work. Not as a direct derivation, but because the wheel had surveyed the space of possibilities before we narrowed it down.