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Systematic Innovation in Bagir
A suit is a traditional and conservative item of clothing,
or so it is usually thought to be. However, Ofer Gilboa, CEO of
Bagir, saw this as an opportunity for creating a competative
advantage. In 2000 Bagir has developed a unique suit that may be
washed in a regular washing machine at home (instead of dry
cleaning). The innovative suit has since become a commercial
success, selling over 600,000 suits in the UK, through Marks &
Spencer, which even won the the queen's award for innovation and
industry 2003, because of this suit. Bagir itself has won the 2003
entreprenuership and innovation award of the IDB Concern because of
the suit. Since then, the suit has been sold in the USA and Germany.
In view of the suit's success, Ofer Gilboa has decided to establish
Systematic Innovation processes in Bagir, and has asked ZOOZ to
help do it.
Bagir presents: the world's first washable
To start the process, four Systematic Inventive Thinking and
Problem Solving courses were held with mixed teams of managers from
all the department and subsidiary companies of Bagir Group,
including a workshop for the New York office. The courses, so it
turned out, helped establish a company value of innovation and in
In the second stage, Gidi Gilda, a ZOOZ consultant, helped four
task teams during 6 months. Three of the teams were given the task
of developing innovative suits of various kinds, while the fourth
team concentrated on developing logistic solutions. In addition,
teams to supervise and jump-start innovation processes were
established, including Bagir's senior management.
The products of the second innovation stage were registered as
patents and trademarks, and were presented in London to Bagir's
biggest client - Marks & Spencer buyers. Their response was that
it was the best presentation they have ever seen for clothing. The
presentation included items such as flexible suits, ventilated suits
(breathing cloth and ventilation-holes), and lightweight suits
(weighing 40% less than regular suits). These suits made it possible
for Bagir to penetrate new chains around the world.
The logistics team developed 2 products simultaneously. The
first: an improved process for making a client order much faster
than normal. The second: a kit for turning a regular shipping
container into a special container for shipping hanging suits (a
unique and up-till-then costly solution). In addition to the
relatively low cost of the kit, it may be folded and sent back from
the client to Bagir. This is expected to save nagir several thousand
NIS each year.
In the third stage, in the final months of year 2003, in a series
of two Systematic Innovation workshops, facilitated by Ari
Manor, ZOOZ's CEO, hundreds of ideas for innovation in suits were
The fourth stage, taking place in 2004, an idea screening
commitee will systematically screen the ideas from stage 3 and other
sources. Internal screening will follow uniform criteria, and
external screening will be done with buyers and consumers.
Considering the echo of Bagir's innovation activity in a relatively
dormant and conservative market, the firm is now establishing an
ability to constantly and systematically innovate, and fortify the
competative advantage it gained.
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