Bolger Vision Beyond Print — New Ways to Add Value
“I think it was Frank Romano who said that whenever mom was at national or local industry events, they would address the room, ‘Gentlemen and Mrs. Bolger.’ It was out of huge respect for her,” remarks dik Bolger. “It was very common that she was the only woman present.
“She was a heck of a salesperson, knew the product, was charming and really added value. She led the way during a period of time when women simply weren’t involved in printing.”
Her husband, John Bolger, brought a manufacturing and engineering slant to the company, not to mention a wealth of creativity. His belief in technology as a differentiator has been clearly echoed in the second generation of ownership at Bolger Vision Beyond Print.
Charley and dik have continued their parents’ sense of giving, as well. The company is a founding member of the Minnesota Keystone Group, which gives 2 percent to 5 percent of pretax profits back to the community.
Looking ahead, Bolger Vision Beyond Print is projecting 10 percent growth for the current fiscal year, with contributions coming from across all product and service lines. Future growth will be predicated on the full-service printer’s ability to continue pushing the total package concept to customers. That doesn’t appear to be a huge task, however.
“Our clients want to talk about printing, but they also want to talk about fulfillment and variable data,” Charley Bolger states. “Research by Xerox and HP indicates that variable data color is a huge opportunity, and we believe them because of the activity we’re seeing in that arena. Plus, the dramatic improvement in productivity that the new iGen3 digital press gives us is a considerable advantage.”
When dik Bolger thinks about the future, the Swiss train analogy comes back to mind.
“We need to focus on processes,” he says. “We need to make sure that our printing is a given and we bring the value-added. The focus on ISO is a critical area because it helps us become a leaner manufacturer. That allows us to reduce costs and improve profits. We’re in this business to make money, and we’ve managed to do that well over the years.” PI