![\"\"](\"https:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2025\/10\/Anthony-Sci.jpg\")
In a sense, KPI is everything the office technology dealer needs to be: diversification aggressive, forward-thinking and (above all else) able to read the business landscape and pivot when necessary. At a time when manufacturers are cutting deals with one another and tariffs are the new pandemic, relying on dated intelligence can be downright fatal. But it\u2019s not about tossing MFPs into Boston Harbor. It\u2019s recognizing opportunities before competitors leverage them to defeat your dealership.<\/p>\n\n\n\n
While robotics and embroidery may not mesh with dealers, AI applies to everyone. Sci talks at length about the ever-burgeoning role it can play with dealers and their clients. He also charts KPI\u2019s penchant for adjacent and off-road testing segments that illustrate the organization\u2019s proficiency in identifying opportunities. And with forays into new geographies throughout the world, Sci & Co. are out to prove that while the company will celebrate 65 years in business come 2026, its evolution is nonstop.<\/p>\n\n\n\n
How did KPI perform in the first three quarters of 2025, and what were some of the variables that shaped the year?<\/strong><\/p>\n\n\n\n Sci<\/strong>: We got off to a strong start, and I\u2019m pleased with our progress. We launched new sales enablement tools, including our quoting tool, and expanded into AI and robotics, which has been a real success. All of this was going very well until tariffs were announced. Once tariffs enter the conversation, uncertainty follows, and when uncertainty hits the market, businesses tend to stop spending and wait to see how things play out.<\/p>\n\n\n\n We\u2019ve tried to guide clients through this turbulence. Every few years, it seems our industry faces a major challenge\u2014whether it was the real estate bubble in 2008\u20132010, the pandemic or now tariffs. Despite that, we\u2019re still ahead of last year\u2019s performance, which is encouraging. Clients tell us we\u2019re adding value, and the voice-of-customer feedback has been overwhelmingly positive. At the end of the day, the core challenges remain the same: reduce costs and increase revenue. That rallying cry never changes\u2014it just becomes more urgent when costs rise and expenses don\u2019t decline as quickly.<\/p>\n\n\n\n When you think about the highlights for KPI in 2025, what resonated the most with you?<\/strong><\/p>\n\n\n\n Sci<\/strong>: The biggest highlight for me has been our new products and services. Reinventing ourselves keeps the organization energized and ensures we remain relevant in our clients\u2019 eyes. Longevity brings stability, but relevance is key. Our work with AI, robotics, sales enablement tools and now TWAIN compliance are strong examples of this evolution.<\/p>\n\n\n\n There wasn\u2019t one single defining moment, but rather the satisfaction of entering areas where many people didn\u2019t even know we had a presence. That ongoing transformation has been refreshing for our team and shows that we\u2019re committed to growing alongside client needs and market trends.<\/p>\n\n\n\n Tariffs seem to have stifled (or paused) major equipment purchasing to a degree, and OEMs have walked a fine line between absorbing costs and passing them on to dealers\/end-users. What are some of the short- and long-term ramifications, in your estimation?<\/strong><\/p>\n\n\n\n Sci<\/strong>: There isn\u2019t a simple short-term solution. No manufacturer can absorb the full financial impact, so everyone is trying to pass along as little pain as possible. Dealers, meanwhile, are stuck with three- and five-year leases on CPC contracts. When their costs rise, they\u2019re forced to pass them along to clients, which is never easy. It\u2019s a difficult balancing act that risks market share and client retention.<\/p>\n\n\n\n Tariffs further compress already declining margins, which intensifies the pain across the industry. This is why so many dealers are exploring new recurring revenue opportunities beyond print. Managed print, managed IT, water services\u2014dealers are diversifying however they can. The key is execution: how quickly and effectively they can bring those new revenue streams online.<\/p>\n\n\n\n Question: At the risk of stumbling into the political conversation, it seems like there wasn\u2019t much forethought in negotiating tariffs with other countries. That uncertainty has fueled hesitation and unwillingness to move forward. What\u2019s your perspective?<\/strong><\/p>\n\n\n\n Sci<\/strong>: The pandemic taught us how quickly everything can change\u2014service revenues vanished overnight, people weren\u2019t in offices and copy volumes plummeted. Yet this industry has always been resilient. There\u2019s only so much adversity it can absorb, but I still believe it\u2019s possible to succeed.<\/p>\n\n\n\n There are niche areas that remain profitable, and dealers need to identify those opportunities that best fit their markets. The key is leveraging those niches to build sustainable, long-term success.<\/p>\n\n\n\n There have been varying degrees of partnerships forged among manufacturers in the past 24 months, most of which transpired prior to the onset of tariffs. What do you expect to see on that front over the next 12\u201324 months?<\/strong><\/p>\n\n\n\n Sci<\/strong>: If you look at earnings since tariffs, manufacturers are clearly struggling. Partnerships such as those between Ricoh, Toshiba and Okidata are smart ways to reduce manufacturing costs, which remain the largest expense. More companies will need to take this approach. Konica Minolta has done it with Fuji, Xerox is working with Kyocera on production and Xerox acquired Lexmark to boost manufacturing capacity.<\/p>\n\n\n\n In my opinion, consolidation is inevitable. We may see three or four manufacturers combine to restore profitability and ensure survival. I\u2019ve been in this industry my whole life\u2014it\u2019s been good to me and many others\u2014but watching the current struggles is difficult. Consolidation could provide much-needed clarity about the industry\u2019s direction. People have been predicting consolidation for at least 10\u201315 years, yet it hasn\u2019t materialized. The dominoes are difficult to tip. But as earnings continue to slide and tariffs apply additional pressure, I believe we\u2019ll finally see meaningful consolidation within the next year.<\/p>\n\n\n\n AI has been on everyone\u2019s mind, with many dealers finding internal applications from sales to marketing and administration, while others are exploring client-facing opportunities. What have you found most noteworthy about the AI evolution?<\/strong><\/p>\n\n\n\n Sci<\/strong>: We conduct AI readiness assessments for both manufacturers and dealers. These involve 30- to 40-page reports covering sales, where organizations want to grow revenue, and operations, where they seek efficiency. We interview not only the executive team but also two layers down to uncover bottlenecks and inefficiencies. It\u2019s essentially a 360-degree view for leadership to fully understand where issues lie.<\/p>\n\n\n\n From there, we deliver 15\u201320 recommendations for how AI can benefit the business. Since most companies don\u2019t have an AI specialist, we often stay on with them, alongside our partner West McDonald of Go West, to guide implementation. We focus on low-hanging fruit\u2014quick wins in cost savings and efficiency\u2014and gradually expand.<\/p>\n\n\n\n Two trends stand out. First, people are far less fearful of AI than when it first emerged; they\u2019re embracing it. Second, 80% of businesses we assess lack a formal AI policy, which is surprising. Without one, they risk liability if an employee shares inaccurate or misleading AI-generated information. We always begin with creating a policy, then move to recommendations.<\/p>\n\n\n\n Importantly, we don\u2019t view AI as a tool to eliminate jobs. Every employee at KPI uses AI, and it\u2019s saved us significant time and money. But instead of cutting staff, we\u2019ve redirected that saved time into new initiatives. This industry is built on relationships, and people remain its core value. Once you get away from that, it lessens your value to the customer. We won\u2019t compromise that by using AI to reduce headcount.<\/p>\n\n\n\n Dealers and manufacturers are always seeking new revenue streams. Increasingly, clients are asking about AI, and some dealers have approached us about reselling AI services. We\u2019re working with a select group to pilot this idea, which could create recurring revenue for them. It\u2019s an exciting opportunity that helps dealers enter the AI arena without reducing their workforce.<\/p>\n\n\n\n Have the readiness assessments yielded any surprising insights?<\/strong><\/p>\n\n\n\n Sci<\/strong>: Early on, everyone assumed AI would only be a marketing tool\u2014better scripts, stronger campaigns. But we\u2019ve seen a surge in AI use for sales, and that\u2019s been eye-opening. Dealers are realizing how AI can streamline workflows and improve efficiency. Custom GPTs are being used to generate vertical-market playbooks, gather company and individual insights, and deliver information in seconds that used to take hours.<\/p>\n\n\n\n This speed enables dealers to sequence outreach, stay fresh in front of clients and pursue new business more effectively. In today\u2019s environment, new business is essential, and AI provides a powerful way to drive it. Dealers are beginning to recognize that in a big way.<\/p>\n\n\n\n From the dealer perspective, is there a need to pump the brakes on AI, or should we accelerate?<\/strong><\/p>\n\n\n\n Sci<\/strong>: We started cautiously, but now AI is part of our culture. Once a month, we hold an all-employee meeting dedicated to AI. Each department shares new ways they\u2019ve applied AI since the last meeting, and the results are incredible. Every month, there are fresh innovations and best practices. I do very little talking in those meetings\u2014it\u2019s all about employees sharing and learning from one another. We also emphasize checks and balances because AI can hallucinate or produce errors. AI should be a starting point, not the final word. Expertise and verification are essential to ensure accuracy and value.<\/p>\n\n\n\n What have been the early results for the Q2 HubSpot tool?<\/strong><\/p>\n\n\n\n Sci<\/strong>: It\u2019s been on the market for just under a year, and the feedback has been outstanding. Many people view HubSpot as simply a CRM, but it\u2019s much more. Beyond managing databases and client information, it integrates sales and marketing to directly drive leads and revenue. That\u2019s the ultimate purpose of any CRM.<\/p>\n\n\n\n We\u2019ve partnered with Quantum, whose HubSpot expertise is unmatched, and combined it with our quoting (CPQ) tool. The result is a powerful CRM and quoting solution\u2014the best in the industry, in my opinion. I\u2019m a little biased, obviously. Our tool is platform-agnostic, so it works with any CRM or ERP. Interestingly, we\u2019re now being approached by businesses outside the print industry who want to use our quoting tool.<\/p>\n\n\n\n What\u2019s new on the testing front for KPI?<\/strong><\/p>\n\n\n\n Sci<\/strong>: This has been an exciting year. For decades, testing was limited to copiers, printers, wide-format devices and software. Now we\u2019re expanding into robotics. We\u2019re one of the few independent labs conducting robotics testing, including SCAR products and six-axis systems, which we use to validate manufacturer claims for accuracy and speed. Watching robotics in action is fascinating.<\/p>\n\n\n\n We\u2019re also heavily engaged in textiles, with multiple testing trips to China this year, and it\u2019s proven to be a booming market. Additionally, we hired a specialist from TWAIN, positioning us as a TWAIN-compliant testing lab with global scanning compliance capabilities. We\u2019ve also begun embroidery testing, tapping into the expanding ETSY-driven market.<\/p>\n\n\n\n None of this growth would be possible without our incredible team. Constant change isn\u2019t easy, but our employees have embraced it wholeheartedly. They\u2019re excited to explore new areas, which keeps the work fresh and dynamic. It\u2019s not the same old, same old.<\/p>\n\n\n\n What do you think is in store for the office dealer industry in 2026?<\/strong><\/p>\n\n\n\n Sci<\/strong>: AI will dominate the conversation\u2014it\u2019s the number one factor shaping the future. Production is another area to watch as more manufacturers with deep expertise are making strong moves there. Robotics will also play a growing role, particularly in production environments. I don\u2019t foresee a flood of \u201cwow factor\u201d innovations, but rather a focus on who adopts these technologies and how effectively they leverage them. AI and robotics will be the key growth drivers in the years ahead.<\/p>\n\n\n\n What are your goals and expectations for KPI heading into next year?<\/strong><\/p>\n\n\n\n Sci<\/strong>: Our top priority is continuing to build expertise in AI and helping dealers and manufacturers adopt sales enablement tools\u2014e-commerce, quoting, AI solutions\u2014that drive revenue. On the research side, it\u2019s no longer about delivering a 50- to 70-page report; it\u2019s about combining concise insights with meaningful expert consultation. Clients value our personal touch\u2014face-to-face conversations about their business challenges, trends and forecasts\u2014far more than a generic AI-generated document.<\/p>\n\n\n\n We\u2019re also expanding consulting services into new markets, including China, India and other global territories. Clients rely on us to help them penetrate new markets, understand customer needs and position their products effectively. Our consulting has grown far beyond print into adjacent industries, giving us a diverse and robust portfolio to support our clients\u2019 growth. The future is really exciting for us. <\/p>\n","protected":false},"excerpt":{"rendered":" It\u2019s essentially pointless to ask Anthony Sci what\u2019s new in the world of Keypoint Intelligence (KPI). In a word: everything. The president and CEO of the global data and marketing intelligence provider to the printing industry (and a growing cadre of non-print sectors) is nothing if not current. Whether it\u2019s artificial intelligence (AI), sales enhancement tools, ecommerce, the quoting tool that bolsters HubSpot, textiles, robotics (!), embroidery (!!) or its new distinction as a TWAIN-compliant testing lab, KPI is a hip organization. In a sense, KPI is everything the office technology dealer needs to be: diversification aggressive, forward-thinking and (above all else) able to read the business landscape and pivot when necessary. At a time when manufacturers are cutting deals with one another and tariffs are the new pandemic, relying on dated intelligence can be downright fatal. But it\u2019s not about tossing MFPs into Boston Harbor. It\u2019s recognizing opportunities before competitors leverage them to defeat your dealership. While robotics and embroidery may not mesh with dealers, AI applies to everyone. Sci talks at length about the ever-burgeoning role it can play with dealers and their clients. He also charts KPI\u2019s penchant for adjacent and off-road testing segments that illustrate the organization\u2019s proficiency in identifying opportunities. And with forays into new geographies throughout the world, Sci & Co. are out to prove that while the company will celebrate 65 years in business come 2026, its evolution is nonstop. How did KPI perform in the first three quarters of 2025, and what were some of the variables that shaped the year? Sci: We got off to a strong start, and I\u2019m pleased with our progress. We launched new sales enablement tools, including our quoting tool, and expanded into AI and robotics, which has been a real success. All of this was going very well until tariffs were announced. Once tariffs enter the conversation, uncertainty follows, and when uncertainty hits the market, businesses tend to stop spending and wait to see how things play out. We\u2019ve tried to guide clients through this turbulence. Every few years, it seems our industry faces a major challenge\u2014whether it was the real estate bubble in 2008\u20132010, the pandemic or now tariffs. Despite that, we\u2019re still ahead of last year\u2019s performance, which is encouraging. Clients tell us we\u2019re adding value, and the voice-of-customer feedback has been overwhelmingly positive. At the end of the day, the core challenges remain the same: reduce costs and increase revenue. That rallying cry never changes\u2014it just becomes more urgent when costs rise and expenses don\u2019t decline as quickly. When you think about the highlights for KPI in 2025, what resonated the most with you? Sci: The biggest highlight for me has been our new products and services. Reinventing ourselves keeps the organization energized and ensures we remain relevant in our clients\u2019 eyes. Longevity brings stability, but relevance is key. Our work with AI, robotics, sales enablement tools and now TWAIN compliance are strong examples of this evolution. There wasn\u2019t one single defining moment, but rather the satisfaction of entering areas where many people didn\u2019t even know we had a presence. That ongoing transformation has been refreshing for our team and shows that we\u2019re committed to growing alongside client needs and market trends. Tariffs seem to have stifled (or paused) major equipment purchasing to a degree, and OEMs have walked a fine line between absorbing costs and passing them on to dealers\/end-users. What are some of the short- and long-term ramifications, in your estimation? Sci: There isn\u2019t a simple short-term solution. No manufacturer can absorb the full financial impact, so everyone is trying to pass along as little pain as possible. Dealers, meanwhile, are stuck with three- and five-year leases on CPC contracts. When their costs rise, they\u2019re forced to pass them along to clients, which is never easy. It\u2019s a difficult balancing act that risks market share and client retention. Tariffs further compress already declining margins, which intensifies the pain across the industry. This is why so many dealers are exploring new recurring revenue opportunities beyond print. Managed print, managed IT, water services\u2014dealers are diversifying however they can. The key is execution: how quickly and effectively they can bring those new revenue streams online. Question: At the risk of stumbling into the political conversation, it seems like there wasn\u2019t much forethought in negotiating tariffs with other countries. That uncertainty has fueled hesitation and unwillingness to move forward. What\u2019s your perspective? Sci: The pandemic taught us how quickly everything can change\u2014service revenues vanished overnight, people weren\u2019t in offices and copy volumes plummeted. Yet this industry has always been resilient. There\u2019s only so much adversity it can absorb, but I still believe it\u2019s possible to succeed. There are niche areas that remain profitable, and dealers need to identify those opportunities that best fit their markets. The key is leveraging those niches to build sustainable, long-term success. There have been varying degrees of partnerships forged among manufacturers in the past 24 months, most of which transpired prior to the onset of tariffs. What do you expect to see on that front over the next 12\u201324 months? Sci: If you look at earnings since tariffs, manufacturers are clearly struggling. Partnerships such as those between Ricoh, Toshiba and Okidata are smart ways to reduce manufacturing costs, which remain the largest expense. More companies will need to take this approach. Konica Minolta has done it with Fuji, Xerox is working with Kyocera on production and Xerox acquired Lexmark to boost manufacturing capacity. In my opinion, consolidation is inevitable. We may see three or four manufacturers combine to restore profitability and ensure survival. I\u2019ve been in this industry my whole life\u2014it\u2019s been good to me and many others\u2014but watching the current struggles is difficult. Consolidation could provide much-needed clarity about the industry\u2019s direction. People have been predicting consolidation for at least 10\u201315 years, yet it hasn\u2019t materialized. The dominoes are difficult to tip. But as earnings continue to slide and tariffs apply additional pressure, I believe we\u2019ll finally see meaningful […]<\/p>\n","protected":false},"author":166,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[2938],"tags":[],"_links":{"self":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/66909"}],"collection":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/users\/166"}],"replies":[{"embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/comments?post=66909"}],"version-history":[{"count":2,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/66909\/revisions"}],"predecessor-version":[{"id":66913,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/posts\/66909\/revisions\/66913"}],"wp:attachment":[{"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/media?parent=66909"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/categories?post=66909"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/www.enxmag.com\/twii\/wp-json\/wp\/v2\/tags?post=66909"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"\"](\"https:\/\/www.enxmag.com\/twii\/wp-content\/uploads\/2025\/10\/Tech.jpg\")
<\/figure>\n\n\n\n