ROS Technology Services, Inc. Operating Principles

ROS Technology Services, Inc. operates on a set of business principles that pre-date the philosophies of the dot-com era.

Our systems are restaurant industry-centric. We're not looking to make million$ by developing a system that will work for restaurants AND grocery stores AND health clubs AND retail outlets. Ours is the road less traveled; we specialize on OUR industry -- the restaurant industry. We do one thing. And we do it right.
Our systems are designed to eliminate duplicated effort, in each restaurant location and at the multi-unit operator's office. For example, sales totals are accumulated from the items rung at POS. Payroll is accumulated from employee punch records. This information flows through our systems. It is our strong belief that any system that requires a redundant form or spreadsheet to record activities like these represents an incomplete solution.
We will NOT turn "ROI" around on the multi-unit operator and use it as a pricing weapon. While Return on Investment (ROI) is a very important consideration for any business decision, we strongly disagree with the dot-com era practice of using ROI as an excuse to charge inflated prices. Instead of creating complex ROI calculations and giving grandiose promises of "4:1 returns" based on inflated pricing, we instead follow a simple philosophy of charging a "fair and reasonable price" for the services we offer.
Our operations center is located in a cave, not an office park. While an office park might offer a more scenic view, this is irrelevant to the unit manager sitting in a restaurant stockroom trying to complete inventory. Our cave facility offers the safest place on Earth -- or, more accurately, IN Earth -- to provide secure, uninterrupted services to the people who are counting on us.
No "novice" support desk. We don't agree with the philosophy of giving new customers the red carpet treatment during the first few days, followed by turning them over to a group of just-hired-last-week support desk operators AFTER the sale. We provide 24 hour, 7 day support, and nearly every technically-capable person in the company shares in these support responsibilities. The company's co-founders lead by example in this regard.
We do not issue press releases for routine events. It's just not our style to issue a press release every time we add new functionality to ROSnet, or every time we sign-on a new customer. Sure, ROSnet's enhancements are newsworthy, and every new customer is special to us... but, in our company, these are considered to be routine events, not rare occurrences that require special media attention.
Our customers depend on us, and want us to stay in business. We will. Every day, we show through our service and our example that we are in this business TO STAY. The first and most important step in this regard was to avoid getting neck-deep in debt. While we could have built our business the dot-com way with million-dollar venture capital loans, making payments on these loans by bringing-on as many customers as quickly as possible... we have taken a different approach. Our steady, cash-based philosophy isn't likely to attract interest from the venture capital crowd. That's OK.
In a world of voice mail and "automated attendants," the human voice always wins. We have a voice mail system, but make every possible effort to never use it. Calls on ALL subjects are handled by people, not by machines, whenever possible.
Above all else, be honest. If we say that we CAN do it and WILL do it, then it means that we CAN and we WILL. We simply will not promise anything that can't be delivered. If this means we must tell a potential new customer, "sorry, but we cannot provide that service for you," then that is what we will say. We will not compromise the level of service provided to our existing clients as a result of making big promises to gain new business.