Today, the vast majority of technology services providers have business models and processes that still revolve around selling or promoting a manufacturers product and/or increasing their employees' billable hours. ROI TekPartner's "Built to Serve Clients" model can be easily leveraged to capture market share from the "Built to Sell Products" and Built to Bill Hours" models of the competition in the company's chosen market segments. The following graphic highlights four key factors that differentiate ROI TekPartner from its competition.

Business Model Comparison

First, ROI TekPartner does not represent any technology manufacturers and is not beholden to sales commitments and organizational requirements that accompany such relationships. By remaining independent of formal relationships with technology manufacturers, ROI TekPartner's clients know that any recommendations or suggestions the company provides as it relates to products are objective and unbiased.

Second, ROI TekPartner engages an ever-increasing virtual staff of contracted resources that cover the entire enterprise. In comparison, the company's competitors are often small employee-based technology "practices" that are limited in their scope of offerings and are driven to bill hours to cover their billable resources payroll. Often these competitors will provide technology buyers with an available resource even if that resource is not qualified to perform the work in question.

Third, ROI TekPartner has developed, and continues to improve upon, a client engagement methodology that strives to provide clients with clarity as to the procurement and support of their IT assets. Most small and medium sized clients do not have internal resources that understand all the complexities and challenges that accompany technology investments. ROI TekPartner's methodology works to transform these complexities and challenges into easily understood concepts and activities that clients will recognize as a benefit to their businesses and organizations. Some of the tangible aspects of this methodology are proposal and contract development processes, client communication vehicles such as work reports and project documentation templates, and a client portal that will serve as a resource for asset identification and management, activity monitoring and scheduling, and an efficient and thorough communication platform. In comparison, most of ROI TekPartner competitors' engagement methodologies are driven by sales and marketing initiatives with client relationship satisfaction an afterthought.

Fourth, all technology investments have an on-going support element that is crucial to the overall success of the investments. For companies that are "Built to Sell Products" or "Built to Bill Hours", they often view on-going support as insignificant in comparison to the initial sale or project and thus do not provide capable and responsive support infrastructure. In addition, because most service providers are limited in their scope of services as it relates to the entire enterprise, responsibility for support issues or problems is often passed off to another provider or technology and buyers are left with the frustrating burdens as it relates to support. By having the capabilities to service the entire information technology enterprise, ROI TekPartner is uniquely capable in supporting its clients. In addition, an important component of ROI TekPartner's business model and engagement methodology is to build the right solution with the right people with a sharp focus on the client's needs. This practice translates into lower support and update costs for ROI TekPartner's clients.