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Pricing Model Definitions, Benefits and Risks for IT Services and Outsourcing Contracts
William Maurer, Lorrie Scardino, Kris Doering, Frank Ridder
This research identifies the eight most commonly used pricing models for IT services and outsourcing contracts and the pros, cons and risks for each. Buyers of these services should use these findings to determine which pricing models they want to use. Key Findings
Organizations often make the mistake of not dealing with pricing-model issues during the sourcing strategy phase of activities. They wait too long in the selection process to give pricing analysis the attention it needs, resulting in the transference of the design phase to providers. Although every pricing model has benefits and risks for the organization and provider, many organizations do not understand these risks and base their pricing-model decisions on ease of use or familiarity with particular models. Organizations do not fully understand the implications of or misjudge the role that requirements and baselines play in enabling providers to propose competitive and realistic prices for services. Pricing issues are among the leading causes of relationship problems between business and IT, and between IT and external service providers.
Recommendations
When developing a sourcing strategy, commonly known as Phase 1 of the Gartner Sourcing Life Cycle, organizations must analyze their requirements and must select the pricing model that best meets their needs, which may mean using two or more models in a single contract. Understand that the model sets the prices to be paid for a service (representing the cost to the organization), whereas performance, value, results or outcome-based terms are used to reward or penalize the provider for achieving or failing to achieve predefined business outcomes. Use Gartner research to understand the market issues that will influence a provider's willingness to accept the organization's preferred pricing model.
2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.
TABLE OF CONTENTS
Analysis ............................................................................................................................................. 3 1.0 Introduction..................................................................................................................... 3 1.1 Make Pricing Model Decisions Early and Revisit Them Often .......................... 3 1.2 The Organization, Not the Provider, Should Define the Pricing Model ............. 3 1.3 Risk Is an Important Factor in the Context of Pricing Models ........................... 4 2.0 The Eight Most Commonly Used Pricing Models ........................................................... 5 2.1 T&M ................................................................................................................... 5 2.2 Fixed Price......................................................................................................... 6 2.3 Cost Plus ........................................................................................................... 7 2.4 Open Book......................................................................................................... 7 2.5 Unit-Based/Use-Based ...................................................................................... 8 2.6 IncentiveBased .............................................................................................. 9 2.7 Shared Risk/Shared Reward........................................................................... 10 2.8 Gain Sharing/Business Benefits Based........................................................... 11 3.0 Additional Factors to Consider When Making Pricing Model Decisions ...................... 12 3.1 Balance of Risk Between Organization and Provider ..................................... 12 3.2 Alternative Delivery and Acquisition Models Will Affect Pricing ...................... 13 Recommended Reading.................................................................................................................. 13
LIST OF TABLES
Table 1. Pricing Model: T&M ............................................................................................................. 6 Table 2. Pricing Model: Fixed Price................................................................................................... 6 Table 3. Pricing Model: Cost Plus ..................................................................................................... 7 Table 4. Pricing Model: Open Book................................................................................................... 8 Table 5. Pricing Model: Unit-Based and Use-Based ......................................................................... 9 Table 6. Pricing Model: Incentive-Based......................................................................................... 10 Table 7. Pricing Model: Shared Risk/Shared Reward ..................................................................... 10 Table 8. Pricing Model: Gain Sharing/Business-Based Results ..................................................... 11 Table 9. Ratings for Key Factors in Pricing-Model Decision Making .............................................. 12
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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ANALYSIS
1.0 Introduction
Organizations must use the right pricing model to meet their business objectives when contracting for IT services or outsourcing. Buyers of these services, whether they are sourcing managers, procurement professionals, leaders of negotiating teams, business unit leaders or even the CIO, should decide which pricing models to consider for specific services in the sourcing-strategy phase of activities. To help with this task, Gartner has identified eight commonly used pricing models, along with the risks, pros and cons for each model, for the organization and provider.
1.1 Make Pricing Model Decisions Early and Revisit Them Often
Buyers of IT services and outsourcing contracts must consider the cost of services, as well as the risks in the sourcing business case. Because the pricing model is integral to the cost of services, all buyers should analyze their options and should make recommendations early, before they embark on the analysis of providers or begin creating an RFP. Once the evaluation and selection process gets under way, buyers should revisit and validate their pricing-model decisions based on the detailed requirements that are unfolding. They also should revisit the decisions throughout the source selection, up to and including contract negotiation. Additionally, it is important to periodically revisit pricing during the life of the engagement to ensure that the business objectives for the organization and the provider are being achieved. The focus should be on whether the organization and provider are each getting the results they expected when the contract was signed. If results are in line with expectations, then the relationship has a much better chance of remaining healthy and mutually satisfying.
1.2 The Organization, Not the Provider, Should Define the Pricing Model
During Phase I of the sourcing strategy, the organization's sourcing team begins the process of defining the constructs and parameters of sourcing relationships. Consequently, the organization should begin with this work, and the pricing models should become a derivation, or further refinement, of it. In competitive bid situations, organizations must define the pricing model they want to use in their comparative analyses during the evaluation and selection process, which becomes explicit in the RFP. The organization, not the provider, should define the pricing model. Therefore, the organization must understand the risks and benefits associated with various models (for the organization and provider) and must require providers to use the defined pricing model. Many organizations allow each responding external service provider to propose the pricing model. Therefore, organizations should take the lead in defining the pricing models because: Price proposals will not be based on the same model, and the organization cannot compare prices equally among respondents. The provider generally will select a pricing model that poses the least amount of risk to its financial performance, which may not be the most appropriate model for the organization's requirements. The organization often finds that it cannot account for costs or allocate them appropriately in the organization once services begin.
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Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
Pricing models proposed by providers often do not offer aspects that the organization's business units require, such as flexibility for changes in the organization's business, protection against changes in the IT marketplace or transparency of cost to the organization's resource use.
To prevent rigidity and to allow service providers to fully share their creativity, innovation and best practices, RFPs also may request or allow providers to submit alternative pricing scenarios. Organizations generally request alternatives because they want to consider provider-specific scenarios that would offer greater benefits, such as lowering the overall cost of service and accelerating a project schedule. Alternative pricing proposals should be submitted in addition to the pricing model required by the organization.
Additional risk may result from financial engineering on specific deals. For the provider, risk is tied primarily to the financial performance and potential profitability of the deal. The risk also is tied, ultimately, to the company's overall financial performance, because the provider's business is a collection of contracts. The provider estimates potential revenue and profit when it considers its pricing strategy, and both of these factors influence the amount of risk the provider is willing to assume. A provider's perception of performance is tied to price the higher the perceived risk, the higher the price. Additional risks may result from financial engineering on specific deals. Provider risk factors include: Resourcing Demands for specific resources Alignment of organizational requests to service provider offerings and solutions Level of leverageable IP or knowledge Levels of similar engagements (booked or planned) to spread cost structures
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Buyers of IT services and outsourcing contracts must understand their risks and the provider's risks to get the clearest picture of what the various pricing models mean. Too often, organizations focus only on their risks and opportunities and do not understand the risks and opportunities the service provider takes on when it signs the deal. This tunnel vision can lead to dissatisfying engagements, where goals and expectations are misaligned or misunderstood. For more information about risk, see Section 3.1, "Balance of Risk Between Organization and Provider." Pricing risk is assessed in each pricing model in this research, with "high," "medium" or "low" assigned to each model for the client and service provider. This risk assessment is related directly to the risk of obtaining the best results for the organization or service provider.
For each pricing model, we provide the types of requirements, scope of service and other factors that work best with the model. We describe the level of risk and the pros and cons of each model when the model is appropriately used. If the model used does not suit the requirements, then the level of risk, pros and cons will change.
2.1 T&M
The organization pays the provider for the labor supplied at negotiated labor rates (such as hourly, daily or monthly), based on supplying the appropriate skills for the work to be performed or meeting deliverables, milestones, schedules or service levels. The provider is reimbursed for the cost for the materials used or other costs incurred, such as travel expenses. Best use: When the organization must obtain essential resources, cannot accurately estimate the work effort (in resource requirements) and expects the scope or project requirements to change. T&M is effective for staff augmentation contracts. Providers will bid T&M contracts based on resource availability, level of effort and product duration. Short-term T&M contracts generally are premium-priced, because they usually are for project work, with little commitment to an ongoing relationship between the organization and the provider (see Table 1). Pricing risk: Organization: high Provider: low
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Enables the organization to choose and adjust resources No long-term commitments to the provider
Source: Gartner (May 2008)
Administrative overhead to track resources with billings Unable to charge for value; challenge to grow the relationship
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Provider Lock-in for contract term creates up-selling opportunity Customer satisfaction problems when moving from custom to standard environment
Easy to transition to another pricing model with the same provider Organization develops a good understanding of the elements of cost and relationship between price and service levels
Source: Gartner (May 2008)
Low risk for immature, new or undocumented services Ability to transition to more-profitable engagement
Relationship problems if allowable costs are not easily agreed to High administrative overhead to track resources and allocate costs
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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open its books, especially when mass-customized, one-to-many services are being delivered, makes this model difficult for providers to accept. This model is used in government contracts and may be effective when an organization spins off its IT organization as a separate entity, for branded service companies or joint ventures. Best use: When the organization must develop its true costs and obtain essential resources, and anticipate that requirements will change. In addition, this model is best used when organizations want the flexibility to convert to another pricing model once they obtain the true costs and when they need visibility into the provider's financials for engagement (see Table 4). Pricing risk: Organization: high Provider: low (as long as the provider fully supports full disclosure of financials)
Low risk for immature, new or undocumented services Ability to transition to more-profitable engagement
Relationship problems if allowable costs are not easily agreed to or if organization tries to get into provider's business High administrative overhead to track resources and allocate costs
Organization develops good understanding of the elements of cost and relationship between price and service levels
Source: Gartner (May 2008)
2.5 Unit-Based/Use-Based
The organization pays the provider for each service unit or service transaction, which is based on output or consumption. Unit-based/use-based pricing may be specified as the number of users, workload volumes, device counts, capacity, transactions or incidents, for example. This pricing approach accommodates fluctuations in service output or consumption. Typically, a base fee is applied within specified bands for output or consumption, with a negotiated increase or decrease in price as the unit or use goes above or falls below the baseline. This model is sometimes called "fee for service," or transaction-based pricing, especially in business process outsourcing contracts. This type of pricing often is used in combination with other models, because it is rare that everything in a SOW can be expressed as a unit or linked to use. Unit-based/use-based pricing is the standard for alternative delivery and acquisition models, such as infrastructure, application or business process utility. Best use: When the organization has accurate baselines that can be validated by a third party, well-defined service requirements that are expected to remain stable (even if the number of units or users is not stable) and well-defined, measurable service levels. This model is a good choice
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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when the organization must accommodate fluctuations in service output or consumption with predictable service levels and costs. In this type of contract, the provider's ability to deliver profitably is tied to volume and scale, so providers favor unit-based/use-based pricing for services that are or can become standardized, and when the services are transaction-intensive and demand-driven. A key success factor for this pricing model is an effective process (understood and auditable by the provider and organization) for the accurate and timely counting of the units or use that serve as the basis for invoice billing (see Table 5). Pricing risk: Organization: low Provider: medium to high
Low capital investment for new technologies or processes or to accommodate growth in business Opportunity for moreaccurate chargeback
Immature contracting and pricing practices for alternative delivery and acquisition models
2.6 IncentiveBased
The organization pays the provider a base fee for service, and there is the potential for a bonus if it achieves performance goals, such as reduced cost of service or early completion of a project. The incentive should be tied to the business value achieved by the provider. If the business value cannot be measured, then this model should not be used. This model sometimes is used with a T&M or cost-plus pricing model, where an incentive is paid in addition to the contracted price. Best use: When the organization must obtain essential resources for engagements that are tied to high-priority business objectives. It also is effective when the organization can clearly define requirements and success criteria that can be measured and audited to determine whether an incentive payment is warranted (see Table 6). Pricing risk: Organization: low Provider: high
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Ability to bolt on incentives to another pricing model, such as T&M, fixed price or cost plus Forces organization to document the business case and quantify value of provider performance
Source: Gartner (May 2008)
Increases visibility of the provider and casts it as partner with the business
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Organization Mitigates some risk of new technologies, business processes or models by assigning risk and responsibility to the provider Stimulates the provider to top performance Provider typically has management of project plans and organization's resources
Provider Opportunity to create a severable solution with downstream review potential Value of IP, resources, overhead and other investments, and rate of return, can become contentious Difficult to manage and maintain alignment
Increases visibility of the provider and casts it as a partner with the business
No investment for new technologies or processes or to accommodate growth in business Forces organization to document the business case and quality value of provider performance
Source: Gartner (May 2008)
Payment of gain or bottom-line results can be contentious, especially if there has been a change in leadership from contract initiation to service completion Potential for disagreement on the actual "gain" provided to the business by the provider
Potential for disagreement on the actual "gain" provided to the business by the provider
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Pricing Model
Flexibility
Transparency
Predictability
Unit-Based/Use-Based Incentive-Based Shared Risk/Shared Reward Gain Sharing/Business BenefitsBased *Provides high flexibility for fluctuations in volume but low flexibility for services and solutions
Source: Gartner (May 2008)
RECOMMENDED READING
"Alternative Delivery Models: A Sea of New Opportunities and Threats" Evaluation and Section Process "Guidelines of an RFP Process for Standardized IT Service Provider Selections" "How to Use a Vendor Evaluation Model to Standardize IT Services Provider Selections" "Toolkit Sample Template: RFP Template for Professional Service Requirements" "Toolkit: Vendor Evaluation Model Scorecard for IT Services Provider Selection" "Use Pricing Principles to Improve the Selection and Management of Service Providers" Contracting and Negotiation "A Guide for Building and Understanding Outsourcing Contracts: The 19 Distinct Articles in a Master Service Agreement" "Fifteen Ways to Reduce Risk When Building an Offshore Outsourcing Contract" "Outsourcing Contracts: Guidelines for Master Service Agreements and Schedules"
Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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Publication Date: 30 April 2008/ID Number: G00156670 2008 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
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