Perhaps these results Restraint in the customer reference from a great respect for requirements of the departments. As in the question, 62 percent with special challenges IT organizations in the implementation of catalog strategies faced by call the orientation towards business processes. A customer-oriented differentiation and modularization of IT services is called challenge even by 70 percent. These results suggest that there are still deep understanding problems between IT and business”, interpreted re houses. Service portfolio must be thought out the business processes”, judges the ardour consultant.
But as a seemingly even more problematic, the pricing of IT services turns out for IT organizations however. Four out of five call it as an issue in the development of concepts for the IT services catalogue. Because business calculations and pricing only belong to the secondary competences in IT”, believes re houses. All erfahrungslos are “most IT organizations here no longer, because the line clearing long ago not a new topic is more.” But he sees additional claims in the context of IT service catalogs, because the prices of the services can be compared with offerings in the market. Through this market supply, a new dimension with potentially far-reaching consequences come to often. It is comparable, the own prices for IT services must be more market-driven.
The price level of the market can be achieved not break even establishing an IT service catalog forces indirectly measures aimed at a reduction in costs.” For this reason, it is understandable that the pricing will met by IT services with respect. Re houses therefore from his consultancy experience of best practice tips worked, the pricing of the services in the IT service catalog on a secured basis allows elegant: development and implementation of an IT product model of the kinds of IT services with the Product dimensions: Type of services, costs or prices as well as the quality and risk options. Transfer the technical point of view with the IT components (E.g., servers, middleware, etc.) in a commercial based (determination of resource units). Joining the resource units, providing the kinds of services and related options (service level) to IT products. Detailed description of the services and options in a language understandable for IT customers and representation. Differentiation of performance levels after levels of IT service, process service levels and technical performance service levels. Consistent IT cost transparency supported by a trend management. Derivation of real cost and price drivers in various areas (E.g., hardware, software, staff), from which the resource units sit, to avoid excessive fixed or jump-fixed cost. Implementing a regular price benchmarking to determine the action requirements for optimizing the own price structures. Regular Income selling IT services, at an early stage to identify above or underfunding for possibly necessary adaptations. Use of innovative pricing models for a fair price, E.g. a tier pricing depending on volumes and time. Here, the fixed costs covered in tier 1 and 1 + n then tempered in the animal only the incremental costs. This prevents a higher proportion of fixed costs charged at higher volumes.