{"id":5168,"date":"2017-01-16T18:43:57","date_gmt":"2017-01-16T16:43:57","guid":{"rendered":"http:\/\/www.investaura.co\/?page_id=5168"},"modified":"2024-07-01T10:46:38","modified_gmt":"2024-07-01T08:46:38","slug":"service-costing-regulatory-retail-pricing-purposes","status":"publish","type":"page","link":"https:\/\/www.investaura.co\/wordpress\/solutions\/service-costing-regulatory-retail-pricing-purposes\/","title":{"rendered":"Service costing for regulatory or retail pricing purposes"},"content":{"rendered":"<p>Many telcos don\u2019t understand the cost of their services and the drivers of their profitability well enough. In many cases, prices for telecom services are set too low by the marketing team, with dismal consequences. Whether you are an FTTx or a Mobile service provider, Investaura experts can help you.<!--more--><\/p>\n<h4>In the long term, all costs are variable<\/h4>\n<p>In the telecom service provider business, more than in any other business, <strong>most costs are fixed in the short-term<\/strong>. However, in the long term, all costs are variable! Even if most costs are fixed in the short-term, this does not mean that the marginal costs of services are zero. For example, commissions have to be paid to the sales channels (e.g. dealers).\u00a0 Also, off-nets call lead to interconnection charges.<span id=\"more-768\"><\/span><\/p>\n<p>In any case, however low they might be, all telecom services have a marginal cost that is greater than zero.\u00a0 As a minimum, service prices should be higher than their marginal costs. If not, then there is no way that these services will ever be profitable and the service provider is not only losing money but destroying value.<\/p>\n<p>In principle, there is nothing wrong when <strong>certain services subsidise other services<\/strong>, as long as the majority of customers are individually profitable (the ideal case) or if not, at least the overall business is profitable. The issue becomes acute when 80% of services are priced below marginal costs. Then the remaining 20% of services have to generate extraordinary high profits to compensate \u2013 which is very difficult.<\/p>\n<p><a href=\"https:\/\/i0.wp.com\/www.invest-aura.com\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg\"><img data-attachment-id=\"4624\" data-permalink=\"https:\/\/www.investaura.co\/wordpress\/solutions\/service-costing-regulatory-retail-pricing-purposes\/kpi_report_smaller\/\" data-orig-file=\"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?fit=1024%2C641&amp;ssl=1\" data-orig-size=\"1024,641\" data-comments-opened=\"0\" data-image-meta=\"{&quot;aperture&quot;:&quot;0&quot;,&quot;credit&quot;:&quot;Pierre Lurin&quot;,&quot;camera&quot;:&quot;&quot;,&quot;caption&quot;:&quot;&quot;,&quot;created_timestamp&quot;:&quot;0&quot;,&quot;copyright&quot;:&quot;&quot;,&quot;focal_length&quot;:&quot;0&quot;,&quot;iso&quot;:&quot;0&quot;,&quot;shutter_speed&quot;:&quot;0&quot;,&quot;title&quot;:&quot;&quot;,&quot;orientation&quot;:&quot;1&quot;}\" data-image-title=\"KPI_report_smaller\" data-image-description=\"\" data-image-caption=\"&lt;p&gt;Quarterly KPI report: Performance analysis and forecasting&lt;\/p&gt;\n\" data-medium-file=\"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?fit=300%2C188&amp;ssl=1\" data-large-file=\"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?fit=720%2C451&amp;ssl=1\" decoding=\"async\" loading=\"lazy\" class=\"aligncenter wp-image-4624 size-full\" src=\"https:\/\/i0.wp.com\/www.invest-aura.com\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?resize=720%2C451\" alt=\"Quarterly KPI report: Performance analysis and forecasting\" width=\"720\" height=\"451\" srcset=\"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?w=1024&amp;ssl=1 1024w, https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?resize=150%2C94&amp;ssl=1 150w, https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/03\/KPI_report_smaller.jpg?resize=300%2C188&amp;ssl=1 300w\" sizes=\"(max-width: 720px) 100vw, 720px\" data-recalc-dims=\"1\" \/><\/a><\/p>\n<h4>Why is service costing useful?<\/h4>\n<p>If you are a telco, costing of end-user services has three main applications:<\/p>\n<ul>\n<li><strong>Wholesale price setting<\/strong>: calculating the cost of interconnection e.g. termination of voice calls on mobile networks, usually for regulatory reasons. A commonly used methodology is called \u2018LRIC\u2019, which stands for \u2018Long-Run Incremental Costs\u2019.\u00a0 \u2018Long-Run\u2019 is about including all costs as far as possible (but excluding common costs such as inefficiencies, joint costs for which there is no \u2018reasonably\u2019 attributable method, and overhead also born by the competition).<\/li>\n<li>In a <strong>new product launch<\/strong> context, estimate \u2018ex-ante\u2019 how end-user prices should be set now and in the future in order to make the business case positive over a 3, 5 or 7 year period. The approach here is to set up a product business plan and reverse engineer prices to reach a certain level of profit over time.<\/li>\n<li>for <strong>existing services<\/strong>, calculating the profit margin (EBIT) and value creation (Economic Value Added, Customer Lifetime Value) for individual retail or wholesales services (voice calls, data applications) as well as individual users. The profitable customers are not necessarily those that you would expect. A typical finding is that 20% of users generate all the profit of the company; 60% of users are breaking even; and 20% of users are loss-making \/ value destroying. This kind of results will generate much skepticism and intense internal debate. However, once accepted, telcos have to take action and review:\n<ul>\n<li>where cost improvement measures can be implemented (e.g. supplier selection, sales channel optimisation, process improvement, outsourcing)<\/li>\n<li>whether customer behaviour (e.g. buying more profitable products and services, increasing customer lifetime cycle) as well as revenues can be increased (cross-selling, up-selling)<\/li>\n<li>whether prices can be modified; more often than not, some services are simply priced too low and are a drain on the telco overall profitability.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h4>Three service costing results, not one<\/h4>\n<p>So what are the implications for service pricing purposes? In a service costing exercise, we recommend that <strong>three service costing values rather than one<\/strong> be reported for each service:<\/p>\n<ul>\n<li>the marginal cost, excluding contribution to fixed and common costs<\/li>\n<li>the average cost, including contribution to fixed and common costs<\/li>\n<li>the average cost with mark-up to account for the cost of capital WACC.<\/li>\n<\/ul>\n<p>When service prices are above their average costs with mark-up, operators are in the\u00a0<strong>value creation zone<\/strong> and exceed their shareholders\u2019 expectations. When services prices are lower than the average costs with mark-up but remain above the average costs, operators are in the <strong>profit zone<\/strong> \u2013 but they are not meeting their shareholders\u2019 expectation in terms of value creation.<\/p>\n<p>When prices are below average costs, operators are in the <strong>danger zone<\/strong>: services are unprofitable today \u2013 but might become profitable in the future as the business grows in size, if there are sufficient economies of scale to tap into.\u00a0 Finally, when a service provider is pricing its services lower than its marginal costs, then it is in the <strong>death zone<\/strong>.<\/p>\n<h4>All in all<\/h4>\n<ul>\n<li>never price your services below marginal costs<\/li>\n<li>as far a possible, your services should contribute to covering your fixed and common costs, so you should price them at average cost and above. If some services have to be charged below average costs, then others have to be priced higher accordingly, to ensure that your business remains profitable<\/li>\n<li>your long-term target must be that prices cover average costs including a mark-up for the cost of capital. In this case you will meet your shareholders\u2019 expectations.<\/li>\n<\/ul>\n<p>If you are not familiar enough with LRIC, FAC and cost allocation principles and would like to have a discussion with one of our experts, feel free to <a href=\"http:\/\/www.investaura.co\/contact\/\">contact us<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Many telcos don\u2019t understand the cost of their services and the drivers of their profitability well enough. In many cases, prices for telecom services are set too low by the marketing team, with dismal consequences. Whether you are an FTTx&#8230; <\/p>\n<div class=\"more-link-container\"><a class=\"more-link\" href=\"https:\/\/www.investaura.co\/wordpress\/solutions\/service-costing-regulatory-retail-pricing-purposes\/\">Read More<\/a><\/div>\n","protected":false},"author":1,"featured_media":5174,"parent":4535,"menu_order":84,"comment_status":"closed","ping_status":"closed","template":"","meta":{"jetpack_post_was_ever_published":false},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v20.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Service costing for regulatory or retail pricing purposes | Investaura<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.investaura.co\/wordpress\/solutions\/service-costing-regulatory-retail-pricing-purposes\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Service costing for regulatory or retail pricing purposes | Investaura\" \/>\n<meta property=\"og:description\" content=\"Many telcos don\u2019t understand the cost of their services and the drivers of their profitability well enough. 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Service Costing has the reputation to be complicated and time-consuming to implement. It doesn't have to be so. Using the eTOM business\u2026","rel":"","context":"Similar post","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2018\/02\/tracings.png?fit=1200%2C576&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":3392,"url":"https:\/\/www.investaura.co\/wordpress\/services\/consulting\/corporate-finance\/","url_meta":{"origin":5168,"position":1},"title":"Corporate Finance","date":"March 26, 2015","format":false,"excerpt":"We cover the full range of Corporate Finance topics relevant to telecom service providers, suppliers, infrastructure management and IT companies, including: Valuation In Finance, success is usually judged by value. A good investment decision is one that results in purchase of a real asset that is worth more than its\u2026","rel":"","context":"Similar post","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/www.investaura.co\/wordpress\/wp-content\/uploads\/2016\/02\/shutterstock_282394148_smaller.jpg?fit=1024%2C683&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":454,"url":"https:\/\/www.investaura.co\/wordpress\/services\/performance-management-solutions\/stem-business-modelling\/","url_meta":{"origin":5168,"position":2},"title":"STEM business-modelling software for industry","date":"September 23, 2010","format":false,"excerpt":"Investaura\u00a0has strong expertise in STEM, which we use for\u00a0Service Costing, Profitability Management and Customer Lifetime Value analysis, as well for Network and Operations Business Planning. 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