{"id":2673,"date":"2012-12-11T16:13:11","date_gmt":"2012-12-11T15:13:11","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=2673"},"modified":"2020-01-02T11:00:24","modified_gmt":"2020-01-02T10:00:24","slug":"comment-bien-facturer-ses-services","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2012\/12\/comment-bien-facturer-ses-services\/","title":{"rendered":"Comment bien facturer ses services ?"},"content":{"rendered":"

Gagner en transparence et passer d’un centre de co\u00fbts \u00e0 un centre de profits, tel est l’objectif des DSI d’aujourd’hui. Le levier principal de cette \u00e9volution est la facturation des services fournis, dont voici quelques bonnes pratiques.<\/em><\/p>\n

La d\u00e9finition des services, cl\u00e9 de voute de la facturation<\/h2>\n

La d\u00e9finition des services, base de la facturation, doit faire l’objet d’une r\u00e9flexion approfondie. Celle-ci se mat\u00e9rialise sous la forme d\u2019un catalogue de services. Un service doit \u00eatre orient\u00e9 utilisateur et justifier de mani\u00e8re intrins\u00e8que sa valeur ajout\u00e9e. Un service compr\u00e9hensible par le client sera plus attractif et suscitera moins d’interrogations (m\u00eame lorsque les clients sont des DSI techniques). La r\u00e9flexion doit aussi porter sur la granularit\u00e9 des services. Un d\u00e9coupage trop fin impliquera une facture complexe et illisible, tandis que des services d\u00e9finis de fa\u00e7on trop macroscopique ne pourront \u00eatre tarif\u00e9s correctement.<\/p>\n

D\u00e9terminer des prix stables permettant un r\u00e9el pilotage du budget<\/h2>\n

Afin d’atteindre l’objectif de transparence, l’utilisation d’unit\u00e9 d’\u0153uvre (UO) et de prix unitaire doit \u00eatre privil\u00e9gi\u00e9e. Les UO ainsi que les prix unitaires doivent \u00eatre d\u00e9finis dans une optique de stabilit\u00e9 dans le temps, pour donner au client une visibilit\u00e9 sur l\u2019\u00e9volution de sa facture. Une UO d\u00e9finie selon les standards du march\u00e9 facilite \u00e9galement le benchmark des services et des prix.<\/p>\n

Plusieurs d\u00e9marches sont possibles pour tarifer les services :<\/p>\n

    \n
  • La facturation \u00e0 l\u2019usage des co\u00fbts directs, les charges indirectes \u00e9tant refactur\u00e9es en global ou via les r\u00e8gles de gestion de l\u2019entreprise (ex\u00a0: taux journaliers incluant l\u2019ensemble des charges indirectes tel que les locaux, le mat\u00e9riel mis \u00e0 disposition…).<\/li>\n
  • La m\u00e9thode ABC qui part des budgets comptables, les ventile sur les activit\u00e9s, elles-m\u00eames reli\u00e9es \u00e0 la production des services. Bien qu’intellectuellement pertinente, cette m\u00e9thode reste lourde \u00e0 impl\u00e9menter et difficile \u00e0 maintenir.<\/li>\n
  • La tarification aux prix du march\u00e9 qui d\u00e9connecte le co\u00fbt de production du service de son prix de vente. Les avantages de cette m\u00e9thode sont la simplicit\u00e9 de mise en \u0153uvre et la garantie de prix comp\u00e9titifs. L’\u00e9quilibre \u00e9conomique \u00e9tant analys\u00e9 dans les grandes masses (total des co\u00fbts versus total des recettes).<\/li>\n<\/ul>\n

    Ces m\u00e9thodes peuvent cohabiter afin d’adapter la tarification \u00e0 la nature et \u00e0 la maturit\u00e9 de chaque service, m\u00eame si la derni\u00e8re retient notre pr\u00e9f\u00e9rence.<\/p>\n

    Construire une \u00e9quipe pour g\u00e9rer ses services<\/h2>\n

    Trop souvent, le dimensionnement de l’\u00e9quipe n\u00e9cessaire \u00e0 la relation client avec les autres services et \u00e0 la facturation est sous-estim\u00e9. A minima les r\u00f4les qui doivent \u00eatre port\u00e9s sont les suivants :<\/p>\n

      \n
    • Le Responsable de l’offre qui pilote la strat\u00e9gie de l’offre et est garant des processus et du mod\u00e8le \u00e9conomique<\/li>\n
    • Les Gestionnaires clients, point de contact unique des clients, qui suivent les services offerts aux clients, de l’ouverture \u00e0 la facturation en passant par le suivi des niveaux de service.<\/li>\n<\/ul>\n

      Une charge suppl\u00e9mentaire est aussi \u00e0 pr\u00e9voir sur les Fournisseurs de services. Ils devront remonter au Responsable de l’offre et aux Gestionnaires client un certain nombre d’informations comme le suivi des quantit\u00e9s consomm\u00e9es et les niveaux de service<\/p>\n

      Comment commencer\u00a0?<\/h2>\n

      La facturation de l’ensemble des services est un chantier important \u00e0 mettre en place et qui prend du temps \u00e0 roder. Nous observons deux approches dans l\u2019impl\u00e9mentation :<\/p>\n

        \n
      • Limiter les services \u00e0 facturer \u00e0 l’ensemble des clients. Cela permet de facturer les services matures dont le suivi et la tarification sont ma\u00eetris\u00e9s.<\/li>\n
      • Limiter la facturation \u00e0 un nombre restreint de clients, tous les services \u00e9tant factur\u00e9s,\u00a0 soit au prix du march\u00e9, soit sur devis lorsque ce dernier n\u2019est pas disponible.<\/li>\n<\/ul>\n

        La facturation des services et plus g\u00e9n\u00e9ralement le d\u00e9veloppement de la relation client et des approches marketing sont encore des activit\u00e9s relativement nouvelles pour les DSI. Sa mise en place est pourtant porteuse de valeur ajout\u00e9e, tant elle am\u00e9liore la communication avec le client.<\/p>\n

        [Article r\u00e9dig\u00e9 en collaboration avec Basile Bruneau]<\/p>\n

        <\/div>\n","protected":false},"excerpt":{"rendered":"

        Gagner en transparence et passer d’un centre de co\u00fbts \u00e0 un centre de profits, tel est l’objectif des DSI d’aujourd’hui. Le levier principal de cette \u00e9volution est la facturation des services fournis, dont voici quelques bonnes pratiques. La d\u00e9finition des…<\/p>\n","protected":false},"author":58,"featured_media":2538,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[748,752,753,749,346,359],"coauthors":[814],"class_list":["post-2673","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-catalogue-de-services","tag-facturation","tag-facture","tag-offre-de-services","tag-service","tag-tarification"],"acf":[],"yoast_head":"\nComment bien facturer ses services ?<\/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.riskinsight-wavestone.com\/2012\/12\/comment-bien-facturer-ses-services\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Comment bien facturer ses services ?\" \/>\n<meta property=\"og:description\" content=\"Gagner en transparence et passer d’un centre de co\u00fbts \u00e0 un centre de profits, tel est l’objectif des DSI d’aujourd’hui. 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