Commercials aligned with the value created.
Know what you pay for and what the service changes. Our commercials connect defined service charges with fees linked to verified additional value, where an agreed measurement method supports them.
Your commercial case comes first.
You need a clear view of the service cost, the customer outcome and the value created. We agree those measures at the start and use them to assess the service together.
The agreement defines the work you pay for and the evidence needed for any outcome fee. Better judgement and digital delivery earn their place through what they change for your customers and your business.
Understand what the price covers.
The commercial value comes from better decisions carried through: the right intervention, at the right time, through an appropriate channel. We assess the intelligence and judgement alongside digital execution, expert consultation and human support as one service.
Service consumption can be measured in interaction minutes across the agreed people and technology. The commercial schedule defines the included work, the applicable rates and how usage is recorded. Different services can require different pricing, reflecting their complexity and the delivery mix.
You should be able to connect the invoice to the service received. Implementation, integrations, specialist exceptions and material changes are identified separately where they fall outside the agreed consumption price. There is no universal rate that usefully describes every client operation.
Three parts of the agreement.
| Commercial component | What it pays for | What you agree |
|---|---|---|
| Mobilisation and change | The work needed to establish or materially change the service. | Deliverables, responsibilities, charges and acceptance criteria. |
| Service consumption | The agreed digital and human delivery, including defined interaction minutes. | Included activities, rates, usage records and treatment of exceptions. |
| Verified outcomes | Additional value attributable to the service where a credible method is available. | Baseline, comparison, measurement period, customer safeguards and fee share. |
More minutes must earn their place.
Longer conversations can be worthwhile when they resolve a complex need. Extra minutes caused by avoidable repeat contact are different. Consumption must be assessed alongside resolution, customer outcomes and the reason for the additional work.
Our commercial guardrail excludes excess minutes attributable to deteriorating first-contact resolution from additional consumption charges. The agreement defines the baseline, comparison method and legitimate changes in demand or case complexity. This keeps a growing bill from becoming the reward for a worsening service.
Pay for an outcome you can defend.
Set the starting point.
Define the population, existing performance and relevant costs. Keep the definitions stable so a change in classification cannot become a claimed improvement.
Establish what the service changed.
Use a suitable comparison group or agreed baseline to assess the effect of the intervention chosen. Account for seasonality, portfolio changes and other initiatives. A high propensity to buy describes likely behaviour; the additional contribution from our action needs its own evidence.
Calculate the value once.
Include knowledge, intelligence, integration, digital delivery, expert consultation and human handling in the cost. Separate cash, released capacity and accounting effects. Remove overlap between benefits before calculating the value created.
Apply the agreed safeguards.
Review resolution, sustainable payment, advice quality, cancellations and customer treatment alongside financial performance. An outcome fee depends on meeting the agreed conditions.
Questions a business case should answer.
Can prevention earn an outcome fee?
Yes, where the agreement establishes attributable prevention value. In collections, that might involve avoided credit losses or collections costs across an eligible population. Fewer collections entries alone do not establish a cash saving.
What if the outcome cannot be attributed reliably?
Use a defined service price and assess performance against agreed measures. Outcome fees should follow a defensible method, rather than force a financial claim the evidence cannot support.
Start with your economics.
Review the service, its costs and the outcome worth changing. Then decide which commercial structure fits.