Ledbury Housing Managed Service Pricing

Pricing proposal deck

Eleven slides from Halstead & Rowe, an invented managed IT provider, to Ledbury Housing Association, an invented buyer with 1,400 users across 22 sites. The recommendation is named on slide two and repeated on the option matrix. The comparison is run against what the buyer already spends rather than against a competitor quote, and the exclusions get a slide of their own because that is where a fixed price is actually defended.

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PROPOSAL 2026-114 · LEDBURY HOUSING ASSOCIATION

Three Ways To Buy

The Same Service

PRICING AND OPTIONS

Managed IT for 1,400 users across 22 sites, on a three year term beginning 1 April 2027.

ROSA HALSTEAD

DIRECTOR, HALSTEAD & ROWE

VALID TO 31 JAN 2027

Slide 1 · cover · Names the buyer, the contract and the validity date, so the document cannot be quoted back a year later.

IN ONE PARAGRAPH

We recommend Managed, at £1,362,000 a year. It is £58,000 less than Ledbury spends today, it folds out of hours cover and device refresh into the fee rather than billing them, and it is the only option carrying a Cyber Essentials Plus commitment.

WHAT THE PRICE INCLUDES

1,400 users

Every named user across the association, including 180 who work only from a phone.

22 sites

Eighteen offices and four supported housing schemes, each with its own network.

Cover to 10pm

Seven days, including the out of hours repairs line that currently sits outside the contract.

Device refresh

A four year replacement cycle on 1,120 laptops and 340 tablets, funded inside the fee.

02

Slide 2 · intro · The whole proposal in one paragraph, because a pricing deck is read backwards and this is where people land.

What You Are Buying

Three things, and the third is the one that is different from what Ledbury buys today.

Run

A service desk for 1,400 users, endpoint management for 1,460 devices, and network support at 22 sites. This part is broadly what the incumbent does now, at a similar cost.

Protect

Patching, backup, and a Cyber Essentials Plus certification we hold on your behalf and re certify annually. If the certification lapses on our watch, the fee reduces by five percent.

Replace

A four year device refresh funded inside the monthly fee rather than as capital. Ledbury stops making a £710,000 capital case every four years and stops running devices for seven.

03

Slide 3 · pillars · Answers what is actually being bought before any number appears, in three plain paragraphs.

The Three Options

Same service desk, different depth.

RECOMMENDED

WHAT YOU GET

ESSENTIAL

£992,000

per year, three year term

MANAGED

£1,362,000

per year, three year term

PLUS

£1,672,000

per year, three year term

Service desk hours

8am to 6pm
7am to 10pm
24 / 7

Out of hours repairs line

Hourly
Included
Included

Device refresh

Your capital
Four year
Three year

On site engineer days

96 a year
240 a year
Two resident

Cyber Essentials Plus

You hold it
We hold it
We hold it

Project days included

20
90
180

P1 response

4 hours
1 hour
30 minutes

Exit assistance

Billed
60 days free
90 days free

BEST FOR

Lowest fee, but you still buy devices
Ledbury as it is described in the ITT
A 24 hour repairs service, if it comes

04

Slide 4 · comparison · The three options side by side, with the recommendation marked, so the buyer chooses rather than accepts.

The Price, Line By Line

Annual figures, exclusive of VAT, fixed for three years with a single CPIH uplift at month 24 capped at four percent.

Line item
Essential
Managed
Plus
Service desk, 1,400 users
£620,000
£620,000
£620,000
Endpoint and network management
£210,000
£210,000
£210,000
Out of hours cover
Billed hourly
£96,000
£186,000
Device refresh, funded
Not included
£172,000
£248,000
On site engineer days
£24,000
£48,000
£120,000
Cyber Essentials Plus
Not included
£26,000
£26,000
Project days
£20,000
£72,000
£144,000
Licence pass through
£118,000
£118,000
£118,000
Annual total
£992,000
£1,362,000
£1,672,000
Essential looks cheapest, but Ledbury still spends about £178,000 of capital on devices and £112,000 on hourly out of hours, so its real cost is £1,282,000.

05

Slide 5 · pricing · The line by line price, because a headline figure without a breakdown is what gets renegotiated.

What Moves The Number

Five variables. Change any of them and we will requote in two working days rather than argue about a percentage.

£1,362,000
Users
1,400 today
180 phone only
Sites
18 offices
4 schemes
Hours
7am to 10pm
Repairs line
Devices
1,120 laptops
340 tablets
Assurance
Certification
Annual audit

06

Slide 6 · framework · Shows what actually moves the number, so a request for a discount becomes a conversation about scope.

Scope And Assumptions

Everything below the line is chargeable. If any assumption is wrong, tell us now and the price changes before signature.

NOT IN THE PRICE

WHAT WE ASSUMED

01

Application development or changes to the housing management system.

02

Telephony and the contact centre platform, which stay with your existing supplier.

03

Cabling, switches and access points at any site opened after 1 April 2027.

04

Data migration from the incumbent, quoted separately at £64,000 once we see the estate.

05

Anything arising from a site we have not surveyed, of which there are four.

01

User numbers stay within 5 percent of 1,400. Beyond that we requote per hundred users.

02

The four unsurveyed schemes have the same network build as the eighteen we have seen.

03

Microsoft licensing stays on the current agreement until its renewal in October 2028.

04

Ledbury provides a single named contract manager, and one deputy, for the full term.

05

The incumbent gives 60 days of exit cooperation, as its own contract requires.

07

Slide 7 · comparison · Puts the exclusions and the assumptions on their own slide, which is where a fixed price is actually defended.

AGAINST TODAY

What Ledbury Spends Now

Line item
Today, per year
Managed, per year
Three year delta
Service desk and management
£900,000
£830,000
minus £210,000
Out of hours, billed hourly
£112,000
£96,000
minus £48,000
Device refresh, as capital
£178,000
£172,000
minus £18,000
Project and on site days
£112,000
£120,000
plus £24,000
Cyber Essentials Plus
Not held
£26,000
plus £78,000
Licences, passed through
£118,000
£118,000
nil
Total
£1,420,000
£1,362,000
minus £174,000
Today figures taken from the Ledbury 2025-26 IT ledger provided on 2 September 2026. The certification is a new line, and it is the only one that goes up.

08

Slide 8 · metrics · Compares the recommendation with what the buyer already spends, which is the only comparison they trust.

Terms

Seven lines. The full conditions are in schedule 4, and none of them contradicts this slide.

Three year term from 1 April 2027, with one optional twelve month extension at the same rate.

One CPIH uplift at month 24, capped at four percent. No uplift in year one or year three.

Invoiced monthly in arrears. Payment thirty days. No advance payment at any point in the term.

Five percent fee reduction for any month in which Cyber Essentials Plus is not held.

Service credits at two percent of the monthly fee per missed P1 response, capped at ten percent.

Termination for convenience at twelve months notice, with sixty days of exit help at no charge.

Your data is exported in an open format inside ten working days of any exit, however it happens.

09

Slide 9 · content · The commercial terms in seven lines, so nothing important is left to the contract pack nobody reads.

FROM HERE

What Happens Next

01

5 NOVEMBER

Survey of the four supported housing schemes. Half a day each, and it is the only thing that could change the price.

02

19 NOVEMBER

Requote if the surveys find anything. If they do not, this proposal stands unchanged and we say so in writing.

03

3 DECEMBER

Reference calls with two housing associations of similar size, arranged by us and held without us on the line.

04

14 JANUARY

Board decision. We would rather have a clear no in January than a maybe that runs into March.

05

1 APRIL

Service commences. Transition runs for the eight weeks before it, in parallel with the incumbent.

10

Slide 10 · timeline · Five dated steps that end in a decision, so the proposal asks for something specific.

Tell us by

14 January.

A clear no in January is worth more to both of us than a maybe that runs into March.

Reply to Rosa Halstead: rosa@halsteadrowe.example

11

Slide 11 · closing · One next step rather than a contact directory, because the proposal has already asked for a date.

The structure

What each slide is doing, so you can reuse the order even with different content.

Slide 1cover
Names the buyer, the contract and the validity date, so the document cannot be quoted back a year later.
Slide 2intro
The whole proposal in one paragraph, because a pricing deck is read backwards and this is where people land.
Slide 3pillars
Answers what is actually being bought before any number appears, in three plain paragraphs.
Slide 4comparison
The three options side by side, with the recommendation marked, so the buyer chooses rather than accepts.
Slide 5pricing
The line by line price, because a headline figure without a breakdown is what gets renegotiated.
Slide 6framework
Shows what actually moves the number, so a request for a discount becomes a conversation about scope.
Slide 7comparison
Puts the exclusions and the assumptions on their own slide, which is where a fixed price is actually defended.
Slide 8metrics
Compares the recommendation with what the buyer already spends, which is the only comparison they trust.
Slide 9content
The commercial terms in seven lines, so nothing important is left to the contract pack nobody reads.
Slide 10timeline
Five dated steps that end in a decision, so the proposal asks for something specific.
Slide 11closing
One next step rather than a contact directory, because the proposal has already asked for a date.

What makes this deck work

It recommends one of the three

The middle option is named on slide two, badged on the matrix and costed in the table. Three options give a buyer a choice; a stated recommendation stops the choice becoming a negotiation about the cheapest one.

The cheapest option is shown to be dearer

The caption under the price table adds the device capital and hourly out of hours the buyer would still pay under the entry tier, taking its real cost close to the recommendation. It is the one comparison a buyer cannot make on their own.

What moves the number is a diagram

Five variables with a price attached to each, so a request for a discount becomes a conversation about users, sites, hours, devices or certification. It converts haggling into scoping, which is the only version a fixed price survives.

Questions people ask

How many pricing options should a proposal show?

Three, with one recommended. The effect of a third option on choice is well documented in behavioural pricing research, but it only works when the options are genuinely different rather than padded, and when the dominated one is obvious.

Should the price come at the front or the back of the deck?

Summarise the recommendation early and put the line detail late. This example states the recommended annual figure on slide two and the schedule on slide five, because a pricing proposal is usually read backwards from the number.

How do I present tiers without inviting a discount request?

Attach every price to something removable. Once the deck shows that four fewer sites or a longer device cycle changes the figure, the conversation moves to scope. Renaming the section as the investment rather than the cost is a common convention.

What belongs in scope and what belongs in terms?

Scope is what is delivered and what is excluded. Terms are how it is bought: length, indexation, invoicing, credits, termination and data exit. This example gives each its own slide and keeps the contract pack for the detail.

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