If there is one thing that distinguishes IT infrastructure services from the general IT services pool in terms of structuring the deal and the impact on (accounting) books, it is the way IT infrastructure space impacts capex decisions of CIOs. While "running the operations" draw opex budget for software services and infrastructure services, the need to refresh hardware (network gear, desktop, servers and other related gear) and upgrade software (to keep pace with OEM support or hardware compatibility) brings in the capex element which makes most long term deals interesting.
When outsourcing for infrastructure services, value being sought is not just in improving service quality, operating efficiency, running cost optimization but also to reduce and smoothen the traditional clunky outflow on account of such refresh and upgrade requirements which are mostly inevitable and a necessity in large enterprises running mission critical environments.
As different service providers come with up different models for addressing these customer imperatives, there are different approaches each provider takes. Some have their in-house financial companies which finance/lease hardware ( these service providers also want to keep such activities on a different accounting book and not let it pull down its operating margins and numbers). There are some others who do not have such options and take this as a "core value prop" pitching it as an advantage of not having any bias to any technology OEM. However with time, since the business of business is business, CIOs may like pure-play show but finally it is where the dollars are saved that they mostly end up going with as finally that's how they get their bonus worked out!
If the enterprise does not own the existing equipment, this becomes a big factor in large deals as they then do not find it attractive to add equipment to their books in the current situation. If they have the equipment on their books, already this gives them a great opportunity to build a business case to use the opportunity to outsource or change their service provider and sell their assets to the new provider.
When outsourcing for infrastructure services, value being sought is not just in improving service quality, operating efficiency, running cost optimization but also to reduce and smoothen the traditional clunky outflow on account of such refresh and upgrade requirements which are mostly inevitable and a necessity in large enterprises running mission critical environments.
As different service providers come with up different models for addressing these customer imperatives, there are different approaches each provider takes. Some have their in-house financial companies which finance/lease hardware ( these service providers also want to keep such activities on a different accounting book and not let it pull down its operating margins and numbers). There are some others who do not have such options and take this as a "core value prop" pitching it as an advantage of not having any bias to any technology OEM. However with time, since the business of business is business, CIOs may like pure-play show but finally it is where the dollars are saved that they mostly end up going with as finally that's how they get their bonus worked out!
If the enterprise does not own the existing equipment, this becomes a big factor in large deals as they then do not find it attractive to add equipment to their books in the current situation. If they have the equipment on their books, already this gives them a great opportunity to build a business case to use the opportunity to outsource or change their service provider and sell their assets to the new provider.
