Setting your rates
If you've instituted chargebacks, clients may compare your price for a bundle of services to a vendor's price for a subset of that bundle and think that you cost too much. This happens when your rate structure forces them to buy a higher level of quality or more features than they think they need.
They may resent your chargebacks because they don't feel they can effectively control costs. This may happen because your rates are difficult to understand, or because they're at too high a level of granularity (too much bundled in).
The calculation of rates begins with a clear definition of the products and services that client may choose to buy from your organization. The catalog must be at a level of detail that reflects discrete client purchase decisions; bundling only works when you're sure clients won't question the cost of the whole bundle. And separate purchase decisions (like enterprise-good services) must be represented as separate catalog items.
The next step is to decide the unit of pricing (dollars per what) for each product and service in that catalog. Units must be carefully chosen to be understandable, measurable, controllable, and at the right level of bulk.
Case Study: Can You Really Know Your Full Cost of Service?
Research report: Second-generation Cost Models
Anecdote: Chargebacks Are Killing Us
Speech abstract: Service Costing 101
Speech abstract: Realistic Rates
Speech abstract: Second-generation Cost Models