Instead of basing your pricing system off of what you want to make, figure out what you need to make to cover all of your costs, then add in your target profit. From there you can figure out how much you will charge the customer per unit of service. Example: $X.XX/10,000 square feet of turf mowing, $X.XX/1 foot of string trimming.
We have created a system where everything is measured. This includes pruning, edging, string trimming, mowing, salting, snow removal (plowing with trucks, bobcats, and front-end loaders) etc. If you charge for a service, there is a metric that can be used to calculate price.
Our system wouldn't work for one man operations, because we charge considerably less per man hour for most services. At the same time, we can really control what we make on a particular job because instead of eyeballing and estimating, we can measure and estimate which allows us to hit our target profit percentages easily.
One thing I would suggest is having a two flat fees that you add on to the price you derive from the calculations. The first is a truck maintenance and fuel fee. The second is adding 1/3-1/2 man hour for loading, unloading, and blowing debris from hard surfaces. By having these flat fees that you add to your numbers, you allow yourself to have a little fat to trim from your price if you need to be more competitive.
While I can't say our pricing structure for obvious reasons, I can say that it allows any account manager to consistently price jobs. With a little tweaking you can get your own structure accurate to your market, and after bidding against your competition, you can even learn which services you may have to sharpen your pencil on when bidding against certain companies.
An example of this is when I bid salting (per ton) against a certain competitor in SW Ohio, I know I need to drop $20 dollars off of my ton price to secure the work, but I can move my fert/weed program price up just a hair to compensate while still being competitive.
I hope this helps.