PAYME Business Model
A working revenue and cost model to validate through provider terms and merchant usage—not a claim of current revenue.
Earn where the payment creates value.
Explore a transparent processing-fee arrangement with the selected provider. Any PAYME share depends on the approved commercial model, actual payment method and merchant pricing. It must not be assumed from a provider’s public rate card.
Charge for a better working day.
Test demand for optional merchant tools such as invoice follow-up, richer reporting and team access. Essential payment confirmation should not be obscured to force an upgrade. Packaging and willingness to pay need merchant research.
Trade economics need their own proof.
Future B2B trade-payment income may come from disclosed service fees or a provider-agreed revenue share. It must be assessed per direction, currency, beneficiary type and transaction purpose. No FX margin, fee or country coverage is promised.
Measure what a customer costs to serve.
− variable provider, support, loss and operating costs
= merchant contribution
Measure acquisition and onboarding costs separately against retention and contribution. Financial projections should show base, downside and upside assumptions, with observed pilot results replacing estimates as they become available.
Do not scale an unproven loss.
Expand only when the pilot demonstrates reliable confirmation, manageable support effort and a credible route to positive merchant contribution. Trading volume alone is not a sustainable business model.
