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This is actually one of the very few things that has bothered me about Stripe – they don't make their volume pricing public (Amazon does, now Balanced does). We

This is actually one of the very few things that has bothered me about Stripe – they don't make their volume pricing public (Amazon does, now Balanced does). We've had to email when we hit larger sums to get pricing reduced. Edit: although to be fair, I asked them about this, and they said their processing costs vary user to user, so they don't have a simple matrix (rather, they apply discounts based on the costs associated with an account). That's probably the best possible answer short of a pricing matrix...

pc 13y ago
Right; we've gone back-and-forth on how best to implement our volume pricing. The upside of a clear pricing matrix is that it's clear. The downside is that it's conservative -- we can (and do) give lower pricing than what we could commit to in a matrix like this to many users. Perhaps we should release a matrix of what we do on average (or a set of minimum discounts) or something. (As ever, feel free to drop me a line to discuss -- patrick@stripe.com.)
- zende 13y ago
  +1 for openness
  - https403 13y ago
    how about pricing for debit cards?
    - jareau 13y ago
      (I'm a Balanced employee) Sorry if this isn't clear. We don't have separate pricing for credit vs. debit cards. These rates are blended for all card types.
- cperciva 13y ago
  we can (and do) give lower pricing than what we could commit to in a matrix like this to many users. Can you elaborate on this? What factors influence what rates you can (and do) give? Chargeback rate? Mix of card types? Type of product or service being sold? Perhaps we should release a matrix of what we do on average I think that would be great -- even better if it's combined with a list of situations which would result in the rates being higher or lower than the norm.
  - cristinacordova 13y ago
    (I work at Stripe) The biggest factor in processor costs is actually the card mix, and not the volume that a business generates. To give you some sense, international, AmEx and corporate rewards cards tend to be much more expensive to process. Debit cards, on the other hand, tend to be fairly inexpensive to process for (although, despite the costs mentioned elsewhere in the thread, not all debit cards qualify for Durbin debit rates). Balanced's pricing matrix only takes one factor (volume) into account. So, for example, if a business accepts a high percentage of debit cards, we can offer a significantly lower rate than the prices in Balanced's matrix.
    - zende 13y ago
      What happens if a customer's card mix changes?
      - cristinacordova 13y ago
        Generally, we hold to the offered rate even in the case that the card mix changes and becomes more expensive. In the case that the card mix becomes less expensive, we'll decrease the rate as our costs have changed and we can offer a better price. Our pricing is always based on the costs of the transactions, rather than volume alone. There are downsides to focusing rates and adjusting them on volume alone. With the Balanced pricing matrix, if a merchant has a mediocre Q3 in volume, their pricing could increase for the highest volume quarter (Q4), even if Balanced's effective cost per transaction hasn't changed at all.
        zende 13y ago
        > Generally, we hold to the offered rate even in the case that the card mix changes and becomes more expensive. In the case that the card mix becomes less expensive, we'll decrease the rate as our costs have changed and we can offer a better price. Our pricing is always based on the costs of the transactions, rather than volume alone. This poses an interesting optimization problem. Given that model, a customer should email you at the beginning of every month asking you to (re)evaluate their rate given whatever period (trailing month? trailing 3 months?) you use to determine the card mix. If the card mix has changed such that Stripe's cost has decreased, the customer would get a lower rate. If the card mix has not changed or has changed such that Stripe's cost has increased, the customer would maintain the same rate. The above process could further be improved if the customer keeps track of their own card mix and only emails when favorable to do so. This could even be automated. > There are downsides to focusing rates and adjusting them on volume alone. With the Balanced pricing matrix, if a merchant has a mediocre Q3 in volume, their pricing could increase for the highest volume quarter (Q4), even if Balanced's effective cost per transaction hasn't changed at all. Yes. It's certainly not perfect. We used to have a tiered model where in each month the first $x was charged at some rate, the next $y would be charged at another rate, etc. It became difficult for customers to calculate their effective rate and project into the future. We'll continue try to improve based on the feedback we get from customers on our current model. Regardless, we'll publish any improvements in our pricing model and make it available to everyone. I don't want to make this conversation about Balanced vs. Stripe. I asked my question because I was genuinely interested and wanted to see if there was something we could learn from each other. If you do have an internal formula, I encourage you to publish it. If the model is better than the one Balanced uses, it will allow us to learn and for everyone to improve. That is the nature of openness and what we're trying to accomplish.
- dnfriedman 13y ago
  That makes sense – the main thing that bothered me actually is that I didn't (and still don't) know when to ask for discounts. Even if you said discounts vary, but we'll look automatically look at what we can offer when you hit the following sums... that would be great.
  - jareau 13y ago
    We had the same issue with our banking partners. Their pricing schemes are very opaque and we didn't know when we should approach them. We, and you, have better things to do than polling a bank/payments provider asking for discounts. The not knowing is part of the problem.
    - colechristensen 13y ago
      It probably can't hurt (or take more than 15 minutes) to periodically shoot an email and ask.
      - jareau 13y ago
        True. But we just love the experience of getting emails from AWS telling us we're paying too much and what we can do to bring costs down. Balanced is striving toward that level of transparency and customer focus.

pc 13y ago

Right; we've gone back-and-forth on how best to implement our volume pricing. The upside of a clear pricing matrix is that it's clear. The downside is that it's conservative -- we can (and do) give lower pricing than what we could commit to in a matrix like this to many users. Perhaps we should release a matrix of what we do on average (or a set of minimum discounts) or something. (As ever, feel free to drop me a line to discuss -- patrick@stripe.com.)

zende 13y ago
+1 for openness
- https403 13y ago
  how about pricing for debit cards?
  - jareau 13y ago
    (I'm a Balanced employee) Sorry if this isn't clear. We don't have separate pricing for credit vs. debit cards. These rates are blended for all card types.
cperciva 13y ago
we can (and do) give lower pricing than what we could commit to in a matrix like this to many users. Can you elaborate on this? What factors influence what rates you can (and do) give? Chargeback rate? Mix of card types? Type of product or service being sold? Perhaps we should release a matrix of what we do on average I think that would be great -- even better if it's combined with a list of situations which would result in the rates being higher or lower than the norm.
- cristinacordova 13y ago
  (I work at Stripe) The biggest factor in processor costs is actually the card mix, and not the volume that a business generates. To give you some sense, international, AmEx and corporate rewards cards tend to be much more expensive to process. Debit cards, on the other hand, tend to be fairly inexpensive to process for (although, despite the costs mentioned elsewhere in the thread, not all debit cards qualify for Durbin debit rates). Balanced's pricing matrix only takes one factor (volume) into account. So, for example, if a business accepts a high percentage of debit cards, we can offer a significantly lower rate than the prices in Balanced's matrix.
  - zende 13y ago
    What happens if a customer's card mix changes?
    - cristinacordova 13y ago
      Generally, we hold to the offered rate even in the case that the card mix changes and becomes more expensive. In the case that the card mix becomes less expensive, we'll decrease the rate as our costs have changed and we can offer a better price. Our pricing is always based on the costs of the transactions, rather than volume alone. There are downsides to focusing rates and adjusting them on volume alone. With the Balanced pricing matrix, if a merchant has a mediocre Q3 in volume, their pricing could increase for the highest volume quarter (Q4), even if Balanced's effective cost per transaction hasn't changed at all.
      - zende 13y ago
        > Generally, we hold to the offered rate even in the case that the card mix changes and becomes more expensive. In the case that the card mix becomes less expensive, we'll decrease the rate as our costs have changed and we can offer a better price. Our pricing is always based on the costs of the transactions, rather than volume alone. This poses an interesting optimization problem. Given that model, a customer should email you at the beginning of every month asking you to (re)evaluate their rate given whatever period (trailing month? trailing 3 months?) you use to determine the card mix. If the card mix has changed such that Stripe's cost has decreased, the customer would get a lower rate. If the card mix has not changed or has changed such that Stripe's cost has increased, the customer would maintain the same rate. The above process could further be improved if the customer keeps track of their own card mix and only emails when favorable to do so. This could even be automated. > There are downsides to focusing rates and adjusting them on volume alone. With the Balanced pricing matrix, if a merchant has a mediocre Q3 in volume, their pricing could increase for the highest volume quarter (Q4), even if Balanced's effective cost per transaction hasn't changed at all. Yes. It's certainly not perfect. We used to have a tiered model where in each month the first $x was charged at some rate, the next $y would be charged at another rate, etc. It became difficult for customers to calculate their effective rate and project into the future. We'll continue try to improve based on the feedback we get from customers on our current model. Regardless, we'll publish any improvements in our pricing model and make it available to everyone. I don't want to make this conversation about Balanced vs. Stripe. I asked my question because I was genuinely interested and wanted to see if there was something we could learn from each other. If you do have an internal formula, I encourage you to publish it. If the model is better than the one Balanced uses, it will allow us to learn and for everyone to improve. That is the nature of openness and what we're trying to accomplish.
dnfriedman 13y ago
That makes sense – the main thing that bothered me actually is that I didn't (and still don't) know when to ask for discounts. Even if you said discounts vary, but we'll look automatically look at what we can offer when you hit the following sums... that would be great.
- jareau 13y ago
  We had the same issue with our banking partners. Their pricing schemes are very opaque and we didn't know when we should approach them. We, and you, have better things to do than polling a bank/payments provider asking for discounts. The not knowing is part of the problem.
  - colechristensen 13y ago
    It probably can't hurt (or take more than 15 minutes) to periodically shoot an email and ask.
    - jareau 13y ago
      True. But we just love the experience of getting emails from AWS telling us we're paying too much and what we can do to bring costs down. Balanced is striving toward that level of transparency and customer focus.