Chapter 3
Sell on value, not price
Chapter 3
Sell on value, not price
Chapter 3
Sell on value, not price
Chapter 3
Sell on value, not price
"Even when a product has strong early product-market fit, go-to-market fit is just as crucial. We take an agile approach, starting with a small, focused team that includes product leaders as core stakeholders. Sales is deeply involved early on to develop a repeatable playbook, ensuring we can scale the sales motion effectively."
Geoff Lewis
SVP Product Management, Procore
Building a payments product is the first step. Getting your commercial team to sell it with conviction is a different challenge entirely. And it's where many platforms stall.
Value-based selling isn't a sales tactic. It's a discipline that requires alignment across product, marketing, sales, and customer success. When those teams speak the same language about what embedded payments actually solve, the conversation with SMBs shifts from price comparison to business outcomes.
This chapter covers how to position embedded payments as the default, build the internal tools that sustain consistent messaging, and use pricing transparency as a proof point.
"Even when a product has strong early product-market fit, go-to-market fit is just as crucial. We take an agile approach, starting with a small, focused team that includes product leaders as core stakeholders. Sales is deeply involved early on to develop a repeatable playbook, ensuring we can scale the sales motion effectively."
Geoff Lewis
SVP Product Management, Procore
Building a payments product is the first step. Getting your commercial team to sell it with conviction is a different challenge entirely. And it's where many platforms stall.
Value-based selling isn't a sales tactic. It's a discipline that requires alignment across product, marketing, sales, and customer success. When those teams speak the same language about what embedded payments actually solve, the conversation with SMBs shifts from price comparison to business outcomes.
This chapter covers how to position embedded payments as the default, build the internal tools that sustain consistent messaging, and use pricing transparency as a proof point.
"Even when a product has strong early product-market fit, go-to-market fit is just as crucial. We take an agile approach, starting with a small, focused team that includes product leaders as core stakeholders. Sales is deeply involved early on to develop a repeatable playbook, ensuring we can scale the sales motion effectively."
Geoff Lewis
SVP Product Management, Procore
Building a payments product is the first step. Getting your commercial team to sell it with conviction is a different challenge entirely. And it's where many platforms stall.
Value-based selling isn't a sales tactic. It's a discipline that requires alignment across product, marketing, sales, and customer success. When those teams speak the same language about what embedded payments actually solve, the conversation with SMBs shifts from price comparison to business outcomes.
This chapter covers how to position embedded payments as the default, build the internal tools that sustain consistent messaging, and use pricing transparency as a proof point.
"Even when a product has strong early product-market fit, go-to-market fit is just as crucial. We take an agile approach, starting with a small, focused team that includes product leaders as core stakeholders. Sales is deeply involved early on to develop a repeatable playbook, ensuring we can scale the sales motion effectively."
Geoff Lewis
SVP Product Management, Procore
Building a payments product is the first step. Getting your commercial team to sell it with conviction is a different challenge entirely. And it's where many platforms stall.
Value-based selling isn't a sales tactic. It's a discipline that requires alignment across product, marketing, sales, and customer success. When those teams speak the same language about what embedded payments actually solve, the conversation with SMBs shifts from price comparison to business outcomes.
This chapter covers how to position embedded payments as the default, build the internal tools that sustain consistent messaging, and use pricing transparency as a proof point.
3.1
Make embedded payments the default
Most SMBs don't push back on embedded payments. They just don't prioritise switching.
The path of least resistance is keeping the processor they already have, even when a better option is sitting inside the platform they already use. That's a positioning problem, not a product one.
New customers are the easier starting point. Normalise embedded payments as part of onboarding before habits form around a legacy processor.
Existing customers require a different approach—one that makes switching feel like an upgrade rather than a disruption.
One thing that doesn't move the needle on its own is hardware. Shipping a terminal gives customers the means to use embedded payments, not the motivation. What converts curiosity into committed usage is connecting payments to specific outcomes: faster reconciliation, fewer declines, and better customer data.
3.1
Make embedded payments the default
Most SMBs don't push back on embedded payments. They just don't prioritise switching.
The path of least resistance is keeping the processor they already have, even when a better option is sitting inside the platform they already use. That's a positioning problem, not a product one.
New customers are the easier starting point. Normalise embedded payments as part of onboarding before habits form around a legacy processor.
Existing customers require a different approach—one that makes switching feel like an upgrade rather than a disruption.
One thing that doesn't move the needle on its own is hardware. Shipping a terminal gives customers the means to use embedded payments, not the motivation. What converts curiosity into committed usage is connecting payments to specific outcomes: faster reconciliation, fewer declines, and better customer data.
3.1
Make embedded payments the default
Most SMBs don't push back on embedded payments. They just don't prioritise switching.
The path of least resistance is keeping the processor they already have, even when a better option is sitting inside the platform they already use. That's a positioning problem, not a product one.
New customers are the easier starting point. Normalise embedded payments as part of onboarding before habits form around a legacy processor.
Existing customers require a different approach—one that makes switching feel like an upgrade rather than a disruption.
One thing that doesn't move the needle on its own is hardware. Shipping a terminal gives customers the means to use embedded payments, not the motivation. What converts curiosity into committed usage is connecting payments to specific outcomes: faster reconciliation, fewer declines, and better customer data.
Choose the right adoption strategy for your vertical
Choose the right adoption strategy for your vertical
action step
Mandating
PROS
Drives adoption
Prevents lost revenue
Positions payments as a core part of your platform
CONS
High churn risk if your product isn’t better than a generalist
Can undermine trust with SMBs who feel the decision was made for them
Incentivising
PROS
Encourages switching
Lowers churn risk during transition
Customers feel like they’re gaining something
CONS
Most SMBs won’t switch without a reason
Rate discounts, free months, and migration support eat margin
When a prospect pushes back, frame the conversation around value. Not third-party alternatives.
More channels, more adoption
Across regions, SMBs using both in-store and digital channels are 35% more likely to adopt embedded payments
Source: Adyen and BCG
More channels, more adoption
Across regions, SMBs using both in-store and digital channels are 35% more likely to adopt embedded payments
Source: Adyen and BCG
More channels, more adoption
Across regions, SMBs using both in-store and digital channels are 35% more likely to adopt embedded payments
Source: Adyen and BCG
More channels, more adoption
Across regions, SMBs using both in-store and digital channels are 35% more likely to adopt embedded payments
Source: Adyen and BCG
3.2
Build a payments story your whole team can tell
Most platforms have a payments product. Fewer have a payments story.
It doesn’t have to be complicated. Embedded payments is a platform upgrade, not a product switch. It makes what your customers already value more powerful, and introduces new capabilities: faster payouts, better fraud protection, and data that turns transactions into business intelligence.
What kills the story is inconsistency. When sales, account managers, customer success, and marketing describe embedded payments differently, SMBs hear conflicting signals. And these signals create objections.
Getting every commercial function aligned on the same narrative is crucial.
3.2
Build a payments story your whole team can tell
Most platforms have a payments product. Fewer have a payments story.
It doesn’t have to be complicated. Embedded payments is a platform upgrade, not a product switch. It makes what your customers already value more powerful, and introduces new capabilities: faster payouts, better fraud protection, and data that turns transactions into business intelligence.
What kills the story is inconsistency. When sales, account managers, customer success, and marketing describe embedded payments differently, SMBs hear conflicting signals. And these signals create objections.
Getting every commercial function aligned on the same narrative is crucial.
3.2
Build a payments story your whole team can tell
Most platforms have a payments product. Fewer have a payments story.
It doesn’t have to be complicated. Embedded payments is a platform upgrade, not a product switch. It makes what your customers already value more powerful, and introduces new capabilities: faster payouts, better fraud protection, and data that turns transactions into business intelligence.
What kills the story is inconsistency. When sales, account managers, customer success, and marketing describe embedded payments differently, SMBs hear conflicting signals. And these signals create objections.
Getting every commercial function aligned on the same narrative is crucial.
Equip every team to tell the same story
Equip every team to tell the same story
action step
Messaging map
Articulates the value of embedded payments and addresses common SMB objections like pricing and operational load
Messaging map
Articulates the value of embedded payments and addresses common SMB objections like pricing and operational load
Messaging map
Articulates the value of embedded payments and addresses common SMB objections like pricing and operational load
Sales enablement
Presentations, one-pagers, and comparison cards to educate, build trust, and support decision-making with SMBs
Sales enablement
Presentations, one-pagers, and comparison cards to educate, build trust, and support decision-making with SMBs
Sales enablement
Presentations, one-pagers, and comparison cards to educate, build trust, and support decision-making with SMBs
Internal training
Builds the conviction and shared language to sell and grow the adoption of embedded payments
Internal training
Builds the conviction and shared language to sell and grow the adoption of embedded payments
Internal training
Builds the conviction and shared language to sell and grow the adoption of embedded payments
Payments glossary
Gives SMBs a reference point for understanding payments and reducing confusion
Payments glossary
Gives SMBs a reference point for understanding payments and reducing confusion
Payments glossary
Gives SMBs a reference point for understanding payments and reducing confusion
3.3
Use pricing transparency as a proof point
Most SMBs don't fully understand what they're paying for payment processing. Globally, 14% don't know their processing fees at all. Among those who do, awareness of what drives those fees is even lower.
That's not a problem to work around. It's an opportunity to own.
Platforms that lead with pricing transparency give SMBs a clearer picture of what they're paying, what they're getting, and what staying with a legacy processor costs. When SMBs understand the full value of embedded payments, they're willing to pay a premium for it.
Case in point: across regions, premium pricing boasts 50-55% adoption in high-penetration verticals (like hospitality) and 35-40% in lower-penetration ones (like healthcare).
3.3
Use pricing transparency as a proof point
Most SMBs don't fully understand what they're paying for payment processing. Globally, 14% don't know their processing fees at all. Among those who do, awareness of what drives those fees is even lower.
That's not a problem to work around. It's an opportunity to own.
Platforms that lead with pricing transparency give SMBs a clearer picture of what they're paying, what they're getting, and what staying with a legacy processor costs. When SMBs understand the full value of embedded payments, they're willing to pay a premium for it.
Case in point: across regions, premium pricing boasts 50-55% adoption in high-penetration verticals (like hospitality) and 35-40% in lower-penetration ones (like healthcare).
3.3
Use pricing transparency as a proof point
Most SMBs don't fully understand what they're paying for payment processing. Globally, 14% don't know their processing fees at all. Among those who do, awareness of what drives those fees is even lower.
That's not a problem to work around. It's an opportunity to own.
Platforms that lead with pricing transparency give SMBs a clearer picture of what they're paying, what they're getting, and what staying with a legacy processor costs. When SMBs understand the full value of embedded payments, they're willing to pay a premium for it.
Case in point: across regions, premium pricing boasts 50-55% adoption in high-penetration verticals (like hospitality) and 35-40% in lower-penetration ones (like healthcare).
3.3
Use pricing transparency as a proof point
Most SMBs don't fully understand what they're paying for payment processing. Globally, 14% don't know their processing fees at all. Among those who do, awareness of what drives those fees is even lower.
That's not a problem to work around. It's an opportunity to own.
Platforms that lead with pricing transparency give SMBs a clearer picture of what they're paying, what they're getting, and what staying with a legacy processor costs. When SMBs understand the full value of embedded payments, they're willing to pay a premium for it.
Case in point: across regions, premium pricing boasts 50-55% adoption in high-penetration verticals (like hospitality) and 35-40% in lower-penetration ones (like healthcare).
53%
of SMBs across regions pay
between 1-3% in processing fees
0-1%
1-2%
2-3%
3-4%
4-5%
Don’t know
Source: Adyen and BCG
"SMBs can get everything they need to run their business on our platform, from point of sale systems and payments to financial services. The customer gets good value and we’re able to build new and strong revenue lines."
Jason Downing
SVP Product Management, Epos Now
"SMBs can get everything they need to run their business on our platform, from point of sale systems and payments to financial services. The customer gets good value and we’re able to build new and strong revenue lines."
Jason Downing
SVP Product Management, Epos Now
"SMBs can get everything they need to run their business on our platform, from point of sale systems and payments to financial services. The customer gets good value and we’re able to build new and strong revenue lines."
Jason Downing
SVP Product Management, Epos Now
"SMBs can get everything they need to run their business on our platform, from point of sale systems and payments to financial services. The customer gets good value and we’re able to build new and strong revenue lines."
Jason Downing
SVP Product Management, Epos Now
Pricing structure is a strategic decision, not a default
There's no universal right answer for pricing embedded payments. The right model depends on your vertical, customer base, and region. Benchmarking against what your customers currently pay their provider or processor is also worth doing.
Blended pricing offers a simple, transparent structure that SMBs can understand without a finance background. It also lets platforms capture the margin benefits of payment tools like network tokens and US debit, while simplifying reconciliation for both sides.
Interchange++ gives customers a detailed breakdown of every cost component, but adds reconciliation complexity. It tends to work best with more sophisticated, higher-volume users who want visibility into the individual cost layers.
Pricing structure is a strategic decision, not a default
There's no universal right answer for pricing embedded payments. The right model depends on your vertical, customer base, and region. Benchmarking against what your customers currently pay their provider or processor is also worth doing.
Blended pricing offers a simple, transparent structure that SMBs can understand without a finance background. It also lets platforms capture the margin benefits of payment tools like network tokens and US debit, while simplifying reconciliation for both sides.
Interchange++ gives customers a detailed breakdown of every cost component, but adds reconciliation complexity. It tends to work best with more sophisticated, higher-volume users who want visibility into the individual cost layers.
Pricing structure is a strategic decision, not a default
There's no universal right answer for pricing embedded payments. The right model depends on your vertical, customer base, and region. Benchmarking against what your customers currently pay their provider or processor is also worth doing.
Blended pricing offers a simple, transparent structure that SMBs can understand without a finance background. It also lets platforms capture the margin benefits of payment tools like network tokens and US debit, while simplifying reconciliation for both sides.
Interchange++ gives customers a detailed breakdown of every cost component, but adds reconciliation complexity. It tends to work best with more sophisticated, higher-volume users who want visibility into the individual cost layers.
Choose the right pricing structure
Choose the right pricing structure
action step
Healthcare
Blended
IC++
Don’t know
Healthcare
Blended
IC++
Don’t know
Healthcare
Blended
IC++
Don’t know
Hospitality
Blended
IC++
Don’t know
Hospitality
Blended
IC++
Don’t know
Hospitality
Blended
IC++
Don’t know
Beauty and wellness
Blended
IC++
Don’t know
Beauty and wellness
Blended
IC++
Don’t know
Beauty and wellness
Blended
IC++
Don’t know
Professional services
Blended
IC++
Don’t know
Professional services
Blended
IC++
Don’t know
Professional services
Blended
IC++
Don’t know
*Data reflects pricing models reported by SMBs in our survey, not platform recommendations.