Payment Performance Assessment

Several parts of how you take payments are costing more than they need to. Most of the gap can be closed without engineering work.

Cost Efficiency

49 / 100

Blended rate 2.14% against a Renlow internal model reference of 1.82%, plus £696 a year in terminal rental.

Risk & Resilience

71 / 100

Disputes at 0.15% with a single primary acquirer.

Revenue Performance

53 / 100

Authorisation at 86.8% against a Renlow top-quartile reference point of 90.4%.

Provider Fit

62 / 100

Worldpay carries £900,000 across 2 channels.

Global Readiness

50 / 100

4 markets served on 1 settlement currency.

Operational Simplicity

55 / 100

T+3 settlement across 2 reconciled channels.

Your headline figure is the sum of the components below and nothing else. £5,725 of it (28%) is a reduction in what you pay to take payments with your current setup; the rest is revenue, income, risk or admin value, and each line says which.

£5,725 of your headline figure is a lower cost of taking payments, modelled on the actions in your plan with your current setup. Separately, Square models at about £18,119 a year against your current estimated cost of £19,608 — about £1,490 a year lower. That is a second, additional cost position and is not counted inside your headline figure.

£20,816 = £5,725 cost saving + £5,400 risk / continuity + £4,603 revenue protection + £3,425 operational efficiency + £1,663 incremental income

Medium confidence

£14,272 a year across 6 actions

Customer evidence plus explicit Renlow modelling.

Indicative confidence

£4,603 a year across 2 actions

Assumption-dependent directional estimate.

High confidence

£1,942 a year across 2 actions

Directly supported by customer or provider evidence.

Withheld confidence

1 action, no figure stated

Insufficient evidence. No money is stated.

1. 01Keep a second, independent way to take a card payment

   £5,400 a year

   Why it matters

   For a business of your size this is continuity, not architecture: a low-cost reader or tap-to-pay on a phone, on a different provider, means a fault costs minutes rather than a day's takings.

   Recommended action

   Open a pay-as-you-go account with a second provider, test one live payment, and keep the reader charged.

   Medium confidence

   Needs validating: Assumed trading protected by a second acceptance route — 0.6% share of annual volume.

2. 02Move stored credentials onto network tokens

   £3,969 a year

   Why it matters

   Reissue-driven declines are invisible in most reporting because they present as ordinary failures. They are not customer decisions; the revenue was already won.

   Recommended action

   Ask your provider for a decline-code breakdown for the last 12 months, isolate reissue-related failures, and scope a vaulted-credential migration against that number.

   Indicative confidence

   Needs validating: Repeat or stored-credential share — majority recurring — 70% share of annual volume; Repeat or stored-credential share — partial recurring — 35% share of annual volume; Assumed authorisation uplift from network tokens — 1% share of repeat volume.

3. 03Consolidate card-present and online reporting into one ledger

   £3,060 a year

   Why it matters

   You cannot negotiate what you cannot see. Merchants with unified reporting detect pricing changes in days; those without detect them at audit.

   Recommended action

   Agree one chart of accounts for payment fees across both channels before selecting a reporting tool.

   Medium confidence

   Needs validating: Fee drift assumed caught earlier by consolidated reporting — 0.1% share of annual volume; Annual cost basis for finance time recovered — £18,000 of annual finance cost; Share of that finance cost assumed recovered — 12% share of annual finance cost.

4. 04Move from blended pricing to interchange++ with Worldpay

   £2,304 a year

   Why it matters

   Acceptance cost is the only payment line that scales with every pound of revenue, and it is the one line finance rarely sees itemised. Under blended pricing, interchange reductions passed on by the schemes are retained by the acquirer, not the merchant.

   Recommended action

   Request 12 months of transaction-level settlement data and a full fee schedule from Worldpay, then take interchange++ quotes from two alternatives against your real card mix.

   Medium confidence

   Needs validating: Share of the rate gap assumed recoverable on repricing — 80% share of the rate gap.

5. 05Enable Apple Pay and Google Pay in the online checkout

   £1,663 a year

   Why it matters

   Wallet payments remove manual card entry and address capture, and they carry a tokenised credential that authorises more reliably than a keyed card. The gain shows up in both conversion and authorisation.

   Recommended action

   Confirm wallet availability on your existing gateway, then ship behind a traffic split so the conversion delta is measured rather than assumed.

   High confidence

   Needs validating: Assumed checkout conversion uplift from wallets — 2% share of eligible online volume; Contribution retained on incremental revenue — 16% share of incremental revenue.

6. 06Open local acquiring and multi-currency settlement

   £1,622 a year

   Why it matters

   Cross-border margin is a pricing artefact of where the transaction is acquired, not a cost of doing business abroad. It is removable without changing anything the customer sees.

   Recommended action

   Pull a 12-month volume split by issuing country, then request local acquiring quotes for the two largest non-domestic markets only.

   Medium confidence

   Needs validating: Cross-border and FX margin assumed removable — 0.9% share of cross-border volume; Assumed authorisation uplift from local acquiring — 1% share of cross-border volume; Contribution retained on incremental revenue — 16% share of incremental revenue.

What Renlow combines

The business information you supplied, evidence recorded against each payment provider, and Renlow's own calibrated models — with every assumption stated alongside the figure it supports.

How the score is produced

Your answers set six pillar scores out of 100. Those are weighted for the way your business takes payment, combined and expressed out of 1,000. One canonical figure is calculated once and shown everywhere.

How opportunity is sized

Each opportunity is triggered by something specific in your answers, sized on your own stated volume and setup, and grouped by the kind of value it moves. Where an input is missing, no figure is stated rather than assumed. Open-ended turnover bands are held at their floor.

What the total does not mean

Only the payment-cost component is a reduction in what you pay to take payments. The rest is separately modelled economic value — revenue, income, risk or admin — and is not money off your processing bill.

Provider evidence

Provider facts are recorded against first-party published sources with the date each was checked. Facts outside their re-check window are withheld from calculations rather than used. Where a provider prices by quote, no price is modelled.

Benchmarks

Renlow compares your answers against internal reference assumptions for businesses with similar payment characteristics. These are directional modelling inputs, not measured market averages.

Independence

Renlow takes no commission or introduction fee from any payment provider, and your information is never shared with a provider without your permission.

Limits of this document

Modelled figures are estimates prepared without access to your processor, bank or provider accounts. They are not audited, not a quotation, and should be reconciled against settlement data and confirmed pricing before any commercial decision.

Renlow · Payment Performance Assessment · Northgate Retail Group · 14 August 2026 · Private and confidential