Two card-sales mix scenarios
Hold revenue, reported profit and rate constant while comparing two matched-period card volumes.
Use the interactive tool without signing up. It runs in your browser: enter your numbers, save a comparison, download results or print a working copy. Your numbers are not sent to BlueFinch.
Illustrative example inputs
These starting values show how the math works. They are not industry averages, customer results or a quote.
| Input | Example value |
|---|---|
Revenue in each scenario The comparison holds this revenue constant for A and B. | $100,000.00 |
Reported profit in each scenario Existing fees are already included. This comparison does not calculate a causal profit change. | $10,000.00 |
Scenario A settled card sales Card sales from the same revenue period, not unrelated bank inflows. | $90,000.00 |
Scenario B settled card sales Use a second hypothetical mix or matched-period scenario. | $35,000.00 |
Effective card rate for both scenarios Held constant to isolate the arithmetic effect of card volume. | 3.5% |
Example results
| Measure | Result |
|---|---|
Scenario A processing expense | $3,150.00 |
Scenario B processing expense | $1,225.00 |
A minus B expense difference Signed difference caused by the entered card-volume difference at the same rate. | $1,925.00 |
Calculation detail
| Measure | Result |
|---|---|
| A card-sales share | 90% |
| B card-sales share | 35% |
| A fee compared with profit | 31.5% |
| B fee compared with profit | 12.25% |
Model assumptions
- Starting figures are fictional planning examples, not a quote, verified outcome or small-business margin benchmark.
- Use matched periods and definitions. Align card sales with revenue before using a card-share comparison; deposits and unrelated collections are not revenue.
- Reported profit already includes the existing processing expense. The scenario adds the supported expense difference once; it does not subtract the existing fee again.
- A and B are scenario comparisons, not an attribution of an actual fee decline to a new provider. No sales change or customer behavior is predicted.
Read alongside these results
- Negative differences remain visible. A negative profit denominator gives a signed mathematical ratio, not a share of positive profit. Zero denominators are unavailable.
Download this worked example (CSV). Use the interactive version to export your own inputs and results.
Two shops each bringing in $100,000 a month can face very different processing bills. One gets paid mostly by card. The other takes large insurer checks or commercial bank transfers. Apply the same card-processing percentage to both shops’ revenue, and you miss that difference. You’ll overstate the second shop’s opportunity.
The card-sales share connects revenue to a useful savings estimate. Figure that out before you compare the fee with net profit. A basic worksheet works, as long as the time period and source records are clear.
Use with this guide
merchant statement decoder
Continue with merchant statement decoder.
body shop payment guide
Continue with body shop payment guide.
Savings Audit
Continue with Savings Audit.
Body Shop Payment Mix: Insurer, ACH, Card, and Cash
Identify who pays and which method they use before calculating the cost of collecting repair revenue.
Check your own costs: calculate your effective processing rate or upload a merchant statement for analysis.
Separate sales from the way money arrives
Start with business revenue for the period you chose. Then list the card volume your processor reported. Now identify non-card collections and timing differences. A customer deposit collected this month might be for work done later. An insurer payment might settle an older receivable. So those collections don't automatically match this month's recognized sales.
The IRS says records should identify income sources and back up financial statements. Do that here. Keep receipts tied to their source, and let the bookkeeper reconcile the timing. The merchant statement decoder helps you check processing, but bank deposits still aren’t a complete sales ledger.
Sources for this section: IRS: business recordkeeping
Compare two fictional businesses
Both businesses bring in $100,000 in revenue, but their card sales differ. Business A takes $90,000 in matching-period card payments and pays a 3.5% effective rate, so processing costs $3,150. Business B takes $35,000 in matching-period card payments. At that same rate, it pays $1,225. That’s a $1,925 fee gap, entirely due to payment mix in this example.
If both report $10,000 in profit after existing processing costs, those costs equal 31.5% and 12.25% of reported profit, respectively. Don’t subtract the fee again. If a replacement program changes the fee burden, compare the old expense with all the new costs, then model the difference.
Use categories your staff recognizes
A body shop might split insurer receipts, customer deductibles, and customer-pay repairs. A machine shop might separate commercial purchase-order customers from walk-in jobs. A tint shop might break out retail bookings and dealership invoices. These categories help staff explain an unusual month without listing private customer names.
The body shop payment guide explains why insurer and customer balances need different attention. Don't assume every deductible is paid by card or every fleet invoice by ACH. Check the actual record. One unusually large card invoice can shift the month's effective fee burden, even when customer counts barely change.
Test the offer on the real mix
In the worksheet, flag the payment categories most likely to change under the proposed program. Some customers may switch to an accepted bank transfer when they see both prices. Corporate buyers may stick with cards if their purchasing process requires it. Keep these as scenarios until you have actual results.
The Savings Audit accepts settled card volume separately from revenue for this reason. Enter your known processing expenses and proposed costs, then keep those assumptions when you export the result. Don’t count a method change as savings twice, in both the rate and the volume. Ask the provider to explain how its proposal handles each payment category.
At the first monthly review, compare the actual mix with the forecast. A lower fee bill caused only by lower sales is not proof of a better program. The real win is a lower supported cost for comparable business activity, with a payment process the shop and its customers understand.
Sources for this section: BlueFinch: Savings Audit methodology
Primary sources
BlueFinch last reviewed these sources on October 23, 2026. Check the linked sources for current requirements and product details.
Use this page for general business information. It is not legal, tax, or accounting advice.