TAP TAP GO
Define the units before calculating
Identify transaction count, average value, total payment volume, customer charges and the portion earned by the business. Ask which fees are passed through to partners and which costs vary with usage. Payment volume describes activity, not automatically revenue or profit. In a planning model, label every assumed price and allocation clearly so readers can see which figures are arithmetic scenarios and which are supported by existing commercial agreements.
Show the bridge to contribution
Start with gross customer charges where appropriate, subtract the relevant partner and variable costs, and explain the resulting contribution measure. Keep overheads, marketing and taxes distinct unless the model explicitly includes them. Do not present an attractive transaction-volume headline as money the company keeps. A transparent bridge makes the opportunity easier to evaluate because an investor can change assumptions and understand the effect rather than guessing how a large activity number becomes an economic result.
Hypothetical example
In a hypothetical model, one thousand transfers of one hundred dollars produce one hundred thousand dollars of payment volume. If the business earns an illustrative fifty cents per transfer before other costs, that is five hundred dollars, not one hundred thousand dollars of revenue. The distinction changes the investment discussion.
Make it practical.
Use this checklist as you read. Checks are not stored.References & further reading
Background reading — CFPB: prepaid card comparison resources (US context) ↗Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
