🇦🇺Australia

Überhöhte Zahlungsgebühren und vermeidbare Transaktionskosten

3 verified sources

Definition

Australian event organisers commonly use ticketing and payment platforms that charge per-ticket and percentage fees. For example, some platforms charge A$2.50 all-inclusive per ticket under A$25, with 5–7% of ticket price for higher-value tickets, including processing fees.[2] Others charge around A$0.30 + 1–2% per ticket plus processor fees.[1][4] While many platforms allow passing these fees to customers, organisers frequently choose to absorb them to remain competitive, directly cutting into gross margin. For an organiser selling 40,000 tickets per year at an average fee burden of A$2–A$3 per ticket, this results in A$80,000–A$120,000 in annual fee expense. A shift of even 50% of fees to attendees or consolidation to better-priced processors could reduce direct cost by A$30,000–A$60,000 per year.

Key Findings

  • Financial Impact: Quantified: A$2.50 per ticket on low-priced tickets and 5–7% fees on high-value tickets, fully or partially absorbed by the organiser → A$80,000–A$120,000 p.a. for ~40,000 tickets; optimisation can save A$30,000–A$60,000 p.a.
  • Frequency: Applies to every paid ticket transaction; impact scales directly with ticket volume and pricing strategy.
  • Root Cause: Lack of transparency and optimisation of fee structures; defaulting to platforms with higher per-ticket fees; absorbing buyer fees instead of passing them on; lack of consolidated reporting on total fee spend across processors.

Why This Matters

The Pitch: Event Services players in Australia 🇦🇺 waste A$30,000–A$120,000 annually on avoidable payment and ticketing fees. Optimising fee structures and shifting charges to attendees recovers this margin.

Affected Stakeholders

CFO / Finance Director, Event Director, Ticketing Manager, Finance Manager

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Financial Impact

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Verzögerte Meilenstein-Zahlungen durch manuelle Rechnungsstellung

Quantified: 15–30 extra DSO days on 30–40% of revenue, tying up ~A$500k–A$1.5m working capital for a A$5–10m agency → A$25,000–A$150,000 p.a. financing/opportunity cost; plus ~10–20 hours/month of manual reconciliation and chasing payments.

Nicht abgerechnete Zusatzleistungen und Mehraufwände bei Events

Quantified: 2–5% revenue leakage from unbilled extras and scope creep → A$100,000–A$250,000 p.a. on A$5m revenue; plus additional write-offs after client disputes.

Kundenabbruch durch eingeschränkte Zahlungsoptionen und komplizierte Bezahlprozesse

Quantified: 5–10% potential revenue loss from checkout/payment friction → A$100,000–A$200,000 p.a. on A$2m target ticket revenue; plus extra staffing cost for handling cash/cheques at A$1,000–A$3,000 per large event.

2-5% revenue loss from cart abandonment (industry standard for manual/poor UX registration)

Superannuation Guarantee Shortfalls from Payment Delays

20% SG Charge on unpaid super (e.g., AUD 230 charge on AUD 1,000 shortfall per employee/month)

Delayed GST/BAS Lodgement Penalties

AUD 222 per late BAS lodgement (minimum penalty); up to AUD 1,110 for repeated failures

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