Startup Financial Model Template for Buy Now, Pay Later Service Firm

A “buy now, pay later” (BNPL) business lets customers purchase goods or services immediately but pay for them in installments over time—often with little or no interest if payments are made on schedule. This Excel modeling template focuses on the specific assumption related to such a business for accurate bottom-up projections.

$75.00 USD

After purchase, the template will be immediately available to download. This is also included in the SaaS, Industry-specific, and Lending Business financial model bundles.

buy now pay later business

Essentially, the BNPL company covers the purchase cost upfront, then collects repayment in smaller, scheduled installments from the buyer. This creates a lot of relevant business levers that can be pulled and will dramatically impact the initial startup financing requirements, cash flows, and potential returns.

Template Features:

  • Model up to 60 months.
  • Onboard up to 3 types of merchants.
  • Credit facility module.
  • 3-statement model (Income Statement, Balance Sheet, Cash Flow Statement) (monthly and annual)
  • DCF Analysis, IRR, NPV, and Equity Multiple.
  • Cap table with dynamic inputs and output summaries for investors / operators.
  • Lots of visualizations.
  • Fully editable and unlocked Excel document.

Revenue Assumptions (inputs for each of the 3 merchant type)

  • Merchants onboarded per month.
  • Avg. Annual Sales/Merchant
  • Average Annual Growth
  • Average Order Value
  • Average Annual Growth of Order Value
  • Merchant Fee (main revenue)
  • Fee/Txn
Usage Inputs (capturing more merchant sales)
  • BNPL Penetration Rate
  • Average Monthly Increase
  • Stabilized Penetration Rate
Late Fee Revenue Inputs
  • Avg. Late Payment Rate
  • Late Payment Fee
  • % Who Are Late and Default (no fees collected)
Promotional Interest Revenue Inputs
  • % of Customers Who Don't Pay in Full on Time
  • Penalty Rate Charged (represents total accrued interest)
  • Month Delay to Collect Promotional Interest
Default Inputs
  • % of Customers That Stop Paying (adjustable per year)
  • Typical Month # Defaulter Stops Paying
  • Net % of Defaults Recovered
  • Months to Recover
Repayments Inputs
  • Average Term (installment payments)
  • % Paid Up Front
  • % Paid in Installments
  • Per Month Amount
Variable Direct Cost Inputs
  • Volume-based Fee
  • Per-Transaction Fee
  • Credit / Risk Assessment Check
  • Regulatory / Compliance Fees
Credit Facility

I made an option for an interest-only loan and it has a dynamic input each month for the percentage of merchant payments financed with the credit facility. You can also define the interest rate and if you want to convert to a term loan at some point in the future. This module dramatically impacts initial cash flow requirements because one of the biggest costs as you scale is the initial funding to merchants while having to collect the full amount from customers over time.

The interest expense on that borrowed capital is directly tied to generating each transaction’s revenue. As a result, it’s treated as a cost of revenue (or cost of sales), rather than a typical operating expense:
  • Direct linkage to revenue: The interest cost is incurred specifically to fund the customer’s purchase—hence it is a cost required to produce the sale.
  • Core component of the BNPL offering: Without this borrowed capital, the BNPL transaction could not occur, so the associated interest is seen as a fundamental cost of generating that revenue stream.
  • Industry norm: In lending or finance-driven businesses, the cost of funds is frequently included in cost of revenue to show the “true” margin after subtracting funding expenses.
Operating Costs

There is also a dynamic configuration for salaried employee costs that scale with the total number of processed orders per month. This includes up to 5 'types' each with their own inputs for the scaling ratio (drives required headcount), salary, payroll tax/benefits, and annual growth. In the same tab, there is separate logic to define full-time employee (FTE) costs based on the FTE type, count, start month, salary, payroll taxes/benefits, and salary growth (20 slots for this section).

For the initial startup costs required to build the software, there is a buildout schedule that lets the user define up to 15 high-level cost categories for software development plus a contingency amount. Then, the user can define the percentage of the total budget of each line item that is paid over the first 48 months of the project. These costs are capitalized and will produce a depreciation expense based on a defined useful life and start month of depreciation. They sit on the balance sheet as 'fixed assets'.

There is an additional fixed cost schedule that lets the user define specific costs (32 items for each) for General and Administrative, Sales and Marketing, and Research and Development as well as other fixed cost of goods sold if not included elsewhere.

Financial Statements

For the most robust financial modeling, I included fully connected financial statements. This is slightly more important with a buy now, pay later firm because of how revenue and cash flow differ. Recognized revenue is calculated as soon as the merchant is paid up front (less the discount) but the money from that doesn't come back right away, thereby creating an accounts receivable line item as well as an offset to cash flow. This is all calculated correctly and flows to all the statements as assumptions are adjusted.

Essentially, the profit is equal to the total money received from customers, less what is paid to the merchant (that difference is driven by the 'merchant fee input') less all direct transaction costs and operating expenses.

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