Accepting Billie for B2B payments

Billie provides buy now pay later for business buyers: invoice terms at checkout, with Billie assuming the receivable and paying the merchant. It sits in a different category from consumer BNPL, and the economics only make sense when it is judged as a credit and working-capital instrument rather than as a payment method.

Set-up

How to accept Billie as a merchant

Billie is enabled through your PSP or integrated directly, and appears at checkout as payment on invoice with terms. Behind the button sits a real credit decision on your buyer, taken in real time. That is the part worth understanding: acceptance rate on B2B credit varies far more than card authorisation does, and a decline is not a technical failure but a commercial one that leaves you deciding whether to offer terms yourself.

Why B2B buy now pay later is priced differently

You are not paying for payment processing. You are paying for credit risk transfer and for the working capital that comes with being paid before your buyer pays. That is why the fee is materially higher than card acceptance and why comparing it to a card rate is the wrong comparison. The right one is against your current cost of carrying receivables, your days sales outstanding, and your actual bad debt rate.

Where it earns its fee, and where it does not

B2B BNPL earns its cost when it converts buyers who would otherwise have abandoned because they cannot pay by card on a company account, or when it removes a credit function you would otherwise staff. It does not earn its cost on buyers who would have paid immediately anyway, and every merchant offering it has some of those. Measuring the split is the whole exercise, and most merchants offering B2B terms at checkout have never done it.

Which payment provider supports Billie for merchants in Europe?

Adyen, Mollie and Saferpay all document Billie, among others, so the question is not availability. Ask what the fee is as a percentage of the order, what the acceptance rate is on your buyer profile, when you are paid, and what happens on disputes and returns. Those four answers determine whether the method is a growth instrument or an expensive default.

Scope

Consumer credit regulation does not reach this

Worth stating, because it is about to be a live question across every other deferred payment method in your checkout. Directive (EU) 2023/2225 brings buy now pay later within regulated consumer credit from 20 November 2026, and the FCA began regulating Deferred Payment Credit in the United Kingdom on 15 July 2026. Both regimes govern credit to consumers. Business buyers sit outside them. That does not make B2B terms unregulated in every respect, but it does mean the affordability checks, licensing and advertising restrictions arriving on the consumer side do not apply here, and a provider explaining a price increase by reference to those rules is explaining something that does not govern your B2B volume.

Late payment

What B2B law already gives you, and what you sell when you hand the invoice over

Consumer credit rules do not reach a business buyer, but a different body of law does, and it is worth knowing before you decide whether to carry the receivable yourself or sell it.

Directive 2011/7/EU on combating late payment in commercial transactions entitles a creditor to interest on a late commercial payment without a reminder being necessary, running from the day following the payment date fixed in the contract or, where none is fixed, from thirty calendar days after receipt of the invoice or of the goods. Article 6(1) adds that where such interest becomes payable, the creditor is entitled to obtain from the debtor, as a minimum, a fixed sum of 40 euros as compensation for recovery costs.

That entitlement is not something you negotiate for. It attaches to every unpaid commercial invoice you hold. So the honest way to price a B2B pay-later product is against what you already have rather than against nothing: statutory interest plus 40 euros per late invoice, less the cost and the awkwardness of actually claiming them from a customer you want to keep. Most merchants claim neither, which is a defensible commercial choice, but it means the comparison being made is between a fee and a right that was voluntarily left unused. Naming it changes the negotiation, and it has a size: on 500 late invoices a year the recovery compensation alone is 20,000 euros that the law already assigns to you.

Receivables

The number the fee should be judged against

The section above says compare it to your own cost of carrying receivables. That comparison is only useful once it is a figure, and producing the figure takes an afternoon.

Take 5 million euros of B2B revenue invoiced on 30-day terms. If your bad debt rate is 0.8 per cent, that is 40,000 euros written off a year. If your days sales outstanding is 45 rather than the 30 you invoice at, you are permanently financing about 205,000 euros of working capital, which at a 6 per cent cost of capital is 12,300 euros a year. Add the credit and collections function itself, and half a full-time equivalent at 30,000 euros is conservative. Together that is 82,300 euros, or 1.65 per cent of the revenue in question.

That percentage is the line. A B2B pay-later fee below it is buying something cheaper than what you were already paying for. Above it, it is buying convenience and conversion, which may still be worth it but is a different argument and should be made as one. Until the number exists, every quote you receive is being judged against an intuition, and intuition has no idea what your days sales outstanding is.

Reviewing what B2B terms cost you

What you pay is set in your agreement, and it belongs in the same review as the rest of your payment mix rather than in a separate conversation with a separate owner. Start by establishing whether you are overpaying your PSP, or put your own volume through the PSP Upside Calculator, because this is the method where the distance between a negotiated rate and a standard one is widest.

The extra steps a pay-later method adds are where orders are lost, and that is a matter of checkout optimisation rather than of rate.

Relevant markets: Germany, Netherlands, Austria, France, Sweden, United Kingdom