In 30 seconds
- “Free” or “commission free” does not necessarily mean cost free.
- Flat fees offer predictable software cost and can work well at volume.
- Transaction fees create the clearest direct link between provider revenue and processed orders or sales.
- Compare every required cost at quiet, expected and busy volumes.
- Measure contribution margin, time saved, reliability and repeat business.
The fee is only one part of the cost
At 8:30 pm on Friday, the restaurant needs more than software. Checkout must work, the order must reach the kitchen, payment must reconcile and help must be available when the chain breaks.
Compare every plan with two ledgers.
Setup, software, payments, delivery, hardware, integrations, marketing, staff time and switching.
Completed orders, contribution, repeat business, time saved, fewer errors and useful support.
Free, low-cost and commission-free platforms
Free and low-cost plans can be a sensible way to test demand or serve a low-volume venue. They can also suit operators who want to manage setup, campaigns and optimisation themselves.
“Commission free” usually describes the absence of a sales commission; it does not necessarily mean cost free. Revenue may still come from payment processing, delivery, premium features, subscriptions, SMS, advertising or other services. Square Online currently lists a Free plan at A$0 per month with a 2.2% online transaction rate. That is a free monthly plan, not cost-free commerce.
How does “free” fund itself?
Ask how the provider funds the platform when there is little or no software fee, and whether that model fits the restaurant. Those revenue sources are not inherently a problem, but they belong in the full commercial comparison.
Check five things before choosing one:
- Payment, delivery, messaging, advertising and premium-feature charges
- Who configures and improves the ordering journey
- How often the platform is improved, what shipped recently and which ongoing development is included
- Support during the venue’s trading hours
- Data access and export if the restaurant leaves
Why flat fees appeal
A fixed monthly or annual fee is easy to budget. Its effective software cost per order also falls as volume grows.
Next Order’s current Australian pricing illustrates how inclusions and additional costs can vary by provider. It lists onboarding and 24/7 support, then identifies separate processing, optional features, SMS, hardware and custom group costs.
Because the base subscription revenue is the same whether the restaurant processes 50 or 1,000 orders, ask how directly the provider’s revenue is linked to the restaurant’s sales growth and what services or measures keep both parties aligned. That does not mean flat-fee providers lack incentive: retention, reputation and referrals all matter.
Also ask how frequently the platform is improved, what the provider released recently and what ongoing product development the subscription includes.
How transaction pricing can align growth
A transaction charge can be a fixed amount per order or a percentage of order value. It falls when fewer orders are processed and rises when more orders are processed.
This is not the same as marketplace commission. A marketplace may also provide customer discovery or delivery, so compare those services separately.
Compared with a base fee that does not change with order volume, this can create stronger direct alignment: the provider has a financial reason to improve conversion, reliability and repeat ordering. It can also fund setup, service and growth work that a self-managed plan leaves with the restaurant.
The model does not guarantee profit. Discounts, delivery, refunds and low-margin items can lift sales while reducing contribution. Judge the result after every channel cost.
Compare the three models
| Test | Free, low-cost or commission-free | Flat-fee subscription | Transaction fee |
|---|---|---|---|
| Advertised cost | A$0 or a low base fee. | Fixed monthly or annual fee. | Amount per order or percentage of sales. |
| Predictability | Base cost is clear; usage may vary. | Usually the most predictable base. | Total moves with order count or value. |
| Possible extras | Payments, delivery, apps, integrations, SMS and support. | Payments, delivery, hardware, messaging and integrations. | Setup, payments, delivery, hardware and integrations. |
| Support | May favour self-service. | May be included or tiered. | May bundle onboarding or account service. |
| Marketing | Basic tools may be included. | Tools may be included or optional. | Tools or services may be funded by variable revenue. |
| Growth work | Often stays with the venue. | Depends on the plan and provider. | Provider revenue is linked to processed sales. |
| Product work | Can be actively maintained; check recent releases. | Subscriptions can fund development; check evidence. | Variable revenue can fund development; check evidence. |
| Integrations | May require partners or paid tiers. | May be included or charged separately. | May be bundled or separately scoped. |
| Security | Price proves nothing. Check payment scope, data handling, backups, incidents and recovery. | ||
| Commercial incentive | Depends on how the provider earns revenue. | Retention, reputation and referrals matter. | Fee revenue moves directly with processed orders or sales. |
| Best fit | Lean, self-directed venues. | Venues that value stable base cost. | Venues that value variable cost and active service. |
Run four cost scenarios
Use the same venue facts for every provider: locations, order count, average order value, pickup and delivery mix, cards, devices, integrations and contract period.
What remains fixed? Which costs fall with demand?
Use recent actuals rather than a sales forecast.
Model volume, delivery and support at the peak.
Apply renewal, price-change, upgrade and exit terms.
Setup + subscription + service fees + payment processing + delivery + hardware + integrations + messaging + marketing + support + migration + exit
Keep payment processing separate. The Reserve Bank of Australia’s 2026 review found that merchant payment costs vary with volume, transaction value, card mix and included services.
Make the fee earn its keep
Divide the annual cost difference between two comparable plans by the contribution kept from an average successful order. The result is the extra profitable orders, labour savings or operating value the higher-cost plan must create.
Measure contribution
Start with order revenue. Subtract food, packaging, labour, promotions, refunds, delivery and channel costs. Track conversion, average order value, repeat rate, failed-order work and support incidents alongside it.
Twelve questions to ask before signing
- What is included in the advertised price?
- Which charges change with orders, sales, locations, devices or usage?
- How are payments, refunds, disputes and payouts priced?
- Are delivery, SMS, apps, domains, hardware or campaigns extra?
- What do onboarding, migration, configuration and training include?
- Who helps at 8:30 pm on Friday, and who owns escalation?
- What useful product improvements shipped in the past year?
- Who works on conversion, average order value and repeat orders?
- How will results be measured against a fair baseline?
- Who holds the restaurant and customer data, and for how long?
- What evidence covers security, availability, backups and recovery?
- What are the GST, renewal, price-change, cancellation and export terms?
Choose the result, not the headline fee
Put every proposal through the same four scenarios. Add every required service, then measure what the restaurant keeps.
Free and flat-fee plans can be the right choice when their complete value fits the venue. Transaction-based pricing can create stronger commercial alignment because the provider benefits when the restaurant processes more successful orders. That alignment still does not guarantee a better platform, better service or better growth—the provider must prove the result.
Do not simply ask which platform costs the least. Ask which pricing model and provider give the restaurant the best opportunity to make more, keep a stronger contribution, reduce wasted work and receive greater value in return for the fee.
Compare a real service year
Put your current numbers through the test.
Bring one month of orders, average order value, payment and delivery costs, software fees and the work your team still performs. We will compare Zwift’s model with the full cost and confirm the scope in writing.
Sources and review notes
Research and live pricing pages were reviewed on 3 September 2026. Provider prices, inclusions and payment rules can change; follow the source links and confirm the proposal for your venue.
- Representative pricing models: Square Online Australia plans, Next Order Australian pricing, DoorDash Australian merchant pricing and Zwift’s published pricing guide. These examples show possible fee structures, not universal characteristics of their categories.
- Payments and fee presentation: Reserve Bank of Australia, Competition in Card Acquiring Services; ACCC, price-display guidance.
- Security and data: PCI SSC, outsourced payment-processing responsibilities and third-party compliance evidence; OAIC, APP 11 security guidance and small-business coverage.
- Customer communications and contracts: ACMA, commercial email and SMS guidance; ACCC, small-business contract guidance.
Correction or updated evidence? Email marketing@zwift.com.au. Substantive corrections will be reflected in the guide.