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Slide deck posted for Direct Deposit webinar 10/23/15. I can't tell what the customer value proposition is. Does Sage believe that customers don't know about Direct Deposit? Or is there some angle to ""play the float"" on the ACH transaction (note that this requires a credit check). My guess is that Sage has plans to make money off the money float. Would not be surprised if ""funding"" the deposit required a longer time period and during that period Sage made money on the cash. All speculative but why else would there be this push for Direct Deposit via Sage which does not seem to solve any customer pain. Have your customers ever complained about the ""burden of direct deposit""? I know mine never have. Not. Once.

I have never had a client complain about the direct deposit portion of payroll. Am I missing something, what journal entry is the new direct deposit by Sage posting? Doesn't the payroll module do your GL posting? ? BTW, I have a few clients that won't complete the SPS application because of the credit check and guarantee signature required.

I am totally lost on this one. Perhaps they are aiming this at company with PR module and NO DD?? Part of the ""new"" value being provided?? It is expensive value based on the processing charges. My existing clients are charged a LOT less by their bank for same functionality.

@MadelineStefanou check out APS.

I believe Sage have a case of ""Service Envy"". When looking at their portfolio, specifically Sage 100 and 300, they notice that competitors don't give unlimited payroll processing for one annual maintenance fee. Instead most competitors, such as QuickBooks, upsell their customers to mandatory payroll services which are separate from the annual maintenance on the accounting. Sage's ""missing piece"" is that they are presumably not filling their Sage 100 user base with new additions at nearly the rate that QuickBooks is. So the loss of any paying maintenance customer due to price hikes does more financial damage to Sage than to Intuit. This strategy likely boils down a spreadsheet within Sage which predicts: - Likelihood of churn from existing payroll users - Likelihood of upselling to Sage Payroll - Likelihood of adding new name payroll users - Cost benefit of increased payroll tier revenue vs net churn Low-level and technical Sage employees still believe that Sage 100's big renaissance is around the corner. At the EVP and higher level I believe there's a much more realistic overview of where Sage 100 (and other non-global) products are headed and the prospects for their growth. Sage, long term is all about global products. Local (legacy) products are still around to fund Sage's long-term move to a core set of products as displayed on their UK website: Sage One Sage Live Sage X3 Sage Impact The risk factor is that the products shown above are not producing material revenues. Sage One is struggling, Sage Live is still mostly a dream, X3 is reportedly holding it's own albeit in a crowded market and Sage Impact is a CPA tool that's probably not going to produce material revenues. For a brief time, Sage has to try to ride two horses. Keep revenues from their legacy products alive -- and if possible growing. While simultaneously keep building their bridge to the next generation (the global products). It's a tricky business and certainly not one where success seems assured by any means.

I just reread the DD PDF again and still don't get it. It sounds like the DD charge will be included in the payroll maintenance fee. SO what happens to folks doing DD who like their bank's way of doing it? I am still totally baffled by this. *GLOOM*

I think the PDF says that if the customer likes the way they're processing DD they can stick with it. I don't believe that they avoid the DD fee though. I might be wrong but generally would err on the side of Sage in terms of what it will cost the customer.