Retailer Payment Terms: A Wholesale Brand's Guide for 2026
Retailer payment terms set when a buyer must pay a brand’s invoice, how much the buyer owes, and what happens if the money arrives late. For most US wholesale deals the starting point is Net 30. The right terms for a given retailer depend on the order size, the buyer’s credit history and how much working capital the brand can afford to tie up while it waits.
The decision looks small on a purchase order. It is not. Every day of credit a brand extends works like a short loan to the retailer, and a brand that grows fast can find its cash stuck in receivables just as inventory costs peak. This guide explains the common terms, the details that cause disputes, and a practical way to match terms to each account.
KingpinBuild Relationships With Retail BuyersKingpin connects consumer brands with relevant global retailers, helping you grow buyer relationships while keeping ownership of retail sales.Explore Kingpin
TL;DR
Net 30 is the most common term in US B2B, so it is the natural default. Net 60 and Net 90 give retailers more room but raise the brand’s carrying cost and risk.
New or unverified retailers are usually best served with cash in advance or a deposit. Net terms are earned as payment history builds.
A term is only as clear as its trigger. State whether the clock starts on invoice date, ship date or delivery date, and state the payment method and late fees in writing.
Early payment discounts such as 2/10 Net 30 speed up cash, but a 2 percent discount is a real cost that must be weighed against faster liquidity.
Brands that win larger retailers face longer terms and deductions. Pricing, cash planning and a clean agreement matter more as the account grows.
Table of Contents
What retailer payment terms actually cover
The common terms, side by side
Where the clock starts
Payment timing is not payment method
Matching terms to the stage of the relationship
The true cost of extending credit
When retailers pay late
Large retailers and supply chain finance
Rules differ by country
Writing terms into the wholesale agreement
Our perspective: terms follow the quality of the buyer
Finding buyers worth extending credit to
FAQ
Sources
What retailer payment terms actually cover
Payment terms are the conditions around the payment side of a sale. Corpay describes them as the rules that set when an invoice is due, what discount a buyer earns for paying early, and which payment method is expected. In wholesale, National Wholesalers adds that terms should confirm the event that starts the clock, any deposit or discount rules, and the actual credit approval.
A complete set of retailer payment terms has five parts:
The due date or the number of days allowed.
The event that starts the count.
Any early payment discount.
The accepted payment method and who pays its fees.
Late payment consequences, such as fees, held shipments or a move back to prepayment.
Most disputes between brands and buyers trace back to a missing item on that list, not to the headline number.
The common terms, side by side
The vocabulary is short. The table below covers the terms a consumer brand meets most often when it opens wholesale accounts.
Term | What it means | Who carries the risk | Best fit |
|---|---|---|---|
Cash in advance (CIA) | Retailer pays in full before the order ships | Retailer | First orders, unverified buyers, custom goods |
Deposit plus balance | Part up front, the rest on shipment or on a short term | Shared | Larger first orders, made-to-order products |
Due on receipt | Payment is due when the invoice is issued or goods arrive | Mostly brand, for a short time | Small repeat orders from reliable buyers |
Net 30 | Full amount due 30 days after the invoice date | Brand | Standard for approved accounts |
Net 60 / Net 90 | Full amount due after 60 or 90 days | Brand, with a higher carrying cost | Large retailers, seasonal programs, strategic accounts |
2/10 Net 30 | 2 percent off if paid within 10 days, otherwise full amount at 30 days | Brand, plus the cost of the discount | Brands that value speed of cash over margin |
Net 30 EOM | Due 30 days after the end of the month of invoice | Brand | Retailers that pay in monthly batches |
Sage notes that offering Net 30 can attract customers and strengthen commercial relationships, but it can also affect cash flow and raise the risk of late payments. That tension runs through every choice in the table.
Net 30, 60 and 90
Net 30 means the full invoice is due within 30 calendar days of the invoice date. Net 60 and Net 90 follow the same logic with a longer runway. For a retailer the longer terms are attractive because the goods can be on shelves, and partly sold, before the invoice is due. For the brand, the same extra weeks mean funding inventory for another month or two, often while the next production run is already being paid for.
Early payment discounts
A term such as 2/10 Net 30 gives the retailer a 2 percent reduction for paying within 10 days. It is a lever to pull cash forward. It is also a price cut. Take the 2 percent and the 20 extra days it saves: the brand is paying a meaningful annualized cost to receive its money three weeks sooner. Discounts make sense when a brand has a pressing need for cash, such as a production deposit coming due, and less sense when margins are thin.
End of month terms
Net 30 EOM counts from the end of the month, not from the invoice date. An invoice dated on the 2nd and one dated on the 28th fall due on the same day. The practical effect is a longer average wait than a plain Net 30, so a brand that agrees to EOM terms should model its cash flow with the longer average in mind.
Where the clock starts
Net 30 is a number without a start line. Invoice date, ship date and delivery date can sit a week or more apart, especially on cross-country freight or when a retailer’s receiving dock is backed up. National Wholesalers recommends documenting buyer eligibility, late payment penalties and the exact event that triggers the payment clock.
For a brand, the cleanest approach is to tie the clock to the invoice date and to issue the invoice at shipment. If a retailer insists on a delivery-date trigger, that is a negotiable concession, and it should be reflected in the order value or in the minimum order, not given away silently.
Payment timing is not payment method
A frequent beginner mistake is treating Net 30 as a complete agreement. It defines only the due date. The method of transfer and its costs are separate variables, as National Wholesalers points out. A credit card payment carries processing fees, while ACH and wire transfers have different costs and speeds.
A clear agreement therefore names the accepted methods, states who absorbs any fee, and says what happens when a payment is returned. Small brands often skip this because the first few retailers are friendly. The cost shows up later, when a larger account pays by a method the brand never planned for.
Matching terms to the stage of the relationship
There is no single right answer. The stronger approach is a ladder that a retailer climbs as it proves reliable. Expert guidance from wholesale platforms is consistent here: startups benefit from cash in advance for initial or unverified orders, then move to established Net terms as the relationship matures and the retailer proves dependable.
A practical ladder looks like this:
First order. Cash in advance or a deposit, especially for a retailer with no trade references. A modest first order lets both sides test fulfillment, labeling and returns without exposing the brand to a large unpaid invoice.
Second to fourth order. Net 30 on a capped credit line, once the first invoices have been paid on time. The cap keeps any single mistake small.
Established account. Higher limits and, where the volume justifies it, Net 45 or Net 60. Reviewed at least once a year.
Strategic account. Terms set in a negotiated agreement, with the cost of longer terms priced into the wholesale margin from the start.
Checking a retailer before extending credit is part of the job. One partner-style example of this discipline in a different category is Temple of Sound’s overview of wholesale retailer eligibility requirements, which shows how a trade supplier screens accounts before offering wholesale pricing. A consumer brand can borrow the same habit: confirm the business is real, ask for a resale certificate and trade references, and decide the credit limit before the first invoice goes out.
The true cost of extending credit
Trade credit has a real price. Research published in Management Science, available through London Business School’s repository, treats trade credit as a risk-sharing mechanism within the supply contract. Extending terms can look risky, yet it can improve supply chain efficiency and let a cash-limited retailer carry more inventory, which can lift the supplier’s own sales.
Both halves of that finding matter. Credit is not a charity: it should be priced and limited. But refusing all credit can also cost a brand sales, because a retailer that cannot afford to stock deeply will order shallowly.
A worked example shows the stakes. A brand ships a $20,000 order on Net 60. For two months, $20,000 of its working capital sits with the retailer. If the brand’s own suppliers want payment in 30 days, it must finance the gap from cash, a credit line or a later order’s proceeds. Multiply that by several accounts and the effect on growth is obvious. This is why many brands set a blended average of terms and watch days sales outstanding as closely as they watch revenue.
When retailers pay late
Late payment is common enough that a brand should plan for it. The same research notes that buyers who face weaker seasonal sales than expected often stretch payments, effectively using supplier credit as an interest-free loan. The supplier’s own investment and growth can suffer as a result.
A few controls help:
Invoice promptly and accurately. Many delays begin with an invoice that does not match the purchase order.
Send reminders on a schedule. A friendly note a week before the due date and a firm one on the day after catches most honest delays.
State late consequences in advance. A late fee, a hold on new shipments, or a return to prepayment only works if the buyer agreed to it before the first order.
Watch the pattern, not the single invoice. One late payment is a timing issue. Three in a row is a credit decision.
Large retailers and supply chain finance
Bigger retailers sometimes offer suppliers a supply chain finance program. A bank pays the supplier early, using the retailer’s stronger credit rating, and the retailer pays the bank later. VF Corporation describes such a voluntary program in its quarterly filing. The key point for brands is that the underlying agreement between the brand and the retailer, including the original payment terms, generally stays the same. The retailer still holds its cash for the full original term, and the early payment is a financing service that may carry a cost for the supplier.
Before joining any such program, a brand should ask three questions: what discount rate does the bank charge, is participation voluntary, and does it change the contractual due date or any other term of the sale.
Rules differ by country
Payment terms are partly a matter of law, and the law varies. In the United States, Net 30 is a market convention, not a legal cap, so a brand and retailer are largely free to agree what they like in writing. The European Union is different for food. Its Unfair Trading Practices Directive caps payment for perishable agricultural and food products at 30 days, and at 60 days for other agri-food products. More broadly, the EU adopted Directive 2011/7/EU on late payment to protect businesses, particularly SMEs, from late payment in commercial transactions.
A brand that sells into several markets should check the rules of each one, and a food brand selling into Europe should treat the 30-day and 60-day limits as firm. Legal questions about a specific contract belong with a commercial attorney in the relevant country.
Writing terms into the wholesale agreement
Good terms fit on one page. A short checklist for the agreement:
Credit approval: who approves the account, and the credit limit.
Start of the clock: invoice date, ship date or delivery date.
Due date: the number of days, and whether EOM applies.
Discounts: the percentage and the window, if any.
Payment method and who pays the fees.
Late fees, shipment holds and return to prepayment.
Minimum order and who owns the freight cost.
The agreement does not need to be adversarial. Retailers read it as a sign that the brand runs a serious operation, and clear terms usually make it easier to get the second and third orders approved.
Our perspective: terms follow the quality of the buyer
We see payment terms as the second question of wholesale, not the first. The first is whether a brand is talking to the right buyers. A retailer that fits a brand’s category, price point and customer is far more likely to reorder, pay on time and grow, and that makes every terms conversation easier.
Kingpin reports "3,500+ retailers on Kingpin" and "$700M+ in wholesale GMV since 2021". The principle is simple. Brands run into payment trouble less when they screen buyers early and when they set a clear ladder from prepayment to Net terms. They run into it more when they say yes to every long-term request in the hope of landing a logo.
We also believe brands should own their retail relationships. Kingpin charges 0% commission, so the brand sets its own terms with each retailer, keeps the sales and decides who earns credit. Terms are a commercial decision, and the person who owns the relationship should be the one who makes it.
Our advice is to start tight, grow generous and write everything down. Prepayment or a deposit for the first order, Net 30 for the proven account, longer terms only where volume and margin pay for them.
Finding buyers worth extending credit to
Terms matter most when the buyer is a good one. Kingpin’s AI-powered wholesale team finds retailers that fit your brand in every market, reaches their buyers in their language, keeps existing accounts warm and follows up on reorders all year. An account manager from your category reviews every list and message, and every buyer relationship stays with your brand. Every plan has one monthly fee, set on the strategy call, with 0% commission. Learn more on the Kingpin website, or book a strategy call: bring three shops you sell to and see the next ones that look like them.
FAQ
Is Net 30 the standard payment term for wholesale?
Yes, in most US B2B settings. Corpay calls Net 30 the most common term in US B2B. It is a convention, so brands can ask for shorter terms, such as prepayment, with new accounts, and can extend longer terms to proven buyers.
What payment terms should a new brand offer first-time retailers?
Cash in advance or a deposit is the safest start for an unverified retailer. After one or two orders are paid on time, moving to Net 30 with a capped credit limit is a common next step. Document each step in the wholesale agreement.
Should a brand offer a 2/10 Net 30 discount?
Only if faster cash is worth more than the 2 percent. The discount is a direct cost to the brand, so it fits when cash is tight and margins can absorb it. Many brands skip it and use clear Net 30 terms with firm late-payment rules instead.
What starts the payment clock on a wholesale invoice?
It depends on the agreement. The clock can start on the invoice date, the ship date or the delivery date, and these can differ by a week or more. National Wholesalers advises naming the exact triggering event in writing.
Do payment terms include the payment method?
No. Net 30 defines only the due date. The method, such as card, ACH or wire, and the fees that come with it are separate terms that the agreement should state.
Sources
Retailer payment terms set when a buyer must pay a brand’s invoice, how much the buyer owes, and what happens if the money arrives late. For most US wholesale deals the starting point is Net 30. The right terms for a given retailer depend on the order size, the buyer’s credit history and how much working capital the brand can afford to tie up while it waits.
The decision looks small on a purchase order. It is not. Every day of credit a brand extends works like a short loan to the retailer, and a brand that grows fast can find its cash stuck in receivables just as inventory costs peak. This guide explains the common terms, the details that cause disputes, and a practical way to match terms to each account.
KingpinBuild Relationships With Retail BuyersKingpin connects consumer brands with relevant global retailers, helping you grow buyer relationships while keeping ownership of retail sales.Explore Kingpin
TL;DR
Net 30 is the most common term in US B2B, so it is the natural default. Net 60 and Net 90 give retailers more room but raise the brand’s carrying cost and risk.
New or unverified retailers are usually best served with cash in advance or a deposit. Net terms are earned as payment history builds.
A term is only as clear as its trigger. State whether the clock starts on invoice date, ship date or delivery date, and state the payment method and late fees in writing.
Early payment discounts such as 2/10 Net 30 speed up cash, but a 2 percent discount is a real cost that must be weighed against faster liquidity.
Brands that win larger retailers face longer terms and deductions. Pricing, cash planning and a clean agreement matter more as the account grows.
Table of Contents
What retailer payment terms actually cover
The common terms, side by side
Where the clock starts
Payment timing is not payment method
Matching terms to the stage of the relationship
The true cost of extending credit
When retailers pay late
Large retailers and supply chain finance
Rules differ by country
Writing terms into the wholesale agreement
Our perspective: terms follow the quality of the buyer
Finding buyers worth extending credit to
FAQ
Sources
What retailer payment terms actually cover
Payment terms are the conditions around the payment side of a sale. Corpay describes them as the rules that set when an invoice is due, what discount a buyer earns for paying early, and which payment method is expected. In wholesale, National Wholesalers adds that terms should confirm the event that starts the clock, any deposit or discount rules, and the actual credit approval.
A complete set of retailer payment terms has five parts:
The due date or the number of days allowed.
The event that starts the count.
Any early payment discount.
The accepted payment method and who pays its fees.
Late payment consequences, such as fees, held shipments or a move back to prepayment.
Most disputes between brands and buyers trace back to a missing item on that list, not to the headline number.
The common terms, side by side
The vocabulary is short. The table below covers the terms a consumer brand meets most often when it opens wholesale accounts.
Term | What it means | Who carries the risk | Best fit |
|---|---|---|---|
Cash in advance (CIA) | Retailer pays in full before the order ships | Retailer | First orders, unverified buyers, custom goods |
Deposit plus balance | Part up front, the rest on shipment or on a short term | Shared | Larger first orders, made-to-order products |
Due on receipt | Payment is due when the invoice is issued or goods arrive | Mostly brand, for a short time | Small repeat orders from reliable buyers |
Net 30 | Full amount due 30 days after the invoice date | Brand | Standard for approved accounts |
Net 60 / Net 90 | Full amount due after 60 or 90 days | Brand, with a higher carrying cost | Large retailers, seasonal programs, strategic accounts |
2/10 Net 30 | 2 percent off if paid within 10 days, otherwise full amount at 30 days | Brand, plus the cost of the discount | Brands that value speed of cash over margin |
Net 30 EOM | Due 30 days after the end of the month of invoice | Brand | Retailers that pay in monthly batches |
Sage notes that offering Net 30 can attract customers and strengthen commercial relationships, but it can also affect cash flow and raise the risk of late payments. That tension runs through every choice in the table.
Net 30, 60 and 90
Net 30 means the full invoice is due within 30 calendar days of the invoice date. Net 60 and Net 90 follow the same logic with a longer runway. For a retailer the longer terms are attractive because the goods can be on shelves, and partly sold, before the invoice is due. For the brand, the same extra weeks mean funding inventory for another month or two, often while the next production run is already being paid for.
Early payment discounts
A term such as 2/10 Net 30 gives the retailer a 2 percent reduction for paying within 10 days. It is a lever to pull cash forward. It is also a price cut. Take the 2 percent and the 20 extra days it saves: the brand is paying a meaningful annualized cost to receive its money three weeks sooner. Discounts make sense when a brand has a pressing need for cash, such as a production deposit coming due, and less sense when margins are thin.
End of month terms
Net 30 EOM counts from the end of the month, not from the invoice date. An invoice dated on the 2nd and one dated on the 28th fall due on the same day. The practical effect is a longer average wait than a plain Net 30, so a brand that agrees to EOM terms should model its cash flow with the longer average in mind.
Where the clock starts
Net 30 is a number without a start line. Invoice date, ship date and delivery date can sit a week or more apart, especially on cross-country freight or when a retailer’s receiving dock is backed up. National Wholesalers recommends documenting buyer eligibility, late payment penalties and the exact event that triggers the payment clock.
For a brand, the cleanest approach is to tie the clock to the invoice date and to issue the invoice at shipment. If a retailer insists on a delivery-date trigger, that is a negotiable concession, and it should be reflected in the order value or in the minimum order, not given away silently.
Payment timing is not payment method
A frequent beginner mistake is treating Net 30 as a complete agreement. It defines only the due date. The method of transfer and its costs are separate variables, as National Wholesalers points out. A credit card payment carries processing fees, while ACH and wire transfers have different costs and speeds.
A clear agreement therefore names the accepted methods, states who absorbs any fee, and says what happens when a payment is returned. Small brands often skip this because the first few retailers are friendly. The cost shows up later, when a larger account pays by a method the brand never planned for.
Matching terms to the stage of the relationship
There is no single right answer. The stronger approach is a ladder that a retailer climbs as it proves reliable. Expert guidance from wholesale platforms is consistent here: startups benefit from cash in advance for initial or unverified orders, then move to established Net terms as the relationship matures and the retailer proves dependable.
A practical ladder looks like this:
First order. Cash in advance or a deposit, especially for a retailer with no trade references. A modest first order lets both sides test fulfillment, labeling and returns without exposing the brand to a large unpaid invoice.
Second to fourth order. Net 30 on a capped credit line, once the first invoices have been paid on time. The cap keeps any single mistake small.
Established account. Higher limits and, where the volume justifies it, Net 45 or Net 60. Reviewed at least once a year.
Strategic account. Terms set in a negotiated agreement, with the cost of longer terms priced into the wholesale margin from the start.
Checking a retailer before extending credit is part of the job. One partner-style example of this discipline in a different category is Temple of Sound’s overview of wholesale retailer eligibility requirements, which shows how a trade supplier screens accounts before offering wholesale pricing. A consumer brand can borrow the same habit: confirm the business is real, ask for a resale certificate and trade references, and decide the credit limit before the first invoice goes out.
The true cost of extending credit
Trade credit has a real price. Research published in Management Science, available through London Business School’s repository, treats trade credit as a risk-sharing mechanism within the supply contract. Extending terms can look risky, yet it can improve supply chain efficiency and let a cash-limited retailer carry more inventory, which can lift the supplier’s own sales.
Both halves of that finding matter. Credit is not a charity: it should be priced and limited. But refusing all credit can also cost a brand sales, because a retailer that cannot afford to stock deeply will order shallowly.
A worked example shows the stakes. A brand ships a $20,000 order on Net 60. For two months, $20,000 of its working capital sits with the retailer. If the brand’s own suppliers want payment in 30 days, it must finance the gap from cash, a credit line or a later order’s proceeds. Multiply that by several accounts and the effect on growth is obvious. This is why many brands set a blended average of terms and watch days sales outstanding as closely as they watch revenue.
When retailers pay late
Late payment is common enough that a brand should plan for it. The same research notes that buyers who face weaker seasonal sales than expected often stretch payments, effectively using supplier credit as an interest-free loan. The supplier’s own investment and growth can suffer as a result.
A few controls help:
Invoice promptly and accurately. Many delays begin with an invoice that does not match the purchase order.
Send reminders on a schedule. A friendly note a week before the due date and a firm one on the day after catches most honest delays.
State late consequences in advance. A late fee, a hold on new shipments, or a return to prepayment only works if the buyer agreed to it before the first order.
Watch the pattern, not the single invoice. One late payment is a timing issue. Three in a row is a credit decision.
Large retailers and supply chain finance
Bigger retailers sometimes offer suppliers a supply chain finance program. A bank pays the supplier early, using the retailer’s stronger credit rating, and the retailer pays the bank later. VF Corporation describes such a voluntary program in its quarterly filing. The key point for brands is that the underlying agreement between the brand and the retailer, including the original payment terms, generally stays the same. The retailer still holds its cash for the full original term, and the early payment is a financing service that may carry a cost for the supplier.
Before joining any such program, a brand should ask three questions: what discount rate does the bank charge, is participation voluntary, and does it change the contractual due date or any other term of the sale.
Rules differ by country
Payment terms are partly a matter of law, and the law varies. In the United States, Net 30 is a market convention, not a legal cap, so a brand and retailer are largely free to agree what they like in writing. The European Union is different for food. Its Unfair Trading Practices Directive caps payment for perishable agricultural and food products at 30 days, and at 60 days for other agri-food products. More broadly, the EU adopted Directive 2011/7/EU on late payment to protect businesses, particularly SMEs, from late payment in commercial transactions.
A brand that sells into several markets should check the rules of each one, and a food brand selling into Europe should treat the 30-day and 60-day limits as firm. Legal questions about a specific contract belong with a commercial attorney in the relevant country.
Writing terms into the wholesale agreement
Good terms fit on one page. A short checklist for the agreement:
Credit approval: who approves the account, and the credit limit.
Start of the clock: invoice date, ship date or delivery date.
Due date: the number of days, and whether EOM applies.
Discounts: the percentage and the window, if any.
Payment method and who pays the fees.
Late fees, shipment holds and return to prepayment.
Minimum order and who owns the freight cost.
The agreement does not need to be adversarial. Retailers read it as a sign that the brand runs a serious operation, and clear terms usually make it easier to get the second and third orders approved.
Our perspective: terms follow the quality of the buyer
We see payment terms as the second question of wholesale, not the first. The first is whether a brand is talking to the right buyers. A retailer that fits a brand’s category, price point and customer is far more likely to reorder, pay on time and grow, and that makes every terms conversation easier.
Kingpin reports "3,500+ retailers on Kingpin" and "$700M+ in wholesale GMV since 2021". The principle is simple. Brands run into payment trouble less when they screen buyers early and when they set a clear ladder from prepayment to Net terms. They run into it more when they say yes to every long-term request in the hope of landing a logo.
We also believe brands should own their retail relationships. Kingpin charges 0% commission, so the brand sets its own terms with each retailer, keeps the sales and decides who earns credit. Terms are a commercial decision, and the person who owns the relationship should be the one who makes it.
Our advice is to start tight, grow generous and write everything down. Prepayment or a deposit for the first order, Net 30 for the proven account, longer terms only where volume and margin pay for them.
Finding buyers worth extending credit to
Terms matter most when the buyer is a good one. Kingpin’s AI-powered wholesale team finds retailers that fit your brand in every market, reaches their buyers in their language, keeps existing accounts warm and follows up on reorders all year. An account manager from your category reviews every list and message, and every buyer relationship stays with your brand. Every plan has one monthly fee, set on the strategy call, with 0% commission. Learn more on the Kingpin website, or book a strategy call: bring three shops you sell to and see the next ones that look like them.
FAQ
Is Net 30 the standard payment term for wholesale?
Yes, in most US B2B settings. Corpay calls Net 30 the most common term in US B2B. It is a convention, so brands can ask for shorter terms, such as prepayment, with new accounts, and can extend longer terms to proven buyers.
What payment terms should a new brand offer first-time retailers?
Cash in advance or a deposit is the safest start for an unverified retailer. After one or two orders are paid on time, moving to Net 30 with a capped credit limit is a common next step. Document each step in the wholesale agreement.
Should a brand offer a 2/10 Net 30 discount?
Only if faster cash is worth more than the 2 percent. The discount is a direct cost to the brand, so it fits when cash is tight and margins can absorb it. Many brands skip it and use clear Net 30 terms with firm late-payment rules instead.
What starts the payment clock on a wholesale invoice?
It depends on the agreement. The clock can start on the invoice date, the ship date or the delivery date, and these can differ by a week or more. National Wholesalers advises naming the exact triggering event in writing.
Do payment terms include the payment method?
No. Net 30 defines only the due date. The method, such as card, ACH or wire, and the fees that come with it are separate terms that the agreement should state.
Sources
About The Author
Ysabella Louise
Hi, I'm Ysabella, PMM at Kingpin. We believe that growing revenue shouldn't be a challenge, it should be a no-brainer. So sales teams can focus less on the struggle and more on the wins. I'm here to make sure that vision comes through in every story we tell, and to share what's working, what's changing, and what you should actually know to sell smarter.
