Payments Are Becoming the New Pressure Point in Auto Retail

Watch more: Need to Know With Priority’s Amberly Allen

Payments increasingly determine how consumers perceive large purchases, and few transactions carry more weight than buying or maintaining a vehicle.

In automotive commerce, where transactions often rank among the largest in a household budget, the mechanics of how money moves now influence both margins and customer relationships, and the operations of dealers, too.

Amberly Allen, founder and managing partner of Priority Commerce Automotive, said the industry’s reach underscores the stakes. “One in every four people in the United States is either affected directly or indirectly by the automotive industry,” she said, noting its central role in local economies and household spending priorities.

That reach is matched by its place in consumer budgets. “When people are spending their money, it first goes to their home, second to their healthcare, and then third to automotive,” Allen told PYMNTS.

A Multi-Party Ecosystem Under Strain

Automotive commerce operates across a network of OEMs, lenders, service providers and dealerships. Dealers sit at the center, managing both the customer relationship and the flow of funds.

That position has become more difficult as payment costs rise and systems age. Fragmented infrastructure limits visibility, while disruptions can halt operations entirely. Allen referenced past system outages that left dealerships unable to process transactions or complete sales, illustrating how dependent the industry has become on reliable payment infrastructure.

Margin Pressure and the Cost of Acceptance

Automotive commerce faces a set of pressures that extend beyond vehicle sales. Margins have tightened over time, while customers have gained more visibility into pricing and are holding onto vehicles longer, increasing reliance on parts and service revenue.

“Margins are shrinking in automotive,” Allen said. “What [dealers] saw 15 years ago is so vastly different than what they see today.”

Against that backdrop, payments costs have moved from a secondary concern to a core operating issue. “This is one of dealer’s top 10 expenses as it pertains to credit card processing,” she said.

Dealers are responding by examining the “cost of acceptance” alongside cash flow timing. Faster access to funds and tighter control over payment expenses are no longer optional but are central to maintaining profitability.

Customer Experience and Payment Complexity

The pressure to manage costs collides with another priority: preserving the customer experience. In automotive retail, that experience is formally measured. Allen pointed to the Customer Service Index, or CSI, which influences manufacturer incentives, employee compensation and even dealership expansion. “Dealers take this relationship with their customers very, very seriously,” she said.

That creates tension when introducing practices such as surcharging. Dealers must balance recovering costs with maintaining trust. “We don’t want to trip over dollars to pick up pennies as it pertains to our customers, but we can’t ignore this massive cost of acceptance,” Allen said.

Payments themselves add complexity. Automotive transactions involve multiple systems and stakeholders, and legacy platforms were not designed for modern expectations. Many dealership systems “were built just to accept payments,” leaving gaps in visibility and control, Allen said. The result is a fragmented environment where speed, cost and predictability of cash flow are not always aligned.

Dealers are moving toward more unified payment environments that provide a consolidated view of transactions and cash flow. The goal is not simply to process payments, but to understand them in real time.

“It’s really about how fast you get paid, what it costs, and the predictability of the cash flow,” Allen told PYMNTS.

Surcharging, Compliance and Integration

Surcharging has emerged as one response to rising costs, though it introduces its own risks. According to Allen, 35% of dealers currently apply surcharges, leaving a significant portion still weighing the trade-offs.

The practice requires careful execution. Transparency is essential, particularly at the point of estimate rather than at checkout. “That transparency is really important to happen at the time of estimate, as opposed to a surprise at the end,” she said.

Compliance adds another layer of complexity. Dealers must distinguish between compliant surcharges and prohibited practices, while ensuring customers have alternative payment options. Missteps can damage customer relationships and expose dealers to regulatory risk.

Allen described the process as “a bit of a landmine,” requiring guidance across legal, network and operational requirements.

This has increased demand for integrated solutions that combine payment processing, compliance management and staff training. A single point of integration can help reduce fragmentation while aligning cost control with customer experience.

Payments are becoming a strategic function within automotive commerce, shaping both economics and customer perception. Dealers that gain visibility into payment flows and align them with operational goals are better positioned to manage margins and improve service. Those that rely on legacy systems risk falling behind.

Allen said the shift requires a broader view of payments as part of a unified commerce platform rather than a standalone function. “It’s not just about accepting payments anymore,” she said.

As automotive commerce continues to evolve, payments will remain central to how value is created and preserved. The challenge for dealers is to manage cost pressures without undermining the relationships that sustain their business.

Allen emphasized that balance, telling PYMNTS that with right approach, “it can be done very, very successfully.”