I was thinking about the cohesion and the impact that had, especially on retention for clients. How your guys retention rates are quite a bit different than some of the merchant acquires, can you just talk about that as the power of that piece of the model that you’re able to keep the clients that are going out of business?
Right. So, we often get asked about merchant churn. We give statistics based on our GPV and from there we talk about effectively positive dollar based retention and we go from GPV which should be just revenue coming in for seller then to actual revenue that Square will take, all the way down to transaction margin, and they all kind of follow each other. So, on that basis, what you will see with Square is just based on transaction margin alone, the cohorts of Square that have aged out a year, they are still growing at about 106% year-over-year. So, it’s a massive engine of growth. As we can now up-sell and cross-sell new products like a Square Capital, like invoices, like appointments, what you actually see is that retention rate is now at 113%, based on all adjusted revenue. So, coming into a given year, obviously within our base, some merchants go out of business, I’m sure some switch to our competitors. But in terms of those that are last from a year-over-year perspective, using the same denominator, fully account for any attrition we have seen, those dollars grow. And if you think about it and the adjusted revenue of 113% year-over-year. So, that is a massive underpinning to our business model and then, we add net new growth on top of that.
WOW! The customers seem to become really dependent on SQ and have good reason to add additional SQ products and services!!