Mastercard welcomes Stephanie Meltzer-Paul to oversee Loyalty Services globally

Last Updated: May 5, 2022By Chintan Bharwada

Mastercard announced the appointment of Stephanie Meltzer-Paul to lead Loyalty. She will oversee the continued growth and development of loyalty services—including benefits, rewards and platforms—for issuers and merchants around the world.

Stephanie is a seasoned consumer loyalty and digital marketing innovator, with roughly 25 years of experience leading loyalty and consumer engagement for global companies. She joins Mastercard from Inspire Brands. As part of her role leading digital guest experience for six brands including Dunkin’, she oversaw the DD Perks Loyalty Program as well as their mobile app, website and other consumer touchpoints. Prior roles cross marketing, loyalty and co-brand products for brands including BJ’s Wholesale Club and Starwood Hotels & Resorts.

“Loyalty today is about delivering meaningful digital and in-person consumer engagement,” said Raj Seshadri, president of Data & Services, Mastercard. “Stephanie has a proven track record building loyalty programs that drive impact and action. Her experiences across sectors will prove invaluable to Mastercard customers as we help them attract and engage consumers across channels.”

Named to the 2021 Brand Innovators Women to Watch List and the 2020 Nation’s Restaurant News annual Power List, Stephanie is the recipient of a number of marketing industry awards.

Chintan Bharwada

Chintan is the Founder and Editor of Loyalty & Customers.

latest video

news via inbox

Nulla turp dis cursus. Integer liberos euismod pretium faucibua

To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

you might also like

lets see