Mastercard’s sales team once turned to marketing for “pretty pictures” to polish presentations, but today, thanks to B2B marketing head Lisa Maxwell, the function is seen as a vital driver of growth and strategy. Since Maxwell’s arrival as Vice-President of B2B Marketing in 2017, she has led a transformation in which marketing’s role has shifted from service provider to integral business partner, with a focus on building human relationships within and beyond the organisation.
Speaking at the IAA B2B Brand Summit in London, Maxwell recalled that when she joined, Mastercard’s B2B marketing function was “still in its infancy,” with sales primarily viewing marketers as deck designers rather than strategic partners. “I need to go to a customer tomorrow; can you make the deck look nice?” was a common request from the sales team, she noted.
Recognising the need to redefine marketing’s role, Maxwell conducted an employee survey to gauge internal sentiment. A clear issue emerged: sales teams often felt underprepared to communicate Mastercard’s full suite of products and services. In response, the marketing team collaborated closely with both sales and the company’s employee training division, developing foundational materials and integrated training sessions to bridge this gap.
This collaboration, underpinned by shared goals, helped create a cohesive understanding of Mastercard’s B2B solutions across teams. By tracking sales’ confidence levels before and after training sessions, the initiative demonstrated measurable growth in sales capability. “The sales teams now feel extremely conversant on all our products and solutions,” Maxwell said, noting that the training approach has become a core part of Mastercard’s internal strategy.
Mastercard’s consumer brand is widely recognised, thanks to its distinctive red and yellow logo. Yet, for businesses, Mastercard’s identity goes beyond its consumer presence, encompassing a diverse portfolio of financial solutions. When Maxwell joined, she was charged with highlighting this broader business offering to B2B clients, proving Mastercard was “more than just a card company.”
With improved internal relationships, Maxwell shifted focus to external stakeholders. She adopted a relationship-first approach in client meetings, aiming to connect with clients as individuals who may use Mastercard personally while also representing their businesses. This approach, she says, builds trust and understanding before exploring how Mastercard’s B2B solutions can align with their needs.
Maxwell’s emphasis on human connection is reflected in Mastercard’s marketing campaigns. During the Grammy Awards, Mastercard partnered with Lyft on a purpose-driven campaign where each Mastercard payment for a Lyft ride planted a tree, linking Mastercard’s B2B and consumer sides through a shared commitment to social impact. “The campaign helped us resonate emotionally with both consumers and businesses, showing that by centring the human story, we can bridge both sides of our brand,” she said.
Maxwell’s vision has transformed Mastercard’s B2B marketing into a strategic function, aligning it more closely with both sales goals and the human values of its clients.
Reference: https://www.marketingweek.com/mastercard-b2b-marketing/
