DRMA SPOTLIGHT
A Processing Partnership
That Pays Off
BY JACKIE JONES
For Litle & Co., payment processing is never a one- stop shop. Rather, the Lowell, Mass.-based com- pany believes the biggest success comes from a long-term view of not only the data and analytics
behind payments, but also an overall focus on the relationship between a marketer and consumer — from the very
first transaction forward.
And with a client list boasting some of the biggest names
in direct response — including Guthy-Renker Corp., Savvier and Ontel Products Corp. — Direct Response Marketing Alliance (DRMA) member Litle & Co. obviously has
the right idea.
“Litle’s best attribute is examining and improving the
lifetime value of a consumer. The cost of acquisition for
every DR merchant will continue to rise, and the key for
Litle & Co. is to improve the number of successful authori-
zations so the lifetime value of any customer continues
uninterrupted over time,” says Jason Pavona, executive vice
president of product, sales and marketing. “What Litle &
Co. specializes in is making sure that the front-end part of
that relationship between you and your consumer — the
purchase transaction — happens. We provide a variety of
data, transactional intelligence, and security-related pay-
ment processing services both when that first transaction
occurs and over the lifetime of the billing relationship with
that consumer to help you manage the process and ensure
the experience is a positive one for all involved.”
Litle & Co. was founded in 2001 with direct market-
ers specifically in mind, from the
agile technology platform to the
merchant services team to the
actionable payments intelligence
the payment processor provides to
merchants, according to Pavona.
“We’ve spent the past 10 years
building the organization and focusing
on how to help merchants strategically
look at their businesses from the standpoint of how to better
manage payments, how to get better actionable intelligence
and how to build technology that never ages,” he says, adding that the company works very differently than most by
revisiting its product roadmap every 30 days, rather than
every few years.
“We discuss and determine what the top priorities are
every 30 days and assign development and engineering
resources accordingly,” Pavona says. “It allows us to be in-
credibly flexible and to constantly introduce relevant new
reporting features, products and services. More importantly,
As the cost of doing business for di-
rect response merchants increases over
time, each customer becomes more and
View the video interview online
at ResponseMagazine.com or in
Response’s September Digital Edition.
