How business customers judge customer success management

Prohl-Schwenke, Katharina; Kleinaltenkamp, Michael

doi:10.1016/j.indmarman.2021.05.004

Cited by 29 publications

(16 citation statements)

References 28 publications

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“…These findings converge with what Porter and Heppelmann (2015, p. 113) predicted in a Harvard Business Review article early in the development of the CS field: “Customer success management units are rare, but their roles are starting to be recognized and differentiated. Over time these may emerge as formal functional units.” According to Prohl-Schwenke and Kleinaltenkamp (2021), the organizational structure of CS management is becoming increasingly crucial by encompassing activities that aim to monitor, ensure, and improve customer success. Among our sample, firms implement CS management not only for customers but also to ensure that people, processes, and culture are congruent with prioritizing customers’ value maximization.…”

Section: General Discussion and Implicationsmentioning

confidence: 99%

“…Over time these may emerge as formal functional units." According to Prohl-Schwenke and Kleinaltenkamp (2021), the organizational structure of CS management is becoming increasingly crucial by encompassing activities that aim to monitor, ensure, and improve customer success. Among our sample, firms implement CS management not only for customers but also to ensure that people, processes, and culture are congruent with prioritizing customers' value maximization.…”

Section: Cs Communitiesmentioning

confidence: 99%

“…Hilton et al (2020) suggest that CS management ought to hold a fiduciary perspective across all aspects of the customer journey, including customers’ goals, learning, and stakeholder management touchpoints. More recent works are also broadly related to the customer journey, such as how business customers judge CS management (Prohl-Schwenke and Kleinaltenkamp 2021) and the antecedents of CS management from a customer/supplier perspective (Kleinaltenkamp, Prohl-Schwenke, and Keränen 2022). Overall, existing research differentiates CS from sales and acknowledges its primary role is to retain customers, which complements the sales function.…”

Section: Conceptual Backgroundmentioning

confidence: 99%

“…A growing body of research has situated CS management as an evolution of customer management practices (Hilton et al 2020), defined and differentiated CS management (Eggert, Ulaga, and Gehring 2020), explored it within firm settings (Hochstein et al 2021), and provided a three-tiered theoretical perspective of CS management (Hilton et al 2020). More recent studies investigate customer perceptions of CS management (Prohl-Schwenke and Kleinaltenkamp 2021) and antecedents to CS management (Kleinaltenkamp, Prohl-Schwenke, and Keränen 2022). However, a focus on international topics and the role of the CS community have not been addressed in the sales, marketing, or international literature.…”

mentioning

confidence: 99%

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The Customer Success Community: An Exploration of Nonfirm Epistemic Communities and Their Influence on a New Sales Practice

Madruga,

Hilton,

Jung

et al. 2024

Journal of International Marketing

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Customer Success (CS) Management is being implemented across global business markets. CS Management is unique, as it exists within a broader CS Community of professionals who actively support the new customer management practice. However, academic research has yet to investigate non-firm epistemic communities (i.e., knowledge related to a specific domain) that support CS Management and how they differ across geographic settings in ways that may affect the overall practice of CS Management. To address this gap, we investigate how the CS Community is implemented across countries that vary in their levels of uncertainty avoidance. We focus on the CS Community and its impact on CS Management operational factors that represent people, process, and performance factors of CS Management. Following a phenomenological approach, interviews from the United States, Brazil, and Portugal drive our findings and indicate different levels of reliance on the external CS Community to guide internal CS Management operational factors. Our research contributes by establishing the importance of the CS Community and by uncovering insights based on CS Managers’ perceptions of the CS Community and its effect on CS Management operational factors. We also offer salient insights into how managers can optimize CS Management operational factors, as well as provide a discussion of future research topics.

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Section: General Discussion and Implicationsmentioning

confidence: 99%

Section: Cs Communitiesmentioning

confidence: 99%

Section: Conceptual Backgroundmentioning

confidence: 99%

mentioning

confidence: 99%

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The Customer Success Community: An Exploration of Nonfirm Epistemic Communities and Their Influence on a New Sales Practice

Madruga,

Hilton,

Jung

et al. 2024

Journal of International Marketing

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“…Customers are the reason why a business continues (Bandi et al, 2022). Customers are individuals or businesses that buy goods or services from other companies (Prohl-Schwenke & Kleinaltenkamp, 2021). Without customers, we will not know where the product or service will be sold.…”

Section: Introductionmentioning

confidence: 99%

Assessment of Motor Vehicle Repair Shop Service Quality Perception Using the SERVPERF Model and Lean Service

Islami

Sari

Dewi

et al. 2023

TJAIE

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The benchmark for the success of a business or product is to measure the satisfaction of customers who have used or felt the goods or services. The customer's expectations of the function and emotional happiness factors that arise from the use of goods or services are entirely the responsibility of the producer. So that manufacturers need to focus on what attributes must be presented in a product or service to increase customer satisfaction. The decrease in customer interest in providing vehicle service at an automotive company in Sidoarjo is the problem studied in this study, to analyze the level of customer satisfaction and attributes that are priority improvements as recommendations for the company. Data generated from customers is processed and analyzed using the Service Performance (SERVPERF) and Lean Service methods. Based on the results of data processing, it can be concluded that the level of customer satisfaction with service quality is 82.3%, and three service attributes are classified as a top priority and two types of critical waste.

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