Customer journey management capability in business-to-business markets: Its bright and dark sides and overall impact on firm performance

Abstract Business-to-business (B2B) practitioners are increasingly interested in capabilities to holistically manage touchpoints along B2B customer journeys (CJs) remain competitive. Research the context, however, has investigated neither what constitutes such a journey management capability (CJMC) nor how , whether or when it creates value. Taking mixed-methods approach, we conceptualize and operationalize CJMC as supplier's ability achieve superior value CJ by strategically creating value-anchored characterized through implementation of consistent resource usage across internal organizational boundaries continuously monitoring creation toward individual members buying center. Analyzing multisource dataset, provide evidence that an indirect effect on firm performance (i.e., return sales) two opposing mechanisms loyalty customer-related coordination costs). Importantly, using survey archival data, show that, overall, significant positive impact mechanisms. Finally, these underlying also prevalent testing for moderating factors switching costs, number touchpoints, product versus service.