International Journal of Management (IJM)

Volume 11, Issue 9, September 2020, pp. 1125-1134, Article ID: IJM_11_09_105
Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=9
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.9.2020.105

© IAEME Publication Scopus Indexed

CUSTOMER PERFORMANCE MANAGEMENT:

THE FOLLOWING TRENDS IN CUSTOMER
MANAGEMENT?
Dr. Gaurav Sinha
Vice-Principal, Dr. RadhaKrishnan School of Learning,
Jharkhand, India

ABSTRACT
Customer Success Management (CSM) is a transcendent of customer management
and therefore needs to be rigorously evaluated from a word of mouth into the current
permutation. Three steps are used for the purpose of the current article. First, the
article discusses the wider literature on customer management and situates CSM
according to the general tradition of customer relationship, customer experience
design and management, and customer engagement. The first articulations of the CSM
in the literature are examined in the article. Thirdly, the article focuses on the
management of goals, stakeholder management and learning management in order to
raise original research questions and experimentation in management. In all, we
provide evidence that CSM is the main player supported by the seller and not the
customer and that the impact on corporate design and the customer is addressed.
Key words: Customer success management, Customer success manager, Learning
management, Stakeholder management, Goal management, Relationship marketing.
Cite this Article: Gaurav Sinha, Customer Performance Management: The following
Trends in Customer Management?, International Journal of Management, 11(9),
2020, pp. 1125-1134.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=9

1. INTRODUCTION
Customer Success Management (CSM) has recently become more and more popular. About
five thousand people held the title of "Customer Success Officer" in 2015, while over thirty
thousand in 2010 claimed the title of work (Gainsight, 2019). "Customer Service Manager"
was listed by LinkedIn as LinkedIn 's 6th most promising position for 2019 (Pattabiraman,
2019). Famous CSM-practitioners, digital CSM resources and technology channels, CSM-
Business Press book and CSM-based press (Arona 2016, Mehta 2019; Mehta Steinman and
Murphy 2016, Murphy 2019) have been launched by marketing professionals and consultants.
While CSM has become newly famous, academic research only starts to work with the
concept of CSM and the articulation of a research plan. Since CSM still has to obtain

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 Customer Performance Management: The following Trends in Customer Management?

significant academic attention, a cautious investigator may question if CSM is only the
current managerial fad or a useful advancement in customer management. In response, we
first look at CSM as part of the natural progression of Customer Management (CRM), Client
Experience Design and Customer Management practises. In doing this, we invite scientists to
ask if CSM is the next step in the field of customer management. Second , we examine the
initial literature articulations of CSM and analyse how CSM continues to evolve with CRM,
client experience and engagement. Finally , in order to provide a new understanding of how
CSM could potentially affect the lifetime value of our customers, we use several research
streams.
Take into account the growth in the popular press (i.e. press releases, news items) of
CRM, customer experience, client engagement and CSM. Whilst academia cover CRM,
Customer Experience and Customer Interaction in similar ways, it is deemed desirable to
cover CSM in academic publishing . The scholarly media's analysis of the ratio to the press
shows an average of 2.85:1000 between the years 1995 and 2019 for their keywords:
Customer Relationship Management, Consumer Experience and Customer Interaction. The
"customer success" keyword is to be extended to the same relationship with only 179
academic articles referring to "customer success." In place, there are only seven academic
articles referring to 'customer success' at the time of this writing. (Porter & Heppelmann,
2015; Zoo, 2015)
A continuous development in both customer management practises and bonds is indicated
by the respective growth of academic papers with respect to CRM, customer experience and
customer participation. CRM, clients and client engagement are linked as concepts in
literature which build on and sustain each other (Bowden, 2009; Grewal, Roggeveen, Sisodia
& Nordfält, 2017; Palmer, 2010; Payne & Frow, 2005; Roy, Padmavathy, Balaji, &
Sivakumar, 2012; Sigala, 2018). CRM basically offers a customer data tracking system for
documents or databases. CRM enables companies to track their customer data and manage
and plan Customer Experience throughout their customer journey. Through the
implementation of customer experience management and design, companies receive fresh
insights on how to implement customer engagement and strengthen and amplify both
customer experience and customer engagement. Despite the plausible conceptualisation of
CRM, Customer Experience and Customer Engagement as a development in customer
management practise , it is important to examine CSM as the next evolution in customer
management practise. On the one hand, CSM may not represent a genuine breakthrough in
marketing practise if its management fads or the rebranding of existing customer management
practises. On the other hand, CSM promises more academic bursary if it constitutes a real
change or innovates traditional customer management practises.
CSM initial articulations give examples where CSM extends from small iterations of
customer management practises to radical re-imagination at the organisation level of customer
management practises (Hochstein et al., 2020; Porter & Heppelmann, 2015; Zoltners et al.,
2019). In a business with little improvements in processes or procedures CSM can be small
changes in integrating customer language and culture. The focus of these changes is on a
small local CSM version where the retailer needs to see that the customer uses the seller's
goods to the full. For the more striking reason, CSM stands for developing a customer
management approach to the agent / trust in industries with usually longer arms. In
relationships like a trust or agency, the seller proactively concerns itself with leading clients
beyond simply using the seller's narrow offer. This vision of CSM can be realised in full
through a redesign of organisational elements (Porter & Heppelmann, 2015). CSM
manifestations along a continuum of smaller innovations to more radical departures can
generate confusion among scholars as to how CSM can be located within the larger landscape

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 Gaurav Sinha

of customer management. In the case of less radical CSMs, on the one hand, a more
traditional customer management practise may seem synonymous. A more progressive form
of CSM could, on the other hand, seem too different from traditional customer management
practises. Businesses that incorporate CSM more or less progressive have yet to empirically
identify the drivers and implications of the bursaries.

2. CHANGES IN THE MANAGEMENT OF CUSTOMERS

2.1. Management of Customer Relations
CRM refers to customer database relationship marketing efforts that monitor over time and
across all the touch points customer interactions with the sales company. CRM flourished in
the late 1990s by allowing the market to track demographic and transactional data of clients in
small and medium-sized enterprises. Initial articulations of CRM appear first at the Long
Range Planning, in which the research on the use of IT to manage customer relations is
described by Stone, Woodcock and Wilson (1996). The most quoted article on CRM is
published in Reinartz, Krafft and Hoier 's Journal of Marketing Research (2004), in which
CRM processes and dimensioning are conceptualised, operationalised and validated as a
framework. CRM definitions vary across literature but usually agree with the concept of CRM
in Reinotz et al . ( 2004) as "a systemtic process to manage the creation, maintenance and
termination of customer relationships across all consumer points of touch to optimise the
value of the portfolio of relationships" (p. 294). The results of CRM data have enhanced
customer value and expansion in various relationship investments (Chen & Popovich, 2003;
Mithas, Krishnan, & Fornell 2005; Payne&Frow, 2005; verhoef, 2003). The researchers'
experience is based on the results of the CRM.

2.2. Customer Experience

The experience of the user refers to customers' assessment and design of their journey as an
inventory of customer experience and reactions to the goods and touch points of a sales
company (Fornell, Rust, & Dekimpe, 2010; Grönroos, 2011; Lam, Shankar, Erramilli, &
Murthy, 2004) Customer Experience builds on the basis of CRM; customer contact points can
be used to evaluate customer response and develop product and service design teams
reactively. First articulations for customer experience appear first in the Retailing Journal,
which explains how personalization affects customer experience by writers Mittal and Lassar
(1996). In marketing sciences, writers Novak, Hopffman, and Yung (2000), conceptualise
skills, power, enthusiasm, and other factors as essential determinants of the positive
experience of customers in online environments, the most cited article on customer experience
is available. Every transaction for customer experience is part of a broader social exchange
relationship, in which businesses dynamically adjust customer interactions in a lifetime
(Ekici, 2013; Kim, Steinhoff & Palmatier, 2020; Richards & Jones, 2008).

2.3. Commitment to Customers

In addition to simply buying and using, Customer Engagement aims to "motivate, inspire and
measure customer fees in marketing activities" (Harmeling, Moffett, Arnold, & Carlson,
2017, p. 312). In response to increased social networks, customer involvement enabled
companies to better assess supplementary behaviours such as word-of - mouth and feedback
from customers. Initial customer participation articulations appear in Isa Transaction for the
first time, where author Alsup (1993) analyses customer engagement. In the Journal of
Service Research, the most cited study on client engagement is included. Writers Van Doorn
et al . ( 2010) are evolving the idea of behavioural involvement. Customers' engagement is
aimed at building and improving customer relations and at ensuring that customer loyalty and

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 Customer Performance Management: The following Trends in Customer Management?

retention are improved (Purcărea, 2018; So, King, Sparks and Wang , 2016). Customer
engagement research includes wide-ranging areas of commitment such as (1) cognitive, (2)
emotional, (3) behavioural, and (4) social elements.
In all, we are designing CRM, client experience and customer engagement in response to
shifts in technologies and business landscapes as a result of evolving customer management
practise (Harmeling et al . 2017; Novak et al . 2000; Stone et al . 1996). Popular media and
scholars likewise describe CSM in the software industry as a result of technology and
environment changes (Porter & Heppeln, 2015; Zoltners et al., 2019; Hochstein et al., 2020)

2.4. Control of Client Success

Technologies and environmental changes which inspired CSM include (1) a zero-cost
distribution that encourages sellers to increase market supply and (2) a usage-based billing
that incites purchasers to initiate tests without sunk-cost bias. All in all, buyers' reliance on
sellers is decreasing as a trend in net effect. The the dependency of customers allows sellers to
comply more with the demand for use of customers. Recent technology shifts that allow all-
round sensors and compute power enhance companies' capacity to measure the value of
customers and to forecast and model consumer behavior. Although value in use may include
assessing customer service benefits ( e.g., customer satisfaction) or product consumer
participation (e.g. loyalty), the value in use may go further by referring to the financial ,
social, organisational, and strategic value determination of consumer (Aarikka-Stenroos &
Jaakkola, 2012; Lapierre, 1997; Smith & Colgate, 2007; Woodall, 2003). CSM is building on
CRM by looking at demographic and transactional data from customers, but continues to use
streaming sensor data and other unstructured customer data to extract value-in-use
information and to predict future value-in-use from customers. CSM builds on a base of
customer service to enhance the product experience of its consumers, but CSM goes further
with a view to prioritising more distant financial , social, organisational and strategic
priorities for its consumers. CSM operates on the basis of customer participation, while
maintaining customer loyalty, by giving priority to the achievement of customers over
commitment actions. For example, while consumer engagement may be needed to encourage
content to increase user time spent in an app, CSM is required to reduce the detrimental
screen time of the user.
CSM skepticisms will continue to doubt whether CSM reflects a breakthrough in
customer service that increases value for money for consumers. The initial articulations of
CSM in the literature are explained in detail and whether CSM innovates on CRM,
personalised experience and customer engagement in customer value-in-use service or moves
away from it.
In operational terms CSM is (1), "responsible for handling consumer knowledge and
making sure that consumers get the most from the commodity" (p. 17), and (2), respectively,
"customers' constructive (versus reactive) relationships to maximise the customer's value
potential of commodity offerings" (p. 3). CSM works together to team customer experience
and customer engagement to optimise customer usage value proactively. Porter and
Heppelmann(2015) and Hochstein et al.(2020) work together. The authors' focus on pro-
actively optimising customer value suggests that, by recognising the financial, social,
operational and strategic value of customers, CSM consistently leads customers to the widest
range of value. The customer experience, for instance, or the engagement only by assessing
consumer satisfaction and loyalty may take account of the customer's regional expectations of
product value. However, CSM is the act of imbuing a customer management-friendly agent or
trust in the industries which generally have a more arms-length relationship by proactively
optimising value in usage. In a partnership like a fiduciary or corporation, the seller is

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 Gaurav Sinha

concerned with the wider value of the customer over and above merely using the seller's
specific bid.
As a framework for evaluating how to integrate CSM within one organisation, Hochstein
et al. (2020) introduces ambidextreity in services and modularity. On the one hand,
ambidexterity in service sales implies that all job functions should take account of the
importance of our customers. Many work roles are not, however, encouraged to take account
of the broader value of customers. For example, while Customer experience and Customer
Development managers may be asked to consider the wider value for use of customers, their
narrower emphasis promotes reactive support, customer satisfaction, ex ante speech, and
financial-, social-, operational- and strategic customer success. On the other hand, modularity
implies that the tasks should be separated, with certain tasks focused solely on CSM.
Modularity allows CSM to make improvements on customer experience and customer
participation by promoting (1) constructive and non-reactive customer support interaction, (2)
broader customer results as opposed to more local satisfaction, (3) ex-customer ex-value
versus customer ex-ante voice and (4) customer growth instead of billing and buying
upselling services.
CSM articles managed include discussions on the structure of the company, descriptions
of the function and related key measures of success. CSM also presents itself in an
organisational structure as a new functional unit, putting together the marketing , sales and
service capabilities of a sales company (Porter&Heppelmann, 2015). The interoperability of a
variety of resources with respect to the achievement of customer objectives is a priority of all
CSM structural approaches (Hochstein et al. 2020, Zoltners et al . 2019). Customer success
managers are implemented at points of development where consumers use the services of the
selling company. Through its focus on integration issues, customer success managers seek to
overcome consumer challenges, revealing and potentially reducing conflicting stakeholder
goals. In other words, CSM's organisation, with the use of large stakeholder groups to help
clients achieve success, was structured to go beyond conventional customer experience, and
customer involvement.
Porter & Heppelmann (2015), for example, are charged with "controving the use of
product and performance data to assess value catering and finding ways for users to improve
the capture of conventional sales and service organisations" by the CSM "which are not
prepared and do no incentives to take up. While some businesses can mislabel non-CSM jobs
as CSM, they are found by Zoltners and others (2019) to support the consumer and direct the
customer to value. Service and sales functions are more oriented, according to Hochstein et al.
(2020), on revenue, efficiency and customer satisfaction, while CSM focuses on stakeholder
management to ensure value for money for its customers. The CSM work positions, together,
are more frequently separated by prioritising stakeholder management towards customer
value for money, from job roles related to customer service and customer engagement (e.g.
sales, account management, support).
The traditional key performance indicators are found fault with Hochstein et al. (2020),
since they are indicators of lagging, including satisfaction and loyalty. Rather, Hochstein et al.
(2020) explains CSM, by focusing on leaders who not only demonstrate consumer
engagement and potential value for money, as a change from customer experience and
customer commitment.

3. FOUNDATIONAL RESEARCH STREAMS OF CUSTOMER

SUCCESS MANAGEMENT
The use of "quality" in abstracts and titles in academic literature is becoming increasingly
popular. Whilst only 5561 newspaper articles in 1995 referred to the keyword 'success,'

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 Customer Performance Management: The following Trends in Customer Management?

32,883 newspapers in 2019 referred to the 'success' keyword. Different word pairs of
"success" have also become increasingly common. Popular 'success' terms pairs include
"success factors," "project success," "economic success" and "product success," "innovation
success" and "innovation success."
The use of success with multiple word pairs suggests that success is used to describe a
wide range of conceptual aims. In an export context , for example, success can be quite
different from success in an innovation context. A definition of success can have different
assumptions even in a particular context of success. The term "product success" can evoke the
vision of a product which has a particular market share for one person. For another person, the
term "product success," even though those market share goals have never been reached, may
evoke high user engagement (Cooper & Kleinschmidt, 1987). Therefore, one might assume
that the success of customers is determined by the expectations co-created by buyers and
sellers. We use Target Management as a simple CSM research stream in response.

3.1. Control of the Goals

Objective management refers to strategies that promote the satisfaction of our customers.
Take into consideration the new customer. Goal management research shows that positive
emotions, as goal-pursuit starts, increase efforts to achieve goals while negative emotions
minimise effort to achieve goals. Therefore, consumer satisfaction and loyalty ratings are an
indication that consumers will make more effort to achieve their goals. as a proxy for positive
emotions. But the achievement of goals is approaching optimistic emotions that minimise
effort to achieve goals and negative emotions that increase the effort to achieve goals (Louro,
Pieters & Zeelenberg, 2007). Thus, the priority given to conventional metrics for customer
service and engagement (e.g. satisfaction and loyalty) as a target achievement approaches
may contrary to customer achievement. A type of CSM that prioritises the achievement of
customers can, however, differentiate from conventional customer management practises by
creating negative feelings, as a way to increase the effort of customers.
Take the example Twilio presented previously. If with Twilio 's bid Uber achieved value
in use, then the value in use tends to contribute against intuition to consumer retention and
account loss. Accordingly, scholars may conclude that the value for money of customers is
unlikely to promote value for their lives without being dependent on them. But research on
goal management indicates another hypothesis, namely that if the aim accomplishment
becomes a certainty, attention towards the aim is dropped and transferred to other objectives
(Louro et al., 2007). Consequently, if conventional client management strategies take into
account a restricted local version of value for money only, they may encourage clients to offer
priority to other goals. If clients transfer their energies towards other priorities, they may
discover new deals that strengthen or remove the need for existing offerings by sellers.
However, a type of CSM that prioritises customer success may expand on the conventional
customer management practises by using customer performance as an impulsion to help
customers achieve their next target.
Such other ideas may have more consequences within target management research sources
on how objective correlation relates to the long-term benefit of the customer. For instance, the
theory of goal systems postulates that goals are structurally connected together and that the
means for achieving these goals are established. Another feature of the objective systems
theory is that continuous achievement of objectives includes links to constructive emotional
input and clear presence of related concepts. Empirical work showed that consistent and
achieveable objective concepts, which are clearly linked to goal achievement approaches,
improve commitment to the pursuit of sustainable goals (Harackiewicz, Barron, Pintrich,
Elliot, & Thrash, 2002; Kruglanski et al., 2002). In summary, the goal system theory suggests

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 Gaurav Sinha

that CSM may need (1) to help shape the cognitive representation of its customers' aims to
reside at the level where the sales organisation can offer the means of achievement.

3.2. Management of Stakeholders

CSM may be asked, not only to manage customer focal stakeholders, but also to manage
customer wide actor networks, by considering the proximal and remote objectives of
customers. Porter and Heppelmann (2015) and Hochstein et al. (2020), for example, are
collaborating with CSM to organise stakeholder groups to optimise customer value. We use
Stakeholder Management as a key research stream of CSM in response.
Management of stakeholders refers "to the need of an organisation, in action-oriented
ways, to deal with its particular stakeholder groups" (Freeman , 1984, p. 53). The tradition of
management of stakeholders draws upon the theory of stakeholders to view the action of any
single entity through its impact on the rest of its relational ecosystems and to motivate the
coproduction of mutual benefits in all stakeholders' groups. The stakeholder management in
relation to CSM relates not only to the understanding and management of customer relations,
but also of customer stakeholder groups. CSM coordinates the pursuit of objectives among
stakeholder groups by 1) focusing on diverse stakeholders' objectives, 2) aligning stakeholder
objectives or giving priority to competing and unreconcilable goals and 3) integrating
stakeholder resources to achieve those objectives. Stakeholder theory, social capital theory,
and network theory inform how to mitigate the problems of the main actors, promote resource
integration, and disseminate knowledge.
Alignment issues may arise, as stakeholder components are established, relationships
decided, and stakeholder objectives defined. Take Amazon Webservices (AWS) into account.
For several media rivals (eg, Netflix , Hulu, Prime Video), AWS is the principal
infrastructure. One needs to ask how AWS supplies CSM to a group of companies that
compete for limited market shares. CSM sceptics may indicate that customer service is the
most important thing AWS can do.
For CSM managers who want to serve different stakeholder groups equally, tensions
prove to be significant. Donaldson and Preston ( 1995) suggest that "simultaneous
commitment to the legitimate interests of all the related stakeholders is needed" by
stakeholder management (p. 67). The quest for interests of all stakeholders poses a challenge
for CSM managers because stakeholder groups have competing goals and are not necessarily
transactional or hierarchical in long-term relationships (Thorelli, 1986). Studies of long-term
family groups suggest a potential resolution or insight into the management of these disputes.
Epp and Price (2011) suggests 'a change in management philosophy from satisfaction for
consumers to customers' networks,' to the effect that 'customer networks are not just a mix of
individual objectives, but a complex interplay between individual, linked and mutual
objectives' (p. 47). Epp et Price, from family group data, (2011, p 44), found that friction
between conflicting goals is resolved by four strategies – ( 1) prioritisation: prioritisation of
certain objectives over others; (2) symbiotics: the engagement with the same goods, but
through alternate action;

3.3. The First Time Control of Learning

Although the words success in CSM mean success as the product of CSM, success also means
that CSM goes from failure. Thus success in CSM means success. Failure, though, is always
the way forward. Academic scientists have, for instance, provided examples of a failure or
failure of execution in at least some parts of the time (Xin & Choudhary, 2019). Therefore,
CSM can be concerned not only with the management of success but also with customer
failure. We may presume that failure management allows CSM to repose failure as an

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 Customer Performance Management: The following Trends in Customer Management?

opportunity to learn, while learning redirects a customer to success. We use learning

management as a simple CSM research source to further explore this.
Learning management means teaching consumers how to use goals to achieve their goals.
One main learning management feature is the promotion of customers' absorbing potential,
referring to the ability of an organisation to "recognise, assimilate and use new knowledge for
business purposes (Cohen & Levinthal, 1990, p. 128; Steinhoff, Kanuri, & Palmatier, 2020).
Self-enhancing is the concept of absorptive ability – organisations that have previous
knowledge prefer to use new knowledge. The CSM definition of absorption capacity operates
beyond the measurement of clients 'satisfaction and customer loyalty, the assessment of
clients' access to information and the use of customer services in pursuit of the target.
Promoting customer engagement and information assimilation may be embodied in new
consumer CRM technologies, whereby consumers have the engagement to (1) performance
metrics and (2). CSM-based learning management , for example, can build on CRM by using
AI and machinery to provide the correct insights or corrections at the right moment.
Recent empirical work on purchasing and using customer products shows that when
customer product use is most likely abandoned, predictable failures occur. Market research
reveals that the rate of acquisition of product-use mastery before initial use is overestimated
by consumers. However, customers underestimate the pace of continuous learning after initial
use. While the initial overestimation motivates trial, the subsequent subsequent
underestimation also blends discouragement with abandonment. Interestingly, it would not
eradicate consumer thought errors by notifying consumers of their underestimation after the
trial (Billeter, Kalra & Loewenstein, 2010). In response CSM will be tasked with studying
administration to uncover new intervention methods and material that maximise the value of
customers. In order to improve customer achievement prospects, a non-fiduciary type of CSM
may allow customers to fail. For instance, Dong, Evans and Zou (2009 ) discovered that
customers report a greater "role clarification, the importance they perceive of future co-
creation, service recovery satisfaction, and the intention to co-create importance in future"
when customers co-create a service recovery (P. 123). On the other hand, a CSM trust can
depend on proactively aiding indicators before failure happens. Some trading brokerages, for
example, will close margin trade positions before they lead to catastrophic financial losses.
The determination of CSM to maximise the value of use proactively suggests that CSM
goes beyond the conventional service and support of customers. CSM focuses on absorption
capacity by exploring new insights and connecting customers with new data points in order to
support our customers' goal. CSM intervention strategies use adequate content and pacing to
facilitate the achievement of our customers' goals even if customers fail. CSM tasks for
learning management are overall (1), through sharing performance insights with customers
and (2) through the selection and implementation of stakeholder intervention strategies.

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 Gaurav Sinha

Figure 1 Research streams relevant to customer success management.

4. CONCLUSION
As we conclude, CSM is further demonstrated by several business examples which illustrate
how CSM enhances customer and business performance. Take into account two examples
given in the table. To deliver on this promise, Microsoft has newly reorganised its business
units into a distinct client success business unit with over 2000 employees proactively focused
on maximising value-for - money for its customers. Microsoft's mission statement was to
empower every individual in every organisation on the planet to do more. Secondly , it is
difficult for ADP salesmen to get referrals, as consumers have struggled with product
acceptance and with value for money. Reconnaissance of the slowing metrics of retention,
expansion and comparison, ADP shifted its focus to the proactivity of assessment of customer
success such as performance and acceptance. As a result, ADP won 51% of its clients with
success plans and 73% of its contractual revenues.
Our aim is to encourage academic researchers to consider whether CSM is an established
term with a new name or a step forward in the philosophy, theory and practise of customer
management. We have discussed the arguments throughout this paper that CSM is an accurate
answer to developments in the technology and business environment similar to prior customer
management innovations. In order to identify how the CSM innovated or left behind CRM,
customer experience and customer commitment, we reviewed CSM 's initial articulations in
the literature. Finally, to create original research questions and promote management
innovation in CSM implementation, we explored task management, learning management and
stakeholder management research sources.
By taking into account the research streams of goal management, scholars may investigate
whether objective satisfaction decelerates customer achievement in counter-intuition. Using
stakeholder management research streams, scholars may analyse how coordination techniques
for customer networks leverage stakeholder capital to the full service value of customers.
Based on research streams in learning management, scientists might consider how businesses
actively use failure as a tactic to increase the value of the lifetime of customers. Overall,
future CSM research could examine firm level factors that predict non-fiduciary CSM versus
a fiduciary form CSM, competition level factors and customer-level factors.

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 Customer Performance Management: The following Trends in Customer Management?

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