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

企业对企业 (B2B) 从业者对全面管理 B2B 客户旅程 (CJ) 中的接触点以保持竞争力的能力越来越感兴趣。然而，B2B 背景下的研究既没有调查什么构成了这种客户旅程管理能力 (CJMC)，也没有调查如何、是否或何时它创造价值。我们采用混合方法，将 B2B CJMC 概念化和操作为供应商通过 B2B CJ 实现卓越客户价值的能力，方法是通过战略性地创建以价值为锚定的客户接触点，其特点是跨内部组织边界实施一致的资源使用，并通过持续监控为采购中心的个体成员创造价值。通过分析多源数据集，我们证明 B2B CJMC 通过两种相反的机制（即客户忠诚度和与客户相关的协调成本）对公司绩效（即销售回报）产生间接影响。重要的是，使用调查和档案数据，我们表明，总体而言，B2B CJMC 通过这两种机制对公司绩效产生重大而积极的影响。最后，