Abstract
Customer Success Management (CSM) has transcended from a buzzword into the latest permutation in customer management practice and accordingly deserves rigorous academic analysis. The current article aims to accelerate such analysis through three steps. First, the article examines the broader customer management literature and situates CSM in a larger tradition following Customer Relationship Management, Customer Experience design and management, and Customer Engagement. Second, the article examines the initial articulations of CSM in the literature. Third, the article draws upon goal management, stakeholder management, and learning management in hopes to provoke original research questions and management experimentation. Altogether we provide evidence that CSM forefronts the customer as the primary actor supported by the seller, rather than the seller acting upon the customer, and discuss implications for organizational design and customer facing operations.