Reaching the breaking point: a dynamic process theory of business-to-business customer defection

Thomas Hollmann, Cheryl Burke Jarvis, M J Bitner

Research output: Contribution to journalArticle

18 Citations (Scopus)

Abstract

Qualitative field research based on long depth interviews with business-to-business customers who defected from a supplier relationship is used to develop an integrated theoretical framework explaining how the defection decision process unfolds over time in business-to-business relationships. The authors develop a taxonomy of events, both internal and external to the relationship, that are proposed to create “defection energy,” or the motivation to move a customer from relationship status quo toward a defection decision. The framework illustrates how these internal and external events interact with the organization’s and the individual decision maker’s goals, practices, and values to engage a dynamic anchoring and updating mechanism based on accumulated defection energy that drives the process toward a decision threshold. The research offers marketers insights to improve defection management, including an understanding of how organizational and individual customer needs shape relationships; that defection decisions build as a result of multiple events over time, requiring a longer-term perspective on defection; and that defection decisions can be influenced by events outside the core product or service delivery process, suggesting that these decisions need to be understood within the broader context of the overall relationship.

Original languageEnglish (US)
Pages (from-to)257-278
Number of pages22
JournalJournal of the Academy of Marketing Science
Volume43
Issue number2
DOIs
StatePublished - 2014

Fingerprint

Dynamic process
Process theory
Business to business
Energy
Decision maker
Status quo
Service delivery
Decision process
Marketers
Integrated
Theoretical framework
Taxonomy
Business-to-business relationships
Field research
Anchoring
Customer needs
Supplier relationships

Keywords

  • Business-to-business relationships
  • Customer defection
  • Customer relationship management
  • Process theory

ASJC Scopus subject areas

  • Business and International Management
  • Economics and Econometrics
  • Marketing

Cite this

Reaching the breaking point : a dynamic process theory of business-to-business customer defection. / Hollmann, Thomas; Jarvis, Cheryl Burke; Bitner, M J.

In: Journal of the Academy of Marketing Science, Vol. 43, No. 2, 2014, p. 257-278.

Research output: Contribution to journalArticle

Hollmann, Thomas ; Jarvis, Cheryl Burke ; Bitner, M J. / Reaching the breaking point : a dynamic process theory of business-to-business customer defection. In: Journal of the Academy of Marketing Science. 2014 ; Vol. 43, No. 2. pp. 257-278.
@article{0323af9011a64ffd90aca462c8e3b88c,
title = "Reaching the breaking point: a dynamic process theory of business-to-business customer defection",
abstract = "Qualitative field research based on long depth interviews with business-to-business customers who defected from a supplier relationship is used to develop an integrated theoretical framework explaining how the defection decision process unfolds over time in business-to-business relationships. The authors develop a taxonomy of events, both internal and external to the relationship, that are proposed to create “defection energy,” or the motivation to move a customer from relationship status quo toward a defection decision. The framework illustrates how these internal and external events interact with the organization’s and the individual decision maker’s goals, practices, and values to engage a dynamic anchoring and updating mechanism based on accumulated defection energy that drives the process toward a decision threshold. The research offers marketers insights to improve defection management, including an understanding of how organizational and individual customer needs shape relationships; that defection decisions build as a result of multiple events over time, requiring a longer-term perspective on defection; and that defection decisions can be influenced by events outside the core product or service delivery process, suggesting that these decisions need to be understood within the broader context of the overall relationship.",
keywords = "Business-to-business relationships, Customer defection, Customer relationship management, Process theory",
author = "Thomas Hollmann and Jarvis, {Cheryl Burke} and Bitner, {M J}",
year = "2014",
doi = "10.1007/s11747-014-0385-6",
language = "English (US)",
volume = "43",
pages = "257--278",
journal = "Journal of the Academy of Marketing Science",
issn = "0092-0703",
publisher = "Springer New York",
number = "2",

}

TY - JOUR

T1 - Reaching the breaking point

T2 - a dynamic process theory of business-to-business customer defection

AU - Hollmann, Thomas

AU - Jarvis, Cheryl Burke

AU - Bitner, M J

PY - 2014

Y1 - 2014

N2 - Qualitative field research based on long depth interviews with business-to-business customers who defected from a supplier relationship is used to develop an integrated theoretical framework explaining how the defection decision process unfolds over time in business-to-business relationships. The authors develop a taxonomy of events, both internal and external to the relationship, that are proposed to create “defection energy,” or the motivation to move a customer from relationship status quo toward a defection decision. The framework illustrates how these internal and external events interact with the organization’s and the individual decision maker’s goals, practices, and values to engage a dynamic anchoring and updating mechanism based on accumulated defection energy that drives the process toward a decision threshold. The research offers marketers insights to improve defection management, including an understanding of how organizational and individual customer needs shape relationships; that defection decisions build as a result of multiple events over time, requiring a longer-term perspective on defection; and that defection decisions can be influenced by events outside the core product or service delivery process, suggesting that these decisions need to be understood within the broader context of the overall relationship.

AB - Qualitative field research based on long depth interviews with business-to-business customers who defected from a supplier relationship is used to develop an integrated theoretical framework explaining how the defection decision process unfolds over time in business-to-business relationships. The authors develop a taxonomy of events, both internal and external to the relationship, that are proposed to create “defection energy,” or the motivation to move a customer from relationship status quo toward a defection decision. The framework illustrates how these internal and external events interact with the organization’s and the individual decision maker’s goals, practices, and values to engage a dynamic anchoring and updating mechanism based on accumulated defection energy that drives the process toward a decision threshold. The research offers marketers insights to improve defection management, including an understanding of how organizational and individual customer needs shape relationships; that defection decisions build as a result of multiple events over time, requiring a longer-term perspective on defection; and that defection decisions can be influenced by events outside the core product or service delivery process, suggesting that these decisions need to be understood within the broader context of the overall relationship.

KW - Business-to-business relationships

KW - Customer defection

KW - Customer relationship management

KW - Process theory

UR - http://www.scopus.com/inward/record.url?scp=84939886736&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84939886736&partnerID=8YFLogxK

U2 - 10.1007/s11747-014-0385-6

DO - 10.1007/s11747-014-0385-6

M3 - Article

VL - 43

SP - 257

EP - 278

JO - Journal of the Academy of Marketing Science

JF - Journal of the Academy of Marketing Science

SN - 0092-0703

IS - 2

ER -