The more a marketing paradigm evolves, the more long-term relationship with customers gains its importance. Also, the move towards a customer-centred approach to marketing, coupled with the increasing availability of customer transaction data, has led to an interest in understanding and estimating customer lifetime value (CLV). There are several researches about the CLV formulas and calculating relations. But the effect of the CLV on the other departments of the organization and especially the effect of the CLV on the key parameters for organization’s profitability such as customer loyalty and satisfaction had little attention. This research is about these shortcomings and covers another essential element for organizational sustainable profitability, customer loyalty. The main purpose of this research is to demonstrate the effect of customer loyalty on the customer lifetime value.
Safari Kahreh, M., & Safari Kahreh, Z. (2012). An Empirical Analysis to Design Enhanced Customer Lifetime Value Based on Customer Loyalty:Evidences from Iranian Banking Sector. Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies), 5(2), 145-167. doi: 10.22059/ijms.2012.28872
MLA
Mohammad Safari Kahreh; Zahra Safari Kahreh. "An Empirical Analysis to Design Enhanced Customer Lifetime Value Based on Customer Loyalty:Evidences from Iranian Banking Sector", Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies), 5, 2, 2012, 145-167. doi: 10.22059/ijms.2012.28872
HARVARD
Safari Kahreh, M., Safari Kahreh, Z. (2012). 'An Empirical Analysis to Design Enhanced Customer Lifetime Value Based on Customer Loyalty:Evidences from Iranian Banking Sector', Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies), 5(2), pp. 145-167. doi: 10.22059/ijms.2012.28872
VANCOUVER
Safari Kahreh, M., Safari Kahreh, Z. An Empirical Analysis to Design Enhanced Customer Lifetime Value Based on Customer Loyalty:Evidences from Iranian Banking Sector. Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies), 2012; 5(2): 145-167. doi: 10.22059/ijms.2012.28872