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Today, the role of customer relationship management as a strategic tool in the development of production and service organizations as well as attracting and retaining customers in competitive industries is undeniable. The main core of customer relationship management is identifying, valuing, segmenting customers and optimally allocating resources to customers according to the value they bring to the organization. Customer lifetime value is a tool for calculating the value that a customer brings to businesses during the lifetime of their relationship. The purpose of this article is to present the framework of variables affecting CLV in the service sector by systematic review method. 83 variables were extracted from the 31 final selected articles in the field of CLV in various service industries. Based on the results, five categories of variables have an effect on CLV in the service sector, which include customer variables, financial variables, product variables, selling variables, and demographic variables.

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Original Research 

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A Framework Towards Customer Lifetime Value’s Macro and Micro Dimensions in the Service Sector: A State-of-the-Art Review

According to the results&nbsp;of recent studies, the main causes of companies’ failure are inadequate and&nbsp;inappropriate financing. Therefore, one of the key tasks of financial managers is to determine the best combination of the company's financial resources, or&nbsp;in other words, the target financial leverage. On the other hand, growth cycles are very useful for analyzing business cycles in countries that have&nbsp;experienced severe recessions and booms, such as Iran. The purpose of this&nbsp;study is to investigate the drivers of the target financial leverage and the&nbsp;speed of adjustment of financial leverage at different Stages of the life&nbsp;cycle. The statistical population is small and medium-sized companies active in&nbsp;Tehran Stock Exchange. For this purpose, 112 companies were selected by&nbsp;systematic elimination sampling method between 2015 to 2020 and Eviews 9&nbsp;software was used. The results indicate that for firms in the growth and&nbsp;maturing stages of their lifecycle, profitability, firm size, and tangible&nbsp;assets are stronger positive drivers for target leverage and when the company&nbsp;One stage of the life cycle goes to the next, the company slows down its gap&nbsp;with the target lever, and the speed of adjusting the optimal structure is&nbsp;reduced.

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Drivers of the Target Financial Leverage and Speed of Adjustment in Small and Medium-Sized Companies at Different Stages of Life Cycle

In the present study,&nbsp;the effect of Management innovation and Business model innovation on firm&nbsp;performance has been investigated by considering the mediating role of&nbsp;sustainable competitive advantage. The present study in terms of applied&nbsp;purpose and in terms of the data collection method, is descriptive-survey,&nbsp;because it describes the variables in the statistical sample studied. The statistical population of the research is all Managers and vice presidents of&nbsp;export-oriented production firms located in industrial parks of Khouzestan&nbsp;province in Iran. The study of statistical results showed that the variables of&nbsp;management innovation and business model innovation have a positive and&nbsp;significant effect on firm performance. Also, the variable of sustainable competitive advantage with a positive effect on firm performance, mediates the&nbsp;relationship between two independent variables of research with the dependent&nbsp;variable. Management innovation considers new ways to design a strategy, change&nbsp;firm practices, compensate the service system to organizational members, and&nbsp;create adaptation and change in the firm. Because it is difficult to emulate innovation in management, it will increase the ability of firms to maintain&nbsp;their competitive advantage, and this will also improve performance. Also,&nbsp;firms can achieve a sustainable competitive advantage and thus superior&nbsp;performance by properly utilizing resources through business model innovation&nbsp;and turning it into a kind of core competency with the continuation of innovative practices in line with developments resulting from the dynamics of&nbsp;the business environment.

Performance Gap Analysis Under the Influence of Management Innovation and Business Model Innovation

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Traditional theories of leadership are based on the hierarchical model in which followers at lower&nbsp;levels as organizational members are required to comply with the commands no longer meet the&nbsp;needs and expectations due to dynamic changes in the business environment and consequently a&nbsp;new and progressive leadership model is necessary. The servant Leadership model is a form of&nbsp;leadership that is focusing on the relationship between leader and follower in terms of service&nbsp;provision, growth, development, and empowerment. On the other hand, the move toward a&nbsp;customer‐centric approach to marketing coincides with the emergence of a new paradigm and&nbsp;increased access to customer information, which has led to an enormous current interest in&nbsp;customer lifetime value (CLV) in both quantitative and qualitative approaches. This research aimed&nbsp;to investigate the role of servant leadership on customer lifetime value in the banking sector in the&nbsp;form of an innovative model. For this purpose, using a descriptive‐analytical method in a framework&nbsp;of the case study of a governmental commercial bank and also by using structural equation&nbsp;modeling, appropriate statistical analysis, and fitness indices the proposed research conceptual&nbsp;model was analyzed and explained. The results demonstrated the positive and significant influences&nbsp;of key variables including servant leadership and its six identified components on the customer&nbsp;lifetime value mainly through a structural model in the context of the banking sector. Empirical&nbsp;results showed that the proposed model was highly confirmed and can effectively discover and&nbsp;predict the effects of servant leadership on the customer lifetime value.

Characterizing and Modeling the Role of Servant Leadership Style on the Customer Lifetime Value

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