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This study aims to capture how the association between a multichannel relational communication strategy (MRCS) and customer performance is contingent upon such customer performance (low- versus high-performance customers) and to reconcile past contradictory results in this marketing-related topic. To this end, the authors propose and validate the method of quantile regression as an unconventional, yet effective, means to proceed to that reconciliation.

This study collected data from 4,934 customers of a private pension fund firm and accounted for both firm- and customer-initiated relational communication channels (RCCs) and for customer lifetime value (CLV). This study estimated a generalized linear model and then a quantile regression model was used to account for customer performance heterogeneity.

This study finds that specific RCCs present different levels of association with performance for low- versus high-performance customers, where outcome customer performance is the dependent variable. For example, the relation between firm-initiated communication (FIC) and performance is stronger for low-CLV customers, whereas the relation between customer-initiated communication (CIC) and performance is increasingly stronger for high-CLV customers but not for low-CLV ones. This study also finds that combining different forms of FIC can result in a negative association with customer performance, especially for low-CLV customers.

The authors tested the conceptual model in one single firm in the specific context of financial services and with cross-sectional data, so there should be caution when extrapolating this study’s findings.

This study offers nuanced and precise managerial insights on recommended resource allocation along with relational communication efforts, showing how managers can benefit from adopting a differentiated-customer performance approach when designing their MRCS.

This study provides an overview of the state of the art of MRCS, proposes a contingency analysis of the relationship between MRCS and performance based on customer performance heterogeneity and suggests the quantile method to perform such analysis and help reconcile past contradictory findings. This study shows how the association between RCCs and CLV varies across the conditional quantiles of the distribution of customer performance. This study also addresses a recent call for a more holistic perspective on the relationships between independent and dependent variables.

Customer lifetime value (CLV) is one of the key indicators to measure the success or health of an organization. How can an organization assess the organization's customers' lifetime value (LTV) and offer relevant strategies to retain prospective and profitable customers? This study offers an integrated view of different methods for calculating CLVs for both loyalty members and non-membership customers.

This study outlines eleven methods for calculating CLV considering (1) the deterministic aspect of NPV (Net present value) models in both finite and infinite timespans, (2) the geometric pattern and (3) the probabilistic aspect of parameter estimates through simulation modeling along with (4) the migration models for including “the probability that customers will return in the future” as a key input for CLV calculation.

The CLV models are validated in the context of complementary and alternative medicine (CAM)in the healthcare industry. The results show that understanding CLV can help the organization develop strategies to retain valuable customers while maintaining profit margins.

The integrated CLV models provide an overview of the mathematical estimation of LTVs depending on the nature of the customers and the business circumstances and can be applied to other business settings.

With the growth of organizations and businesses, customer acquisition and retention processes have become more complex in the long run. That is why customer lifetime value (CLV) has become crucial to sales managers. Predicting the CLV is a strategic weapon and competitive advantage in increasing profitability and identifying customers with more splendid profitability and is one of the essential key performance indicators (KPI) used in customer segmentation. Thus, this paper proposes a stacked ensemble learning method, a combination of multiple machine learning methods, for CLV prediction.

In order to utilize customers’ behavioral features for predicting the value of each customer’s CLV, the data of a textile sales company was used as a case study. The proposed stacked ensemble learning method is compared with several popular predictive methods named deep neural networks, bagging support vector regression, light gradient boosting machine, random forest and extreme gradient boosting.

Empirical results indicate that the regression performance of the stacked ensemble learning method outperformed other methods in terms of normalized rooted mean squared error, normalized mean absolute error and coefficient of determination, at 0.248, 0.364 and 0.848, respectively. In addition, the prediction capability of the proposed method improved significantly after optimizing its hyperparameters.

This paper proposes a stacked ensemble learning method as a new method for accurate CLV prediction. The results and comparisons support the robustness and efficiency of the proposed method for CLV prediction.

Customer lifetime value (CLV) scoring is highly effective when applied to marketing databases. Some researchers have extended the traditional association rule problem by associating a weight with each item in a transaction. However, studies of association rule mining have considered the relative benefits or significance of “items” rather than “transactions” belonging to different customers. Because not all customers are financially attractive to firms, it is crucial that their profitability be determined and that transactions be weighted according to CLV. This study aims to discover association rules from the CLV perspective.

This study extended the traditional association rule problem by allowing the association of CLV weight with a transaction to reflect the interest and intensity of customer values. Furthermore, the authors proposed a new algorithm, frequent itemsets of CLV weight (FICLV), to discover frequent itemsets from CLV-weighted transactions.

Experimental results from the survey data indicate that the proposed FICLV algorithm can discover valuable frequent itemsets. Moreover, the frequent itemsets identified using the FICLV algorithm outperform those discovered through conventional approaches for predicting customer purchasing itemsets in the coming period.

This study is the first to introduce the optimum approach for discovering frequent itemsets from transactions through considering CLV.

The purpose of this paper is to evaluate the relationship between strategy and customer lifetime value (CLV). A new model was proposed for defining customers’ values based on the RFM model and segmenting bank customers using the K-means algorithm. In addition, the authors combined a new category with the delta model in order to analyze the behavior of each cluster.

This case study was based on an applied method following its objectives and a descriptive-analytic method in terms of data collection. In this research, the AHP, data mining and K-means clustering methods, as well as the discriminant analysis were applied for computing the weights of the indices, examining the relationship between the identified variables, clustering the records and ensuring the clustering accuracy based on the RFM model, respectively.

The paper confirmed the relationship between the strategies and CLV. For a cluster whose strategy was the best product, customers had a minimal CLV. For a cluster whose strategy was based on total customer solutions, customers had a median CLV. For a cluster whose strategy was a lock-in system, customers had a maximal CLV. The results suggested that the delta model with these three strategies could act as the CLV developers in two stages: conversion of transient customers to attached customers and conversion of attached customers to locked-in customers.

One of the limitations of this study was the lack of access to all the bank accounts and assessment of only the strategy type, while highlighting the exact association between every component of the strategies (e.g. structure, environment, etc.) and CLV as a dependent variable deemed to be of a great necessity. Hence, it is recommended that several studies on the relationships presented in this paper be performed to provide further insights into and guidelines on this issue in the future.

This study emphasized the relevance of strategy and CLV. Managers should differently treat customers in distinct CLV and loyalty levels. In other words, managers must segment their customers based on CLV and apply appropriate strategies for each segment.

This research tried to fulfill an identified need to study how strategy can be effect CLV through the application of the delta model with three strategic options.

The aim of this study is to develop an applicable and detailed model for customer lifetime value (CLV) and to highlight the most important indicators relevant for a specific industry – namely the banking sector.

This study compares the results of the least square estimation (LSE) and artificial neural network (ANN) in order to select the best performing forecasting tool to predict the potential CLV. The performances of the models are compared by the hit ratio, which is calculated by grouping the customers as “top 20 per cent” and “bottom 80 per cent” profitable.

Due to its higher performance; LSE based linear regression model is selected. The results are found to be highly competitive compared with the previous studies. This study shows that, beside the indicators mostly used in the literature in measuring CLV, two additional groups, namely monetary value and risk of certain bank services, as well as product/service ownership-related indicators, are also significant factors.

Organisations in the banking sector have to persuade their customers to use certain routine risk-bearing transaction-based services. In addition, the product development strategy has a crucial role to increase the CLV of customers because some of the product-related variables directly increase the value of customers.

The proposed model predicts potential value of current customers rather than measuring current value considered in the majority of previous studies. It eliminates the limitations and drawbacks of the majority of models in the literature through simple and industry-specific method which is based on easily measurable and objective indicators.

For any given customer, his/her profitability for a business enterprise can be estimated by the so-called customer lifetime value (CLV). One specific goal for many enterprises consists in maximizing the aggregated CLV associated with its set of customers. To achieve this goal, a company uses marketing resources (e.g. marketing campaigns), which are usually expensive.

This paper proposes a formal model of the Customer Life Value problem inspired by the uncapacitated facility location problem.

The computational experiments conducted by the authors illustrate the potential of the approach when compared with a standard (non-algorithm-supported) one.

The approach leads up to the economic trade-off between the volume of the employed resources and the aggregated CLV, i.e. the higher the number of resources utilized, but also the higher the cost of achieving this level of lifetime value. Hence, the number of resources to be “activated” has to be decided, and the effect of each of these resources on each CLV will depend upon how “close” the resource is from the corresponding customer (i.e. how large will the impact of the active resource on the customer).

In previous studies, historical information of customer had been used for determining customer lifetime value (CLV). The purpose of this paper is to modify CLV estimation to be applied before producing a new product.

In this study, the CLV estimation has been modified using Kano satisfaction coefficient. The Kano satisfaction coefficient has been assumed as loyalty indicator in estimating CLV and related equations have been developed for allocating Kano requirements to various phases of product life cycle. The proposed approach has been examined in two new product options of the automobile industry. Finally, by using customers’ purchase records during three years, CLV has been calculated for both product development options.

Findings indicate that CLV of the first development option is equal to 407 million and 500,000 toumans and of the second option is equal to 392 million toumans, this difference is related to different requirements of the Kano model, and as a result, to different satisfaction coefficients. Therefore, the first option has been suggested for investing in developing new product.

Application of the proposed approach is limited to short time periods. The findings are limited to the automobile industry.

The modified approach of estimating CLV can be applied for prospective new product development in addition to traditional approaches in which, only the historical data of sold products are used. In addition, using Kano satisfaction coefficient in estimation of CLV in short periods, seems an appropriate approach for competitive industries that focus on dynamic needs of customers.

Much empirical evidence is in conflict with the expectations of the service‐profit chain which suggests that increases in customer satisfaction will increase customer loyalty and earn additional profits from customers. Management focus on the achievement of customer satisfaction and customer loyalty, and associated investment, might, therefore, be misguided, if they believe that the available empirical evidence supports a link between these variables and firm performance. The purpose of this paper is to help firms understand the value of their intangible assets – most notably the important role played by customers in increasing a firm's value.

On the basis of survey‐based research carried out in the Taiwanese credit card market, this paper generates a structural equation model facilitating the measurement and evaluation of the relative efficiencies of customer‐related strategies.

The findings help managers to understand the relationship between customer‐related strategies (customer acquisition, retention, and add‐on selling) and their impact on customer measures and ultimately firm performance. Customer lifetime value is shown to be the most important indicator of financial performance and the firm's shareholder value; the customer loyalty measure is shown to have no impact on shareholder value, and to be negatively related to the implementation of an acquisition strategy.

The paper is conducted within the Taiwanese credit card market, and the findings may not be generalisable to other locations or to other markets.

These empirical findings suggest that marketing strategy has a central role in the formulation of financial policy, since such strategies can be shown to have an impact on the financial value of the business.

The paper provides further evidence linking customers with firm value, which will be important for management decision making and resource use.