This research studies the relationship between Customer Knowledge management and dynamic capabilities. Since Customer Knowledge management is playing a pivotal role in competitive environments, and also considering companies endeavor to reach sustainable competitive advantage that studying these two concepts, dynamic capabilities and Customer Knowledge management, therefore studying the relationship between Customer Knowledge management and dynamic capabilities is the main idea of this research. To do so, 16 hypotheses were proposed and tested. Results of tests confirmed positive and significant relationship between 5 hypotheses out of 16 at the significance level of 95% including: "the relationship between Customer Knowledge management and sensing dimension of dynamic capabilities", the relationship between Knowledge about Customer dimension of Customer Knowledge management and dynamic capabilities", "the relationship between Knowledge about Customer dimension of Customer Knowledge management and sensing dimension of dynamic capabilities", the relationship between Knowledge about Customer dimension of Customer Knowledge management and seizing dimension of dynamic capabilities", and finally "the relationship between Knowledge from Customer dimension of Customer Knowledge management and sensing dimension of dynamic capabilities". This research has been conducted in Barid Smaneh Novin, one of the leader companies in IT industry of Iran. This company is continuously facing many challenges because of high-frequency of environmental uncertainties and Customers' freedom of choice.

In recent years, companies have integrated their Customer relationship management (CRM) and Knowledge management (KM) efforts because they realize that KM plays a key role in CRM success. Both Knowledge management (KM) and Customer relationship management emphasize the allocation of resources to business supportive activities to gain competitive advantages. The aim of this study is to investigate the correlation between Knowledge management strategies and Customer relationship management (CRM) in the Iranina hotel chains. The statistical population of the study consists of 220 managers and the size of the sample is 140. Spearman correlation coefficient is used to test the research hypotheses. Our findings show that there is a significant positive relationship between Knowledge management strategies and Customer relationship management in the Iranian hotel chians.

Objective: The aim of this study is to determine the effect of Customer Knowledge management on fitness clubs Customer lifetime value in Rasht. Methodology: This study was descriptive-survey one. In this research a self-made questionnaire including 13-questions Customer Knowledge management questionnaire and 23-questions Customer lifetime value questionnaire is designed. Statistical society includes female and male Customers of Rasht fitness clubs. Subjects were selected by cluster sampling in Rasht 5 areas and eventually 460 Customers cooperated with the research. In order to analyze the data SPSS 23 and Smart PLS are used. Results: Results shows that Customer Knowledge management has a significant positive effect on Customer lifetime value and its dimensions, and high factor coefficients of research conceptual model indicates that Customer Knowledge management classification is positively effective on attracting Customers, Customers keeping in contact with club and also their beneficence. Conclusion: Finally, using the results of this research can be said that Customer Knowledge management has a significant effect on Customer lifetime value and this way Rasht fitness clubs managers can make profit margin whit the use of Customer Knowledge management.

The main objective of this paper is to investigate the role of Knowledge management (KM) in Customer relationship management (CRM) through Data Mining (DM) and their efficacy in competitive advantages and also to provide a framework that clarifies effective communication between KM and CRM. In this way, the existing literature on KM, CRM and DM will be reviewed and a conceptual framework will be developed. This framework will be validated through a survey between the experts. The suggested conceptual framework will clarify the interdependency between KM and CRM and the DM process as a bridge between them for gain competitive advantages.From a better understanding of the Customer, the company will have greater understanding of the true needs and expectations of the Customer. It is regarded as a source for competitive advantage because it enables organizations to foster more profitable CRM method.