The present study aimed at identifying the reasons for the customer's exit and determining their effects on social word-of-mouth through the means of social media applications. Four customer exit drivers were selected after a review of the literature: service failure, service recovery failure, price problems, and customer dissatisfaction as independent variables. The social word-of-mouth was also chosen as a dependent variable. The study sample consisted of 468 users of the social media. The criterion of entry into the sample was the experience of at least one restaurant and the publication of a comment via social media. The number of electronic questionnaires filled by users were 355 questionnaires. The questionnaire consisted of 20 items measuring the study variables, which were extracted after reference to the previous study related to the subject of the study. After confirming the suitability of the study model, the hypotheses were tested. The results show acceptance of all hypotheses, which means that the four customer's exit drivers lead to negative messages through social media, i.e., negative social word-of-mouth. The study recommended that firms should take care of the drivers of customer exit first and then participate in the means of social media to justify their position and contribute to the formulation of a positive opinion. The contribution of this study to literature is that it distinguishes between two types of customer exit drivers that have been studied, which are called controllable drivers by the firm, compared to another type of exit drivers.

The aim of this study is to identify the effect of the analytical customer relationship management (CRM) on strategic CRM, operational CRM and customer satisfaction. Data collected from a sample consisted of 150 managers of managers in commercial banks using a questionnaire. The results accepted the hypotheses that analytical CRM is positively related to both strategic CRM and operational CRM, which in turn show significant effects on customer satisfaction. Analytical CRM had no significant direct effect on customer satisfaction, but through strategic CRM and operational CRM. Such results indicated that strategic CRM and operational CRM had a full mediation role between the analytical CRM and customer satisfaction. It was concluded based on these results that CRM components, i.e., analytical, strategic and operational CRM are all critical in ensuring customer satisfaction. Therefore, banks should consider all these components in designing their CRM programs.