This study examines the effects of customer satisfaction, affective commitment, and calculative commitment on customer retention in the telecommunications industry. It also explores the moderating role of situational and reactional triggers on the satisfaction-retention relationship. The results support the consistent negative impact of customer satisfaction and calculative commitment on churn, while prior churn moderates this relationship. Affective commitment does not significantly predict churn when included with customer satisfaction. The study contributes to the CRM literature by providing insights into the drivers of retention, emphasizing the importance of controlling for heterogeneity and the potential moderating effects of triggers. The findings suggest that customer relationship managers should focus on both overall performance evaluations and the competitiveness of the value proposition to improve retention. Additionally, the study highlights the need to control for heterogeneity in the satisfaction-retention relationship by incorporating prior churn. While the study did not find significant effects of situational and reactional triggers, it suggests that these factors may have a delayed impact on customer behavior. The results have implications for both customer relationship managers and researchers using periodic surveys to predict behavior.This study examines the effects of customer satisfaction, affective commitment, and calculative commitment on customer retention in the telecommunications industry. It also explores the moderating role of situational and reactional triggers on the satisfaction-retention relationship. The results support the consistent negative impact of customer satisfaction and calculative commitment on churn, while prior churn moderates this relationship. Affective commitment does not significantly predict churn when included with customer satisfaction. The study contributes to the CRM literature by providing insights into the drivers of retention, emphasizing the importance of controlling for heterogeneity and the potential moderating effects of triggers. The findings suggest that customer relationship managers should focus on both overall performance evaluations and the competitiveness of the value proposition to improve retention. Additionally, the study highlights the need to control for heterogeneity in the satisfaction-retention relationship by incorporating prior churn. While the study did not find significant effects of situational and reactional triggers, it suggests that these factors may have a delayed impact on customer behavior. The results have implications for both customer relationship managers and researchers using periodic surveys to predict behavior.