e their customers a greater sense of community. Japanese banking is highly customer-needs centric (Herbig, 1997).
Australian banks are heavily influenced by the marketing strategies of banks in the United States. As such they have introduced very strong cost-cutting programs that resulted in many rural branch closures. Most banks now promote distance banking for their customers via the use of telephone, PC, and Internet facilities (Rexha, 1999).
The ability of any bank to rapidly provide for itself information to measure bank performance (and particularly customer performance) will result in increased repeat business from the current customer base; increased positive customer referrals; increased profits; improved internal employee morale; and improved productivity and communication (Herbig, 1997). Monitoring and managing international banking service quality across multinational borders therefore becomes a very important key to the success of financial institutions. In addition to the above "customer service" related factors, the assessment of this performance is also necessary due to stringent market conditions, competitive pressures, creation of substitute channels of distribution, consumer demand and technological progress. As such, the management of these organizations remains under the constant burden of needing to improve operating competitiveness that includes issues of financing, product development, innovation, marketing, and human resource management. Central to the marketing of services in the above environment is the redefining of the channels of distribution and services that has historically been a role performed by bank branch networks (Athanassopoulos, et al, 1997, 1).
The branch offices of a bank are the first line of customer contact. It is necessary to therefore expect some level of alignment between the operating policies and procedures between these branches across different markets, on a worldwi...