CUSTOMER RELATIONSHIP MANAGEMENT REPORT ON THE FOURTH YR-OLD COLLABORATIONSHIP INTERNATIONAL BANK

Four international banks in Australia are Westpac, National Australia Bank (NAB), Australia and New Zealand Banking Group (ANZ) and Commonwealth Bank of Australia. Background of the project 4 a) Research of the Australian Banking sector 4 i) Company Analysis 4 ii) Market Analysis/Customers 6 iii) Competitive Analysis 7 iv) External Environment 9 b) Customer Strategies and CRM methods 10 i) Operational 10 ii) Analytical 11 iii) Strategic 11 iv) Collaborative 12 (c) Royal Banking Commission (RCB

CUSTOMER RELATIONSHIP MANAGEMENT REPORT
Name of Student
Name of Professor
Authors Note
Page | 1

Executive Summary
This report is focused on three major sections as the first section is on the banking industry and
its’ growth for the last twenty years, second section is on the CRM use of the chosen CBA bank
and the third section is the impact of Royal Commission of Bank on the major banks’
relationships with their customers. Australia’s four major banks comprise four of the seven on
local stock exchange in Australia having a market cap of AU$360 billion combined. Four
international banks in Australia are Westpac, National Australia Bank (NAB), Australia and New
Zealand Banking Group (ANZ) and Commonwealth Bank of Australia. Combined assets of these
banking giants may cross AU$ 3.6 trillion. CBA introduces the CRM and several facilities
including the Tap and Pay mobile app which is instrumental in changing the way payments are
being done. It has also launched ‘MyWealth’ which functions as a wealth management tool for
customers. The bank has also automated high-value payments. The analytics team of the
company deploys a number of software for managing and analysing the overall data of the bank
such as Data Stage, Ab Initio, Oracle BI, Tableau, R, SAS and Pega Decisioning. CBA has
successfully tackled competition by introducing a number of innovative products and services.
The workforce of CBA is also trained to be highly skilled. CBA has acquired 25% of the ASB
bank. The bank has established cooperation agreements with two banks in China namely
Hangzhou Commercial Bank and Jinan Commercial bank. The bank has also entered into a
partnership with Aussie Home Loans where it owns 80% shares. The development of loyalty
incorporates the sustaining and building the relationship with the customer which lead to the
repeated of purchasing the service. The customers’ loyalty can be proved with the continuous
stay of the customer with the same bank for a longer period of time along with buying the
policies frequently. CBA must focus on developing a wholesome strategy which addresses these
issues to rise significantly above its competitors. CBA needs to use CRM across all the
departments and it can prioritise customers and prospects.
Page | 2

Table of Contents
Background of the project...............................................................................................................4
a) Research of the Australian Banking sector..................................................................................4
i) Company Analysis....................................................................................................................4
ii) Market Analysis/Customers....................................................................................................6
iii) Competitive Analysis.............................................................................................................7
iv) External Environment............................................................................................................9
b) Customer Strategies and CRM methods...................................................................................10
i) Operational.............................................................................................................................10
ii) Analytical..............................................................................................................................11
iii) Strategic................................................................................................................................11
iv) Collaborative........................................................................................................................12
(c) Royal Banking Commission (RCB) and its impact on the CRM of banks in Australia..........13
Conclusions....................................................................................................................................16
Reference.......................................................................................................................................17
Page | 3

Background of the project
In the first part of the study, overall banking sector of Australia is the primary focus, therefore,
market situation of all the four banks are given with examples. Banking industry in Australia is
very strong as four major banks in Australia are performing well. In order to understand the
major operational elements of CRM which govern the banking sector of Australia, the
Commonwealth Bank of Australia has been chosen. It is a multinational bank in Australia which
provides various services such as investment, insurance, superannuation and funds management.
The project report is focussed on exploring and analysing the CRM or customer relationship
strategies of the bank to identify the major components which influence the relationship
between the customer and the bank. The project also researches and analyses the recent events
which have taken place in the Australian banking sector. It attempts to establish a clear
relationship between the events and in what manner they might impact the relationship between
the customer and the bank. In the final section, impact of Royal Banking Commissions on banks
of Australia is explained. It has maintained strategic agreements with several banks and has
served customers successfully despite facing a number of controversies during the last few years.
a) Research of the Australian Banking sector
i) Company Analysis
Australia’s four major banks comprise four of the seven on local stock exchange in Australia having a
market cap of AU$360 billion combined. Four international banks in Australia are Westpac, National
Australia Bank (NAB), Australia and New Zealand Banking Group (ANZ) and Commonwealth Bank of
Australia. Combined assets of these banking giants may cross AU$ 3.6 trillion (Adapa and Roy 2018).
Organisational Goals and Objectives
The organisational goals of the company are ambitious and diversified where the banks of
Australia is focussed upon providing every kind of financial services and solutions to its
customers. These activities are irrespective of the expectations and needs of the customer since
the bank provides a plethora of services such as providing loans to small and medium-sized
Page | 4

businesses, insights and tools concerned with businesses, retirement plans, and home loans at
competitive rates, term deposits and share trading to its customers.
Banking industry goal
The objectives of the banks lie in creating a customer based culture which ultimately enriches the
financial wellbeing of communities, businesses and people (Adapa and Roy 2018). The
advantage of the bank lies in the fact that it has been serving the customers of Australia and other
nations for a long time and is attuned to their respective expectations
Organisational Capabilities and Resources
The resources and capabilities of the bank lie in effective communication, customer focus,
culture and team and continuous improvements in services. In last 20 years, Australian banks
have improved their resources regarding the privacy, security, theft of information, data leakage
and app and website accessibility.
Market Share
Bank profit share per GDP in Australia is the highest among the developed countries as it is
2.9% (Adapa and Roy 2017). Market share of the largest four banks in Australia cross almost
82% of the overall market in Australia and 80% of the mortgage borrowers take loan from one of
the largest banks in Australia.
NBA CBA WBC ANZ
0
20
40
60
80
100
120
140
160
A$79.23
A$139.21
A$106.81 A$83.21
Banks in Australia Market
Capitalisation (AU$ Billion)
Page | 5

Figure 1: Market capitalisation of four major banks in Australia
(Source: Tran and Voy 2018)
Australian Banks Asset value (2018) Logo
Commonwealth Bank of
Australia (CBA)
AU$ 975 billion
Australia and New Zealand
Bank (ANZ)
AU$ 943 billion
Westpac (WBC) AU$ 880 billion
National Bank of Australia
(NBA)
AU$ 807 billion
Service Quality
The quality of service provided by the banks can be rated as better than competitors around the a
globe with its above average performances. They have excelled in product innovation and consist
of a highly skilled workforce. They have also generated profitable returns on capital expenditures
but has failed to market its products adequately (Brody 2018). Also, the banks have experienced
limited success in its ventures outside of its core businesses. Technology has brought major
changes in Australian banking sector as automation and internet have changed the banking
service quality and the customers do not need to visit the banks now. Banking financial
performance has changed with time due to the technologies as well.
Page | 6

ii) Market Analysis/Customers
Despite the innovative services provided by the Commonwealth Bank of Australia the bank has
not promoted its products. The products are not positioned properly and they lack well defined
Unique Selling Proposition. However due to the strong brand image of the company the bank gas
successfully retained its position as a pioneer in customer satisfaction ahead of the other major
banks in Australia. The customer satisfaction as per reports of September 2017 remained at a
resilient percentage of 79.9%. The % of non-mortgage customers remains even higher at 80.4%.
In Australian banking industry cash profit after tax decreased by 5.5% in the financial year 2018
and average income ratio of the people in Australia is increased to 46% (Adapa and Roy 2018).
Figure 2: Average cost to income ratio
(Source: KPMG 2018)
These customers within the age of 30 prefer to shop and are focused on the flexibility of the bank
rather than its predefined traditional models. The range of services provided by the bank such as
pension funds, home loans and business loans at competitive prices has ensured that customers
ranging from the age of 25 to 70 remain loyal towards the banks (Yao et al. 2018). These
customers consist of the Australian workforce with fairly disposable income. Retail banking and
wealth management caters to the small to large businesses. It also provides services to global
markets and institutional clients. Despite lacking marketing strategies the customer satisfaction
of the bank is 79.9% (Tran and Vo 2018).
Page | 7

iii) Competitive Analysis
Major Competitors
One of the top competitors in the market is CBA and Westpac. Westpac with its headquarters in
Sydney competes with CBA in the banking industry and generates 18.4 billion Australian dollars
more in terms of revenues compared to CBA. ANZ or the Australia and New Zealand banking
group is the second biggest bank with respect assets but has 3,847 fewer employees compared to
CBA (Heard, Menezes and Rambaldi 2018). The Australian Mutual Provident Society or AMP
is the third competitor as one of the largest shareholder registers in Australia.
Competitors’ goals, objectives and marketing mix
CBA, The Commonwealth Bank of Australia has its operations spread across the nations of the
United Kingdom, United States, Asia and New Zealand. The bank founded by the government in
1911 was completely privatised in 1996 and is one of the four biggest banks of Australia. In
1991 the organisation was listed in the Stock Exchange. The bank has diversified its business in
a number of areas such as trading in foreign currency, insurance and travel. It has revenue of
26.005 billion Australian dollars and about 51,800 employees (Commbank.com.au 2019). In
recent years the bank has also acquired stakes in Australian home loans company and financial
advisory companies thus establishing itself firmly in the financial market of Australia.
ANZ has more than 150 years of experience in the banking industry providing personal banking
services, loans to small, medium and corporate businesses. ANZ has also introduced an app for
wealth product customers to enable them to manage their earnings. ANZ provides 0% interest
rates to its customers for 16 months with the goal and objective of increasing its market shares.
Competitive price strategies are followed. ANZ's businesses are primarily focussed on the Asia
Pacific region deliberately overlooking the American and European market, unlike CBA. Robust
facilities like healthcare and other benefits are provided to employees (Bakir 2019). These
objectives are to create a world where communities and people thrive.
Westpac too like other banks of Australia provides merchant services, corporate services, home
loans, credit cards and insurance for its customers. Price provided by Westpac is competitive
rather beneficial insurance packages and policies are offered to customers. Westpac provides its
services in various parts of the world including Australia and New Zealand. Its reach is
Page | 8

somewhat limited compared to competitors. Marketing strategies of Westpac are resilient and
diverse based on sponsorships, media centres and commercials. Special incentives are awarded
to high performing employees. Highly automated processes are one of the key features of this
bank. Its objective is to be the largest service company in the world.
AMP provides services such as savings accounts, home loans, financial advice and insurance.
Price provided by AMP is competitive, especially in the mutual funds' investment sector. Most
of the operations are spread across Australia and New Zealand and serves the UK sector also as
part of a merging group. AMP established 170 years ago has a rich heritage but is currently
lagging behind due to poor marketing skills (Houston, Lee and Suntheim 2018). Digitalisation is
yet to be achieved in a complete manner. Health and insurance benefits are provided to
employees. AMP wishes to remain a pioneer in wealth management in Australia. Its objective is
to protect and create wealth for its consumers in different markets.
Marketing Mix of Banking sector in Australia
Product or service: Major services provided by the banks in Australia are the capital markets,
project finance, derivatives, loan and mortgage. The banks provide personal services and
insurance services to the customers.
Price: The banks in Australia take strategic and economic pricing strategies so that the customers
can take the services. However, all the services are premium to cater the needs of the customers.
Place: These banks have its ATM and branches across the Australia and globe. CBA has more
than 1131 branches in Australia, NBA has 1590 branches in Australia, ANZ has 600 branches
and 30 business centres and Westpac has 1200 branches in Australia.
Promotions: These banking giants take campaign strategies on social media and on the
promotional events so that they can reach large numbers of customers. The banks take the
strategies of social media promotions and television promotions to grab more customers.
Hoarding and billboards are part of the promotions.
iv) External Environment
Technology – Australia is one of the leaders in embracing new technologies. Technological
purchases are expected to amount to almost 65 billion in 2019. Cloud computing and artificial
Page | 9

intelligence are changing the mode of operations in Australia (Gerard and Johnston 2019). This
beyond doubt increases the expectations of the customers with respect to the banking services
provided. The bank must make investments to these trends and expectations.
Social Trend – In terms of health, wealth and quality of life Australia is one of the nations which
are leagues ahead of others. The life expectancy is high (Pilbeam and Sarantidis 2019). It is a
multicultural nation focussing on education affect the GDP of the country in a positive manner.
While this is beneficial for the banking industry it must be noted that the decline in working age
population is drawback affecting all businesses.
Economic – Australia has a resilient economic structure with a GDP of 1.69 trillion Australian
dollars (Kumar et al. 2018). It has the longest run of GDP growth without disruption. It ranks at
18th place in ease of doing business. The company tax rate is 30% which is a bit higher than
average. Thus it has the environment for businesses to thrive since people have sufficient
disposable income.
Figure 3: GDP Growth rate of Australian economy
(Source: Tran and Vo 2018)
Page | 10

Political and Legal Factors – The Prime Minister is concerned with taking all the decisions of
the nation formally ruled by Elizabeth II. It has a stable political environment which has attracted
some mild criticism due to racial discrimination. The nation has fair consumer laws and trading
laws. The country is governed by the Fair Works Act of 2009 (Masa’deh et al. 2018). There is
also protection of intellectual property laws. Any company looking to expand its operations must
abide by these to avoid litigations.
b) Customer Strategies and CRM methods
i) Operational
The bank has introduced several facilities including the Tap and Pay mobile app which is
instrumental in changing the way payments are being done. It has also launched ‘MyWealth’
which functions as a wealth management tool for customers. The bank has also automated high-
value payments. While high payments require a huge amount of manual effort on the part of the
employees the bank has successfully managed to automate it preventing bottlenecks. A strong
SWIFT network has been maintained and developed for this purpose (Kieżel and Stefańska
2019).CBA uses multiple strategies to establish its presence in social media. CBA provides a
gamut of services for its customers and these were adequately promoted through campaigns and
posts in social media. However, the posts are significantly lesser in number compared to its
rivals. The website of the bank is easy to use and provides easy access to multiple services. CBA
has exercised sufficient caution in using Artificial Intelligence for its compliance services.
However, the senior management at CBA is gradually accepting this new concept after
successful proofs have been established. New regulatory techniques are being used which are
significantly reducing the compliance costs. Artificial Intelligence is gradually being introduced
to increase accuracy and reduce costs of compliance (Giovanis, Assimakopoulos and Sarmaniotis
2018). Powered chatbots (Ceba) are being used to perform simple banking activities.
ii) Analytical
The CBA uses a gamut of services from its vendors with its commitment to provide exceptional
customer services through conscientious software which enhance business operations. It uses
Customer Relationship Management software to keep track of the preferences of each customer.
Robotic Process Automation Software is used to rapidly deploy simple activities and save
Page | 11

manual effort. Data management and data science platforms are used to collate manage and
analyse data. Operational database management is being used to store and retrieve data according
to the relevant queries. The company utilises Hadoop based platform for managing big data
which is known as Omnia (Kieżel and Stefańska 2019). The analytics team of the company
deploys a number of software for managing and analysing the overall data of the bank such as
Data Stage, Ab Initio, Oracle BI, Tableau, R, SAS and Pega Decisioning (Sundaram, Thomas
and Agilandeeswari 2018). A few years ago the company was successful in implementing
overhauling of one of the strategic data centres in Sydney which has increased the power
efficiency and the lifespan of the project.
The CBA has completed a project involving transporting 9,000 virtual machines to a new private
cloud. The company is also contemplating the single cloud platform to reduce the load on
mainframe hardware. The project was implemented to make business units capable of self-
service and enhance the responsiveness of developers. CBA has embraced private clouds
technology since 2010 which has aided in reducing the cost to income ratios of the bank. CBA
uses a hybrid cloud technology where the public cloud takes on more workload depending upon
certain conditions (Kieżel and Stefańska 2018). Regarding cloud, most of the applications of
CBA are in-house.
iii) Strategic
CBA has always maintained customer satisfaction as the number one priority and commitment of
the company. The focus of the bank is on developing the commercial and retail business to
provide simpler solutions to the customer. The bank is making heavy investments in the category
of digital banking to retain customers. Savings accounts, loans and credit cards are provided to
customers. The fees of ATM have been reduced. To increase its reach the bank has expanded its
branch network which is more than currently 1,000 across the nation of Australia (Basha and
Rehana 2018). Customer segmentation is vital since it essential for banks to understand their
customers from a more granular perspective. The CBA with its variety of services targets
customers from middle to higher income group bearing a competent level of education. The
young consumers ranging from 25 to 35 years of age are the new emerging segments of the
customer. The bank provides business to small, medium and large businesses. With its pension
schemes and retirement plans, it can be said that the age ranging from 25-70 is the target group
Page | 12

of customers. Its services are aimed at single and family persons looking for insurances and loans
at competitive rates.
CBA has successfully tackled competition by introducing a number of innovative products and
services. The workforce of CBA is also trained to be highly skilled. CBA motivates its
employees to perform better. The bank also relies on the strong brand image which establishes an
immediate level of trust with new customers. It has also progressed due to its rich base of
suppliers and strong cash flows. The bank has focused on rebuilding its digital services. The
bank has 5 million logins each day and 6.5 million users active on their digital network. 26% of
the retail sales are done digitally and 56% of the total transactions are conducted online. The
bank has invested 750 million Australian dollars for providing an agile environment for its
customers (Frigerio and Vandone 2018).
iv) Collaborative
Commonwealth Bank of Australia has a wide base of suppliers. The bank has 1,000 branches
spread over the country to provide better service to its customers. CBA has the largest number of
agencies, call centres, ATMs (4,300) and EFTPOS network as well as online banking services to
ably address a large number of customers. At present, the company has 800,000 shareholders.
The company has its operations spread over the United Kingdom, United States, Asia and New
Zealand. CBA has successfully integrated with a number of organisations through suitable
mergers. It has a 50% share in PT bank of Indonesia (Bakir 2019). The bank has acquired 25% of
the ASB bank. The bank has established cooperation agreements with two banks in China
namely Hangzhou Commercial Bank and Jinan Commercial bank. The bank has also entered into
a partnership with Aussie Home Loans where it owns 80% shares. It had purchased ‘Bankwest’
for 2.1 billion Australian dollars in 2008 (Frigerio and Vandone 2018).
The bank has resorted to leadership and talent management programs to have professionals with
an excellent level of expertise in its team. The bank has often been listed as the preferred
employer in journals' and is the only financial institution to achieve this feat. The bank has
invested heavily to train and develop its employees and also motivating them to achieve more.
However, the bank has a high attrition rate compared to its competitors. CBA is providing health
and insurance services to its employees to combat this issue. CBA uses the ROC framework to
assess its channels. The ROC framework makes use of the sales value, retention value and
Page | 13

channel costs to analyse and take decisions about multiple channels (Sundaram, Thomas and
Agilandeeswari 2018). The annual revenues are calculated, operating and facility costs are added
and the values of net operating revenues with respect to the channel are considered by CBA to
take decisions regarding channels. For each branch it exposes the profitability being generated by
them.
(c) Royal Banking Commission (RCB) and its impact on the CRM of banks in
Australia
At the year 2017 on 124, the December the Banking Royal Commission is established for
mitigating the misconduct in the banking and the finance industry. The commission mainly
focuses on the misconduct in the banking industry and how to mitigate those misconducts
(Hamilton 2016).
In Australia, there are mainly four big banks which dominate the financial market. These banks
are Commonwealth Bank of Australia, National Australia Bank, Westpac Banking Corporation
and Australia and New Zealand Banking Group. After the Royal banking commission report,
these banks are affected and each bank is expected to give 50 million dollars for the covering of
advisory and the lawyer fees for the management (Hamilton 2016). The banks are now mainly
focused on the collation of the data as well as the provision of the evidence for the investigation
response. The banks are needed to regain their customers trust back.
These misconduct revelations have impacted not only the banks but also the customer
relationship management of these banks and the banks are required to find the solutions for
mitigating these issues which have come up related to customer loyalty, retention, satisfaction,
stakeholder technologies and many more factors.
Customer value
Customer value can be defined as the incremental benefit which the consumers derive in case of
consuming the products after the return payment (Bhat and Darzi 2016). The customers have
massive value in the banking industry and to keep it intact the banks are instructed by the royal
commission banking to create policies for keeping the customer value strong enough for the
better customer relationship management.
Page | 14

Customer satisfaction
The banking industry is the commoditized place where almost every high profile bank offers the
same type of policies and services. The customer satisfaction is the factor which differ one bank
from another one in the competitive market. Interpersonal services and consistent channel
experiences are the areas of customer satisfaction (Bhat and Darzi 2016). The customers need to
be treated with proper respect and the banks need to show the effort for getting to know the
customers. Some issues aroused due to the misbehaving with the customer against NAB and for
that the company has taken some major steps in mitigating those accusations by implementing
recommendations of the Royal commission banking.
Customer loyalty
The development of loyalty incorporates the sustaining and building the relationship with the
customer which lead to the repeated of purchasing the service. The customers’ loyalty can be
proved with the continuous stay of the customer with the same bank for a longer period of time
along with buying the policies frequently. It is essential for maintaining relationship management
in such a way that customer loyalty becomes strong in case of the NAB and the Commonwealth
Bank of Australia. According to the Royal Australian Commission, strong customer loyalty is
required for healthy customer relationship management.
Customer engagement
The customer acquisition is considered as the important factor in the banking industry and it is
essential to make the emotional connection with the consumers for driving the loyalty as well as
retention for the already existent customer base (Van et al. 2015). Due to the stopping of the
pension policy and the grandfather commission some customers were very dissatisfied and chose
other banks for the requirement fulfilment. This has created some loss and due to this, the banks
are introducing new policies for customer engagement.
Customer retention
Customer retention is another important factor in the banking industry; this is the extension of
the customer engagement part only. Customer retention is only possible when the banking
industry will provide the customer desires policies and services. The main 4 banks of Australia
Page | 15

lack in customer retention after some scandals and due to this they are recommended to apply
policies and services for retaining the customers.
Organisational structure and culture
The organisational structure and the organisational culture need to be customer friendly so that
the customer relationship management become strong in every bank. The leadership and the
employee-manager relationship should be healthier so that the customers can get advantages
from it.
Employee relations
Employee retention is quite important for the success of any business and in the banking
industry, employee retention is important. In NAB the employee turnover rate is quite high
which has created some campaign and protest against the organisation. This has impacted
customer relationship management too. From the recommendation, it is instructed that the
organisation need to follow some ground rules to retain the employees.
Technologies
According to the report, banks are accused of using limited technology in case of recording the
transaction and the information of the customers (Van et al. 2015). It is required to use the
integration channel for the use of the latest technologies in case of the customer service and the
interfacing but this thing was absent in case of the NAB and Westpac Banking Corporation and
due to that all the information has been lost of the customer and they had to do it manually again.
The banks have taken several steps in case of incorporating advanced technologies with proper
backup for strong customer management.
Automation
Automation is the technique through which there will be minimum human assistance in any work
(Ho 2019). In the baking industry due to the huge pressure, there is a need for automation in
every bank of Australia. NAB bank has accused of the no usage of the automation in the year
2010 and faced huge loss due to it. So the Royal commission banking has instructed to
Page | 16

incorporate the automation and the organisation has incorporated the automation in the banking
system for better customer management.
Data collection and data privacy
The data privacy is the attribute which keeps the sensitive information about the customers and if
there is any breach of these data then the bank can go through dire situations (Ho 2019). In case
of NAB and Australia and New Zealand Banking Group, some scandals happened due to the
loose of the important data and transferring the data to some wrong person and the banks went
through some serious investigation issues. For mitigating that the banks have taken several steps
to keep the customer management intact.
Conclusions
It can be concluded that Australia has strong banking system and in Australia, the people rely on
the banking policies. As one of the leading financial institutions of Australia, the Commonwealth
bank relies on a number of techniques to ensure customer loyalty and enhance the relationships
with customers. However, it must be noted that despite a relatively strong brand image the bank
is failing due to non-aggressive marketing strategies. The bank has invested a lot in the digital
services sector but the lack of marketing strategies has reduced its position. The bank has enough
cash flows and has successfully integrated with a number of companies streamlining its
operations. The bank has enjoyed little success outside its core capabilities and business. CBA
must focus on developing a wholesome strategy which addresses these issues to rise significantly
above its competitors. CBA needs to use CRM across all the departments and it can prioritise
customers and prospects. RBC in Australia, At the year 2017 on 124, the December the Banking
Royal Commission is established for mitigating the misconduct in the banking and the finance
industry.
Page | 17

Reference
Adapa, S. and Roy, S.K., 2017. Consumers’ post-adoption behaviour towards Internet banking:
empirical evidence from Australia. Behaviour & Information Technology, 36(9), pp.970-983.
Allen, D., 2015. The sharing economy. Institute of Public Affairs Review: A Quarterly Review of
Politics and Public Affairs, The, 67(3), p.24.
Amin, M., 2016. Internet banking service quality and its implication on e-customer satisfaction
and e-customer loyalty. International Journal of Bank Marketing, 34(3), pp.280-306.
Bakir, C., 2019. How do mega-bank merger policy and regulations contribute to financial
stability? Evidence from Australia and Canada. Journal of Economic Policy Reform, 22(1), pp.1-
15.
Basha, S.M. and Rehana, S., 2018. A New Innovation in Banking Sector. International Journal
of Research, 5(01), pp.509-512.
Bhat, S.A. and Darzi, M.A., 2016. Customer relationship management: An approach to
competitive advantage in the banking sector by exploring the mediational role of
loyalty. International Journal of Bank Marketing, 34(3), pp.388-410.
Brody, G., 2018. When banking eats its customers. Arena Magazine (Fitzroy, Vic), (155), p.7.
Commbank.com.au. 2019. Personal banking including accounts, credit cards and home loans -
CommBank. [online] Available at: https://www.commbank.com.au/ [Accessed 22 May 2019].
Fernández, J.A.F., 2019. The Banking System in Australia and New Zealand: A Vision
together. Journal of Applied Finance & Banking, 9(2), pp.1-22.
Frigerio, M. and Vandone, D., 2018. Bank Ownership and Firm-Level Performance: An
Empirical Assessment of State-Owned Development Banks. In Contemporary Issues in
Banking (pp. 197-219). Palgrave Macmillan, Cham.
Gerard, K. and Johnston, M., 2019. Explaining microfinance's resilience: the case of
microfinance in Australia. Globalizations, pp.1-18.
Page | 18

Giovanis, A., Assimakopoulos, C. and Sarmaniotis, C., 2018. Adoption of mobile self-service
retail banking technologies: The role of technology, social, channel and personal
factors. International Journal of Retail & Distribution Management. 2(3), pp.23-34.
Hamilton, A., 2016. Banking royal commission is popular, not populist. Eureka Street, 26(10),
p.48.
Heard, C., Menezes, F.M. and Rambaldi, A.N., 2018. The dynamics of bank location decisions
in Australia. Australian Journal of Management, 43(2), pp.241-262.
Ho, S.C., Wong, K.C., Yau, Y.K. and Yip, C.K., 2019. A Machine Learning Approach for
Predicting Bank Customer Behavior in the Banking Industry. In Machine Learning and
Cognitive Science Applications in Cyber Security (pp. 57-83). IGI Global.
Houston, J.F., Lee, J. and Suntheim, F., 2018. Social networks in the global banking
sector. Journal of Accounting and Economics, 65(2-3), pp.237-269.
Kieżel, M. and Stefańska, M., 2019. Generations on New Technologies in Retail Banking in the
Context of Knowledge Economy. International Journal of E-Services and Mobile Applications
(IJESMA), 11(3), pp.19-33.
Kumar, R.R., Stauvermann, P.J., Patel, A. and Prasad, S.S., 2018. Determinants of non-
performing loans in banking sector in small developing island states: A study of Fiji. Accounting
Research Journal, 31(2), pp.192-213.
Manalo, J., Perera, D. and Rees, D.M., 2015. Exchange rate movements and the Australian
economy. Economic Modelling, 47, pp.53-62.
Masa’deh, R., Alrowwad, A., Alkhalafat, F., Obeidat, B. and Abualoush, S., 2018. The role of
corporate social responsibility in enhancing firm performance from the perspective of IT
employees in Jordanian banking sector: The mediating effect of transformational
leadership. Modern Applied Science, 12(7), pp.1-26.
Munir, R. and Terry, C., 2018. The Ethics of profit in the banking sector: An Australian case
study. Journal of International Business Education, 13, pp.299-318.
Page | 19

Pilbeam, K. and Sarantidis, A., 2019. The Behaviour of Banking Stocks During the Financial
Crisis and Recessions. Evidence from Changes‐In‐Changes Panel Data Estimations. Scottish
Journal of Political Economy, 66(1), pp.154-179.
Rees, D.M., Smith, P. and Hall, J., 2016. A Multi‐sector Model of the Australian
Economy. Economic Record, 92(298), pp.374-408.
Sundaram, N., Thomas, C. and Agilandeeswari, L., 2019. A Review: Customers Online Security
on Usage of Banking Technologies in Smartphones and Computers. Pertanika Journal of
Science & Technology, 27(1), pp.23-34.
Tran, D.B. and Vo, D.H., 2018. Should bankers be concerned with Intellectual capital? A study
of the Thai banking sector. Journal of Intellectual Capital, 19(5), pp.897-914.
Van Quyet, T., Vinh, N.Q. and Chang, T., 2015. Service quality effects on customer satisfaction
in the banking industry. International Journal of u-and e-Service, Science and Technology, 8(8),
pp.199-206.
Yao, D., Percy, M., Stewart, J. and Hu, F., 2018. Determinants of discretionary fair value
measurements: the case of Level 3 assets in the banking sector. Accounting & Finance, 58(2),
pp.561-597.
Page | 20