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Claims that, in Singapore, there is intense competition among local banks, hence increasing emphasis is being placed on offering a high quality customer service. Investigates how customers choose which banks to use, taking into account factors such as non‐verbal communication (including behavioural/interpersonal communication and environmental – deriving meaning from one’s surroundings); convenience; reputation; supply of information; and cosmetic factors such as the bank’s stationery. Uses a verbal questionnaire survey to examine the effect non‐verbal communication has on bank patrons’ attitudes. Evaluates banks’ businesslike approach, competency, friendliness, warmness, environment, electronic tellers, location and queueing. Makes a number of recommendations on how banks can improve their image and the service they offer.

Britannia Building Society has launched a collec tion of financial services products in partnership with Manchester United Football Club. Other products have also been launched that are designed ‘exclusively for Manchester City Supporters’. These brand alliances are particularly interesting because both parties have ‘membership clubs’ which reward customers for loyalty. The nature of member association with the respective clubs is different. Britannia Building Society (Britannia) is a mutual building society in the tradition in which investors and borrowers are building society members. Manchester United Football Club (MUFC) is a leading football club and a major consumer brand. The brand straplines on the two Rewards leaflets capture this difference: Britannia: ‘where membership means a great deal’ MUFC: ‘you win, we win’.

Despite laws like the Civil Rights Acts and the Americans with Disabilities Act, customers in restaurants are still faced with an inordinate amount of discrimination. The most prevalent forms of discrimination are race and disability based. Large restaurant chains such as the Waffle House and Cracker Barrel have learned nothing from the landmark Denny’s discrimination case as they face potentially larger class action suits today. Despite the bad news, there have been significant developments toward limiting restaurant discrimination. They are the industry wide impact of Denny’s diversity training programme and a recent court decision strengthening the ADA. The only true ways to limit and eradicate discrimination from restaurants is to continue educating our children about diversity, insist on expanding corporate diversity programmes, and increasing penalties on those organisations that do discriminate.

Discrimination, by definition, is deliberate denial of access to goods or services to an in dividual based on a physical or lifestyle characteristic of that individual. Despite the social progress that has been made in the past forty or fifty years toward treating all people equally, discrimination has not gone away and is still prevalent in businesses in the service industry. One section of the service industry that has experienced a lot of recent controversy over discrimination is the restaurant business.

In the discount store area, foreign large retailers such as Wal‐mart, Carrefour, and Costco fight hard with domestic retailers in Korea. The Korean customer is a judge in the centre of such a difficult fight. Therefore, foreign retailers who are willing to win the game should pay attention to what Koreans say and respond to the complaint as fast as they can. This study monitored e‐complaints of customers towards Korea Carrefour through analysing contents of the bulletin board in an anti‐Carrefour site. Upon examining e‐complaints by category and retail attributes, there were found to be more complaints in electrical goods and food and groceries by product category, and in employee attitudes and store atmosphere by retail attributes. The implications for successful retail strategies of foreign discount stores in Korea are discussed and further research is suggested.

Medium secure units were designed to treat patients for up to three years, but some patients spend longer in acute medium secure settings which in general do not have a 'longer term focus'. The aim of this investigation was to assess and describe the needs of these patients. A survey questionnaire was designed and sent to responsible clinicians who had patients admitted at least five years previously to the Three Bridges Medium Secure Unit (males) in West London. Carer ratings using the Camberwell Assessment of Need: forensic version (CAN‐FOR) were completed by the primary nurse for each patient, complementing the survey questionnaire. Of 122 medium secure male patients 25 (21%) had been admitted at least five years before. We found high levels of co‐morbidity and treatment resistance. The CAN‐FOR revealed two groups, one with chronic challenging behaviour, treatment‐resistant mental illness and need for a high level of support, and another more able group not needing as much support but with a dependency on the hospital. It is considered here whether certain groups would benefit from a different approach or setting.

Investigates three aspects of human resource management facing future challenges, personnel, technology and globalization. Suggests that the human resource professionals in a successful business must be able to attract and retain individuals who have the ability to manage a globally responsive business. Covers the use of technology for competitive advantage; advocates global strategies in operations management and empowerment of the individual.

“What was Glacier trying to do?” WE have tried to develop an understanding of the properties of sociological institutions. A chemist has an understanding of the known properties of elements and he uses this knowledge in order to do effective work. Without an understanding of these properties he would be ineffective and, in the worst case, might create an explosion inadvertently. Our assumption then is that if it is possible to identify the properties of sociological institutions and, hence, of industrial organizations in particular, managers can develop such an explicit understanding of their environment that they can use these properties to be more effective in their work on the one hand, and to prevent the equivalent of an explosion on the other.

Considers the quality of service between internal partners within a company looking at how this can influence performance and quality. Looks at the different ways of defining the internal customer and suggests that measurement is most effective when complex procedures are broken down. States that internal marketing is a critical issue facing marketing professions, human resources and other executives. Argues that if poor service is provided between employees it is unlikely that good service will ultimately be provided to the external customer. Invites further research in this area.

Explores the influence of Japan’s culture on its innovative strengths and weaknesses. Indicates that Japan is good at evolutionary and process innovation but not so hot on inventing. Links this to Hofstede’s cultural dimensions, comparing Japanese with US results. Attempts to link Japanese cultural attributes to rice and its consequent agricultural system and associated human relations. Devotes a section each to Japanese collectivism, power, uncertainty avoidance, masculinity/femininity, and Confucianism. Finds that Japanese culture does not promote individuality or risk‐taking (unlike the US), but does excel at process technology.