Ucb Case Study

Mishra A. K.53 examined the reasons behind satisfaction of the customers with the services rendered by the UCBs. He described that, UCBs have been operating in a more competitive environment and therefore, the need to take care of customer requirements has become more important. He made some operational suggestions such as (i) the branches of UCBs should cater to the betterment of the customers (ii) they should improve their image in society, customer satisfaction and profits (iii) the time norms for specific business transactions should be displayed prominently in the banking hall so that it catches the customers’ attention (iv) there should be active participation of employees at all levels for improving customer services.

Indian Institute

Pratibhatai Patil (Hon’ble President of India) (November, 2007)56 on the occasion of the inauguration of ‘9th All India Conference of National Federation of UCBs and Credit Societies’ held in 2007, noted that in the fast globalizing world order and growing competition, UCBs find it difficult to face competition from big players, which have command on resources, technology, and managerial competence far greater than what co-operative banks have. So, UCB sector as a whole must adopt new management systems and modern technologies to become strong and competent. The unprecedented growth of our economy and rapid urbanization is an opportunity for UCBs to expand their business, she added. The share of co-operative banks in the urban sector appears to be gradually shrinking and in long run this will adversely affect the small traders, salaried persons, artisans and weaker sections of society. She further stated that economic empowerment of women and involvement of youth is very essential for the development of co-operatives. In the overall development of UCBs single strong Apex Body should provide expertise and resources to the grass root level banks. Hence, by catering the credit needs of the people with limited means in the urban and semi-urban centers, the UCBs seek the financial inclusion of people and this is extremely important for the equitable growth of

In that context, a good performance measurement framework should incorporate more forward-looking indicators and be less prone to manipulation from the markets.

Third, governance and banks’ risk management processes should be further enhanced: the adoption of a wider and more forward-looking assessment of performance may constitute the first step to intensifying the dialogue between the banks’ management and supervisors, and where confidentiality issues permit, with market analysts as well. In that context, a comprehensive analysis for all business areas based on data availability and data comparability is key. This may call for enhanced disclosure, both towards the public and the supervisor.

K V Kamath (MD and CEO, ICICI Bank)62 brought to the notice that the demographic shifts in terms of income levels and cultural shifts in terms of lifestyle aspirations are changing the profile of the Indian consumer, which is and will be a key driver of economic growth going forward. The Indian banking sector is at an exciting point in its evolution and for them there are immense opportunities to enter new businesses and new markets, to develop new ways of working, to improve efficiency, and to deliver higher levels of customer