Statistics and analysis

Out of the 63 branches in the Maharashtra , Madhya Pradesh also we are planning to open the branches in Goa, and Gujarat very soon. Society have strength of more than 76,136 members (Share holders) and got audited in "A" Grade certificate, for near to 69188.66 Deposits, for more than 24820.65 in Lacs in Investment, for more than 45 Crore Assets and 28345.65 Lacs Secured loan.

Nirmal Ujjwal Credit Co-operative Society has been ranked as top 10 credit society of the total 28000 credit societies in Maharashtra whereas it has been ranked 2nd in Vidharbha and 2nd in Nagpur for Vidharbha region. This report was submitted by the Maharashtra State Federation of Co-operative Society during the asset survey status in the year 2005.

Nirmal Ujjwal Credit Co-operative Society is one of the Credit Society whose capital share is 1962.21 in Lacs.

Nirmal Ujjwal Credit Co-operative Society have various Deposit and Loan Schemes which are extended to its members. Any general citizen can open up the account, you can provide your details by filling up the application form and our representative will contact you at the earliest. Please provide us with maximum details in order to serve you better.


Our Financial and regulatory reports

A deep dive into the Balanced Scorecard is way beyond the scope of this blog and will take far too long. Perhaps it is another blog topic for the future. There are a couple of really interesting and relevant elements of the Balanced Scorecard from the perspective of this blog, however. The first is the emphasis on quantifying strategic success in terms specific measures and targets. It insists that the progress towards strategic objectives be objectively measurable.

The second is that having quantifiable measures and targets makes it much easier to cascade strategic performance management down through the organisation structure. For example, let's say one of the Bank's strategic objectives was to 'Increase customer profitability' or something equally straightforward. The Balanced Scorecard would force us to quantify this Objective in terms of one or more specific measures and targets.

For example - one of these measures could be a measurable increase in the average number of products held per customer. Having decided this - it becomes a much easier task then to allocate responsibilities for achieving the relevant target to sub-ordinate business units - for example, retail or corporate banking. Indeed, we could allocate increasingly more granular measures and targets for any number of strategic objectives right down to the individual staff member. Indeed, that is the logical conclusion of the Balanced Scorecard approach.

So how might our Strategic Management Information System handle this? As usual - it's easier to describe using the simulation than in text. The following video explains how you might approach this challenge. If you are not familiar with the Balanced Scorecard, the Balanced Scorecard Institute has excellent resources. If you're really interested in implementing the Balanced Scorecard in your bank, then we have an excellent course, 'Implementing the Strategy' which covers this topic in depth