Wells Fargo Problems Case Questions Read “Changing the Pay Level at Eight Crossings” on page 501. Submit a response to questions 1,2 and 3 see the attachme

Wells Fargo Problems Case Questions Read “Changing the Pay Level at Eight Crossings” on page 501. Submit a response to questions 1,2 and 3 see the attachment below to know the questions Pay and Strategy Execution at Wells Fargo: Incentives Gone Awry
Wells Fargo has been ordered to pay a fine of $185 million to the U.S. government and the City and County of Los Angeles for
creating “fake” accounts for customers who did not ask for the accounts. As we saw in the opening of our earlier Chapter 10 g,
that was an unintended consequence of the push by Wells Fargo to grow revenue by cross-selling (e.g., getting a checking account
holder to take a new credit card). It also reached a settlement, perhaps the first of many, of $110 million with Wells Fargo
customers over the same issues. It appears that the fake accounts were created so that Wells Fargo employees could meet their sales
targets. That, in turn, would allow them to keep their jobs and in some cases earn large bonuses.
As we saw in the case of Volkswagen, these unethical actions appear to have been a result of pressure from the top to grow the
company. One employee described the culture at the bank as “cross-sell, cross-sell, cross-sell.” Cross-selling refers to the practice
of asking existing customers to open another account (e.g., a checking account, a new credit card, a home loan, or a line of credit).
During one big push to increase sales called “Jump into January, employees were pressured to sell 20 products a day. The
environment was described as “soul crushing” and one in which everyone was “miserable.” If you did not sell enough, you would
be fired. Another employee said that managers did not directly ask him to deceive customers but instead would repeatedly ask,
“Where are you at? How are you gonna get there?” But, if you hit your numbers, you did not get those questions. Some former
employees reported that one way to hit your numbers was to include extra forms in a transaction to open a requested account. For
example, if a customer was applying for a home loan, the banker would include a form for a line of credit and hope the customer
would not notice when signing all the papers.
According to New York Federal Reserve President Bill Dudley, the “widespread fraud” at Wells Fargo shows the “powerful role-
for good or bad—that incentives can play.” He compared what happened at Wells Fargo to how compensation systems helped cause
the mortgage crisis and financial crisis of several years ago. Wells Fargo reports that it is now changing its compensation plan away
from a focus on cross-selling as many banking products as possible to a focus on customer service, customer usage, and growth in
primary balances.
Page 536
IT
Pay and Strategy Execution at Wells Fargo: Incentives Gone Awry
Wells Fargo has been ordered to pay a fine of $185 million to the U.S. government and the City and County of Los Angeles for
creating “fake” accounts for customers who did not ask for the accounts. As we saw in the opening of our earlier Chapter 10 g,
that was an unintended consequence of the push by Wells Fargo to grow revenue by cross-selling (e.g., getting a checking account
holder to take a new credit card). It also reached a settlement, perhaps the first of many, of $110 million with Wells Fargo
customers over the same issues. It appears that the fake accounts were created so that Wells Fargo employees could meet their sales
targets. That, in turn, would allow them to keep their jobs and in some cases earn large bonuses.
As we saw in the case of Volkswagen, these unethical actions appear to have been a result of pressure from the top to grow the
company. One employee described the culture at the bank as “cross-sell, cross-sell, cross-sell.” Cross-selling refers to the practice
of asking existing customers to open another account (e.g., a checking account, a new credit card, a home loan, or a line of credit).
During one big push to increase sales called “Jump into January, employees were pressured to sell 20 products a day. The
environment was described as “soul crushing” and one in which everyone was “miserable.” If you did not sell enough, you would
be fired. Another employee said that managers did not directly ask him to deceive customers but instead would repeatedly ask,
“Where are you at? How are you gonna get there?” But, if you hit your numbers, you did not get those questions. Some former
employees reported that one way to hit your numbers was to include extra forms in a transaction to open a requested account. For
example, if a customer was applying for a home loan, the banker would include a form for a line of credit and hope the customer
would not notice when signing all the papers.
According to New York Federal Reserve President Bill Dudley, the “widespread fraud” at Wells Fargo shows the “powerful role-
for good or bad—that incentives can play.” He compared what happened at Wells Fargo to how compensation systems helped cause
the mortgage crisis and financial crisis of several years ago. Wells Fargo reports that it is now changing its compensation plan away
from a focus on cross-selling as many banking products as possible to a focus on customer service, customer usage, and growth in
primary balances.
Page 536
IT
the mortgage crisis and
from a focus on cross-selling as many banking products as possible to a focus on customer service, customer usage, and growth in
primary balances.
Page 536
QUESTIONS
1. Have you experienced cross-selling as a bank customer? What was your reaction? What would your reaction be if the bank
opened a line of credit for
you
that
you
did not want?
2. How is what happened at Wells Fargo similar to what happened at Volkswagen? (See the “Integrity in Action Q” box, earlier
in this chapter.)
3. What caused the problems at Wells Fargo, and how can they be fixed? How helpful will the new compensation plan be in
fixing things? Why?
SOURCES: E. Glazer, “Wells Fargo to Roll Out New Compensation Plan to Replace Sales Goals: Bankers Say Previous Lofty Goals Pushed Them to Open Accounts without
Customers’ Knowledge.” Wall Street Journal, January 6, 2017, B. Chappell, “Wells Fargo Fined $185 Million over Creation of Fake Accounts for Bonuses.” National Public Radio.
September 8, 2016; M. Egan. “Wells Fargo Customers in $110 Million Settlement over Fake Accounts.” CNNMoney.com, March 29, 2017. C. Arnold, “Former Wells Fargo
Employees Describe Toxic Sales Culture, Even at HQ, National Public Radio, October 4, 2016, M. Egan, “Top Fed Official Likens Wells Fargo Fraud to Mortgage
Crisis.” CNNMoney.com, March 21, 2017

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