#Sales target pressure
Wells Fargo had sales plans that only about half its regions were expected to meet. TATERU’s committee described targets rising year after year on results that included misconduct.
Two passages to compare
- Note 01 · Wells Fargo & Company：Management had plans it expected only about half the regions to meet
Community Bank leadership set the goals and passed them down through regions, branches and individuals. Performance against them shaped rankings, pay and promotion.
Sales Practices Investigation Report p.19-20 - Note 05 · TATERU Special Investigation Committee：Sales targets kept rising on the back of results that themselves included misconduct
Management did not regard the targets as difficult to achieve or as quotas. Sales department managers saw mandatory goals that were extremely difficult to reach through ordinary sales.
Investigation Results Report (Summary Version) p.19
TATERU deposit-balance falsification: a ban some took as “merely formal”
Digits edited on company PCs
12 notesShoko Chukin Bank's improper crisis-response loans. Staff discarded genuine trial balances and created altered versions themselves
“Honesty doesn't pay”
12 notesWells Fargo sales misconduct: the CEO saw “only 1%”
Sales goals only half the regions were expected to meet
12 notesSuruga Bank's improper property lending. Falsified evidence was ordered as “ebi”
Falsified evidence was called “ebi”
11 notesJapan Post Insurance's improper sales. One manager said the two-year pitch dated back 40 years
The “two-year sales pitch” was widely known among sales staff
12 notesSOMPO's response to Bigmotor's fraudulent claims. The committee asked whether staff would send their own cars there
All 30 plants reviewed were rated yellow or red
12 notes