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    Wells Fargo Case Analysis

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    Anirud_69
    The document summarizes Wells Fargo's online financial services (OFS) business strategy. It analyzes the competitive industry environment and outlines OFS's strategy to target high-income, loyal customers. The strategy focuses on attracting 1 million new customers by 2000, retaining customers, reducing costs, and innovating products. It also notes challenges around building enthusiasm among senior leadership unfamiliar with technology. Finally, it proposes a balanced scorecard approach focused on leading indicators like customer growth, revenue per customer, and cost reductions.

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    Wells Fargo Case Analysis

    Uploaded by

    Anirud_69
    2K views6 pages
    The document summarizes Wells Fargo's online financial services (OFS) business strategy. It analyzes the competitive industry environment and outlines OFS's strategy to target high-income, loyal customers. The strategy focuses on attracting 1 million new customers by 2000, retaining customers, reducing costs, and innovating products. It also notes challenges around building enthusiasm among senior leadership unfamiliar with technology. Finally, it proposes a balanced scorecard approach focused on leading indicators like customer growth, revenue per customer, and cost reductions.

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    The document summarizes Wells Fargo's online financial services (OFS) business strategy. It analyzes the competitive industry environment and outlines OFS's strategy to target high-income, loyal customers. The strategy focuses on attracting 1 million new customers by 2000, retaining customers, reducing costs, and innovating products. It also notes challenges around building enthusiasm among senior leadership unfamiliar with technology. Finally, it proposes a balanced scorecard approach focused on leading indicators like customer growth, revenue per customer, and cost reductions.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    2K views6 pages

    Wells Fargo Case Analysis

    Uploaded by

    Anirud_69
    The document summarizes Wells Fargo's online financial services (OFS) business strategy. It analyzes the competitive industry environment and outlines OFS's strategy to target high-income, loyal customers. The strategy focuses on attracting 1 million new customers by 2000, retaining customers, reducing costs, and innovating products. It also notes challenges around building enthusiasm among senior leadership unfamiliar with technology. Finally, it proposes a balanced scorecard approach focused on leading indicators like customer growth, revenue per customer, and cost reductions.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 6

    WELLS FARGO OFS

    THE OFS IS A NEW BUSINESS IN A POTENTIALLY HIGH GROWTH MARKET.

    WE CAN UNDERSTAND THE NEED FOR BSC BY ANALYZING ITS ENVIRONMENT


    (internal and external)

    1. INDUSTRY DYNAMICS

    HIGH COMPETITION DUE TO DEREGULATION


    Consolidation
    in the industry due to merger
    Many new entrants in the field with money market funds
    THE INFORMATION REVOLUTION AND E-BANKING ARE A REALITY

    DEREGULATION ALSO CREATED OPPORTUNITIES FOR BANKS


    MANY FORMIDABLE COMPETITORS LOOKING AT AND MOVING FAST INTO THE
    ON-LINE ARENA
    WELLS FARGO OFS

    2. THE STRATEGY

     PLANNED/ EXPECTED CUSTOMER BASE OF 1 MIL. BY 2000


    TARGETING A PARTICULAR MIX OF CUSTOMERS
    Higher Income, Loyal
    Intense users of banking products
    Also contribute to lower costs of service

    THE SECTOR ALSO HAS THE FOLLOWING FEATURES


    Futurehas more than the present
    Opportunities for new products and broadening of services offered on line
    OFS could potentially become a portal with all sorts of alliances

     SUCCESS DEPENDENT ON
    Attractingnew customers to reach target
    Retaining the customers
    Simultaneous reduction in costs and spending
    Importantly, making it easy for customers to migrate and stay
    Continuous process and product innovation
    WELLS FARGO OFS

    3. THE INTERNAL CULTURE

    WELLS FARGO HAD A TRADITION OF COMPETITIVE ADVANTAGE THROUGH


    COST REDUCTION
    Strict
    cost and profitability measures for performance evaluation. Appropriate for a
    new market with a great future?

    FEWSENIOR EXECUTIVES OUTSIDE THE OFS WERE FAMILIAR WITH


    COMPUTERS OR THE TECHNOLOGICAL MARVELS
    NEED TO BUILD UP THE ENTHUSIASM AND MOMENTUM TO CAPITALIZE ON
    THE FIRST MOVER ADVANTAGE
    WELLS FARGO OFS

    A MULTI PRONGED STRATEGY IS CALLED FOR,

    MULTIPLE MEASURES WILL SHOW A BETTER PICTURE OF THE PRESENT AND THE FUTURE

    THE BSC THEREFORE SHOULD FOCUS ON THE LEADING INDICATORS AND NOT LAG MEASURES

    Customer addition and retention (Customer Growth)


    Growth per customer (Number of products)
    Operating cost reductions
    Internal Processes such as reliability of access, service, and service quality
    Staffing Needs, Competencies, and an emphasis on entrepreneurship (the parent is a bureaucracy)

    THE THREE THEMES: Add and retain customers, increase revenue/customer, and reduce costs/customer.
    WELLS FARGO OFS
    UPDATE

    Theme 2: Increase revenue/customer

    OBJECTIVES MEASURE

    REVENUE/ Gross Revenue per customer


    CUSTOMER
    Cross-sell # of products held/customer

    Non-Branded Sources Revenues by third party relnships from non-Wells Fargo


    branded sources
    Fees and Balances Increase in fees and balances at WF per customer

    Internal Revenues Increase in revenue from other WF business units


    WELLS FARGO OFS
    UPDATE

    Theme 3: Reduce cost/customer

    OBJECTIVES MEASURE

    Bank cost/customer & 1. Total cost per average customer


    Alliance costs 2. Royalties per customer

    Customer usage Sessions per active customer (Precise numbers not yet
    developed)
    Increase efficiency No. of customers/agent

    Streamline processes Cost per agent contact

    Automate processes No. of customers contacting employees per month

    Develop self-service 1. No. of systematic contacts per customer per month


    2. No. of agent contacts per customer per month

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