Tag: Citigroup

Paying a Fine, but Not Admitting Guilt

secThe recent decision by a federal judge to hold off on approving a $602 million settlement between the Securities and Exchange Commission and hedge fund SAC Capital Advisers over insider trading charges once again focuses attention on an issue that continues to rankle many observers: Why should companies accused by the SEC of fraudulent activity be allowed to settle the case by paying a fine but not admitting guilt?

These deals are typically agreed to by the SEC as a way to quickly settle civil cases which — if they went to court — would be both time-consuming and costly for both the SEC and the accused firm. Yet critics of these deals point out that the relatively low fines — a rounding error for some companies — do not act as a deterrent to future fraud and fail to satisfy aggrieved parties, including investors.

A federal judge in 2011 rejected a similar deal  between the SEC and Citigroup over civil fraud charges, in part because the SEC did not require Citibank to own up to its guilt.

Jill E. Fisch, a professor at Penn Law School and co-director of the Institute for Law and Economics, suggests that the SEC  “has to balance the costs of this concession [allowing companies not to admit guilt] with the extent to which that will interfere with its ability to prosecute the range of cases in which enforcement is necessary.”

In the Citigroup case, Fisch had signed on to a friend-of-the-court brief supporting the judge’s decision, although “that being said, it doesn’t seem to me that the courts should be trying to mandate a uniform SEC policy. It’s a [situation] where you have to trust the agency. What I thought the judge [in the Citigroup case] was saying is that the SEC has to show in some way that it went through a thought process” when it agreed to the settlement. Once that happens, the agency should be considered the expert in the matter, “and you don’t second guess that.”

Those cases that involve really flagrant wrongs will result in civil litigation through private lawsuits, and the companies will settle those anyway, Fisch says. “So to a certain extent, it almost makes this worse when the SEC settles, gets a huge fine and then says to the private plaintiff, ‘Go re-litigate the issue.’”

The debate over the practice of allowing fines with no guilt is “largely a media-fueled debate over whether these companies are getting away with egregious fraud,” Fisch says. Admittedly, there is significant problematic conduct, she adds. “But whether it amounts to egregious fraud is harder to prove, because we are talking about misconduct at the company level. The SEC is trying to piece together actions and information that may be dispersed among a bunch of different people. How do you put all of that together?

“When you have a bank robber, the guy was there, you know what he was thinking and you know what he walked away with, “Fisch notes. “With a corporation, it’s different. On the one hand, you have to throw the book at these companies, but it’s just that — a company. If there are individuals who engaged in self dealing, typically the SEC is pretty good at going after them.”

The SAC case raises interesting issues, according to Fisch. “With banks, the fines are borne by shareholders. So the SEC on the one hand is facing public pressure to impose high amounts, but who are they really punishing?” she asks. With SAC, “You are not talking about a publicly-held company. I assume the settlement will be borne by the principals and not by the hedge fund investors. If true, there is a much higher level of accountability than the standard case involving the big corporate fines.” Yesterday, a federal judge accepted the smaller of two insider-trading settlements — one for $14 million — between SAC and the SEC. 

In January 2012, the SEC said it would no longer allow companies to deny civil wrongdoing when they have admitted to — or been convicted of — criminal violations. But since most of the cases before the SEC involve civil securities law violations, this change probably won’t have much impact. “I definitely agree with the change,” says Fisch. “When you have evidence to bring a criminal proceeding, [the SEC] should demand the accountability that comes with an acknowledgement of wrongdoing.”

As for the civil suits, Fisch does not think that the SEC, given its limited resources, believes it will be successful resolving these cases “if it has to get an admission of wrongdoing out of all the defendants.”

But again, Fisch thinks part of the uproar is media-fueled. “When you see the media saying there isn’t enough accountability, or the fines aren’t big enough, I think if you look at the numbers, you will find that the SEC has brought a lot of cases. It publishes an annual report listing the cases, the amount of each fine [and so forth]. The SEC is more on top of it than the news articles would suggest.”

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Lenders’ New Largesse

 creditcardThe new Discover It credit card, offered this month, has a few new incentives for consumers. Its web site makes the following offer: No late fee for your first late payment; 5% cash back in categories that change each quarter; unlimited 1% cash back, not points, on all other purchases; an assurance that paying late won’t increase your APR (annual percentage rate), and a host of other things.

This more generous approach to consumers has already been adopted to varying degrees by other credit card companies, including Citigroup and Barclays, according to an article in The Wall Street Journal, which also points out that this new leniency on late payments does come with a caveat: Late payments can still show up on a consumer’s credit report, “which could make it difficult to qualify for new credit cards, mortgages and other loans.”

Still, credit card companies are most likely taking a financial hit when they give up the late payment fees which for so long had been paid by captive consumers. So what is the motivation for this new strategy?

Wharton marketing professor Stephen J. Hoch suggests that the issuers are “simply dealing overtly with a situation that they dealt with on a case by case basis before. Previously, if you were a timely payer and missed a payment, you could always call up and give the credit card company a one-time excuse, and they would usually forgive you that one time. Many consumers did not take advantage of that, either due to lack of knowledge or lack of caring.”

The lenders have now made this “one-time forgiveness explicit,” he notes. “It appears to me that if you chronically pay late, then you will get hit with fees. The other thing to remember is that when you pay late without an excuse, then you do get two months of interest charges, which can be hefty depending on the account balance. So [lenders] still make money off the credit revolvers, which is how [these lenders] pay for everything else, such as rebates and so forth.”

Hoch also suggests that if all the banks are offering these new concessions, then there is little competitive advantage to be realized. “The effect on loyalty would seem to be minimal. For people who use credit cards as a convenient payment method — no balances — it is all about rebates and other perks, such as miles. For revolvers, it is all about finding some bank willing to give them a big enough credit limit at not-too-high an interest rate.”

In 2009, with congressional passage of the CARD Act and its enactment a year later, some of the more questionable bank practices were reined in, such as charging hidden fees and offering low introductory interest rates that would suddenly and substantially increase.

Even with the CARD Act, lenders are still “quite clever in finding ways around the regulations,” Hoch says. “Credit card companies have increased merchant fees in order to make up for any lost profits from consumers. Also, if the credit card companies continue to try to make up for lost fees from consumers, then merchants may finally revolt and add surcharges which they think the new regulations may allow them to do.”

Hoch says he “can imagine that new payment mechanisms could develop that no longer conflate the availability of credit with the ease of payment.” Debit cards currently serve this function, but in the future, this may be “easier to do, like paying on your phone” — which some consumers already do — “or paying after a device reads your eyeball or thumb print.” Profits from credit cards, he adds, “are decidedly in the rear view mirror given the opportunities afforded by a more electronically connected world.”

 

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New Reins at Citigroup

Citigroup CEO Vikram Pandit and president John Havens both announced today that they are stepping down from their positions, raising immediate questions as to what caused their sudden departure and who will follow in Pandit’s footsteps.

The answer to the second question was supplied by Citigroup’s board, which announced that Pandit’s successor will be Michael L. Corbat, CEO of Europe, Middle East and Africa, where he oversaw all of Citi’s business operations in those regions, including consumer banking, corporate and investment banking, securities and trading and private banking services.

As for the first question, a late report in today’s Wall Street Journal said that Pandit stepped down “following a clash with the company’s board over the bank’s strategy and performance.”

KnowledgeToday asked Wharton finance professor Richard J. Herring and management professor Mauro Guillen for their perspectives on these developments.

KnowledgeToday: What do you think is behind Pandit’s resignation? Did you expect this to happen?

Richard Herring: It’s no secret that shareholders have been unhappy. They voted against his bonus last spring, and the bank continues to trade at a very substantial discount to book value. The share price has fallen dramatically over his regime, but that’s not a fair measure. He was parachuted in to sort out a train wreck. To some extent, he succeeded, but it was less clear that he had positioned Citi on the right track to move forward. The new strategy has not been successively presented to investors.

Mauro Guillen: Pandit has not been a happy camper at Citigroup. Let’s remember that the bank did not pass the stress tests, then shareholders revolted against a pay package, and then the bank took a loss during the sale of Smith Barney. I am not surprised the board decided to put a lot of pressure on him, and that he decided to just quit, announcing it on the day of the second Presidential debate so that the issue will be quickly forgotten.

KnowledgeToday: Was the announcement today a sign that Pandit wasn’t doing enough to get the bank on firmer footing, even though the bank had reported stronger than expected third quarter earnings and had returned to profitability two years ago?

Herring: I would say the earnings were not as terrific as the headlines would indicate. The main source of increased revenue was from bond trading, which is unlikely to be sustainable. And the results included a very large write-down from the sale of Smith Barney to Morgan Stanley. Some observers felt that Citi did not get a sufficiently high price. But it did enable Pandit to step down on a high note.

KnowledgeToday: Will this surprise move negatively impact the bank (e.g., its share price) in the days and weeks ahead?

Herring: Probably not. Citi now has a much, much stronger board, one that appears to have planned an orderly succession. This is in stark contrast to the situation in which [former CEO Charles] Prince was forced out and the board was clueless about a successor. In fact, Pandit began in an awkward way because there was nothing in his background to suggest that he would be an ideal leader. It seemed more like an act of desperation by a board that was asleep on the job. 

KnowledgeToday: What would you advise the bank to do immediately to mute the impact of such a sudden announcement?

Herring: I think that they need to continue to downsize so that the enterprise can be more successfully managed, and they need to articulate a clear strategy that is persuasive to investors. Since Corbat has had substantial success in slimming down his group, he may well be the right man for the job.

 

 

 

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