The company operates as a family business, with many of its early core members being relatives, resulting in relatively stable organizational operations.

During the tenure of the previous person in charge, overall operational performance was acceptable, and the internal atmosphere was maintained at a reasonable level.

After the previous person in charge passed away, other family members took over the business, resulting in substantial organizational changes, including departmental restructuring and a reduction in the number of stores, which led to a significant increase in staff turnover.

In terms of management style, the new supervisors tend to use high-pressure and centralized management. More internal monitoring equipment has been installed, making the work environment relatively stressful. Communication is more forceful, affecting employee morale and sentiments.

The salary and benefits system has also been adjusted. There are discrepancies between the actual implementation and the announced terms of some existing bonus schemes, such as attendance, performance, and activity-related rewards. Group insurance and additional benefits are relatively inadequate, and employees have limited opportunities to participate in company activities.

In terms of staffing, experienced employees have gradually left, while the retention of new employees is low. The division of decision-making authority and responsibilities within the organization is unclear, and the management team is not aligned in its views, frequently causing confusion during execution and affecting work efficiency.