奧沰有限公司

The overall feeling is:

The system looks very polished, but when it actually operates,

a lot of things are really absurd.

A certain brokerage firm hastily arranged an event called

“Investment Education Training” before the Lunar New Year market closure.

The company’s public explanation was that it was concerned about clients’ lack of long-term investment education

and therefore hoped to strengthen their investment knowledge.

The instructor was Wang JiaX, a fairly well-known lecturer in the market.

But at the beginning of the course, instead of first discussing models or strategies,

he started by telling a story about himself.

He said:

“On the last day of the holiday, I took the high-speed rail north to meet

my classmates for a meal.

I actually really like booking those quiet little rooms to chat. At that

time, I suddenly thought of when I was young, watching the sunrise on Hehuanshan,

with a bag of Kuai Kuai beside me, while the taxi radio happened to be playing ‘TAXI GIRL.’

Actually, the rhythm of the market is sometimes a little like that too.”

Quite a few participants were somewhat moved, but also somewhat confused.

Then he turned around and slowly wrote three things on the whiteboard:

Investment education training participant list

Address

Phone number

Then he said:

“The market is actually very cruel.

If one person develops a strategy alone, it is like being locked in a room by the market.

But if a group of people do it together, then it is actually an institutionalized plan.”

Someone in the audience asked:

“What should we do if the strategy fails?”

Lecturer Wang JiaX smiled and said:

“That is why I usually recommend that senior management promote the overall plan,

and then arrange for more participants to join.

Everyone learns together and bears the burden together.

If the market fluctuates, people will not point fingers only at me.”

After the course ended, the company began discussing internally whether to formally promote this

‘strategy + investment education training’ model.

However, when the risk-control department reviewed the entire system, it found that the most stable part

was not the investment model at all, but rather the fact that the number of participants kept increasing.

From the perspectives of financial organizational governance and behavioral finance,

which of the following best describes the core logic of promoting this strategy?

A.

Establish large-scale hedging positions through the futures market, then collect client data through investment training

to improve market liquidity; the strategy’s success mainly comes from the pricing efficiency of derivatives.

B.

Use narratives and interaction to make participants believe that the strategy has a high degree of insight,

and deliberately expand the number of participants so that the strategy’s results are averaged across the group;

when performance is poor, responsibility also becomes difficult to concentrate on a single decision-maker as the number of participants increases.

C.

Use warrant time-value decay and implied-volatility trading strategies;

the investment training is merely a promotional tool, while the actual profits come from arbitrage based on market structure.

D.

Use nostalgic narratives to establish a long-term investment culture, encouraging retail investors

to reduce their trading frequency; the strategy’s success mainly comes from the patience premium in behavioral finance.

As an aside, my previous experience interviewing at this company was also quite interesting.

I don’t know whether it was because it is a large company, but it seemed as though it felt it did not need

to show interviewees much respect.

From the very beginning, scheduling the interview was chaotic. HR first asked the applicant to provide their availability for the following week.

After I did so, they did not respond until the following week, and then asked me to provide availability for the week after that.

The interviewing manager even said at the time:

“An interview-result notification email will be sent in 1–2 weeks.”

Heh, it later turned out to be a lie, because no interview-result notification was sent at all.

Later, I messaged HR to ask about it, but they simply read the message and did not reply.

You can actually tell from these small details that the company does not even have basic courtesy.

I also later heard quite a few things about the company internally, for example:

Performance targets are raised endlessly and are never considered sufficient.

As soon as you fail to meet a target, you have to write a self-review report—it is practically like writing an essay.

Whether you work yourself to death or barely do anything,

the salary you receive is almost the same.

The company seems not to have a formal HR department, only a so-called underground HR team handling personnel matters.

I also have no idea whether this is legal.

Some departments do not even have company computers, and employees are required to use their own laptops.

The so-called flat organizational structure actually means that you have to do everything.

The workload just keeps increasing, but no additional staff are hired.

When you do more, the company simply treats it as though that is what you were supposed to do anyway.

Convenient transportation

A company that sells leather accessories for Apple products and has been established for over ten years. The company has fewer than 50 employees, yet its warehouse management is completely unsystematic. There are frequent quantity errors, discrepancies in goods received, and returns. Inventory counts are also done in a primitive, makeshift manner, and it often happens that customers order products that are actually out of stock. The warehouse staff have an average tenure of no more than three months. The office staff are narrow-minded and highly self-important. They frequently add shipping documents when goods are about to be handed over to the logistics company, or require cumbersome packaging procedures while demanding that a large number of e-commerce orders be shipped on the same day. The heavy daily shipping workload is entirely placed on a few part-time employees. The warehouse also employs an older woman who receives the same pay as the other part-time workers, but whose workload is only half as much as theirs. She claims that she cannot lift heavy objects or handle the fast-paced picking, shipping, and verification process. She only packages phone cases and lanyards at her station, has extremely poor productivity, leaves her workload to other employees, and frequently makes mistakes that others have to clean up. The warehouse has only one full-time employee responsible for scheduling and management, but this person completely refuses to acknowledge the need for additional staff during peak periods with heavy shipping volumes, avoids important issues, shirks responsibility, and slacks off. They believe that after reporting the staffing shortage to the office HR department, there is no need to follow up or supervise the matter, and that whether staffing is adequate or not is no longer their concern. The office, meanwhile, believes that staffing issues must be supported by data-based statistics before they can be reported—this is absurd. They think that when there are insufficient staff and an extremely large number of orders, it is acceptable to have motorcycle couriers deliver the shipments whenever the warehouse cannot meet the logistics company’s daily pickup deadline. They make the logistics company’s drivers wait idly for half an hour before shipments are dispatched every day. They have no understanding whatsoever of how to lead or manage. This is a company that is impressive only on the surface: its products appear refined and artistic, and it seems highly marketing-savvy, but internally the company is a complete mess, run by a group of incompetent jellyfish-brains who only want to seize power.

Free snacks, drinks, and a capsule coffee machine

Coworkers are fairly easy to get along with

Convenient transportation and a relaxed work culture

A startup company selling accessories such as iPhone cases and leather cases

As a warehouse staff member, the main duties were shipping products to distributors, e-commerce businesses, and retail stores, as well as organizing goods. However, the company had an extremely high turnover rate. When I joined, no one in the entire warehouse had been there for more than six months, and someone would resign every few days. Handover procedures were unclear, and no one seemed to know the answers when asked. Full-time employees understood the warehouse less than part-time workers did. The owner had no intention of managing it, while the supervisors were also unclear about the warehouse’s operating procedures, constantly changing instructions and creating information gaps.

Although the work culture was said to be relaxed, there was actually a lack of systems and structure, and employees seemed largely dispensable. Someone took leave every day, and the warehouse was almost entirely staffed by part-time workers. Occasionally, there were also short-term temporary workers. The work itself was not very stressful and was relatively easygoing, but it was not a high-paying job. It may be suitable as short-term work, but its prospects for long-term development should be carefully considered.