好事聯播網_好事903電台_山海屯青少年之聲廣播股份有限公司

There isn’t much performance pressure, management is lax, and taking time off is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies for fuel, parking fees, or highway ETC. There are four lengthy, meaningless sales meetings every week; apart from Wednesday, sales meetings must be held every morning on Monday, Tuesday, Thursday, and Friday. In reality, these sales meetings are simply “reading work diaries” and reporting performance—lengthy, meaningless, and lacking any focus or conclusions. The company forces sales performance to be recorded on an installment basis. For example, if a customer pays NT$250,000 in full today and the advertising period is one year, the company insists on dividing the NT$250,000 in performance across 12 months instead of recording it in the month payment is received or the campaign is completed. The company claims this is to prevent problems with performance calculations if a customer terminates the contract and cancels the campaign midway, but in reality it amounts to exploiting the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot provide any constructive advice. Every month, sales staff must personally report the performance from that month’s advertising clients; without submitting the report, they will not be paid. Salary statements are also not proactively provided, and sales staff often have to request them from the company before receiving them.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or highway ETC; there are four lengthy, meaningless sales meetings every week. Apart from Wednesday, sales meetings are held every morning from Monday through Tuesday and Thursday through Friday. In plain terms, these sales meetings are just about “reciting work logs” and reporting performance—long-winded, meaningless, and lacking any focus or conclusions. The company forces sales performance to be recorded on an installment basis. For example, if a customer pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance to be divided by 12 months rather than being recorded in the month payment is received or the month the project is completed. The company claims this is to avoid problems calculating sales performance if a customer breaches the contract and terminates the campaign midway, but in reality it amounts to exploiting the sales staff. Vice President Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must personally report the performance from that month’s advertising clients; if they do not submit the report, they will not be paid. Salary statements are also not issued proactively, and sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and it is easy to request leave.

Sales staff receive only the statutory minimum base salary, with no reimbursement for fuel, parking fees, or highway ETC; there are four meaningless, lengthy sales meetings every week. Except for Wednesday, sales meetings must be held every morning from Monday through Tuesday and Thursday through Friday. In plain terms, these sales meetings are just “reading work logs” and reporting performance results—lengthy, meaningless, and entirely lacking focus or conclusions. Sales performance is forcibly recorded by the company on an installment basis. For example, if a customer pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 in performance to be divided over 12 months instead of being recorded in the month payment is received or the month the deal is completed. The company claims this is to prevent issues with calculating sales performance if a customer terminates the contract and takes down the campaign midway, but in reality it amounts to exploiting the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with current market conditions, is unable to lead the sales department, and cannot provide any constructive advice. Every month, sales staff must independently report the performance from that month’s advertising clients; if they do not submit the report, they do not get paid. Salary statements are also not provided proactively, and sales staff often have to request them from the company before receiving them.

There isn’t much performance pressure, management is lax, and taking time off is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or national highway ETC; there are four lengthy and meaningless sales meetings every week. Apart from Wednesday, sales meetings are held every morning on Monday, Tuesday, Thursday, and Friday. In plain terms, these sales meetings are just “reading work logs” and reporting performance—lengthy, meaningless, and lacking any focus or conclusions; sales performance is forcibly allocated by the company across multiple periods. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 in performance to be divided across 12 months rather than recorded in the month payment is received or the month the deal is closed. The company claims this is to avoid complications in calculating sales performance if a client breaches the contract and cancels the campaign midway, but in reality it amounts to exploiting the sales staff; Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive suggestions; sales staff must report the performance from that month’s advertising clients themselves every month. If they do not submit the report, they will not be paid, and pay statements are not sent proactively either—sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or National Freeway ETC; there are four lengthy, meaningless sales meetings every week. Every morning except Wednesday—that is, Monday, Tuesday, Thursday, and Friday—sales meetings must be held. To put it bluntly, these sales meetings are just “reading work logs” and reporting performance; they are lengthy and meaningless, with no focus or conclusions. The company forcibly spreads sales performance across multiple periods. For example, if a client pays NT$250,000 in full today and the advertising period is one year, the company requires the NT$250,000 in performance to be divided across 12 months instead of being recorded in the month payment is received or the month the project is completed. The company claims this is to avoid complications in calculating sales performance if a client breaches the contract and cancels the campaign midway, but in reality it is a disguised form of exploitation of the sales staff. Deputy General Manager Chen of the Sales Department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must personally report the performance from that month’s advertising clients; if they do not submit a report, they will not be paid. Salary details are also not sent proactively, and sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking, or National Freeway ETC fees; there are four meaningless, lengthy sales meetings every week. Except on Wednesdays, sales meetings must be held every Monday, Tuesday, Thursday, and Friday morning. In short, these sales meetings consist of “reciting work logs” and reporting performance—lengthy, meaningless, and completely lacking in focus or conclusions. The company forcibly spreads sales performance recognition over time. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 in performance to be divided across 12 months rather than recognizing it in the month of payment or the month the project is completed. The company claims this is to avoid problems with performance calculations if a client cancels the campaign midway, but in reality it amounts to exploiting the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must report their advertising clients’ performance for that month themselves; if they do not submit the report, they receive no pay. Salary statements are also not provided proactively, and sales staff often have to request them from the company before they are given one.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or highway ETC; there are four lengthy, pointless sales meetings every week. Except for Wednesday, sales meetings must be held every Monday, Tuesday, Thursday, and Friday morning. In plain terms, these sales meetings are just “reading work logs” and reporting performance; they are lengthy, meaningless, and have no focus or conclusions. The company forcibly spreads sales performance across installments. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance to be divided over 12 months rather than recording it in the month payment is received or the campaign is completed. The company claims this is to avoid problems with calculating sales performance if a client breaches the contract and cancels the campaign midway, but in reality it is a disguised form of exploitation of the sales staff. Deputy General Manager Chen of the Sales Department has been disconnected from the current market environment for a long time, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must submit a report of the current month’s performance from advertising clients themselves; if they do not submit it, they will not be paid. Detailed pay statements are also not provided proactively, and sales staff often have to request them from the company before receiving them.

There isn't much performance pressure, management is lax, and taking leave is easy.

Sales staff receive only the statutory minimum base salary, with no reimbursement for fuel, parking, or highway ETC fees. There are four lengthy, meaningless sales meetings every week; apart from Wednesday, sales meetings are held every Monday, Tuesday, Thursday, and Friday morning. In plain terms, these meetings are just about "reading work journals" and reporting performance—lengthy, meaningless, and with no focus or conclusions. The company forces sales performance to be recorded in installments. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance to be divided over 12 months, rather than recorded in the month payment is received or the month the contract is completed. The company claims this is to avoid performance-calculation issues if a client breaches the contract and cancels the campaign midway, but in reality it is a disguised form of exploitation of the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with current market conditions, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must personally report the performance generated by that month's advertising clients; without a report, they receive no pay. Detailed salary statements are also not issued proactively, and sales staff often have to request them from the company before they are provided.

There is not much pressure to meet sales targets, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies for fuel, parking fees, or highway ETC; there are four lengthy, meaningless sales meetings every week. Except for Wednesday, sales meetings must be held every Monday, Tuesday, Thursday, and Friday morning. In plain terms, these meetings are just about “reading work logs” and reporting sales figures—lengthy, meaningless, and lacking any focus or conclusions. The company forces sales performance to be recorded in installments. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 sales amount to be divided over 12 months rather than recorded in the month payment is received or the month the deal is completed. The company claims this is to avoid calculation problems if a client breaches the contract and cancels the campaign midway, but in reality it amounts to exploiting the sales staff. Deputy General Manager Chen of the sales department has been out of touch with the current market environment for a long time, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must report their advertising clients’ sales figures for that month themselves; if they do not submit a report, they receive no pay. Salary statements are also not sent proactively, and sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking time off is easy.

Sales staff are paid the legally mandated minimum base salary, with no subsidies whatsoever for fuel, parking fees, or National Freeway ETC; there are four meaningless, lengthy sales meetings every week. Except for Wednesday, sales meetings are held every Monday, Tuesday, Thursday, and Friday morning. In plain terms, these sales meetings are just “reading work logs” and reporting performance—long-winded, meaningless, and entirely lacking in focus or conclusions; the company forcibly defers the recording of sales performance. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company will force the NT$250,000 performance amount to be divided across 12 months instead of recording it in the month payment is received or the month the deal is closed. The company claims this is to avoid problems with sales-performance calculations if a client breaches the contract and cancels the campaign midway, but in reality it is a disguised form of exploitation of the sales staff; Deputy General Manager Chen of the sales department has long been disconnected from the current market environment, is unable to lead the sales department, and cannot offer any constructive advice; every month, sales staff must report their advertising clients’ performance for that month themselves. If they do not submit the report, they will not be paid, and salary statements are not sent proactively either—sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or National Freeway ETC; there are four lengthy and meaningless sales meetings every week. Every morning except Wednesday, sales meetings must be held on Monday, Tuesday, Thursday, and Friday. In plain terms, these sales meetings are just “reading work logs” and reporting performance—lengthy, meaningless, and entirely lacking in focus or conclusions; the company forces sales performance to be recorded in installments. For example, if a client makes a one-time payment of 250,000 and the advertising period is one year, the company forces the 250,000 in sales to be divided across 12 months instead of recording it in the month payment is received or the month the project is completed. The company claims this is to avoid calculation problems if a client breaches the contract and cancels midway, but in reality it amounts to exploiting the sales staff; Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot provide any constructive advice; every month, sales staff must report their advertising clients’ performance for that month themselves. If they do not submit a report, they receive no pay, and salary details are not proactively provided—they often have to request them from the company before receiving them.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales representatives are paid the statutory minimum base salary, with no subsidies whatsoever for fuel, parking fees, or national highway ETC. There are four lengthy, pointless sales meetings every week; except for Wednesday, sales meetings are held every morning from Monday through Friday. In plain terms, these meetings are just “reading work logs” and reporting performance—lengthy, pointless, and lacking any focus or conclusions. The company forces sales performance to be recorded on an installment basis. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance to be divided across 12 months rather than recorded in the month payment is received or the month the contract is completed. The company claims this is to avoid complications in calculating sales performance if a client cancels the campaign midway, but in reality it is disguised exploitation of the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales representatives must personally report the performance from that month’s advertising clients; if they do not submit the report, they receive no pay. Detailed salary statements are also not sent proactively, and sales representatives often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no subsidies for fuel, parking fees, or National Freeway ETC; there are four meaningless, lengthy sales meetings every week. Except for Wednesday, sales meetings are held every morning from Monday through Tuesday and Thursday through Friday. In essence, these meetings are just “reading work logs” and reporting sales figures—lengthy, meaningless, and lacking any focus or conclusions. The company forces sales performance to be recorded in installments. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance to be divided by 12 months instead of being recorded in the month payment is received or the month the project is completed. The company claims this is to avoid problems calculating sales performance if a client cancels midway and takes down the campaign, but in reality it amounts to exploiting the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, cannot lead the sales department, and is unable to offer any constructive advice. Sales staff must submit their advertising clients’ performance figures for the current month themselves every month; if they do not submit them, they will not be paid. Salary statements are also not issued proactively, and sales staff often have to request them from the company before they are provided.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no reimbursement for fuel, parking, or highway ETC fees; there are four meaningless, lengthy sales meetings every week. Except for Wednesday, sales meetings must be held every morning from Monday through Tuesday and Thursday through Friday. In plain terms, these sales meetings are just “reading work logs” and reporting performance—lengthy, meaningless, and lacking any focus or conclusions. The company forces sales performance to be recorded in installments. For example, if a client pays NT$250,000 in full today and the advertising campaign runs for one year, the company requires the NT$250,000 performance amount to be divided by 12 months, rather than recording it in the month payment is received or the month the project is completed. The company claims this is to avoid problems with performance calculations if a client cancels the campaign midway, but in reality it is a way of exploiting the sales staff. Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot offer any constructive advice. Every month, sales staff must report their advertising clients’ performance for that month themselves; if they do not submit the report, they will not be paid. Detailed salary statements are also not provided proactively, and sales staff often have to request them from the company before receiving them.

There is not much performance pressure, management is lax, and taking leave is easy.

Sales staff are paid the statutory minimum base salary, with no reimbursement for fuel, parking, or National Freeway ETC fees; there are four meaningless, lengthy sales meetings every week. Except for Wednesday, sales meetings are held every morning on Monday, Tuesday, Thursday, and Friday. To put it bluntly, these sales meetings are just “reading work logs” and reporting performance—lengthy, meaningless, and lacking any focus or conclusions; the company forcibly spreads sales performance recognition over time. For example, if a client makes a one-time payment of NT$250,000 and the advertising period is one year, the company requires the NT$250,000 performance amount to be divided over 12 months, rather than recognizing it in the month payment is received or the campaign is completed. The company claims this is to prevent problems with sales performance calculations if a client breaches the contract and cancels early, but in reality it is an indirect way of exploiting the sales staff; Deputy General Manager Chen of the sales department has long been out of touch with the current market environment, is unable to lead the sales department, and cannot provide any constructive advice; sales staff must submit their advertising clients’ performance figures for the current month every month themselves. If they do not submit them, they will not be paid, and salary statements are not sent proactively either—sales staff often have to request them from the company before they are provided.