Our decision-making criterion is “is it conductive to the sustainable growth of them team?” We work by drawing the future what we will be like moreover 10, 20 years from now, so we can maintain our long-term vision without being swayed by small gains that it is shown right now. This is the secret of maintaining a good reputation for a long time in the fierce retail industry.

We are engrossed in the process, and we are precautious of falling into the trap of work for the sake of work. The process is meaningful as an intermediate step to the outcome. The result we seek do not mean immediate success or failure, but sustainable growth.

Our team is an organization where kindness is constantly reproduced. Kindness brings other kindness. My kindness eventually comes back to me. I know that a kind attitude is for me in the end.

Our team has position but no ranking. If the ranking is dividing the classes between members, position is sectioning responsibilities between members.

An organizational culture, in which everyone is fiercely and freely shared their opinion, is our competitive edge. Even more being competitive is that once a leader decides something, everyone fully supports it. Because we know that making decision rightly is more important than making right decisions.