Avantages
Product is fun to promote, everyone believes in the quality. Some access to discounted product for employees. In the 90's and early 2000s, a warm family atmosphere and low turnover. Paid well, owners were personally generous and rewarded performance well. Owners had their quirks but were known to go to ends of earth for "family" with medical, personal emergencies. Could learn a lot about product development, direct mail, award programs, sales motivation, event management. Opportunities to swap departments and try different roles. Post-Tupperware, middle managers participated in more strategic training and access to company performance to understand their contributions' impact on bottom line.
Inconvénients
Constant turnover in HR, President, key executive roles after 2000 when Tupperware bought the company. Morale tanked as strategy, leadership, policies, work hours, staffing changed abruptly and constantly. Senior leadership roles filled by a parade of people with no beauty experience or passion for the product, or oblivious to consultant values and culture (or human courtesy), or by absurdly inexperienced protoges with poor management skills and no expertise in the department assigned to them. Poor onboarding training - did not equip managers with budget oversight with adequate training.