There is also no form of standardized training across the organization. Morale and employee relations are lower than expected, due to poor communication and lack of an established strategy. There is also a lack of consistency in various aspects when it comes to branding and identity. No two stores are the same, names vary and locations are unpredictable. Customers also complain about the lack of consistency in the menus. It is also evident that reliable communication is lacking. For example, GC3 has customer feedback sheets, but, as the case study explains, GC3 management does not know whether they are reviewed or taken into consideration. Even more so, GC3 is still unsure whether it is one company or three separate companies. GC3's product portfolio is stagnating and there is a clear need to refresh the menu and align it with that of its competitors. Profits are down and there is nothing in place for GC3 to understand which products and stores should be evaluated. Finally, the GC3 management is starting to get unhappy. This worsening is evident in localities across Pittsburgh. As a result of this insubordinate behavior, the corporate culture at the Columbus locations began to