元器件交易网讯 3月18日消息,据外媒报道,三星公司很多员工离职开始自己创业。
比如三星媒体解决方案中心大卫·李去年离开三星开创自己的公司和该公司前员工Ryan Kwon组建了一个称作Mobidoo初创公司,为零售商店生产用电子邮票取代纸质优惠券的软件。李说:“我们知道很多硅谷公司,被他们的文化和自由氛围吸引。就想做一些像那样的事情。”
他们说三星媒体解决方案中心很多员工已经离开三星寻找其它公司——包括更小的公司——这些公司看重他们对软件性能的新概念。
三星对此没有置评。
他说“因为三星是一家全球性公司,做软件是有点困难。例如,如果它是一个电子书服务,你必须保证在50个国家站都能使用。在这种情况下,添加新功能是极其困难的,很难处理速度问题…有时添加一个新的功能需要长达两个月的时间。”
尽管软件遭遇困境,但三星仍在前行,该公司今年前2个月推出很多产品。毕竟,该公司是一个高效多产的硬件制造商,拥有自上而下的决断力和执行力,正如Kwon先生所说,“快如火箭”。
(元器件交易网董蕾 编译)
外媒原文如下:
Samsung Electronics005930.SE +0.32%’ huge interest in Silicon Valley’s startup power and software expertise might be having an unexpected side effect: the departure of employees inspired by the free, entrepreneurial spirit.
At least that is what happened with David Lee and Ryan Kwon. They are former employees of the company’s Media Solutions Center in Suwon, where staff members huddle together to roll out new services and software features for the company’s smartphones and TVs while looking into potential merger-and-acquisition targets.
“We got to know of a lot of Silicon Valley-based companies and, naturally, I was captivated by the venture culture there and the air of freedom. And thought, I wanted to try something like that too,” said Mr. Lee, who left
Messrs. Lee and Kwon said many Samsung employees in the Media Solutions Center have left the company recently to look for other places–including smaller companies–that would be more welcoming to their concepts for new software features.
Samsung declined to comment.
One of the difficulties of pitching ideas at Samsung is the broad starting point that the employees have to embrace when initiating a service, they said.
“Because it’s a global company, doing software is a bit difficult. For example, if it’s an e-book service, you have to make it available to, like, 50 countries,” Mr. Lee said. “In that case, adding a new feature is extremely difficult and hard to do with speed … adding one new function would sometimes take as long as two months.”
He added that, while he was there, working-level employees also had to persuade a lot of executives in charge of various matters including marketing and design to get the ball rolling.
“When you’re starting something, you got to be able to try this and that but that’s not doable,” Mr. Kwon said. The company is very conscious of the services provided by rival companies, making the process even harder, he said. Mr. Lee chimed in, saying that for a service similar to one on a Samsung rival’s platform, the prevailing idea is that the service should at least match the other in terms of quantity.
Samsung has a program that encourages employees to take a break of several months to develop new features, but Messrs. Lee and Kwon said they both decided to jump ship so that they would be more motivated and driven to see their ideas turn into an actual product.
Now, Samsung represents something different for the two former employees: a potential business partner.
The two men, together with their new colleagues, have held talks with big companies including Samsung about possible partnerships, hoping to give Mobidoo’s business a stable start and a sufficient user base. Samsung has what is called a “Wallet,” a feature that allows users to store digital versions of their membership cards and paper coupons on smartphones. The men said they believe partnering with Samsung would help win their company retail clients for its electronic stamps and software.
But so far, there hasn’t been much progress on this front. “The feedback I got was that they [Samsung] couldn’t find big potentials for synergies with us,” Mr. Lee said. “They told us to come back with a fresh angle for cooperation.”
Mobidoo, which is currently surviving on money out of the founders’ pockets and government funding, is trying to seek partnerships with smaller companies and retail chains such as Etude, which is a popular cosmetics brand in Korea.
Samsung, despite its software troubles, is also marching on, unveiling a number of products just two months into the year. After all, the company is an efficient and productive hardware manufacturer where top-down decisions are put into action, as Mr. Kwon puts it, “rocket-fast.”
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