在公關團隊人員的指導下爬上聽覺右側的樓梯時，一群人從上層下來。一個人特別抓住了注意力。隨著海軍淺頂軟呢帽和海軍條紋西裝，加上小鬍子，一位中年紳士脫穎而出。這是Atomy的負責人，Park,Han-Gill。

尷尬地站在樓梯中間，交換了名片和手搖。雖然它沒有像“To Po Ak Bal（吐奶握發）”的老故事那樣極端，主持人會在用餐或淋浴中跑出來迎接他的客人，但Park對於一切都好客並歡迎，與許多其他通常會失去禮貌的高管相比，Park先生。可以理解的是，1B的銷售收入不是毫無理由的發生。

The largest Korean-born network marketing compa- ny, Atomy. Its new home stood among the forest on a hill, west of the Gongju city, in the southern Chungc- heong province. The new 5 story building, still with a whiff of paint, first presented its large auditorium past the doors. As a network marketing company, it is surely in need of a space to educate its members. Nothing was unusual up to that point. 

When climbing the stairs to the right of the audito- rium through the guidance of a PR team personnel, a group of people were stepping down from the upper level. An individual especially grabbed the attention. With a navy fedora and a navy striped suit on, added with a moustache, a mid-aged gentleman stood out among the others. It was the head of Atomy, Chairman Park, Han-Gill.

Awkwardly standing in the middle of the staircase, there was an exchange of business cards and hand- shakes. Although it wasn’t as extreme as the old tale of ‘To Po Ak Bal (吐哺握髮)’ where the host would run out in the midst of a meal or a shower to greet his guests, everything about Chairman Park was hospitable and welcoming. His gestures may have been planned but compared to many other executives who generally lose their manners along with their belly, Mr. Park still hadn’t changed. It was vaguely understandable that the revenue of $1 B did not happen for no reason.

與主流分銷渠道競爭/Competing with the Mainstream Distribution Channels

主席Park領導該黨進入自助餐廳。由於新總部的預定行程，會員們充滿了成員，Park先生受到了許多歡呼和讚揚。當他在托盤上收集食物時，樸先生不得不不斷點頭以回復問候。這非常像一位受歡迎的歌手迎接粉絲。在簡單但整齊準備的餐後，沒有必要要求參觀，因為主席自己提供指導前提。這也是任何其他高管都看不到的。

很快就明白了為什麼主席自願率領這次的巡演。他想介紹很多東西，最初看到的部門並不是普通的，有5個展位同時進行解釋，就像國際會議廳和寬敞的兒童遊戲室一樣。它適用於擁有13個全球公司辦事處的公司，如美國，日本，台灣，俄羅斯等。

Chairman Park led the party into the cafeteria. It was filled with the members due to the scheduled tour of the new headquarters and Mr. Park was greeted with many cheers and praises. As he collected the food on his tray, Mr. Park had to continuously nod his head to return the greetings. It was very much like a popular singer greet- ing the fans. After the simple yet neatly prepared meal, there was no need to ask for a tour as the Chairman himself offered to guide the premises. This also, was something unseen from any other executives. 

It was soon obvious why the Chairman volunteered to lead the tour. There were many things he wanted to boast. The auditorium that was visible at first was noth- ing of the ordinary. There were 5 booths for simultane- ous interpretation much like an international conference hall and a spacious children’s playroom. It was suitable for a company with 13 global corporate offices such as the US, Japan, Taiwan, Russia, and so on.

真正令人驚喜的是員工的工作空間，這是一個新概念的開放空間，可與世界領先的IT集團（如Google或Facebook）媲美。除了需要像財務或管理信息系統這樣的專業空間的部門外，沒有指定的座位，只有機櫃和運營商。只有獨特設計的區域似乎不像辦公空間。員工將他們的隨身物品打開櫃子，只需將他們的筆記本電腦或沉重的行李或文件放在承運人的工作地點即可工作。整個建築內的眾多會議室看起來也不像普通人的眼睛。

The really big surprise was in the workspace for the employees. It was a new concept open space easily comparable to the world’s leading IT conglomerates such as Google or Facebook. Except for departments in need of a specialized space like the Finance or MIS, there were no designated seats but simply cabinets and carriers. There were only uniquely designed areas that did not seem like office spaces. The employees would unpack their belongings into the cabinet and simply carry their laptops or the heavy bags or documents on a carrier to work wherever they ‘felt’ like working. The numerous conference rooms positioned throughout the building also seemed like no other to an average eye.

員工的娛樂設施也很壯觀。不同區域的按摩椅僅僅是一種開胃菜。該建築設有最先進的健身中心，配備最先進的設備，美髮沙龍，自己整理，甚至還有一個25米的室內游泳池，可欣賞美景。據解釋，所有這些設施都是為在工作時間使用而設計的。

The recreational facilities for the employees were also spectacular. The massage chairs in different ar- eas were merely an appetizer. The building featured a state-of-the-art fitness center with the latest equipment, a hair salon to tidy up oneself, and even a 25m indoor pool with a view. It was explained that all these facili- ties were designed to be used during working hours.

「當你忙於與家人和朋友共度時，你不會想在下班後使用它。您可以在工作之間享受這些設施。如果你更健康，你的工作表現也會提高。」

“You wouldn’t want to use it after work when you are busy enough spending time with family and friends. You can enjoy these facilities in between work. If you are healthier, your work performance will also improve.”

是的，它確實聽起來很理想，但很難想像有人會在工作時間換上泳衣。就在那時，有人坐在面向窗戶的按摩椅上。打電話的員工坐下來，帶著一個簡單的問候語。Park，Han-Gill並沒有誇大其詞。不難想像，這樣一個珍惜員工的公司會與其他“網絡營銷”公司不同。

Yes, it does sound ideal, but it was hard to imagine anyone changing into the swimsuit during work hours. It was then when someone sat up from the massage chair facing the windows. The employee who was on the phone, sat back down with a simple greeting. Chairman Park was not exaggerating. It was not hard to imagine that such a company that cherishes the people would be different from other ‘network marketing’ companies.

這可能是主席的意圖，但一旦他坐下來接受采訪，就不可避免地要首先報導公司巡迴演講的言論。 我認為工作環境比我們公司好10倍。它甚至比Google等其他IT公司更好地實施開放空間辦公室，因為它反映了韓國人的需求。Park，Han-Gill 在設計新總部時​​我有一個概念：

一、溝通

二、'leports'，代表休閒+運動。

我從小就很喜歡工作。你不想工作的原因是因為別人告訴你該怎麼做。如果你決定做什麼以及如何做某事，工作就不過是有趣的。因此，當我們有一個新員工時，我會告訴員工讓他們獨自一人，直到他們看到自己的“工作”。當新員工進入各部門之間學習任務時，他們很快就會看到需要完成的工作或者他們可以為公司做出的補充。這不是正確溝通的開始嗎？ 辦公室裡有很多遊戲空間。如果新員工只選擇參加比賽怎麼辦？你不想工作的原因是因為別人告訴你該怎麼做。如果你決定做什麼以及如何做某事，工作就是有趣的。

因此，當我們有一個新員工時，我會告訴員工讓他們獨自一人，直到他們看到自己的“工作”。當新員工進入各部門之間學習任務時，他們很快就會看到需要完成的工作或者他們可以為公司做出的補充。這不是正確溝通的開始嗎？ 辦公室裡有很多遊戲空間。如果新員工只選擇參加比賽怎麼辦？ Park，Han-Gill 我們沒有在辦公室創建遊戲空間，而是在操場上創建辦公空間。我更擔心員工會過度勞累。

我更擔心員工會過度勞累，Atomy的組織年輕，擁有獨特的工作理念和文化。他們重視溝通和團隊合作，擁有獨特的工作理念和文化。

工作很有趣時他們會停下來嗎？如果過度工作，這就是我以前做的事情。如果過度工作，這就是我以前做的事情。如果雇員超負荷工作，它最終成為虧損、公司的損失。創造力將因疲勞而失去並失去了生產力，疲勞會失去創造力，失去 健康意味著失去生產力。這就是我選擇我們的方向作為“當你太累而無法鍛煉時的工作"。你並不總是一個企業家，Park，Han-Gill 我在銷售部門擔任了17年的員工。我意識到他們永遠不會給我機會作為一名高管工作，如果我50歲並選擇辭職，開始做事了，我就會開始做點什麼........

It may have been the Chairman’s intention, but it was inevitable that the remarks of touring the company had to be covered first as soon as he sat down for the interview.

I think the working environment is 10 times better than our company. It even seems better than other IT corporations such as Google that are implementing open space offices because it reflects the needs of Koreans. Park, Han-Gill There was a concept that I had when designing the new headquarters. First was communica- tion and second was ‘leports’ which stands for leisure + sports.

I really enjoyed working since I was young. The reason why you wouldn’t like to work is because someone else tells you what to do. If you decide what and how to do something, work can’t be anything but fun. So, when we have a new hire, I tell the employees to leave them alone until they see their own ‘work.’ As the new employees move in between the departments to learn the tasks, they soon see the works that need to be done or the additions that they can make to the company. Wouldn’t that be the beginning of a proper communication? There are many play spaces in the office. What if the new employees only choose to play? Park, Han-Gill We didn’t create play spaces in an office but office spaces in a playground. I am more concerned that the employees will overwork themselves.