Garysam said:
Guinn, actually has 48% interest in DJI North America
http://www.uavhive.com/wp-content/uploa ... nction.pdf
Interesting read for those that are curious
Certainly is, and easy to tell who hasn't read it ....... And DJI China tried to force him into exchanging that 48% interest for the equivalent of the proceeds from the vending machine in the break room. When he balked they did a basic bottom-feeder takeover.
Even with the Left Coast repair facility now in full swing, repair orders must be paid to DJI China, and DJI China must receive verification of receipt of funds directly to their China account, before DJI NA can release your item back to you.
DJI tech support in North America, according to one of their US forum support employees, started with a group of 4 employees with cell phones. By their own admission, some had not even seen the product they were supporting. The support apparently originated from a "Quick Find" system of known issue lookup and specific response. Their response was limited to what DJI China wanted it to be. They were over worked, under staffed, little to no resources to work from, and perfectly content to provide an unrelated answer to your question. They have since expanded their operation, and have added additional CS Reps. The Reps are pleasant and some show a genuine concern, as genuine as possible for an employee with their hands tied behind their backs. The response is often RMA; even for out of warranty items with known defects from known design weakness. The alternative is reading the manual outlining proper operation to a customer who is reporting abnormal operation. Total one-dimensional thinking; which is in direct opposition to the concept of trouble shooting. Call me old fashioned, but my concept of tech support is finding answers to problems when things don't go as planned; not placing responsibility on the end user for the fork in desired outcome. Tech Support should have intimate knowledge of what happens and in what sequence a working unit operates. From that understanding, they should be able to isoate the last known proper response and determine the point of breakdown. That is where the solution originates. However, if the employer has no intentions of making the info to base this understanding available to them, they will, in large fashion, tend be former telemarketers with good phone-side manner. If one or two do develop trouble shooting skills through intuition and understanding, chances are they will leave the herd in favor of greener pastures. This is not a working strategy. It seems to be a common strategy, but not a working strategy. It is a liability shifting operation.
The DJI NA Customer Support under Colin didn't seem to be much better, but we now have a window into how and why that may have been. I guess he got tired of paying to keep customers happy out of his own pocket, and trying to explain away problems that the mother ship had no intentions of addressing.
It is a systemic demonstration of cultural differences. The only saving grace is there is originality at the base of this Asian company, where the norm seems to make a copy and use the sales information of the original.
DJI did the equivalent economic knockoff by annexing the success of the US arm as well as the resources, as it was the easy way to additional wealth. It seems to be a cultural thing, nothing more - and nothing different is to be expected. Maximize profit and minimize liability.
If the NA arm of DJI becomes competent and profitable, it s just a matter of time before that asset is annexed in the same way Colin's was. Again, a predictable, systemic and cultural reaction. In the absence of regulation, the US business model is surprisingly similar.