Comic Strip and Rhetorical Analysis
Garnet Ray
Jones
English 103:14
2/4/2010
The path from a customer to engineer and back to the customer is a long process. First there is the idea the customer has in their mind. Then through the design team and finally the finished product that is usually not even close to what the customer wanted in the first place.
I personally have had first hand experience in this chain of expectations to sometimes false finished products. After working in the technology field for ten years I have seen several instances where the customer did not get what they initially ordered or was promised by the sales consultant.
First the customer comes up with an idea or has a need for a product. They call a company, a sales consultant contacts the individual, and they discuss what product is needed. From there the consultant takes that information and gives it to the project leader which in turn transfers the customer’s wants on to the analyst. Once the order is passed on to the programmers the product starts to be assembled. After the product is designed another group of consultants installs the finished product at the customers business.
This is usually where the problems begin for the customer and the company. Well the customer figures out the product aren’t what they wanted or what they needed. Then the discussion begins about the bill, usually it is more than the amount that was discussed in the sales meeting, which upsets the customer and starts the uneasy dialog between the customer and business consultant. After that when there is a problem with
the product the lack of support becomes the third problem with the business transaction. This is a result of the lack of documentation on the project. Usually none of the support technicians know how it works or how to fix it.
There are many views on this problem. My view varies from being the customer and the vender. Coming from the customer side of things, I think there are too many hands’ touching the product and the information gets transferred too many times rearranged into what the development team wants it to be instead of what the customer actually ordered. To fix this or to at least get the two closer together I believe the number of involved parties should be lower. This would lessen the views and the ideas that are tossed around and keep it closer to what the customer wanted.
On the other hand coming from the vendor side of things it is difficult to take what the customer wants and taking it to reality. Some customers do not know how to communicate what they want which makes it very difficult to build the product that they need or want.
Finally this comic comes across as funny and over exaggerated but to anyone that has worked in a field that deals with all the stages of getting a product together for a customer like the comic illustrates understands how close to the truth it really is.
Word count: 506
“Work work work…” n.d. http://lizard-sf.xanga.com/692267024/work-work-work/
Jones
English 103:14
2/4/2010
The path from a customer to engineer and back to the customer is a long process. First there is the idea the customer has in their mind. Then through the design team and finally the finished product that is usually not even close to what the customer wanted in the first place.
I personally have had first hand experience in this chain of expectations to sometimes false finished products. After working in the technology field for ten years I have seen several instances where the customer did not get what they initially ordered or was promised by the sales consultant.
First the customer comes up with an idea or has a need for a product. They call a company, a sales consultant contacts the individual, and they discuss what product is needed. From there the consultant takes that information and gives it to the project leader which in turn transfers the customer’s wants on to the analyst. Once the order is passed on to the programmers the product starts to be assembled. After the product is designed another group of consultants installs the finished product at the customers business.
This is usually where the problems begin for the customer and the company. Well the customer figures out the product aren’t what they wanted or what they needed. Then the discussion begins about the bill, usually it is more than the amount that was discussed in the sales meeting, which upsets the customer and starts the uneasy dialog between the customer and business consultant. After that when there is a problem with
the product the lack of support becomes the third problem with the business transaction. This is a result of the lack of documentation on the project. Usually none of the support technicians know how it works or how to fix it.
There are many views on this problem. My view varies from being the customer and the vender. Coming from the customer side of things, I think there are too many hands’ touching the product and the information gets transferred too many times rearranged into what the development team wants it to be instead of what the customer actually ordered. To fix this or to at least get the two closer together I believe the number of involved parties should be lower. This would lessen the views and the ideas that are tossed around and keep it closer to what the customer wanted.
On the other hand coming from the vendor side of things it is difficult to take what the customer wants and taking it to reality. Some customers do not know how to communicate what they want which makes it very difficult to build the product that they need or want.
Finally this comic comes across as funny and over exaggerated but to anyone that has worked in a field that deals with all the stages of getting a product together for a customer like the comic illustrates understands how close to the truth it really is.
Word count: 506
“Work work work…” n.d. http://lizard-sf.xanga.com/692267024/work-work-work/
