Tyler Turner wrote:
--- dhbailey <[EMAIL PROTECTED]>
wrot
From this we can conclude that frequency of
requests for a particular
feature doesn't always mean diddly-squat in Finale's
prioritizing which
features get implemented or improved.
Just another bit of confidence slowly eroding away.
Calling unicode a "popular" feature request is sort of
a relative statement. Is it requested by people? Yes.
Is it requested as much as any of the major features
implemented in Finale over the past few years? Not by
a long shot.
Still, the most popular requests aren't always the
ones that get implemented. I doubt very much that
Linked Parts ranked as the number one request this
year, although I'm sure it was requested more after
Sibelius implemented it.
When the head tech-support person calls something a "very popular
request" we can only assume that it is a "very popular request" and
there seems to be nothing particularly relative about that. Unless they
rank things by some sort of scale such as "Extremely Popular" "Very
Popular" "Popular" "Not very popular" "Sporadic" "Extremely sporadic."
As to the linked score/parts, whether it was the number 1 request from
users or not, the moment Sibelius' marketing department began touting it
as a great feature of Sib4, I'm sure the Finale marketing department
began clamoring for it, and it seems that if they request something,
they get it.
So we only have to convince the Sibelius marketing department to make a
bigger splash about how Sib4 supports unicode which is a terrific asset
to those who work with vocal music, especially in languages other than
English. That way the Finale marketing department will become more
aware of it and they would request it so they could tout it in the
publicity about Finale. THEN we'd get it.
I used to work for a boss in a situation similar to what appears to be
the case at Finale -- if any employees suggested something that would
improve things at the store, he would immediately tell them how stupid
the idea was, not to waste their time on such silly ideas and get back
to doing their regular jobs. Then about two or three weeks later, the
boss would walk in and announce that he had had a terrific idea that we
all had to stop what we were doing to implement it right then. You
guessed it, it was the idea that he had denigrated an employee for a
couple of weeks earlier. I learned how to bypass the public
embarassment step and sort of sidle the suggestion into the
conversation, not as my suggestion as a great way to improve things,
just planting the seed. I got all the things I thought the store could
benefit from without the public denigration.
Now, let me see, how can I contact the marketing department at Sibelius,
to get things rolling . . . ;-)
--
David H. Bailey
[EMAIL PROTECTED]
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