Monday, 24 August 2026

Seth's Blog : "Thanks for your quick response"

That's pretty new. Letters sent by Thomas Jefferson from France often took months to get a response. No points for shaving a day off a 90-day correspondence lag. The 800 toll-free number shifted the dynamic we expected from marketers. If we call you, we ...
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“Thanks for your quick response”

That’s pretty new. Letters sent by Thomas Jefferson from France often took months to get a response. No points for shaving a day off a 90-day correspondence lag.

The 800 toll-free number shifted the dynamic we expected from marketers. If we call you, we expect you to answer. Now, not later. FEDEX did the same for physical items–yes, of course I absolutely want it here tomorrow.

The race for speed doesn’t often have economic justification. I can probably live without a return label or customer service or some rabbit chow for a few minutes or even a few days…

But it’s the thought that counts.

If you’re not selling a commodity at the lowest price, that’s what you’ve got to sell. The thought.

Stories are built on a foundation of thoughtfulness, the empathy of seeing where the others are, what they dream of and what they fear.

And ‘quick response’ is one of the cheapest and most reliable ways to demonstrate that empathy.

        

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Sunday, 23 August 2026

Seth's Blog : The Drucker drift

Peter Drucker argued that the purpose of a corporation is to serve the customer. It turns out that organizations that focus on this do well. Milton Friedman argued (mistakenly, in my view) that the corporation doesn't need to care about customers, ...
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The Drucker drift

Peter Drucker argued that the purpose of a corporation is to serve the customer. It turns out that organizations that focus on this do well.

Milton Friedman argued (mistakenly, in my view) that the corporation doesn’t need to care about customers, unless this helps increase the value of the company to shareholders.

Corporations are a cultural fiction, something we created and permit to exist because it serves the community. In exchange for leverage and insulation, the corporations are expected to be of use and to improve conditions for those they serve–not to be a tool to enrich a few shareholders.

As power becomes more concentrated and money becomes more leveraged, it’s easy to see how attractive it is to sell Friedman’s idea to people seeking a short-term profit.

As we drift away from Drucker’s point, though, we all suffer.

Financial engineering rarely builds value for the long run.

        

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