Success in Business Requires the Human Connection

We live in a time of digital dominance. Shopping, banking, making appointments, reading news—nearly every aspect of life has migrated online. These digital tools are efficient, convenient, and essential. But as any seasoned manager will tell you, when problems arise, success hinges on something less technical and more timeless: the human connection.

Today, many companies lean heavily on chatbots and AI tools to handle customer service. From a cost perspective, that makes sense. Automation cuts expenses. But what’s less obvious—and more dangerous—is the growing gap between companies and their customers. Most chatbots offer limited help, often sending users in circles or directing them back to the very website they’re struggling with. That’s not service. It’s deflection.

In markets where a product is indispensable, customers may tolerate poor service—at first. But when a disruptor comes along offering a more customer-centric experience, those same customers jump ship. The businesses that survive market disruptions aren't just the ones with great products; they’re the ones that continually invest in relationships.

The H-E-B Model: Always Listening, Always Adapting

I started my career at H-E-B, one of the most customer-centric organizations I’ve seen. Their success wasn't just about low prices or clean stores—it was about responsiveness. When populations shifted, they opened stores in the right places. When shopping behaviors changed, they adjusted traffic patterns inside their stores. They introduced self-checkout, not as a replacement but as an option—and always ensured enough staff were available to assist in real time. H-E-B didn’t just respond to change—they anticipated it through constant connection with customers.

Today, H-E-B still thrives, not because they’re the only grocery option, but because customers feel seen and served. That kind of loyalty can’t be automated. It must be earned—and re-earned—every day.

The Newspaper Industry: A Tale of Connection Lost

Later in my career, I entered the newspaper industry—an industry that once controlled the flow of advertising and information. Newspapers withstood radio, television, and other competitive waves by leaning on strong subscriber relationships. But when the internet reshaped information consumption, many publishers were slow to react. Readers moved to digital platforms. Advertisers followed. And the connection began to fray.

I remember a conversation with a respected editor in the late 1990s. When I raised concerns about the internet’s impact, he said, “Newspapers have been around for 200 years; they’ll be here for the next 200.” I hoped he was right—but I knew that hope alone wouldn't keep readers.

At Hearst, we embraced a different path. We brought customers—both readers and advertisers—into the product development process. Whether through focus groups or advisory panels, we listened. One standout moment was in San Francisco. We ran focus groups to understand how to grow SF Gate’s traffic. At the end of each session, participants were stunned to learn it was the Chronicle behind the study—and nearly every group asked why we discontinued the beloved Pink section, a curated guide to Bay Area entertainment.

The section had been trimmed back for operational reasons. But the message was clear: our customers missed it. So, we brought it back. Readership spiked. Advertisers returned. The lesson? When customers speak, listen—and act.

Relationships as Strategy

I’ve always believed profitability and a free press are tied. And both depend on creating value—for readers, advertisers, and communities. That kind of value isn’t dreamed up in isolation; it’s co-created with customers.

During my time at the Houston Chronicle, H-E-B was a major client. I developed a friendship with their Houston division president. One December, he mentioned they wanted to expand their Asian food offerings. I invited him to my holiday party and introduced him to a friend who owned an Asian catering business. That introduction led to sushi kiosks in H-E-B stores and national expansion for my friend’s business.

That success didn’t come from a pitch. It came from a relationship—one built on shared goals, trust, and mutual benefit. This approach became part of our operating philosophy at the Chronicle. And it worked. Revenues and profits grew because we weren’t just selling ads—we were building value with our partners.

The Culture of Connection

Ultimately, building strong customer relationships isn’t a tactic—it’s a culture. It requires an organization to want to understand its customers. It calls for managers to foster curiosity, humility, and empathy. It means forming advisory groups, hosting community events, and listening without defensiveness.

At companies like H-E-B and newspapers like the Chronicle, success came when leadership was embedded in the community, committed to helping customers succeed, and guided by a simple truth: businesses that serve people must stay close to them.

Technology will continue to change how we deliver products and services. But it won’t change why people stay loyal. That still comes down to trust, connection, and the feeling that someone—somewhere—genuinely cares.

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