事业 · 创业者自述
保罗·格雷厄姆：做不能规模化的事·第3则
保罗·格雷厄姆《《做不能规模化的事》》· Do Things that Don't Scale · 行动 · 认知 · 领导
And incidentally, when it does, you'll find that delighting customers scales better than you expected. Partly because you can usually find ways to make anything scale more than you would have predicted, and partly because delighting customers will by then have permeated your culture. I have never once seen a startup lured down a blind alley by trying too hard to make their initial users happy. But perhaps the biggest thing preventing founders from realizing how attentive they could be to their users is that they've never experienced such attention themselves. Their standards for customer service have been set by the companies they've been customers of, which are mostly big ones. Tim Cook doesn't send you a hand-written note after you buy a laptop. He can't. But you can.
出处：
https://paulgraham.com/ds.html
定位：Essay, additional excerpt 3 · 核对日期：2026-10-19 · 核验：短摘录
白话
让用户惊喜这件事，后来会比你预想的更容易规模化。一方面，你总能找到办法让更多环节放大；另一方面，这种服务意识会渗进公司文化。格雷厄姆说，他没见过哪家创业公司因为太努力讨好早期用户而走进死胡同。很多创始人想不到可以多用心，是因为他们自己从没被这样对待过——他们的服务标准来自大公司，而大公司老板不可能给你手写便条。但你可以。所以早期别怕“过度服务”，亲手写感谢信、亲自回邮件，这些都会变成文化基因。
上下文
同上，格雷厄姆解释为什么创始人常低估对用户用心的价值，以及这种用心的长期回报。
今日一问
你最近一次让用户感到“被特别对待”是什么时候？
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