1
" As one might gather from a painting of him scowling in a tall stovepipe hat, Day saw himself as a businessman, not a journalist. ''He needed a newspaper not to reform, not to arouse, but to push the printing business of Benjamin H. Day.''
Day's idea was to try selling a paper for a penny - the going price for many everyday items, like soap or brushes. At that price, he felt sure he could capture a much larger audience than his 6-cent rivals. But what made the prospect risky, potentially even suicidal, was that Day would then be selling his paper at a loss. What day was contemplating was a break with the traditional strategy for making profit: selling at a price higher than the cost of production. He would instead rely on a different but historically significant business model: reselling the attention of his audience, or advertising. What Day understood-more firmly, more clearly than anyone before him-was that while his readers may have thought themselves his customers, they were in fact his product. "
― Tim Wu , The Attention Merchants: The Epic Scramble to Get Inside Our Heads
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" We've already seen the attention merchant's basic modus operandi: draw attention with apparently free stuff and then resell it. but a consequence of that model is a total dependence on gaining and holding attention. This means that under competition, the race will naturally run to the bottom; attention will almost invariably gravitate to the more garish, lurid, outrageous alternative, whatever stimulus may more likely engage what cognitive scientists call our ''automatic'' attention as opposed to our ''controlled'' attention, the kind we direct with intent. The race to a bottomless bottom, appealing to what one might call the audience's baser instincts, poses a fundamental, continual dilemma for the attention merchant-just how far will he go to get his harvest? If the history of attention capture teaches us anything, it is that the limits are often theoretical, and when real, rarely self-imposed. "
― Tim Wu , The Attention Merchants: The Epic Scramble to Get Inside Our Heads
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" In retrospect, the word “remote control” was ultimately a misnomer. What it finally did was to empower the more impulsive circuits of the brain in their conflict with the executive faculties, the parts with which we think we control ourselves and act rationally. It did this by making it almost effortless, practically nonvolitional, to redirect our attention—the brain had only to send one simple command to the finger in response to a cascade of involuntary cues. In fact, in the course of sustained channel surfing, the voluntary aspect of attention control may disappear entirely. The channel surfer is then in a mental state not unlike that of a newborn or a reptile. Having thus surrendered, the mind is simply jumping about and following whatever grabs it.
All this leads to a highly counterintuitive point: technologies designed to increase our control over our attention will sometimes have the very opposite effect. They open us up to a stream of instinctive selections, and tiny rewards, the sum of which may be no reward at all. And despite the complaints of the advertising industry, a state of distracted wandering was not really a bad one for the attention merchants; it was far better than being ignored. "
― Tim Wu , The Attention Merchants: The Epic Scramble to Get Inside Our Heads
