Michael H. Goldhaber
Consulting Services
I originated the concept of the Attention Economy over twenty years ago. I have continued to study its workings and possibilities in great depth, breadth and detail. This gives me unique insights that can be applied with great value for any firm. I am now offering to do this for a small number of suitable clients.
A usable attention-economic analysis must take into account all aspects of a firm’s activity, both internal and external. Everybody wants attention, often from as large an audience as possible. Organizations must take into account that employees as well as customers and even onlookers have such needs and will find ways to satisfy them.
While each firm has its own special attention-related problems, some I will analyze and propose solutions for are these:
• Can the goals, visions and creative aspects of the total company, program, brand or business line be sharpened so at to better focus attention from inside and out? This requires much more than a list of “core values” that any company might adopt. It has to make whatever part of the company that stands for it unique, always identifiable and hard to forget — as well as admirable.
• Are there a few visionaries near the center? Do they have enough sway? How can they gain strength and support? How can their vision gain them fans among the public?
• How can new developments and innovations help build an ever-more solid and enlarging fan base?
• Are new versions or new products or services eagerly awaited? Do they excite interest though unexpected but admired new features?
• Can the company's employees get on board as fans? This cannot be coerced. It has to stem from genuine enthusiasm, understanding and agreement.
• How can these employees tie their own attention seeking to enthusiastic support of the firm’s key visions and goals?
• In addition to being vehicles for attention back to the visionaries behind them, all products and/or services on offer must hold out at least the promise of bringing each buyer an overall increase in attention. This is a key requirement, influencing style, design, included technology and much more. For instance, as little buyer attention as possible should go into mundane aspects of learning to use or maintaining the product/service.
• Customers and the public as fans need to feel they have clear paths by which to get attention from the firm, rapidly, effectively, and with the highest possible level of transparency. How far into the company can that transparency be extended? Can attention to the fans seem to emanate from the sources of the firm’s vision? It must include all support such as 800 numbers, websites, FAQs and newer, more direct and creative modes.
• How can such attention to customers and the public as fans align to the fans own attention to the firm’s vision and creative center? How can it strengthen this tie?
Attracting and holding attention is mandatory for most firms in today’s economy. Given the scarcity of attention, it’s a tricky proposition, involving far more than advertising and public relations. Companies must maximize meaningful attention flows to keep strong bonds with employees, the public, customers, etc. Doing this well requires clear understanding and analysis of how attention travels both within the firm and to it, where it comes from and where it stays.
