Category Archives: Database Marketing

Using the power of computing to draw a straighter line between a business and its customers, to the benefit of each

Copy remains key to an online ad’s success, but only in service of the promise

You need only look at the success of sponsored advertising, as found on search engines and elsewhere, to see that copy is key to an ad’s success. After all, these ads are pure text. Not a picture in sight. And by success, I mean the ability of an ad to cause a user to click on the ad to get more information.

Why is this so? Aren’t we a post-literate society?

Get There AdI think the answer is trust. No one has the time to click on a link that doesn’t promise something of value. It’s difficult if not impossible to do that with imagery alone, both online and in the real world. Even red octagonal traffic signs, which promise the opportunity of not getting creamed by oncoming traffic, have a big “STOP” message to improve response rates.

Whether you’re writing a two-line sponsored search listing or a 50-word online display ad, pay attention to every word, and ask yourself if you are promising enough to the reader to generate a click. While you’re at it, here are other tips to keep in mind:

Include a headline. That is your promise in a nutshell.

Don’t shy away from longer headlines. They can work as well as shorter ones.

Dramatize a benefit of your product or service. Don’t just say, “Our GPS cell phone lets you navigate even when you’re not driving.” Say, “Get there on foot or by car.” That’s the benefit of this type of mobility.

Ask for the click. Don’t expect the reader to know that more information is a click away. Unless it’s clearly a hypertext link, be sure your copy asks for the desired action.

The ad pictured above is a good example of all of these lessons. You can see it in action on adverlicio.us.

Leaping the chasm to a plugged-in construction site

In the past I’ve had chances to help clients market to the construction trades. These include carpentry, plumbing, masonry and others that send their practitioners home with stiff joints and calloused hands. These occupations account for a surprising amount of spending. So the prospect of segmenting the groups and reaching them online is tantalizing. There’s just one problem. You won’t find them there. Probably not after work, and certainly not while they’re plying their craft. No way.

I was talking about this with my cousin, who at one time made his living as a high-end carpenter and continues to keep his hand in it. My theory is it’s the user interface keeping these craftspeople off-line, and that made sense to him.

Computers and network connections have become easier and faster, but when you’re on a construction site trying to decide how to negotiate an oddly angled room, so you can cut and install crown molding, a keyboard and mouse are not among the tools you reach for. Which is a pity. Although there is little content out there now to assist the construction trades, there could be.

Think of the digital craftspeople. If you develop software, you can find a galaxy of computer expertise online, through user forums and help sites.

The complexity of building in the real world cries out for similar networked knowledge, but for the most part, all this knowledge remains trapped at individual building sites because it’s not easy to contribute, or access the tips when you need them. The rest can be solved by the need for knowledge-sharing. The real chasm to traverse is the last 10 feet leading to the construction site.

What sort of tips can be shared? I mentioned earlier the challenge of cutting crown molding that negotiates tough corners. This requires a skill that most carpenters choose not to master. My cousin explained, “Most carpenters know that to make the angled cuts properly, they need a way to calculate the angle perfectly or they need to guess.”

Most job sites won’t tolerate the waste of guesswork, so the guys who have these angles down cold make a lot of extra money. My cousin is one of those wizards. “I’ve literally earned thousands of dollars more from this one skill,” he said. He learned it online.

He told me that the absence of online carpentry resources struck him every time he went online, which for him was often (he’s an extraordinary person, in this and many other ways). But he did luck out with this skill. His Net search returned a set of calculations that a professor somewhere made available. The formulas allowed my cousin to do the math on-site with a science calculator. It was that easy to become the crown molding go-to guy.

That was proof enough to me that valuable knowledge can be shared digitally. But how to cross the chasm? I told my cousin, probably sounding more confident than I should, that it’s the next generations of cell phones.

I base this on the phenomenon we’re seeing today of large portions of the world that are skipping PCs completely and doing business in fields and other outdoor settings using cell phones. Text messaging to central databases is allowing for the trade of crops and livestock in a virtual auction, all financed with microcredit loans. But this doesn’t eliminate a keyboard. It just shrinks it to the 10 keys of a cell phone. That’s nowhere near an interface a builder can live with on the job.

Calling For Help

I’m imagining a time when the next generations of cell phones will allow for voice-to-text conversions, so online forums of knowledge and advice can be accessed remotely. Insights can be traded like wares in a marketplace similar to today’s developing world swap meets. All by talking into a cell phone.

(The skilled trade that would lead the way in the use of this new user interface would also be the most meticulous. I’m thinking of surgeons. Today surgeons and other physicians are sharing a tremendous amount of data as they consult across geographic and time boundaries. But an interface that allows for accessing this knowledge through speech instead of keystrokes could be a tremendous boon for someone whose hands are otherwise occupied.)

Advances in a cell phone’s camera and display capabilities would also accelerate this type of mobile consulting. When you’re facing a tough construction problem, often a picture really is worth a thousand words.

These are all my own speculations, based on watching the technology evolve and the demands of users. I look forward to seeing how things progress, and invite any reader insights on the matter. One thing I know for sure. It will take a some major changes in technology before we see the most unlikely of working stiffs: The plugged-in plumber and the digital drywaller.

With Google for Print it’s all about reach

Last year Google tested their ad auction concept in the print advertising space. Bill Wise in MediaPost had a theory for why this pilot wasn’t a huge success. In a word: “scarcity.”

Google AdWords succeeds because there are only so many people searching for a term on any given day, and therefore only so many ad impressions than can run in front of this audience. It’s a finite supply of ads, and one that is perishable from one day to the next. Auctions are a perfect way for Google to optimize ad prices.

But printed publications are different. If a newspaper or magazine sells more ads, they can print more pages to accommodate those ads. (Do you remember how fat Business 2.0 was in the heady months before the Dot Com Bust?)

Google failed last year, but they aren’t giving up. They’ve just announced a deal that will include placement of select Google AdWords participants in The New York Times, The Washington Post, The Boston Globe, the Chicago Tribune and many more. Later in this test they plan to expand into weekly news magazines.

It fascinates me that they are looking at getting involved in the very medium whose circulations they are helping to shrink. In the last six months the average circulation figures of daily newspapers have fallen another 2.8 percent, according to Dan Mitchell of the NY Times. True, he tries to put a positive spin on this news, citing a statistic that if you factor in online versions of the publications, readership is actually up significantly. But that actually helps to make my point: Why isn’t Google satisfied with running their ads on the fastest growing portion of the news business?

I can only think it’s reach. And I don’t mean just readers. I’m thinking portability.

Until this county develops a taste for news delivered to a cell phone or PDA, ink on paper is still the most reliable way to follow Americans into the many nooks and crannies of their day.

I’m only half joking when I speculate that Google may have realized that their AdWords were doing wonderfully in the American office and den, but were failing miserably in the bathroom.

The persuasive power of a map

David Ogilvy called direct marketing, “My first love and secret weapon.” I feel the same way. The power of a handful of direct marketing techniques has turned so-so campaigns into winners for me more times than I can name. One such technique is including maps in direct mail and email marketing messages. I’ll break the marketing power of geomapping into two tips.

#1 Don’t just tell consumers that they should visit you — show them how, as specifically as possible

Social psychologist Howard Levanthal conducted some experiments in the 1960s to see if he could persuade Yale University students to get tetanus inoculations. In his efforts to see if mailed brochures would work better using fear as a motivating factor, he stumbled upon something more persuasive.

He included a change in the booklet that boosted response from 3% to 28%. As reported in “Effects on Fear and Specificity of Recommendations Upon Attitudes and Behavior,” in the Journal of Personality and Social Psychology (1965), he and his fellow researchers included a map of the campus, with the Health Department office circled, and the times when inoculations were being offered.

In other words, he made visiting the health department more real to the students by showing them how it fit into their lives and their schedules.

With digital printing, you can do one better: You can produce maps that include two dots: You are here and Here we are. I’ve used this technique, and it’s not easy when you’re mailing to a lot of neighborhoods, but seems to be well worth the effort.

#2 Tell them how close they are to you

People don’t look at maps until they are curious about what you have to sell. But you can help them grasp how easy it is to reach you if you tell them right in the headline. If they are closer than they thought, that’s great news. And to quote Oglivy again, “All advertising is news.” Here’s an example of one such headline:

We had the challenge of informing residents living near a community hospital that they should go there for the vast majority of their healthcare needs. The hospital, which was tucked away in a residential neighborhood and was easily overlooked, had witnessed much of their business being drained away by a neighboring medical center.

Our opportunity to start winning this business back came when we were hired to promote a series of open house events (by we, I’m referring to a team I led in a “former life,” as they say in business). The events were to celebrate a complete redecoration of the public-facing areas of the facility.

The headline of the mailing was blunt: You’re less than 10 minutes away from award-winning healthcare. We could say this honestly because we had done drive-time calculations, and created three versions of the mailing. One stating the above, and two others saying 5 minutes and 15 minutes. The database with drive times told us which mailing to use for each address.

When the first event rolled around, it was fascinating to watch people arrive, with mailing in hand, to claim the promotional item we were giving away. They needed to take a tour and turn in the mailing in order to get their gift. That, of course, meant that we could read their names and addresses off of the cards, and add these prospects to a customer relationship management (CRM) database. From there we could re-mail with other offers and news.

It was definitely a group of pospects worth re-marketing to, for these three reasons: 

  1. They were responsive. The response rate for the group closest the hospital was 3.7%.
  2. They loved us. Many raved about what they saw, saying things like, “It looks more like a hotel lobby than a hospital!”
  3. They were now truly our neighbors. Thanks to the geomapping technique, they all knew exactly how to find us.

Data mining: Finding an arsenal in a bunch of dry bones

In the classic Stanley Kubrick film 2001: A Space Odyssey, based on Arthur C. Clarke’s book of the same name, prehistoric Man has a good day at the office when he realizes how to use an animal femur as a weapon. The implication is that this moment of invention bestowed upon our ancestors a competitive advantage.

What I love most about my job is being a part of a team that has these same “Aha!” moments. Quite often we make newer, better tools that enable us to go out and kill our suppers. How cool is that? 

Even cooler is how the lines between disciplines blur, and we have invention mash-ups. Because we are involved in direct marketing and research as well as interactive projects, we get to invent in those areas as well.

Next week I’ll write about just such an invention involving geomapping. But today it’s analytics, one of the more fertile areas for innovation — and improved ROI — in business today.

I interrupt this story to recommend a free webinar on gaining a competitive advantage through analytics, put on by the American Marketing Association and Aquent (thank you, James Gardner, for the head’s up!). It takes place on October 31 and covers topics every marketer should be familiar with.

3D BarcodeThe analytics “invention” I describe below came from a conversation I was having several years ago with Mike Czerwinski (a co-worker in a prior life), who is one of the smartest people I’ve ever met. Too bad he squandered all that brainpower by getting a PhD in mathematical physics. I joke of course. His scientific background and ceaseless curiosity help him mine data in ways that are sometimes quite unexpected.

Over a beer, Mike and I were contemplating the barcodes on the back of Wisconsin driver’s licenses. They contain all the written information on the front of the card — far more than name and mailing address. The information contains height, weight — even eye and hair color. As Mike might put it, many data points.

This led to the discussion of nightclubs. It’s a very competitive industry, where your profitability hinges on the caprices of a community’s young and social. Significantly, Mike and I had both just read Malcolm Gladwell’s The Tipping Point.

I can’t speak for Mike, but I certainly know that I was looking with a fresh set of eyes, seeing everywhere the social epidemics that Gladwell describes. More importantly, I was ever-wondering how to find Mavens and Connectors. These, according to Gladwell, are the few who influence the many. They can be found at the head of most consumer stampedes, and are to be courted and coveted by marketers — if they can be identified.

How to identify them in a nightclub? If you could see these vectors of influence, and offer them free stuff (drinks, a party room for a special occasion, etc.), they would reward you by drawing their many friends with them back to your club again and again. And if you owned a number of nightclubs instead of one, you could find Connectors or Mavens who frequent one of your clubs and coax them and their loose posses to another, on a night when that club needs the business.

Most importantly, you watch the frequency of their visits. Your club could be packed, but if these influencers (as they are often called in word-of-mouth advertising) have stopped attending, your business is about to plummet. Their departure can be a leading indicator, which can help you make decisions about advertising, staffing, purchasing — every part of your business.

But how to find these valued customers? The answer, as it occurred to us, was the scanners that nightclubs use to document, upon entry, the legality of their patrons. Because being caught with under-aged drinkers can shut a club down, entrants are often handing over their licenses to an attendant who runs the card through a video scanner. I suspect that the typical scanner just takes a picture. It doesn’t actually capture the data. But it could. Patrons give up this piece of privacy for the privilege of partying at a club, and in so doing hand over an opportunity that Mike and I suspected was being overlooked, like a pile of dry bones.

What if the database of patrons was analyzed daily? We wouldn’t be looking for the most frequent patrons (necessarily), but for those loose groupings of people — those clusters — that show up frequently in the line of ID cards. Each cluster would be like a solar system in a nightly star map of patrons. And each planet in these solar systems would invariably orbit the same recurring Connectors and Mavens.

And guess what? You’d have these people’s mailing addresses. Once you identify these influencers (or suspected influencers — you can afford to be wrong occasionally), you’d mail them offers that really matter. A mailing to a few hundred people could potentially move a thousand or more partiers to your establishment when you need them the most.

If you know of anyone applying this idea, please let me know. It’s a concept that still needs to be tested, but I think it could have tremendous potential. Click to view a larger version of this mapIn the meantime, here is a social map that charts the frequency that bands play at certain nightclubs. The clubs are colored according to type (blue=cover, red=original). Lines between clubs represent the number of bands that played at both clubs over the 18-month time period. The size of the clubs’ dots indicates sharing of bands. To get the full effect, and to read the whole story, check out this report with a time-lapse animation. Although the report suffers from lack of clarity, it does have some interesting observations.

Review the graphic and you’ll notice that the cover clubs don’t book the same bands as each other (the blue nodes are smaller) while the original clubs do share the same talent (the greater sharing of bands over the period increases the size of the red nodes).

I think you can infer from this that cover bands, which tend to play genres of music (e.g., Disco, Grateful Dead / Jam, Modern Country), tend toward a few clubs that fit this style of music, while a greater “genre” is new, original music. This material needs to be played in more of a circuit of clubs, ala vaudeville. Back to Mike’s and my invention, I think it would only work in the red clubs, because sharing of bands also means sharing of patrons, who follow the bands. Or, of course, the idea would work for nightclubs featuring no live music at all.

Like much in academic studies, I see little immediate business value to this Boston College study, which in some ways states the obvious. But it makes for an interesting view of the nightclub scene. And who knows … it might fuel your own beery inventions.

A message to Mike: We really need to go out and get a beer sometime. I miss the shop talk and rambling inventions of the four of us — you, Kevin, me and Guinness. Call me.

Web navigation for those who want to cut to the chase

A friend sent me this Marketing Sherpa article about a great web design approach: Build in a button for those Type A folks who just want the facts.

Type A screen capture from an ad agency web siteIt’s clever idea. The article has links to the site, which is for an ad agency. I suggest you give it a look.

The idea does bring up a greater point: Are you identifying your target audience precisely enough to match their varying browsing styles and needs? Doing so isn’t all that far-fetched.

I’m a big advocate of persuasion architecture, which is a term coined by Brian and Jeffrey Eisenberg of Future Now. It’s a process by which you segment the universe of customers and prospects visiting your site. Segmentation is by persona — which the brothers define as general personality archetypes. These are stereotypes, if you will, for how specific consumers feel about your site’s products or services. 

It all sounds very squishy, and frankly I do find it a little too high-minded sometimes. I’m more of the behavioral type. Generalizing on anything other than past actions can sometimes lead you in circles.

But I am nonetheless deeply indebted to the Eisenberg brothers for taking this idea and extending it to the practice of building pages that contain navigation and content unique for that persona. In other words, if you sell online home security products, and know that a worried single parent is a key persona type, be sure you address this person’s many questions and fears in a systematic way … and also, offer little other navigation or content along that funnel.

The object of persuasion architecture is to move people in an orderly fashion through their decision-making steps, one click at a time. The prize: To unfailingly lead consumers to a sale.

Persuasion architecture is a much-needed breath of fresh air. For the right site, I can see it rewarding Type A people for identifying themselves. And in doing so, rewarding the site owner with a higher sales conversion rate.

Commerce sites ignore branding at their peril

Real estate on a web site is precious. That’s one reason why many e-commerce sites cram as much merchandise as possible into the home page. You can’t blame them. Shoehorn one more offer onto the page and you see sales of that item go up. But does this practice erode overall sales?

The research of Kevin Hillstrom looked at overall sales from pure selling sites (example) vs branding sites (example) vs hybrids that split the difference (example). The sites evaluated were those taken from the largest businesses represented in the Internet Top 500 retail sites.

I was most interested in how hybrid sites would fare in the study. Although these hybrid sites featured home page offers, they also used much of its real estate to reinforce the brand. White space was more common, and often these hybrid sites didn’t even require you to scroll down to take in the entire home page.

A business that regards its e-commerce site as nothing more than efficient catalog would argue that the hybrid site approach is misguided, since it is not focusing enough on specific offers. But do the numbers bear this out?

The conclusion from this study says no, although it does find weakness in a pure branding approach to the home page:

It appears likely that a hybrid strategy is most likely to maximize the net sales of each visitor to the website. Selling sites may overwhelm visitors, while branding sites may not present enough merchandise to entice consumers.

Many have preached this hybrid approach, but it’s nice to see this validation. It only stands to reason that consumers need to know two things before they buy:

  1. What are you selling?
  2. Are you to be trusted?

Raising levels of trust, through your site’s branding, is the best way to maximize sales in an environment where competitors are only a mouse click away.

How does your email performance stack up to others in your industry?

Postfuture.com, an email service provider (ESP) owned by Harte-Hanks, has released a benchmarking tool for consumer and business-to-business emailers. One of the more useful findings is the comparative click-through rates by industry, ranked best to worst:

  • Restaurants: 57.5%
  • Publishing: 55.6%
  • Pharmaceutical: 23.8%
  • Travel and hospitality: 23.4%
  • Conference events: 14.2%
  • Financial services: 11.0%
  • Technology: 10.9%
  • Government: 9.5%
  • Insurance: 9.5%
  • Consumer packaged goods: 8.6%
  • Entertainment: 8.1%
  • Retail: 6.0%
  • Automotive: 5.7%

As you look this list over, it shouldn’t be a surprise that all of the business-to-business (b2b) emails are at the top. Business people are paid to, among other things, keep abreast of news and opportunities. The emails they opt-in to receive help them fulfill this duty.

On the other hand, consumers will be less willing to open a typical email and dig deeper with a click. Overall, emails in the b2b sector had clickthrough rates and open rates of 19.9% and 78.9% respectively, while those sent to consumers generated 11.2% clicks and 67.7% opens.

This is all according to Harte-Hanks, mind you.

As with any secondary research, you’ll want to use the figures cautiously. For instance, I suspect that the company excluded many unsuccessful campaigns from their findings, in order to sweeten the report. It is, after all, a report card of sorts.

What if this ESP was instead selling weight loss programs? I imagine we’d be seeing their customers, of all stripes, dropping the pounds to a degree that might make you concerned for their collective health. (Note: Melinda Krueger thought these figures seemed high as well. Her Comment below explains what she learned when she followed up with them).

But for the sake of comparison, these figures can help. Tempered with a degree of skepticism and your own email track record, they can show you how your enterprise compares with others in your industry, and with the medium of email marketing in general.

Email newsletters still excel at customer retention and cross-sales

With all the recent noise about new online communication tools such as user-generated content and pushing content through RSS, we shouldn’t forget that some tried-and-true tactics aren’t going away any time soon. Take the the opt-in newsletter, particularly one that is customized to a recipient’s specific interests and tastes.

I challenge you to name an online tactic as powerful as a well-done opt-in email newsletter to draw visitors back to a web site or drive sales across a company’s complementary product offerings. This technique truly has legs.

Sure, it’s easy to see where email newsletters work in categories such as online fashion apparel and leisure travel. After all, is there anyone who hasn’t opted-in at one time or another to a travel site’s “hot deals” email?

But a truly enduring marketing tactic has the ability to surprise us — to show up and shine where we’re least expecting it. The email newsletter certainly has done this for me.

To my knowledge, one of the most effective opt-in newsletters around is in a category of services that no one ever wants to use. That category is healthcare.

Private Health News provides private labeled emails that a hospital or other care provider can use as a way to deliver news about its own offerings. What makes this newsletter so effective is the the fact that consumers truly appreciate receiving it. That’s due to theses two factors:

  • The content is customized
  • The content is trustworthy

Consumers sign up for it by visiting the site of the provider (let’s say it’s “General Hospital”), and then selecting topics of interest. This customization makes the newsletter unique to each households’ needs, with a selection of over 25 health topics from Blood Pressure to Breast Cancer, Sleep Disorders to Stroke Rehabilitation.

When the newsletter arrives, it reports the latest research, originally seen in articles from over 350 prestigious healthcare publications. The publications include the Journal of the American Medical Association and Lancet. Interspersed with the news — which, mind you, is tailored exactly to a recipient’s current health concerns and interests — are brief bulletins and ads about General Hospital events and offerings relevant to that topic.

For instance, along with a Men’s Health article there might be a notice of a free prostate cancer screening held at the hospital in three weeks, along with a link to the place on the General Hospital site where you can sign up or get more information.

I first met Dan Ansel, the president of Private Health News, six years ago at a healthcare marketing conference in San Diego. When he described his fledgling product to me, I immediately saw how this was the part of the puzzle I was struggling to deliver to my healthcare clients.

Dan’s product was a way to ensure that the valuable minority of consumers who visit my clients’ sites — and care enough about their families’ health to be proactive — can receive, every month, several excellent reasons to come back for more information. In other words, it was a way to retain prospects and patients, and to cross-sell to them wherever appropriate.

Has it worked? My experience and those of my clients says it has. What’s more, Dan has made sure to periodically survey newsletter readers, to get the user’s perspective on its effectiveness. Here are a few of the results of his latest survey, which had a sample size of 10,157 newsletter subscribers:

  • 99% consider the health information in their newsletter valuable, with 25% saying it was “very valuable”
  • 75.6% have the health issues to which they subscribe or are making decisions for loved ones with those health issues
  • Respondents are making healthcare decisions for an average of 3.3 people
  • 67% indicate a new awareness of the provider’s services as a result of receiving their newsletter
  • Over 13% have used these services because of that awareness

That last metric is the one that always blows me away. Every time the survey is conducted, more that one out of every ten people surveyed said they used a hospital’s services because of awareness they gleaned from the newsletter.

If only half of those people are telling the truth, that means over 600 individuals in this relatively small sample went to the provider of the newsletter for a possibly very profitable high ticket item, all thanks to an email newsletter.

I’ll be returning to the wonderful marketing double whammy of customization and credibility in future examples of online marketing excellence. But I’m not sure any other online technique I’ve encountered has the same high level of ROI as this surprising opt-in newsletter that sells people services they would prefer to never think about getting in the first place.

Are you handing too much control over to search engines?

We have to stop thinking of our home pages as the main point of entry to our sites’ contents. That distinction is slowly trending toward the search results pages of major search engines. In his excellent Mine That Data!, Kevin Hillstrom reviews his own site’s traffic statistics, and then poses some questions for your business site:

Assume twenty percent of your traffic arrives via a search engine. You have essentially given control of one-fifth of your business to Google, Yahoo! and MSN. How do you feel about that? … How do you regain control of your business if that percentage significantly increases, or if the search engines decide to use an algorithm that sends less traffic to your site? Online retailers need to think hard about how much control they have ceeded [sic] to search engines. On the surface, the traffic that comes from search engines seems like it is all incremental business. I highly doubt that it is.

His point is excellent. This search traffic should not be perceived as incremental icing on the cake, unless you are quite comfortable with the idea of handing control of these visits completely over to the search engines. If you aren’t being proactive about taking strategic search engine results pages as your own (through search engine optimization), this steady flow of traffic could be diverted tomorrow to your key competitors.

The stakes can be considerable. Since search engine visits have been shown to convert more often to customers, compared to visits from other sources, losing this flow of traffic could be devastating to your business. If you don’t have a search engine optimization plan in place yet, start one now. It’s not a guarantee that you’ll be protected from the caprices of a search engine’s ever-changing algorithms, but it can reduce the risk to your bottom line.

Is it time to add this to your privacy policy?

What with the recent AOL gaffe, where they distributed a huge data warehouse full of search data without proper anonymization, I’ve been wondering if it’s time for a few of our clients to add a clause to their privacy policy.

The clause would have to do with use of internal search data. After all, I’ve written here about the utility of mining this type of search data. These data are important markers to user behavior, and should not be ignored.

So, since consumers are realizing their search behavior is attracting attention, how about a privacy clause such as, “The owners of this site will not release user internal search data, nor will they allow it to be used to make observations about individual users. Instead, the owners pledge to use the information only in aggregate, to improve the experience of exploring this site.”

I know from looking at our clients’ web logs that privacy policies are being read over, or at least given a quick review. Therefore, this addition could help clients’ online images in the eyes of these readers, and also encourage these readers to go ahead and search within the site with confidence.

Big Brother may be watching, but he’s benevolent.