Bright House Networks - Ex. 1029, Page 1
`
`

`
`Publisher: Katherine Schowalter
`Editor: Tim Ryan
`Assistant Editor: Pam Sobotka
`.
`.
`Managing Editor: Brian Snapp
`Text Design & Composition: Pronto Des1gn & ProductiOn, Inc.
`Designations used by companies to distinguish their produc~s are often clai~ed as
`trademarks. In all instances where John Wiley & Sons, Inc. 1s aware of a clmm, the
`product names appear in initial capital or ALL CAPITAL LETTERS. Readers, how(cid:173)
`ever, should contact the appropriate companies for more complete information
`regarding trademarks and registration.
`This text is printed on acid-free paper.
`Copyright © 1997 by Greg Helmstetter
`
`Published by John Wiley & Sons, Inc.
`All rights reserved. Published simultaneously in Canada.
`This publication is designed to provide accurate and authoritative information in
`regard to the subject matter covered. It is sold with the understanding that the pub(cid:173)
`lisher is not engaged in rendering legal, accounting, or other professional service. If
`legal advice or other expert assistance is required, the services of a competent profes(cid:173)
`sional person should be sought.
`
`Reproduction or translation of any part of this work beyond that permitted by section
`107 or 108 of the 1976 United States Copyright Act without the permission of the
`copyright owner is unlawful. Requests for permission or further information should be
`addressed to the Permissions Department, John Wiley & Sons, Inc.
`
`Library of Congress Cataloging-in-Publication Data:
`
`Helmstetter, Greg, 1967-
`Increasing hits and selling more on your Web site/Greg Helmstetter
`p. em.
`Includes bibliographical references (p.).
`ISBN 0-471-16944-7 (pbk.: alk. paper)
`1. Internet Marketing. 2. World Wide Web servers-Management.
`3. Business enterprises-Computer networks-Management.
`4. Internet advertising. I. Title.
`HF5415.1265.H45 1997
`658.8'00285'467-dc20 CIP
`
`96-43741
`
`ISBN: 0-4 71-16944-7
`
`Printed in the United States of America
`
`10 9 8 7 6 5 4 3 2 1
`
`Bright House Networks - Ex. 1029, Page 2
`
`

`
`What About the Big Picture?
`If you are interested in Web marketing enough to be reading this book,
`then I assume that you are astute, industrious, ambitious, and-most of
`all-progressive in your thinking (it's easy to forget sometimes, but most
`companies are not yet on the Web). Trying to sell you on the great reasons
`for going online would probably be like preaching to the choir. The short
`truth is that there are great reasons for heading to the Web, such as its
`ability to target narrow markets inexpensively and reduce administrative
`costs related to making sales or conducting follow-up customer service.
`But let's not go crazy. Too many commentaries about the advantages of
`Web commerce are made by people who are excited about the prospects
`without necessarily being accountable for cashing in on those prospects. It's
`good if you are excited-that enthusiasm will help you get through the
`long hours of work ahead. But, the more excited you are, then the more
`likely it is that you could use a dose of conservatism.
`Perhaps you've heard some of these remarks made about the potential
`of Web commerce:
`
`• The Mother of All Paradigm Shifts
`• The Future of Commerce
`• The Second Goldrush
`• The Leveler of Playing Fields
`
`Instead of panting with excitement and nodding blindly, let's look at
`each of these claims with a discriminating mind and an eye toward real(cid:173)
`ism and, most of all, hard-core business pragmatism: Wbat is going on?
`How can we reach the best possible outcome given the changing envi(cid:173)
`ronment?
`
`The Mother of All Paradigm Shifts?
`The term "paradigm shift" has only recently been used enough to qualify it
`as an official buzzword. The truth, however, is that paradigms have been
`shifting since back when a few plant cells in the primordial ooze got tired
`of competing for scarce sunlight and said "heck with this" and started eat(cid:173)
`ing fellow plant cells instead. Animals were born. A paradigm shifted.
`In the grand scheme of things, that was probably more significant than
`Netscape walking off with the de facto Web interface standard, in broad
`daylight, right under Bill Gates's nose.
`
`6
`
`Chapter 1
`
`Bright House Networks - Ex. 1029, Page 3
`
`

`
`We are indeed at the cusp of a significant change in the way people
`conduct their daily lives-but, for a sense of perspective, think about the
`degree to which other, relatively recent innovations have affected people
`and business. Agriculture, written language, antibiotics, and railroads have
`all had a far more significant impact on humanity than Web commerce is
`likely to, even with virtual reality thrown in.
`But I promised to keep this discussion pragmatic. These examples serve
`as a point of reference for our thinking, and for an important reason. If you
`focus only on what is happening today, you will probably fail at Web mar(cid:173)
`keting or at least fail to excel at Web marketing. As the saying goes,
`"Assume that whatever people can think of today will be possible tomor(cid:173)
`row and assume that whatever is possible today will be affordable tomorrow."
`In the midst of running your day-to-day business, devote some time every
`now and then to studying, at the very least, what is possible (but still
`expensive) today.
`
`TIP: Avoid being taken by surprise: Periodically ask yourself the question,
`"If such-and-such suddenly became cheap tomorrow, how would that affect my
`business?"
`
`The Web is most significant in its ability to synergystically combine
`the existing power of current technologies and practices. If you think about
`it, the Web does little on its own except substantially beef up the usefulness
`of our computers, our phones, video, and even FedEx. How earth-shatter(cid:173)
`ing would it be that people can now receive a catalog and order something
`in minutes online, if they still had to wait six to eight weeks to receive
`their order?
`To imagine the near-term boundaries of the Web's potential commer(cid:173)
`cial impact, imagine that every business in the world, no matter how small,
`
`• Could be easily located online
`
`• Offered immense, searchable, hyperlinked volumes of all non-sensi(cid:173)
`tive company information
`
`• Were connected by bandwidth that supports two-way, full-screen
`video
`If all companies were connected in such a way, it would mean amazing
`things for everyone. And the Web would even qualify for paradigm-shift
`
`The State of Online Commerce: Today and Tomorrow
`
`7
`
`Bright House Networks - Ex. 1029, Page 4
`
`

`
`status. But would it be the Mother of Them All? No. Is it the most signifi(cid:173)
`cant change in our lifetimes? It might be the most significant change for
`commerce in most of our lifetimes (depending on how long one lives), but it
`is not difficult to imagine the social impacts of the Web changing our lives
`and world more significantly, such as with telecommuting, education, and
`even dating.
`
`The Future of Commerce?
`Is the Web the Future of Commerce? Yes, yes, yes. Partly. By that, I mean
`that nearly all businesses will require Web connection as a standard ele(cid:173)
`ment of doing business. If for no other reason, firms will be forced to go
`online because Web communications are likely to merge with or supplant
`traditional telephone communications.
`Second, the intranet (a company's internal, private information network) is
`rapidly emerging as a primary driver of Web growth as firms begin to real(cid:173)
`ize the tremendous efficiencies made possible by connecting all their work(cid:173)
`ers and making documents easily accessible.
`But, saying that all businesses will be connected to the Web does not
`mean that all commerce will take place over the Web. I doubt than anyone
`has ever said that all commerce will drift toward the Web, but there is cer(cid:173)
`tainly disagreement among experts as to the degree and rate of migration.
`You've probably heard it before, but people don't usually like buying
`clothes that they haven't yet tried on. What about clothier catalogs? That's
`a good point-some people will buy clothes without first trying them on in
`a dressing room. But recognize that the $60 billion spent in all catalog
`sales in this country accounts for only 3 percent of all retail sales. This
`number will probably increase somewhat due to the sheer number of "cata(cid:173)
`logs" that can be accessed online for virtually no incremental cost. Rather
`than looking for online commerce to replace traditional retail commerce,
`expect to see Web-enhanced ways in which companies sell products with
`hybrid distribution models, such as being able to try clothing on in a store
`to assure fit and then see color options, for example, on the store's com(cid:173)
`puter. The store could then offer greater variety while lowering inventory
`holding costs, and manufacturers could respond to demand for particular
`stock items in real-time-eliminating much unnecessary waste and lower(cid:173)
`ing costs, particularly in industries where fashions and preferences change
`quickly, such as apparel.
`Nearly all firms will be hooked up to the Web eventually, so a more
`useful question is, "When will they be hooked up?"
`
`8
`
`Chapter 1
`
`Bright House Networks - Ex. 1029, Page 5
`
`

`
`......
`
`400,000 -------------------..~
`
`(/) c
`CIJ
`E
`0
`0
`CIJ
`() ...
`E
`E
`0 u
`
`(].)
`
`300,000
`
`200,000
`
`100,000
`
`o-,1-.l"",-.-.-,1-.l'l"-.l-.1-.1-.l'l"l-.l-.l-,l
`1/95
`1/96
`4/96
`7/96
`
`DATE
`liUijiJ;J¥111 The registration of commercial domains continues on a steady climb as
`more companies come online. Source: InterNet Info (http:/ /vwvw.web
`comcornl-walsh).
`
`One of the simplest, if crude, ways to measure the number of business
`Internet connections in existence is to see how many entities have regis(cid:173)
`tered ".com" domains (meaning "company," such as in a Web address:
`http://www.cocacola.com). According to InterNet Info, as of]uly 19,
`1996, more than 419,000 commercial domains were registered with
`InterNIC, the organization that grants new domains to organizations
`who request them.
`For several reasons, the total number of commercial domains is an
`impure measure of commercial Web proliferation. First, many companies
`doing business on the Web do not possess their own domain, such as "ten(cid:173)
`ants" using one or two pages of another company's online mall. Second,
`many companies have Internet connections (for e-mail, etc.) but no pub(cid:173)
`licly accessible Web site, and possibly no plans to create a site. Third,
`many companies have preemptively registered domains for future use,
`even though they have no current Web presence. For example, leading
`consumer products manufacturers have registered the names of each of
`their brands to keep somebody else from using the name. At some point
`
`The State of Online Commerce: Today and Tomorrow
`
`9
`
`Bright House Networks - Ex. 1029, Page 6
`
`

`
`in the future, Nabisco might have 50 different Web sites with distinct
`names, such as http:/ /www.fignewton.com. (As unique names become more
`scarce, InterNIC, the entity that grants domains, is beginning to discour(cid:173)
`age single organizations from owning multiple domains-see Chapter 6,
`"How to Register Your Domain.")
`Because the number of domains is not necessarily an indicator of
`how many businesses are online, it is helpful to look to other information
`sources that estimate the number of commercial Web sites in particular,
`as well as the rates of change in these numbers. As of early 1996, the
`research firm MIDS estimated that there were 80,000 commercial Web
`sites in existence.
`Different studies give different estimates of how many commercial
`Web sites exist, sometimes varying by more than 50 percent, making
`exact numbers impossible to pin down. However, looking at the rate of
`domain registration and Web site growth tells a more complete story. As
`you can see in Figure 1.1, the number of commercial domain registrations
`jumped from roughly 171,000 to over 419,000 during the first six months
`of 1996.
`If we were to extrapolate these numbers on their current exponential
`path, we would soon predict there to be more commercial Web sites than
`people on the planet. That makes no intuitive sense, even if there were a
`separate site for every product of every company. Therefore, this growth
`will inevitably begin to level off. Marketing analysts and statisticians are
`attempting to predict when the growth curve will begin to flatten. They
`will use, as reference, historical data of the adoption rate of previous tech(cid:173)
`nologies such as fax machines, computers, voicemail, and so on.
`Your primary reasons for studying how many other businesses are
`online are to do the following:
`
`• Gauge competition
`• Know how far ahead of the pack you are (and duly pat yourself on
`the back)
`• See how far behind you are (and duly get your rear into gear)
`
`As a means of studying competition, these macro-scale statistics don't
`really help you much. It is more important for you to see what specific
`firms are doing and to assess how their actions will impact your narrow
`segment of the Web marketplace. Studying your Web business's competi(cid:173)
`tion is discussed in Chapter 2.
`
`10
`
`Chapter 1
`
`Bright House Networks - Ex. 1029, Page 7
`
`

`
`T I P : Unless you are marketing to businesses, worry more about consumer
`adoption rates than the rates of other businesses going online.
`
`Estimating the number of potential online customers can be even trick(cid:173)
`ier than counting businesses. For instance, a survey by the research firm
`Find/SVP estimates the number of Internet users in the United States to
`be 9.5 million, while findings by Nielsen Media Research initially put the
`number at 24 million (for United States and Canada), only to later adjust
`that number down to 19 million after industry analysts criticized Nielsen's
`analysis of the data.
`
`The Numbers Keep Changing
`The unprecedented growth rates of the Internet as a marketplace have
`prompted industry insiders to speak of the Internet in "Web weeks" or "dog
`years," meaning seven years' worth of change happens in one calendar year.
`
`As such, almost any marketing statistics you see in print will likely be outdated
`by the time you read them, including those in this book. Be careful-if you have
`read that 30 percent Qf Web surfers are female, for example, then the real
`number may have reached 50 percent by the time you read it. If up-to-date
`numbers e1re important for your marketing plans, then attempt to locate such
`data online for the most timely information.
`
`For links to some of the leading sources of current Internet business statistics,
`see this book's companion Web site at:
`
`http://www.monsoon.org/book
`
`The Second Goldrush?
`Is this period of marketing history really a goldrush? It depends on what
`you mean by using that analogy. The goldrush mental picture summons
`images of tens of thousands of people from all walks of life quitting their
`jobs, spending family savings on picks and shovels, and heading for the
`hills in highly speculative ventures that promise huge returns to a very few
`lucky individuals and bankruptcy to everyone else.
`That last part is, I believe, responsible for the overuse of this
`metaphor-large returns to a few and failure for the rest. "\Vhile that anal(cid:173)
`ogy might describe the CD-ROM development market reasonably well,
`it has very little to do with the Web. Certainly, some firms have made
`
`The State of Online Commerce: Today and Tomorrow
`
`11
`
`Bright House Networks - Ex. 1029, Page 8
`
`

`
`• By definition, you cannot emphasize every feature on a page. Use
`varying degrees of emphasis to express varying degrees of importance.
`Too much of any technique will ruin its effect, like trying to use neon
`to get someone's attention in Las Vegas. Multiple, large graphics will
`only delay download times. Multiple animated icons on one page will
`lose their impact and display poorly on slower computers.
`
`Creating Useful Menus
`Navigational design requires a trade-off. On one hand, you would like
`users to be able to access anything with as few clicks as possible. On the
`other hand, presenting too many options overwhelms users.
`Exception: From my own personal experience, the "Rule of Seven"
`seems to apply best when the menu options are unrelated, such as "Home"
`and "E-mail" used on a site's menu bar. However, more options do not
`seem to pose a problem when the options are related, as with these product
`categories listed on Internet Shopping Network's index (Figure 16.22).
`
`. I
`
`Product Selection
`
`"" Accessories
`De sldop Computers
`DriYes
`. Iviemoty & Process ors
`Modems
`M o:nitors & Video
`Multimedia Hardware
`N etwork:ir.L~
`· Notebook Computers
`··• Printers
`·t.J Scanners
`·- Software
`Downloadable
`
`FIGURE 16.22
`
`More than seven options w ill not overwhelm the user if the options
`are all members of one narrowly defined category.
`
`348
`
`C h apter 16
`
`,, I
`
`Bright House Networks - Ex. 1029, Page 9
`
`

`
`I !allan Art & Archltectur• ·
`
`I • I
`
`i .
`
`:,
`
`I
`
`What's Next?
`
`Mama's Link$
`I
`lvlama's Favorite Places I Soap Opera I Mama',, Lookal.ike Contest
`It alian Att & Architecture I Pizza Partv I Italian Desserts Guide
`Presents From lvhuna l l.iVhat.'s Next? I Mama Vllants to Know
`l'c·hma's Links I Talk t o lVIattVI I Little Italv Tour
`
`! ····
`
`, ,
`
`r;fel"wM~~- j Ragu's (http://vvww.eat.com) menu has too many options, some of
`which are cryptically named.
`
`TIP: Human factors experts advise against using more than seven selec-
`tions in a menu.
`
`T he brain seems to know that it can ignore all options that do not
`apply, making the maximum number of choices much greater before the
`user becomes overwhelmed.
`Observe the bewildering array of options at Ragu's site (Figure 16.23).
`Some of the names are intuitive; others are cryptic or confusingly simi(cid:173)
`lar ("Mama Wants to Know" and "Talk to Mama"), meaning visitors must
`select that option in order to know what it is about. This fact alone sug(cid:173)
`gests that these labels fail at both parts of the Acid Test of Good
`Navigation-they are useless to people who know what they're looking for,
`and useless to people seeking suggestions.
`
`Using Cool Names for Parts of Your S ite
`Using cryptic names for the right reason is okay.
`
`First, use non-intuitive names to make people curious-but only do this one or
`two times, suggesting a path for wandering users to follow. Example:
`
`Check out The Haven.
`
`Oooh, makes you wonder what The Haven is , right? But, if every option on
`your home page is cryptically named, then you have given use rs no direction
`and they may become frustrated, particularly on graphics-intensive sites in
`which every new page viewed means waiting in agony while the graphics
`download.
`
`Second, use cryptic names to add style. Then add a brief descriptio n so that
`people know what it means. For example , instead of lab eling a link with the
`
`Des ign in g Your S it e 's Logic and N a vig a t ion
`
`349
`
`Bright House Networks - Ex. 1029, Page 10
`
`

`
`--
`
`words, "Links to Cool Dinosaur Sites" (which has about as much flair as tun(cid:173)
`dra), use something more imaginative such as:
`
`The Lava Pit
`Our Collection of the Hottest Dinosaur Sites on the Web
`
`Naturally, "The Lava Pit" has an identity of its own that could be executed on
`the dinosaur links page with a lot of creativity.
`
`Any first-time visitor to the Ragu site may, before going any further,
`look at his watch and think, "Do I really have time to get into this?" A bet(cid:173)
`ter approach would have been to lump some of these into categories while
`naming others so that we instantly know what they mean. Rather than try(cid:173)
`ing to represent dozens of features in a menu bar, many sites successfully
`employ a "site map" to show users every option available.
`
`T 1 P :
`The "Rule of Seven" options in a menu is an upper limit, remember.
`If you can narrow the options down further, such as to just four options, then
`each item on the menu will receive more attention than each item on a seven(cid:173)
`option menu.
`
`Multiple Menus
`Many site developers need to present more than seven features. One of the
`best ways to handle this is to display multiple menus, with each menu repre(cid:173)
`senting members of a clearly defined category. For example, the following
`home page design (which was never used) for an executive and specialized
`talent search firm uses two menus simultaneously (Figure 16.24).
`
`• An "Our Company" -type menu bar along the top with the selections,
`"Main Menu," "Letter from the President," "Success Stories," and
`"Contact Us"
`• An "Industry" matrix menu for the fields in which the firm can locate
`managerial and technical talent: "Telecommunications,"
`Semiconductors," "Executive," "Medical," and so on
`
`The final version of this design would have implemented an introduc(cid:173)
`tory paragraph briefly describing what the company does. While the tag
`line ("Search Consultants, Executive and Specialized Talent") is pretty
`clear, visitors do not know whether the site is intended to appeal to com(cid:173)
`pany recruiters or job candidates.
`
`350
`
`Chapter 16
`
`Bright House Networks - Ex. 1029, Page 11
`
`

`
`' Eile
`
`"
`.E_dit ~iew !;!o
`f!ookmarks Qptions Directory Window Help
`Open I Print I Find
`II
`'l Home I I Reload \
`
`'"
`
`~ Location:
`
`l!earson&'
`RSsoctates
`
`INCORPORATED
`
`..
`
`c; t • ,, r c h Consultants
`
`'-----J'I II· s'dent's P .:]I ,_, cce:
`
`tl L.... -----J
`
`Semiconductors
`
`Flat P<md
`!11 , pLI~
`
`~·tinmg and
`Ctmstruclion
`
`Sofi,\ai"C and
`\ luJhm001a
`
`I l •
`•I
`· g ·:;>
`_:n~ Docurnent: Done
`~~------------------------------------------------------
`.. ; .. ··· Splitting navigational options into multiple menus w orks when t e ogi(cid:173)
`. · ·lt~~~ 1"~ :
`cal division between the categories is self -evident, as with these two
`menus for company-related pages versus industry-related pages.
`
`The company icons logically flow from left to right, though their names
`are perhaps not as clear as they could be. If a visitor were to visit them
`sequentially, he or she would learn first what the company does
`("President's Page"), next hear about the company's track record and read
`
`Designing Your Site's Log ic a nd Navigation
`
`Bright House Networks - Ex. 1029, Page 12
`
`

`
`.Eile
`
`_Ed it
`
`'tiew
`
`.@ location: http://www. ward·brodt.com/home. htm
`
`~ (~mpany Hittory
`
`What's Hew
`
`,
`
`r
`
`, •
`
`-· --
`
`Our Pledtt
`Mmic Educatio~l
`'
`~
`Used Instruments
`--- -
`
`,--
`
`_ _!ri_!~~~~~-·H ·
`c
`· " Other Music Resources
`
`~
`
`.
`
`Company Histoty I Our Pledge I What's N ew I Music Education I New Product Reviews
`Used Instruments I Newsletters I Print Music Source I Virtual Tour I Other Music Resources
`
`+
`
`11~ http//Ww\o,·.we.rd-brodtcom/Cgi/h-fime.ge/maln.rne.p? 357.205
`
`FIGURE 16.25 Each text link corresponds exactly to the words in the graphical links.
`If two versions of the same link use inconsistent words, then users
`might think they lead to two different locations.
`
`testimonials from satisfied customers ("Success Stories"), and then learn
`how to contact the company and whether he or she should contact the
`company ("Contact Us"). As it happens, this company wanted to hear only
`from employers, not experts seeking jobs. This important point is not
`made by any of the elements depicted here.
`More important, however, is that the industry icons are graphically very
`distinct from the company icons. Because they are all members of a well(cid:173)
`defined category (industries), the "Rule of Seven" does not apply, and
`many industry icons (with their accompanying text labels) could be shown
`without overwhelming anybody.
`
`352
`
`Chapter 16
`
`Bright House Networks - Ex. 1029, Page 13
`
`

`
`Ill
`
`I
`
`Graphical navigational icons should always be accompanied with a text
`version so that users who have set their browsers to ignore graphics will
`still be able to navigate through your site.
`
`T I P :
`Make the text version read exactly like any text in the graphics ver(cid:173)
`sion. Make the punctuation and capitalization consistent also (Figure 16.25). For
`instance, if your button says "our home!" then your text-link to that same page
`should not say "HOME" or you will risk confusing your visitors.
`
`Using Frames to Aid Navigation
`Newer browsers support multiple frames to appear at once on the user's
`screen, with each frame corresponding to a separate HTML page. This fea(cid:173)
`ture is useful for breaking pages into sections that will and won't be chang(cid:173)
`ing during the user's visit. For instance, your logo and navigational icons
`might be the same regardless of which page the user visits. You could place
`these elements into their own frames so that only one element, such as body
`text, changes when the user travels through your site (Figure 16.26).
`In this example, IMGIS (http:/ /www.imgis.com) uses frames to separate
`an animated spinning logo (upper-left frame), the site's masthead (upper(cid:173)
`right), high-level navigational buttons (lower-left), and a more detailed
`"site map" of the site's interior (lower-right).
`"Site maps" are text-based lists that name all or most of a site's pages,
`usually in a hierarchical framework such as an outline format. Site maps are
`very useful for helping users navigate through larger sites, such as those
`with more than 20 pages.
`This particular site map used by IMGIS is somewhat confusing because
`we are not sure if it corresponds directly with the navigational buttons in
`the left frame. For example, is "Advertisers" the same section as
`"Advertising"? Once again, consistent word usage is extremely important
`when developing your site's navigation. If you used slightly different names
`when created the road signs for a city, you would expect drivers to get con(cid:173)
`fused. The same goes for the online world.
`
`Additional Navigation Design Tips
`If your site is very large or if you access information from a database, con(cid:173)
`sider making your site "searchable." For example, Internet Shopping
`Network allows visitors to search by keyword to find a particular item out
`of the 25,000 products that it carries. The technology behind making your
`
`Des ign ing Your S ite's Log ic and Navigation
`
`353
`
`Bright House Networks - Ex. 1029, Page 14
`
`

`
`Eile
`
`.E_dit Yiew §.o
`
`~
`.El_ookmarks Qptions Qirectory ~indow Help
`
`j
`
`;
`
`' ' '
`
`JMGiS
`
`NETWORK
`
`•-• '~
`
`·:,.::.~_ .... ;.L.c ~
`
`l
`
`'+
`
`,., .
`
`• ·-··.)
`
`i ,.
`
`T A R G E- T E D
`.. [ f .. , Gt r·r: I 1 •'j-j j fj .,---- ,: ~egist~r ·~
`~ :rr-~ ....... ("'.;'i .... · ·'l!'"',;.i:r}l'·<n-
`•
`;o~. i:., ;li'0\1'!, .~
`~ t ~ !J'I~
`l_ .t.
`·:\-
`~~,..-:~ •
`~t.!11. JJI'\•'
`"1.'. • ~_;'::~' '~~~"''i•. ,-Q. ~ L~~-'!~JI...:~~~~~ - •
`~~~·
`: Select from tlte following categories belo~ to rm~ out how
`-.. ~.~-~ ·~
`advertisers Call cost-effectively target specific internet users in
`· ~ Admtisers
`real time, as well as provide virtually allY Web site the ability to
`1 ·,I generate advertising revenue.
`• ~-~~:~-
`• A!filiates OniJ ,n
`··; Register Now p , IMat•/AdFane
`. o· ..... -···· I
`• Ih· f
`. ;.-.111
`tr\,'lilk·fi~
`
`~~~'i"/?,}1.\. I
`
`....._
`
`"
`
`+
`
`All'llata W ... • H..,
`
`• 1 illi:_ B!. I r r~
`
`• Sullule HT ll
`~~, !di h•
`
`· • ~ , e.r:1·''1"
`~· ·•¥~-L
`·;../?.· ¥ ~: :·.1 v·rthl
`e ro~lP·nberr CJnJy
`
`1
`
`I
`
`,,,.
`
`-
`
`· . \
`
`1
`
`' _.;# '
`.'l ".
`
`iJSAdFot
`
`• Ad• •!ill <;.J
`
`t
`
`• Gurttn11 Jl'w t
`
`11~ Docurnent:Done
`m;JIJ;Iillifl!l IMGIS (http://VvVVW.imgis.com) uses frames to separate navigational
`elements.
`
`•
`
`site searchable is more complicated than the average do-it-yourself HTML
`coder will want to handle. If you are using a Web service provider, you
`should work with it to add this functionality.
`Use of the phrase, "Click Here" is largely considered to be unhip by
`Web veterans. However, as usual, the economics of scarce space and lim(cid:173)
`ited creative thinking have led very many respectable Web sites to use the
`phrase when the situation warrants (see Figure 16.27).
`
`Q.ICK H[R[ NOW TO D(>II.'MO •. D
`
`f"RF£
`·. (:,-.,· ·,
`'~ ~-t W£B TOOL c:
`•B·.~· ·' ·~
`:,:,
`
`mCI!liUILMAI Two of these ads tell you to click. One doesn't. Hip or not, which
`w ould you be more likely to c lick?
`
`354
`
`Chapte r 16
`
`Bright House Networks - Ex. 1029, Page 15
`
`

`
`Simply put, there are cases when terming an object "clickable" is simply
`the most efficient and understandable way to instruct users. Go with what
`you find works for you.
`Very inexperienced Web users are afraid to select a button labeled "To
`Order." They fear they will automatically be billed somehow. This fear
`seems highest among members of large online services because these com(cid:173)
`panies have not always made it easy for their subscribers to know which
`services were free and which started a meter ticking.
`
`TIP :
`To overcome users' fear of b eing automatically billed , lab el your but(cid:173)
`ton "Information about Ordering, " which leads directly to the p age containing
`the order form.
`
`This is usually an accurate label because most online ordering form
`pages provide a lot of information that people need before they decide to
`purchase, such as warranties or shipping costs. You must do anything you
`can to encourage people to see this page.
`
`Design ing Your S ite's Log ic and Navigation
`
`355
`
`Bright House Networks - Ex. 1029, Page 16