All through the Christmas season, JoAnn kept refining her Net-related plans. “We need to ask, ‘Have we chosen the right items?’” she said. “The draw of our toy store is, it’s an exciting place to shop. We have to do the same on the Internet. If we add more items, it will approach a catalogue more. Right now our competition is mail-order catalogues, and we have a lot of items that they’re not offering. Maybe we’ll be reaching people not on the traditional catalogue list. They could be more occasional toy buyers than frequent toy buyers.” Thanks to a computerized inventory system, JoAnn’s corporeal store carried more than 6,500 items. Bob made a mental note: He might want to put more of them on the Net so customers would enjoy a wider selection. JoAnn talked about her suppliers: “My goal was really getting this up and going for Christmas. When I get to the toy fair I’ll discuss this with the national sales managers and see if I can’t get discounts for advertising to so many people, and then we’re working probably toward next Christmas. We’ll be working toward fourth quarter of ’95.” That was a healthy attitude. Even toward the end of the season the number of visits didn’t go past 2,000 a week, and only a handful of actual sales resulted. The only customers were Luciana Gores; Stuart Lowry, the computer jock turned family man; Michael Wolfe, a West Virginia professor studying Internet commerce, who ordered half a dozen stuffed toy caterpillars; a second academic, in the Midwest, who bought a Ravensburger Snail’s Pace Race game; a Massachusetts woman sending three customizable dolls to her sister (“I’m testing business on the Net—aren’t you lucky?”); and David Fry, the operator of a cybermall nearby who was curious about the White Rabbit, and who bought First Blocks. Not that the Lilienfelds had completely wasted their time. As of Christmas, a _Wall Street Journal_ story hadn’t appeared, but the Detroit paper and others had gone ahead with articles, and customers poured onto the floor of the real White Rabbit, one even buying the giant polar bear that Bob had been hoping to give his nine-year-old son. The publicity may have brought in some $20,000-$25,000 in extra sales by Bob’s estimates, on which the Lilienfelds may have netted around $2,000—compared to $750 gross and $75 net from Net orders. Bob told me that other merchants on the Web were also reporting a low number of sales. The week before Christmas the number of visits to White Rabbit itself actually declined; many of the prospective customers had been logging on from school or work, and now they had partly emptied the Web along with their dorm rooms and offices.