Whether it’s a trade-off or not on revenue, we don’t really know that product will launch or I should say relaunch sometime this year. And it also has the potential to increase traffic or even maybe meaningfully increase traffic. And if we do those things that should balance out. There was another component to your question, which, oh, SEO and SEM in the things around them. So, we’ve had €“ since I got their teams focused entirely on SEO and focused entirely on SEM €“ sorry, much of that existed before I got there, but the level of focus and the level of resources there has expanded. And I’d say that given our focus on this area where I think our focus was somewhat distracted previously, we are finding real results. So, just as an example, we’ve said to the SEM team and we have some great people working on SEM now.
We said there’s a bit of decline in a particular area. You have to figure out what this decline is and there is no answer, but figure it out. And as long as it takes, whatever it takes figure it out. Well lo and behold, this seemed incredible work and found that the €“ there was an area where we were losing conversion and that there was a tracking pixel that was placed in somewhere that slowed down some of our pages that you pull that thing out and you see a massive increase in conversion. Those are the things that we’re just digging in and finding and will yield results. I can give €“ I will hopefully be able to give dozens other examples of that over the course of the year. And that’s, sort of incremental work. It’s not the sexy work.
It’s not necessarily even the most fun stuff, although it is fun to get a win out of these things that people are doing all day, every day. And it is basic work, but it is work that’s getting done and yields real results and again, I expect things like that, fundamental things like conversion to improve and show up over the course of the year in SEO and SEM.
Brian Fitzgerald: Thanks, Joey. Appreciate it.
Christopher Halpin: Thank you. Next question.
Operator: Our next question comes from Daniel Kurnos at The Benchmark Company. Please go ahead.
Dan Kurnos: Hey, thanks. Good morning. Joey, if you kind of touched on a little bit just on , you talked about it more in the shareholder letter, but I guess maybe if we think about your narrow focus in services, can you just talk a little bit more about differentiating that offering and kind of winning in that marketplace backed by, sort of the new TV brand campaign, if that’s the way? Are there other creative ways to win as you go through that more narrow focus? And then on Dotdash, Chris, I know that EBITDA is always a math equation as you like to point out. We’ve had incremental headcount reduction. We’ve had incremental synergies since the acquisition. And we know Joey called out some more cost efficiency efforts. So, I guess the real question is from a longer-term perspective, you did touch on it a little bit, but is there any change to your, sort of longer tail expectations for where margins or revenue for that matter ultimately ends up?
Joey Levin : I’ll start and then I’ll turn it to Chris, although I can quickly say, no. The answer to the second question. The first question, yes, it’s a great question and there’s a few important areas in winning in services. Obviously, everything starts with having a delightful intuitive customer experience. One of the things that’s happening in services right now is, again, because we have this orientation around the service request, we put all our customers through the service request and then they see our experiences after the service request. So, even though we exposed the services business in a lot of areas post service requests, the reality is that 80% of our customers are something like that never see the services product because it comes after the service request.
