Incognito Mode Isn’t Doing What You Think It’s Doing

There is an urban myth that says online shoppers who doggedly search for certain items on the web get tagged by algorithms that then cause them to see higher prices than others shopping for those same items.

The solution for many people: They choose private mode on their web browsers, believing that cloaking their identity can help them get better prices.

But while such “private” settings as Google Chrome’s Incognito mode or Apple’s Safari private browsing mode do offer some benefits, getting a better price isn’t one of them.

“All these private modes do for shoppers is basically erase your search history from the device you’re on and prevent the browser from using your cookies to see your browsing activity across different sites,” says Benjamin Barrontine, vice president of executive services at 360 Privacy, a company that specializes in protecting clients’ digital identity. This is a great feature if you share a laptop with your children and you want to hide the presents you’re purchasing for them, but companies’ pricing is typically based on a number of factors—timing, location, how much an item in that category’s company paid to rise to the top of your search results—that don’t have to do with you personally or how often you search for a product.

A Google spokesperson confirms that cookies, or information stored on your device, are remembered in the current Chrome browsing session while in Incognito mode but then deleted immediately after closing out the session. If you return in Incognito mode to make the purchase, the websites will see you as a new user and won’t remember what you left in your cart. You essentially have to start your search anew, but with the benefit of blocking anyone who shares that device from seeing what you were researching.

Ultimately, experts say, private modes give shoppers a false sense of anonymity and a feeling that they are gaming the system, when all they are doing is hiding past searches. “You should know that your internet-service provider and even your network administrator at work, if you’re searching on a work device or network, may still see what you’re searching,” says Barrontine. “Private mode is not so private, after all.”

In fact, the big tech companies most likely know with near certainty who it is that is doing this supposedly secret searching, even in private mode.

“When you go on to Amazon.com in private mode and search for a bathrobe, even if you’re not logged into the site, Amazon is 99.9% sure of who you are because of the digital fingerprint they’ve developed for you over time,” says Ken Carnesi, chief executive and co-founder of DNSFilter, a software firm that protects companies from attacks at the domain name system level. That’s because Amazon would still know how you arrived at its site based on the link you clicked, your IP address, your ZIP Code, many of your preference settings and loads of other device-specific attributes. A company spokesman declined to comment.

The tech firms may not know that it is specifically you scouring their sites, but they’d know the search came from your home, which operating system you’re using, which language is your default and other details that point to you.

“That’s why, even when you’re not in private mode later on, if you didn’t close out that private window, you may still see bathrobes being pitched to you,” Carnesi says. “All the tracking is likely still passed through to the company who paid for the ad you clicked on.”

Contrary to popular belief, pricing for highly fluctuating, big-ticket items isn’t impacted by private searches, says Kevin Williams, an associate professor at the Yale School of Management who recently published a paper looking at airlines’ methods of dynamic pricing. Williams says in the case of plane tickets, “Airline pricing doesn’t take into account any of your personal information except location,” as in the country of origin. Using a virtual private network (VPN) can obfuscate your device’s physical location, and may turn up a better fare, but might require some trial and error, Williams says.

There are some additional benefits for shoppers to using private mode, beyond hiding your searches from prying eyes. The search bar won’t auto-fill with prior searches, so you can start anew every time you open a new private window and not fall down an old rabbit hole. You can keep your searches private on a public device or borrowed computer. And you can use a credit card that will later be wiped so your children won’t have access to funds without permission.

For true privacy, consider shopping through a search engine like Brave.com, which doesn’t ever track your searches or your clicks. “Unlike with other search engines, you and your data are not the product here,” Carnesi says. And your partner will never know about that bathrobe you forgot to actually purchase.

For years, global companies showcased their Chinese operations as a source of robust growth. A burgeoning middle class, a stream of people moving to cities, and the creation of new services to cater to them—along with the promise of the further opening of the world’s second-largest economy—drew companies eager to tap into the action.

Then Covid hit, isolating China from much of the world. Chinese leader Xi Jinping tightened control of the economy, and U.S.-China relations hit a nadir. After decades of rapid growth, China’s economy is stuck in a rut, with increasing concerns about what will drive the next phase of its growth.

Though Chinese officials have acknowledged the sputtering economy, they have been reluctant to take more than incremental steps to reverse the trend. Making matters worse, government crackdowns on internet companies and measures to burst the country’s property bubble left households and businesses scarred.

Lowered Expectations

Now, multinational companies are taking a hard look at their Chinese operations and tempering their outlooks. Marriott International narrowed its global revenue per available room growth rate to 3% to 4%, citing continued weakness in China and expectations that demand could weaken further in the third quarter. Paris-based Kering , home to brands Gucci and Saint Laurent, posted a 22% decline in sales in the Asia-Pacific region, excluding Japan, in the first half amid weaker demand in Greater China, which includes Hong Kong and Macau.

Pricing pressure and deflation were common themes in quarterly results. Starbucks , which helped build a coffee culture in China over the past 25 years, described it as one of its most notable international challenges as it posted a 14% decline in sales from that business. As Chinese consumers reconsidered whether to spend money on Starbucks lattes, competitors such as Luckin Coffee increased pressure on the Seattle company. Starbucks executives said in their quarterly earnings call that “unprecedented store expansion” by rivals and a price war hurt profits and caused “significant disruptions” to the operating environment.

Executive anxiety extends beyond consumer companies. Elevator maker Otis Worldwide saw new-equipment orders in China fall by double digits in the second quarter, forcing it to cut its outlook for growth out of Asia. CEO Judy Marks told analysts on a quarterly earnings call that prices in China were down roughly 10% year over year, and she doesn’t see the pricing pressure abating. The company is turning to productivity improvements and cost cutting to blunt the hit.

Add in the uncertainty created by deteriorating U.S.-China relations, and many investors are steering clear. The iShares MSCI China exchange-traded fund has lost half its value since March 2021. Recovery attempts have been short-lived. undefined undefined And now some of those concerns are creeping into the U.S. market. “A decade ago China exposure [for a global company] was a way to add revenue growth to our portfolio,” says Margaret Vitrano, co-manager of large-cap growth strategies at ClearBridge Investments in New York. Today, she notes, “we now want to manage the risk of the China exposure.”

Vitrano expects improvement in 2025, but cautions it will be slow. Uncertainty over who will win the U.S. presidential election and the prospect of higher tariffs pose additional risks for global companies.

Behind the Malaise

For now, China is inching along at roughly 5% economic growth—down from a peak of 14% in 2007 and an average of about 8% in the 10 years before the pandemic. Chinese consumers hit by job losses and continued declines in property values are rethinking spending habits. Businesses worried about policy uncertainty are reluctant to invest and hire.

The trouble goes beyond frugal consumers. Xi is changing the economy’s growth model, relying less on the infrastructure and real estate market that fueled earlier growth. That means investing aggressively in manufacturing and exports as China looks to become more self-reliant and guard against geopolitical tensions.

The shift is hurting western multinationals, with deflationary forces amid burgeoning production capacity. “We have seen the investment community mark down expectations for these companies because they will have to change tack with lower-cost products and services,” says Joseph Quinlan, head of market strategy for the chief investment office at Merrill and Bank of America Private Bank.

Another challenge for multinationals outside of China is stiffened competition as Chinese companies innovate and expand—often with the backing of the government. Local rivals are upping the ante across sectors by building on their knowledge of local consumer preferences and the ability to produce higher-quality products.

Some global multinationals are having a hard time keeping up with homegrown innovation. Auto makers including General Motors have seen sales tumble and struggled to turn profitable as Chinese car shoppers increasingly opt for electric vehicles from BYD or NIO that are similar in price to internal-combustion-engine cars from foreign auto makers.

“China’s electric-vehicle makers have by leaps and bounds surpassed the capabilities of foreign brands who have a tie to the profit pool of internal combustible engines that they don’t want to disrupt,” says Christine Phillpotts, a fund manager for Ariel Investments’ emerging markets strategies.

Chinese companies are often faster than global rivals to market with new products or tweaks. “The cycle can be half of what it is for a global multinational with subsidiaries that need to check with headquarters, do an analysis, and then refresh,” Phillpotts says.

For many companies and investors, next year remains a question mark. Ashland CEO Guillermo Novo said in an August call with analysts that the chemical company was seeing a “big change” in China, with activity slowing and competition on pricing becoming more aggressive. The company, he said, was still trying to grasp the repercussions as it has created uncertainty in its 2025 outlook.

Sticking Around

Few companies are giving up. Executives at big global consumer and retail companies show no signs of reducing investment, with most still describing China as a long-term growth market, says Dana Telsey, CEO of Telsey Advisory Group.

Starbucks executives described the long-term opportunity as “significant,” with higher growth and margin opportunities in the future as China’s population continues to move from rural to suburban areas. But they also noted that their approach is evolving and they are in the early stages of exploring strategic partnerships.

Walmart sold its stake in August in Chinese e-commerce giant JD.com for $3.6 billion after an eight-year noncompete agreement expired. Analysts expect it to pump the money into its own Sam’s Club and Walmart China operation, which have benefited from the trend toward trading down in China.

“The story isn’t over for the global companies,” Phillpotts says. “It just means the effort and investment will be greater to compete.”

Corrections & Amplifications

Joseph Quinlan is head of market strategy for the chief investment office at Merrill and Bank of America Private Bank. An earlier version of this article incorrectly used his old title.

Incognito Mode Isn’t Doing What You Think It’s Doing

Private browsing, for one thing, may be giving holiday shoppers a false sense of privacy

Multinationals like Starbucks and Marriott are taking a hard look at their Chinese operations—and tempering their outlooks.

Lowered Expectations

Behind the Malaise

Sticking Around