College Writing 1 Oct 10, 2018 In the case of Benihana restaurant, the surroundings, music, location and even the people have a massive impact on the image that the restaurant wants to portray. Big food chains use bright colors, loud music, and quick food service to get the desired results while other places prefer a different client base. Benihana restaurant is a relatively traditional Japanese restaurant which is one of its kind. The restaurant is located at the side of a quiet little street in Anaheim with a small entrance that you may not notice if you don't know where you're headed. The entry is a traditional Japanese wooden door. The entire theme of the restaurant is rooted in Japanese culture. Upon entering the restaurant, the customers are greeted by a waitress dressed in a Kimono. The restaurant is quaint, with just a few tables and dim lighting. It has no more than eighth tables, working well with the intimate environment of the restaurant. Classical Japanese music, also referred to as shōmyō plays slowly in the background as the customers take their seats. Despite the vast cultural differences, the place has a very homely feel. The restaurant has a sweet smell in the air. All the staff greets customers with huge smiles on their face making it a very welcoming environment. Each table is surrounded by wooden chairs; some are surrounded by two to accommodate couples, some with four and some with six to cater to slightly large groups. The wooden tables and chairs give a more rustic feel to the restaurant and work well with the design of the place. At the back of the restaurant, there is a small window through which you can see the workings of the kitchen. It's a modest, but well-equipped kitchen with the staff dressed in white coats and chefs' hats. Here, you can see your order being freshly prepared. A soft bell is heard, and the waitress rushes to the window to receive the order. On the other end of the restaurant, there is a fascinating sight, a line of benches, shaped into a square with a marbled table like surface in front of it. A man is standing in the middle in chefs clothing holding a spatula with a black hot plate in front of him. Here, he is surrounded by a group of people. If nothing else, this is enough to spark one's curiosity. Taking a closer look, it can be seen that the man is tossing vegetables and different kinds of meat onto the hot plate, using tricks to entertain the customers but with extreme precision. He flings the cooked food onto the customer's plates as they start eating. On the outside, the restaurant seems like a modest one but looking at the clientele, it is apparent that first impressions can be wrong. The tables are filled with men in expensive suits discussing their day to day business. They sit at their tables sitting overprices sake, a traditional Japanese rice wine. The exclusivity of the place becomes apparent when a small bar is spotted. The bar is stocked with spirits that value at hundreds of .

1. College Writing 1
Oct 10, 2018
In the case of Benihana restaurant, the surroundings, music,
location and even the people have a massive impact on the
image that the restaurant wants to portray. Big food chains use
bright colors, loud music, and quick food service to get the
desired results while other places prefer a different client base.
Benihana restaurant is a relatively traditional Japanese
restaurant which is one of its kind. The restaurant is located at
the side of a quiet little street in Anaheim with a small entrance
that you may not notice if you don't know where you're headed.
The entry is a traditional Japanese wooden door. The entire
theme of the restaurant is rooted in Japanese culture. Upon
entering the restaurant, the customers are greeted by a waitress
dressed in a Kimono.
The restaurant is quaint, with just a few tables and dim lighting.
It has no more than eighth tables, working well with the
intimate environment of the restaurant. Classical Japanese
music, also referred to as shōmyō plays slowly in the
background as the customers take their seats. Despite the vast
cultural differences, the place has a very homely feel. The
restaurant has a sweet smell in the air. All the staff greets
customers with huge smiles on their face making it a very
welcoming environment. Each table is surrounded by wooden
chairs; some are surrounded by two to accommodate couples,
some with four and some with six to cater to slightly large
groups. The wooden tables and chairs give a more rustic feel to
the restaurant and work well with the design of the place.
At the back of the restaurant, there is a small window through
which you can see the workings of the kitchen. It's a modest,
but well-equipped kitchen with the staff dressed in white coats
and chefs' hats. Here, you can see your order being freshly
prepared. A soft bell is heard, and the waitress rushes to the
window to receive the order.

2. On the other end of the restaurant, there is a fascinating sight, a
line of benches, shaped into a square with a marbled table like
surface in front of it. A man is standing in the middle in chefs
clothing holding a spatula with a black hot plate in front of him.
Here, he is surrounded by a group of people. If nothing else,
this is enough to spark one's curiosity. Taking a closer look, it
can be seen that the man is tossing vegetables and different
kinds of meat onto the hot plate, using tricks to entertain the
customers but with extreme precision. He flings the cooked food
onto the customer's plates as they start eating.
On the outside, the restaurant seems like a modest one but
looking at the clientele, it is apparent that first impressions can
be wrong. The tables are filled with men in expensive suits
discussing their day to day business. They sit at their tables
sitting overprices sake, a traditional Japanese rice wine. The
exclusivity of the place becomes apparent when a small bar is
spotted. The bar is stocked with spirits that value at hundreds of
dollars per bottle and customers are happy to pay for them.
The modest demeanor of the restaurant can fool anyone but
most people who come to the restaurant are frequent visitors
and are aware of the prices and quality of everything that is
served thus knowing the exclusivity of the restaurant itself. The
fancy counter and the bar give the place an immersive feel
while the separate tables allow for more privacy thus
incorporating both aspects in a well-designed way.
The restaurant has a brilliant business model; it caters to all the
needs of its customers while ensuring that they make maximum
profit. This is done mainly by the bar in the corner. Customers
purchase exuberantly expensive bottles for their tables, bottles
that would be 1/3rd the price at any store. Incorporating the bar
into the restaurant also ensures that customers will purchase
more items as the consumption of alcohol makes people more
impulsive and willing to spend more money. If a customer
chooses to bring their bottle, they are prepared to pay a cover
charge that is more than the cost of the bottle thus discouraging
customers from bringing their own but making a huge profit

3. even if they do. The restaurant has also very cleverly worked
around the intake of the food with the free alcohol. It gives its
customers free alcohol shots where the customer bill is
amounted to a certain price, so customer becomes more driven
to achieve that amount to acquire the free liquor.
Since this place is so exclusive and the entry is very much
restricted to that customer who has the back to support the
massive bills it has become a sign for status by the rich people
and businesspeople who enjoy the Japanese food. Some
customer comes here so that they can flaunt their luxury
lifestyle. The restaurant is also a "consumer-oriented" It focuses
on the customer needs and adapts accordingly, such as if the
customer is looking for a particular type of beverage, the
restaurant will procure it on a bespoke basis to accommodate
the client.
The fancy counter also plays a huge role in the business model
of the restaurant as it becomes an attraction for people who
choose to visit the place with family and friends to have a good
time. The tricks performed by the chef at the counter fascinates
people thus giving the area an element of fun.
The restaurant covers most things needed to make a business
successful, from the homely feel to the factor of fun, exclusivity
all the while maintaining a calm demeanor.
from The New Yorker
November 4, 1996
A REPORTER AT LARGE
The Science of Shopping
The American shopper has never been so fickle.

4. What are stores, including the new flagship designer
boutiques, doing about it? Applying science.
by Malcolm Gladwell
1.
Human beings walk the way
they drive, which is to say
that Americans tend to keep
to the right when they stroll
down shopping-mall
concourses or city sidewalks.
This is why in a well-
designed airport travellers
drifting toward their gate
will always find the fast-food
restaurants on their left and
the gift shops on their right:
people will readily cross a
lane of pedestrian traffic to
satisfy their hunger but
rarely to make an impulse
buy of a T-shirt or a
magazine. This is also why
Paco Underhill tells his
retail clients to make sure
that their window displays
are canted, preferably to
both sides but especially to
the left, so that a potential
shopper approaching the
store on the inside of the
sidewalk-the shopper, that
is, with the least impeded

5. view of the store window-
can see the display from at
least twenty-five feet away.
Of course, a lot depends on
how fast the potential shopper
is walking. Paco, in his
previous life, as an urban
geographer in Manhattan,
spent a great deal of time
thinking about walking speeds
as he listened in on the great
debates of the nineteen-
seventies over whether the
traffic lights in midtown
should be timed to facilitate
the movement of cars or to
facilitate the movement of
pedestrians and so break up
the big platoons that move
down Manhattan sidewalks.
He knows that the faster you
walk the more your peripheral
vision narrows, so you become
unable to pick up visual cues
as quickly as someone who is
just ambling along. He knows,
too, that people who walk fast
take a surprising amount of
time to slow down-just as it
takes a good stretch of road to
change gears with a stick-shift
automobile. On the basis of
his research, Paco estimates
the human downshift period
to be anywhere from twelve to

6. twenty-five feet, so if you own
a store, he says, you never
want to be next door to a
bank: potential shoppers
speed up when they walk
past a bank (since there's
nothing to look at), and by
the time they slow down
they've walked right past
your business. The
downshift factor also means
that when potential
shoppers enter a store it's
going to take them from five
to fifteen paces to adjust to
the light and refocus and
gear down from walking
speed to shopping speed-
particularly if they've just
had to navigate a
treacherous parking lot or
hurry to make the light at
Fifty- seventh and Fifth.
Paco calls that area inside
the door the Decompression
Zone, and something he tells
clients over and over again is
never, ever put anything of
value in that zone- not
shopping baskets or tie
racks or big promotional
displays- because no one is
going to see it. Paco believes
that, as a rule of thumb,

7. customer interaction with
any product or promotional
display in the
Decompression Zone will
increase at least thirty per
cent once it's moved to the
back edge of the zone, and
even more if it's placed to
the right, because another of
the fundamental rules of
how human beings shop is
that upon entering a store-
whether it's Nordstrom or K
mart, Tiffany or the Gap-the
shopper invariably and
reflexively turns to the right.
Paco believes in the
existence of the Invariant
Right because he has
actually verified it. He has
put cameras in stores
trained directly on the
doorway, and if you go to his
office, just above Union
Square, where
videocassettes and boxes of
Super-eight film from all his
work over the years are
stacked in plastic
Tupperware containers
practically up to the ceiling,
he can show you reel upon
reel of grainy entryway
video-customers striding in

8. the door, downshifting,
refocussing, and then, again
and again, making that little
half turn.
Paco Underhill is a tall man
in his mid-forties, partly
bald, with a neatly trimmed
beard and an engaging,
almost goofy manner. He
wears baggy khakis and
shirts open at the collar, and
generally looks like the
academic he might have been
if he hadn't been captivated,
twenty years ago, by the ideas
of the urban anthropologist
William Whyte. It was Whyte
who pioneered the use of
time-lapse photography as a
tool of urban planning,
putting cameras in parks and
the plazas in front of office
buildings in midtown
Manhattan, in order to
determine what distinguished
a public space that worked
from one that didn't. As a
Columbia undergraduate, in
1974, Paco heard a lecture on
Whyte's work and, he recalls,
left the room "walking on air."
He immediately read
everything Whyte had written.
He emptied his bank account

9. to buy cameras and film and
make his own home movie,
about a pedestrian mall in
Poughkeepsie. He took his
"little exercise" to Whyte's
advocacy group, the Project
for Public Spaces, and was
offered a job. Soon, however,
it dawned on Paco that
Whyte's ideas could be taken a
step further-that the same
techniques he used to
establish why a plaza worked
or didn't work could also be
used to determine why a store
worked or didn't work. Thus
was born the field of retail
anthropology, and, not long
afterward, Paco founded
Envirosell, which in just over
fifteen years has counselled
some of the most familiar
names in American retailing,
from Levi Strauss to Kinney,
Starbucks, McDonald's,
Blockbuster, Apple
Computer, A.T. & T., and a
number of upscale retailers
that Paco would rather not
name. When Paco gets an
assignment, he and his staff
set up a series of video
cameras throughout the test
store and then back the
cameras up with Envirosell

10. staffers-trackers, as they're
known-armed with
clipboards. Where the
cameras go and how many
trackers Paco deploys
depends on exactly what the
store wants to know about
its shoppers. Typically,
though, he might use six
cameras and two or three
trackers, and let the study
run for two or three days, so
that at the end he would
have pages and pages of
carefully annotated tracking
sheets and anywhere from a
hundred to five hundred
hours of film. These days,
given the expansion of his
business, he might tape
fifteen thousand hours in a
year, and, given that he has
been in operation since the
late seventies, he now has
well over a hundred
thousand hours of tape in
his library. Even in the best
of times, this would be a
valuable archive. But today,
with the retail business in
crisis, it is a gold mine. The
time per visit that the
average American spends in
a shopping mall was sixty-
six minutes last year-down
from seventy-two minutes in

11. 1992-and is the lowest
number ever recorded. The
amount of selling space per
American shopper is now
more than double what it
was in the mid-seventies,
meaning that profit margins
have never been narrower,
and the costs of starting a
retail business-and of
failing-have never been
higher. In the past few years,
countless dazzling new
retailing temples have been
built along Fifth and
Madison Avenues- Barneys,
Calvin Klein, Armani,
Valentino, Banana Republic,
Prada, Chanel, Nike Town,
and on and on-but it is an
explosion of growth based
on no more than a hunch, a
hopeful multimillion-dollar
gamble that the way to break
through is to provide the
shopper with spectacle and
more spectacle. "The
arrogance is gone," Millard
Drexler, the president and
CEO of the Gap, told me.
"Arrogance makes failure.
Once you think you know
the answer, it's almost

12. always over." In such a
competitive environment,
retailers don't just want to
know how shoppers behave
in their stores. They have to
know. And who better to ask
than Paco Underhill, who in
the past decade and a half
has analyzed tens of
thousands of hours of
shopping videotape and, as a
result, probably knows more
about the strange habits and
quirks of the species Emptor
americanus than anyone else
alive?
2.
Paco is considered the
originator, for example, of
what is known in the trade as
the butt-brush theory-or, as
Paco calls it, more delicately,
le facteur bousculade-which
holds that the likelihood of a
woman's being converted
from a browser to a buyer is
inversely proportional to the
likelihood of her being
brushed on her behind while
she's examining merchandise.
Touch-or brush or bump or
jostle-a woman on the behind
when she has stopped to look

13. at an item, and she will bolt.
Actually, calling this a theory
is something of a misnomer,
because Paco doesn't offer any
explanation for why women
react that way, aside from
venturing that they are "more
sensitive back there." It's
really an observation, based
on repeated and close analysis
of his videotape library, that
Paco has transformed into a
retailing commandment: a
women's product that requires
extensive examination should
never be placed in a narrow
aisle.
Paco approaches the problem
of the Invariant Right the
same way. Some retail
thinkers see this as a subject
crying out for interpretation
and speculation. The design
guru Joseph Weishar, for
example, argues, in his
magisterial "Design for
Effective Selling Space," that
the Invariant Right is a
function of the fact that we
"absorb and digest
information in the left part
of the brain" and "assimilate
and logically use this
information in the right

14. half," the result being that
we scan the store from left to
right and then fix on an
object to the right
"essentially at a 45 degree
angle from the point that we
enter." When I asked Paco
about this interpretation, he
shrugged, and said he
thought the reason was
simply that most people are
right-handed. Uncovering
the fundamentals of "why" is
clearly not a pursuit that
engages him much. He is not
a theoretician but an
empiricist, and for him the
important thing is that in
amassing his huge library of
in- store time-lapse
photography he has gained
enough hard evidence to
know how often and under
what circumstances the
Invariant Right is expressed
and how to take advantage
of it.
What Paco likes are facts.
They come tumbling out
when he talks, and, because
he speaks with a slight
hesitation-lingering over the
first syllable in, for example,
"re-tail" or "de-sign"-he
draws you in, and you find

15. yourself truly hanging on his
words. "We have reached a
historic point in American
history," he told me in our
very first conversation.
"Men, for the first time, have
begun to buy their own
underwear." He then paused
to let the comment sink in,
so that I could absorb its
implications, before he
elaborated: "Which means
that we have to totally
rethink the way we sell that
product." In the parlance of
Hollywood scriptwriters, the
best endings must be
surprising and yet
inevitable; and the best of
Paco's pronouncements take
the same shape. It would
never have occurred to me
to wonder about the
increasingly critical role
played by touching-or, as
Paco calls it, petting- clothes
in the course of making the
decision to buy them. But
then I went to the Gap and
to Banana Republic and saw
people touching and
fondling and, one after
another, buying shirts and

16. sweaters laid out on big
wooden tables, and what
Paco told me-which was no
doubt based on what he had
seen on his videotapes-made
perfect sense: that the
reason the Gap and Banana
Republic have tables is not
merely that sweaters and
shirts look better there, or
that tables fit into the warm
and relaxing residential
feeling that the Gap and
Banana Republic are trying
to create in their stores, but
that tables invite-indeed,
symbolize-touching. "Where
do we eat?" Paco asks. "We
eat, we pick up food, on
tables."
Paco produces for his clients a
series of carefully detailed
studies, totalling forty to a
hundred and fifty pages, filled
with product-by-product
breakdowns and bright-
colored charts and graphs. In
one recent case, he was asked
by a major clothing retailer to
analyze the first of a new
chain of stores that the firm
planned to open. One of the
things the client wanted to
know was how successful the

17. store was in drawing people
into its depths, since the
chances that shoppers will buy
something are directly related
to how long they spend
shopping, and how long they
spend shopping is directly
related to how deep they get
pulled into the store. For this
reason, a supermarket will
often put dairy products on
one side, meat at the back,
and fresh produce on the
other side, so that the typical
shopper can't just do a drive-
by but has to make an entire
circuit of the store, and be
tempted by everything the
supermarket has to offer. In
the case of the new clothing
store, Paco found that ninety-
one per cent of all shoppers
penetrated as deep as what he
called Zone 4, meaning more
than three-quarters of the way
in, well past the accessories
and shirt racks and belts in
the front, and little short of
the far wall, with the
changing rooms and the
pants stacked on shelves.
Paco regarded this as an
extraordinary figure,
particularly for a long,
narrow store like this one,

18. where it is not unusual for
the rate of penetration past,
say, Zone 3 to be under fifty
per cent. But that didn't
mean the store was perfect-
far from it. For Paco, all
kinds of questions
remained.
Purchasers, for example,
spent an average of eleven
minutes and twenty-seven
seconds in the store,
nonpurchasers two minutes
and thirty-six seconds. It
wasn't that the
nonpurchasers just cruised
in and out: in those two
minutes and thirty-six
seconds, they went deep into
the store and examined an
average of 3.42 items. So
why didn't they buy? What,
exactly, happened to cause
some browsers to buy and
other browsers to walk out
the door?
Then, there was the issue of
the number of products
examined. The purchasers
were looking at an average
of 4.81 items but buying
only 1.33 items. Paco found
this statistic deeply
disturbing. As the retail

19. market grows more
cutthroat, store owners have
come to realize that it's all
but impossible to increase
the number of customers
coming in, and have
concentrated instead on
getting the customers they
do have to buy more. Paco
thinks that if you can sell
someone a pair of pants you
must also be able to sell that
person a belt, or a pair of
socks, or a pair of
underpants, or even do what
the Gap does so well: sell a
person a complete outfit. To
Paco, the figure 1.33
suggested that the store was
doing something very
wrong, and one day when I
visited him in his office he
sat me down in front of one
of his many VCRs to see how
he looked for the 1.33
culprit.
It should be said that sitting
next to Paco is a rather
strange experience. "My
mother says that I'm the
best-paid spy in America,"
he told me. He laughed, but

20. he wasn't entirely joking. As
a child, Paco had a nearly
debilitating stammer, and,
he says, "since I was never
that comfortable talking I
always relied on my eyes to
understand things." That
much is obvious from the
first moment you meet him:
Paco is one of those people
who look right at you,
soaking up every nuance and
detail. It isn't a hostile gaze,
because Paco isn't hostile at
all. He has a big smile, and
he'll call you "chief" and use
your first name a lot and
generally act as if he knew
you well. But that's the
awkward thing: he has looked
at you so closely that you're
sure he does know you well,
and you, meanwhile, hardly
know him at all. This kind of
asymmetry is even more
pronounced when you watch
his shopping videos with him,
because every movement or
gesture means something to
Paco-he has spent his adult
life deconstructing the
shopping experience-but
nothing to the outsider, or, at
least, not at first. Paco had to
keep stopping the video to get

21. me to see things through his
eyes before I began to
understand. In one sequence,
for example, a camera
mounted high on the wall
outside the changing rooms
documented a man and a
woman shopping for a pair of
pants for what appeared to be
their daughter, a girl in her
mid-teens. The tapes are
soundless, but the basic steps
of the shopping dance are so
familiar to Paco that, once I'd
grasped the general idea, he
was able to provide a running
commentary on what was
being said and thought. There
is the girl emerging from the
changing room wearing her
first pair. There she is
glancing at her reflection in
the mirror, then turning to see
herself from the back. There is
the mother looking on. There
is the father-or, as fathers are
known in the trade, the
"wallet carrier"-stepping
forward and pulling up the
jeans. There's the girl trying
on another pair. There's the
primp again. The twirl. The
mother. The wallet carrier.
And then again, with
another pair. The full

22. sequence lasted twenty
minutes, and at the end
came the take-home lesson,
for which Paco called in one
of his colleagues, Tom
Moseman, who had
supervised the project. "This
is a very critical moment,"
Tom, a young, intense man
wearing little round glasses,
said, and he pulled up a
chair next to mine. "She's
saying, 'I don't know
whether I should wear a
belt.' Now here's the
salesclerk. The girl says to
him, 'I need a belt,' and he
says, 'Take mine.' Now there
he is taking her back to the
full-length mirror." A
moment later, the girl
returns, clearly happy with
the purchase. She wants the
jeans. The wallet carrier
turns to her, and then
gestures to the salesclerk.
The wallet carrier is telling
his daughter to give back the
belt. The girl gives back the
belt. Tom stops the tape.
He's leaning forward now, a
finger jabbing at the screen.
Beside me, Paco is shaking
his head. I don't get it-at
least, not at first-and so Tom
replays that last segment.

23. The wallet carrier tells the
girl to give back the belt. She
gives back the belt. And
then, finally, it dawns on me
why this store has an
average purchase number of
only 1.33. "Don't you see?"
Tom said. "She wanted the
belt. A great opportunity to
make an add-on sale . . .
lost!"
3.
Should we be afraid of Paco
Underhill? One of the
fundamental anxieties of the
American consumer, after
all, has always been that
beneath the pleasure and the
frivolity of the shopping
experience runs an
undercurrent of
manipulation, and that
anxiety has rarely seemed
more justified than today.
The practice of prying into
the minds and habits of
American consumers is now
a multibillion-dollar
business. Every time a
product is pulled across a
supermarket checkout

24. scanner, information is
recorded, assembled, and
sold to a market-research
firm for analysis. There are
companies that put tiny
cameras inside frozen-food
cases in supermarket aisles;
market-research firms that
feed census data and
behavioral statistics into
algorithms and come out
with complicated maps of
the American consumer;
anthropologists who sift
through the garbage of
carefully targeted
households to analyze their
true consumption patterns;
and endless rounds of highly
organized focus groups and
questionnaire takers and
phone surveyors. That some
people are now tracking our
every shopping move with
video cameras seems in many
respects the last straw: Paco's
movies are, after all, creepy.
They look like the surveillance
videos taken during
convenience-store holdups-
hazy and soundless and
slightly warped by the angle of
the lens. When you watch
them, you find yourself
waiting for something bad to

25. happen, for someone to
shoplift or pull a gun on a
cashier.
The more time you spend with
Paco's videos, though, the less
scary they seem. After an hour
or so, it's no longer clear
whether simply by watching
people shop-and analyzing
their every move-you can
learn how to control them.
The shopper that emerges
from the videos is not pliable
or manipulable. The screen
shows people filtering in and
out of stores, petting and
moving on, abandoning their
merchandise because
checkout lines are too long, or
leaving a store empty-handed
because they couldn't fit their
stroller into the aisle between
two shirt racks. Paco's
shoppers are fickle and
headstrong, and are quite
unwilling to buy anything
unless conditions are perfect-
unless the belt is presented at
exactly the right moment. His
theories of the butt-brush and
petting and the
Decompression Zone and
the Invariant Right seek not
to make shoppers conform

26. to the desires of sellers but
to make sellers conform to
the desires of shoppers.
What Paco is teaching his
clients is a kind of slavish
devotion to the shopper's
every whim. He is teaching
them humility. Paco has
worked with supermarket
chains, and when you first
see one of his videos of
grocery aisles it looks as if
he really had- at least in this
instance-got one up on the
shopper. The clip he showed
me was of a father shopping
with a small child, and it was
an example of what is
known in the trade as
"advocacy," which basically
means what happens when
your four-year-old goes over
and grabs a bag of cookies
that the store has
conveniently put on the
bottom shelf, and demands
that it be purchased. In the
clip, the father takes what
the child offers him.
"Generally, dads are not as
good as moms at saying no,"
Paco said as we watched the
little boy approach his dad.
"Men tend to be more
impulse-driven than women
in grocery stores. We know

27. that they tend to shop less
often with a list. We know
that they tend to shop much
less frequently with
coupons, and we know,
simply by watching them
shop, that they can be
marching down the aisle and
something will catch their
eye and they will stop and
buy." This kind of weakness
on the part of fathers might
seem to give the
supermarket an advantage
in the cookie-selling wars,
particularly since more and
more men go grocery
shopping with their
children. But then Paco let
drop a hint about a study
he'd just done in which he
discovered, to his and
everyone else's amazement,
that shoppers had already
figured this out, that they
were already one step
ahead-that families were
avoiding the cookie aisle.
This may seem like a small
point. But it begins to
explain why, even though
retailers seem to know more
than ever about how

28. shoppers behave, even
though their efforts at
intelligence-gathering have
rarely seemed more
intrusive and more
formidable, the retail
business remains in crisis.
The reason is that shoppers
are a moving target. They
are becoming more and
more complicated, and
retailers need to know more
and more about them simply
to keep pace. This fall, for
example, Estée Lauder is
testing in a Toronto
shopping mall a new
concept in cosmetics
retailing. Gone is the
enclosed rectangular
counter, with the sales staff
on one side, customers on
the other, and the product
under glass in the middle. In
its place the company has
provided an assortment of
product-display, consultation,
and testing kiosks arranged in
a broken circle, with a service
desk and a cashier in the
middle. One of the kiosks is a
"makeup play area," which
allows customers to
experiment on their own with
a hundred and thirty different

29. shades of lipstick. There are
four self-service displays-for
perfumes, skin-care products,
and makeup-which are easily
accessible to customers who
have already made up their
minds. And, for those who
haven't, there is a semiprivate
booth for personal
consultations with beauty
advisers and makeup artists.
The redesign was prompted
by the realization that the
modern working woman no
longer had the time or the
inclination to ask a salesclerk
to assist her in every
purchase, that choosing
among shades of lipstick did
not require the same level of
service as, say, getting up to
speed on new developments
in skin care, that a shopper's
needs were now too diverse to
be adequately served by just
one kind of counter. "I was
going from store to store, and
the traffic just wasn't there,"
Robin Burns, the president
and C.E.O. of Estée Lauder
U.S.A. and Canada, told me.
"We had to get rid of the glass
barricade." The most
interesting thing about the
new venture, though, is what

30. it says about the shifting
balance of power between
buyer and seller. Around the
old rectangular counter, the
relationship of clerk to
customer was formal and
subtly paternalistic. If you
wanted to look at a lipstick,
you had to ask for it.
"Twenty years ago, the sales
staff would consult with you
and tell you what you
needed, as opposed to
asking and recommending,"
Burns said. "And in those
days people believed what
the salesperson told them."
Today, the old hierarchy has
been inverted. "Women
want to draw their own
conclusions," Burns said.
Even the architecture of the
consultation kiosk speaks to
the transformation: the
beauty adviser now sits
beside the customer, not
across from her.
4.
This doesn't mean that
marketers and retailers have
stopped trying to figure out
what goes on in the minds of
shoppers. One of the hottest
areas in market research, for

31. example, is something called
typing, which is a
sophisticated attempt to
predict the kinds of products
that people will buy or the
kind of promotional pitch
they will be susceptible to on
the basis of where they live
or how they score on short
standardized
questionnaires. One market-
research firm in Virginia,
Claritas, has divided the
entire country,
neighborhood by
neighborhood, into sixty-
two different categories-
Pools & Patios, Shotguns &
Pickups, Bohemia Mix, and
so on-using census data and
results from behavioral
surveys. On the basis of my
address in Greenwich
Village, Claritas classifies me
as Urban Gold Coast, which
means that I like Kellogg's
Special K, spend more than
two hundred and fifty
dollars on sports coats,
watch "Seinfeld," and buy
metal polish. Such typing
systems-and there are a
number of them- can be

32. scarily accurate. I actually
do buy Kellogg's Special K,
have spent more than two
hundred and fifty dollars on
a sports coat, and watch
"Seinfeld." (I don't buy
metal polish.) In fact, when I
was typed by a company
called Total Research, in
Princeton, the results were
so dead-on that I got the
same kind of creepy feeling
that I got when I first
watched Paco's videos. On
the basis of a seemingly
innocuous multiple-choice
test, I was scored as an
eighty-nine-per-cent
Intellect and a seven-per-
cent Relief Seeker (which I
thought was impressive until
John Morton, who
developed the system, told
me that virtually everyone
who reads The New Yorker is
an Intellect). When I asked
Morton to guess, on the basis
of my score, what kind of
razor I used, he riffed,
brilliantly, and without a
moment's hesitation. "If you
used an electric razor, it
would be a Braun," he began.
"But, if not, you're probably
shaving with Gillette, if only

33. because there really isn't an
Intellect safety-razor
positioning out there. Schick
and Bic are simply not logical
choices for you, although I'm
thinking, You're fairly young,
and you've got that Relief
Seeker side. It's possible you
would use Bic because you
don't like that all- American,
overly confident masculine
statement of Gillette. It's a
very, very conventional
positioning that Gillette uses.
But then they've got the
technological angle with the
Gillette Sensor. . . . I'm
thinking Gillette. It's Gillette."
He was right. I shave with
Gillette-though I didn't even
know that I do. I had to go
home and check. But
information about my own
predilections may be of
limited usefulness in
predicting how I shop. In the
past few years, market
researchers have paid growing
attention to the role in the
shopping experience of a type
of consumer known as a
Market Maven. "This is a
person you would go to for
advice on a car or a new
fashion," said Linda Price, a

34. marketing professor at the
University of South Florida,
who first came up with the
Market Maven concept, in
the late eighties. "This is a
person who has information
on a lot of different products
or prices or places to shop.
This is a person who likes to
initiate discussions with
consumers and respond to
requests. Market Mavens
like to be helpers in the
marketplace. They take you
shopping. They go shopping
for you, and it turns out they
are a lot more prevalent
than you would expect."
Mavens watch more
television than almost
anyone else does, and they
read more magazines and
open their junk mail and
look closely at
advertisements and have an
awful lot of influence on
everyone else. According to
Price, sixty per cent of
Americans claim to know a
Maven.
The key …

35. Images of Main Street:
Disney World and the American Adventure
Virginia A. Salamone
Frank A. Salamone
When Dean Koontz wishes to evoke an image of
innocence to contrast with the horror and dread in
Watchers, he introduces a shared love for Disney
characters between the intelligent and good dog,
Einstein, and his equally intelligent but evil nemesis,
the Outsider. In fact, this shared love for Mickey and
h i s f r i e n d s s a v e s E i n s t e i n f r o m t h e m u r d
e r o u s
Outsider, originally named “The Other,” when the
sight of a Disney home video box softens his heart
and leads him to show mercy on his intended victim
for the sake of their common memories. These memo-
ries were their only happy ones when they were
experimental animals in a National Security Agency
facility.
As schmaltzy and sentimental as this summary
may be, the use of Disney characters works in the
book just as i t does for t h e millions of people who
share the dream of Disney’s Main Street U.S.A. of a
pure innocence where the mischief of Huey, Dewey,
and Louie are boyish fun in contrast with the lurid
headlines that greet us daily. The entire Main Street
experience is designed to evoke nostalgia for an Age
of Innocence. In fact, there are a number of Main
Streets at the Disney properties, each tapping into a
different e r a and range of emotions: the colonial
period, the frontier, and “the future,” for example.
It is pointless to murmur that these depictions are

36. romantic fantasies, f o r that is indeed the point.
Moreover, this very fantasizing reveals a great deal
about the special relationship Americans have with
Disney and the manner in which Disney has managed
to bring American cultural fantasies to life, externaliz-
ing the almost inchoate romantic images of the
people. Indeed, at times this Disney-influenced ver-
sion of reality has resulted in criticisms from the right
as well as the left.
The action of the Southern Baptist Convention in
1997 resolving to boycott Disney “because the Walt
Disney Co. was providing health care benefits to com-
panions of gay employees” and its “hosting of homo-
sexual theme nights” is a case in point (Book o f t h e
Year 1997). Disney owns those people who bought
their image of America and then used that image
against them. It is instructive to examine some of
these various Main Streets in Disney World and com-
pare them with a British view of America’s Main
Street at the American Adventure amusement park in
Ilkeston, Derbyshire, England, near Robin Hood’s
Nottingham and Sherwood Forest.
Main Street, U.S.A., Disney World
“Disney occupies a special place in the American
landscape and culture,” states Michael Pollan;
Few companies are as skillful at making places, at shaping
the physical environment to affect our behavior. Disney’s
theme parks deserve credit for helping to keep alive not
only a large part of America’s vernacular architecture but,
on Main Street, the very experience of walkable streets and
pleasing public spaces-this at precisely the time when

37. Americans were abandoning real Main Streets for their cars
and suburban cul-de-sacs. (58)
Getting to Main Street U.S.A. for most visitors is
an adventure in itself. In addition to the months or
years of planning and dreaming to visit the secular
Mecca that Disney World has become, there is the trip
from the parking lot or ticket and transportation center
to enter the park itself. Others have written of t h e
park’s controlled environment and Walt Disney’s
determination not to have the area around Disney
World be spoiled by other commercial ventures. Part
of that plan is Disney’s desire to rouse the sense of a
journey from the mundane to the magic in their
“guests .”
For most guests, there are two choices in reaching
the park from the ticket and transportation area: the
monorail or the steamboat. Experienced guests, many
of whom have gotten tired of the time it takes to leave
the mundane and experience the magic, look quickly
at the lines to the monorail and then t o t h e steam
boat’s dock to note whether the boat has just left or is
85
86 . Journal of American Culture
arriving. They are eager to get to the magic of the
Magic Kingdom without undue delay. Truly savvy
guests know that staying in one of Disney’s properties
enables you to by-pass one of Walt Disney’s objec-
tives by taking a Disney bus directly to the front gate.
Evidently, those wishing to get to Epcot don’t require

38. a special escape from reality. They can simply drive
there and, usually, park close to the entrance.
Once the hurdles that delay arrival are overcome,
including the lines to pass through the gate and a
clumsy identification system for pass holders, requir-
ing knuckle prints, the guest is finally allowed to enter
the magic realm. The petty annoyances of the journey
are quickly forgotten and soon most visitors have
willingly surrendered their imagination to a merger
with Disney ’s. The experience is certainly different
for a child and an adult, but most American children
have their childhood shaped by Disney, and most
adults fondly recall the part Disney played in their
youth. Our first movie memories are often of a Disney
film our parents took us to, and years later we claim to
recall every detail and try to share those memories
with our own children.
Main Street U.S.A. transports us back to those
early memories and is an animated film brought to
life. Adults recognize that we never saw such a street
in our lives outside a movie lot, much less lived on
one. However, even many cynical adults soon lose
their determination not to be moved and see their own
Main Street through Disney glasses. Perhaps the fire-
house did not look quite so photogenic as Disney’s
and there were no carriages drawn by magnificent
horses weighing at least one ton each traversing the
avenues of the old hometown. Nevertheless, there are
many things that have changed, things we may wish
had not. Certainly, we adults have changed in ways
we often yearn we had not, and Main Street reminds
us that at least in memory and at least for a day the
old still lives somewhere within ourselves.

39. The evocation of a cleaner, more innocent, and
better America is continually reinforced all along
Main Street. From the City Hall, the Penny Arcade, to
the Ice Cream Shoppe and the City Square, everything
is the way we wish we remembered it, complete with
a jolly mayor who greets everyone in his orbit. The
Main Street Cinema is playing nothing but G-rated
animated films, featuring Steamboat Willie, Mickey’s
and Minnie’s debut sound film, and M i c k e y ’ s B i g
Break. Each building, business, and square inch is
carefully planned to evoke sanitized memories of an
America that never was but that many wish would be
again.
Richard Francaviglia has called Main Street
U.S.A. “a revered environmental icon” (141) and
noted that its influence has reached far beyond the
Disney parks to influence town planning and our per-
ceptions of what Main Street was actually like.
Disney appeared to understand the impact his view of
Main Street had on the American public. Not only did
he spend hours at Disneyland viewing his guests enter
the park, he arranged the park so that every guest had
to enter by way of Main Street. The Victorian railroad
station and “memorable public square” (141), as
Francaviglia notes, are the first impressions received
of the park.
Amazingly, even the more radical among us
responds to the image in a generally positive manner.
The psychological and cultural strings are carefully
pulled; only on those rare occasions when they fail are
they revealed for a brief time.
Generally, the backstage is carefully hidden. The
guest is exposed to the frontstage and left to absorb

40. the almost subliminal message of the setting. Only on
reflection does one notice the absence of certain ele-
ments that should be present. The streets are clean.
The usual mess that accompanied horse-drawn car-
riages is missing. Rudeness is generally absent. When
it is present, it is jarring, matter out of place (Douglas)
and thus dirty somehow. The crowds tend to be polite
and generally good-natured. The Penny Arcade is dif-
ferent somehow from the ones many of us haunted.
Only on reflection do we note the lack of the neigh-
borhood toughs who made each trip an adventure.
There is no gambling and, not unimportantly, every-
thing generally works.
Occasionally, however, glimpses of the backstage
intrude into the frontstage realm. Recently, our family
noted the dressing room behind a makeshift stage. The
sight of nearly naked youth preparing to go frontstage
was humorous and brought us back to reality, the real-
ity that is usually hidden. Moreover, the increasing
subversion of the text taking place at Disney is an
interesting development. The Jungle Ride is notorious
for its campy behavior, but even service people have
begun to assert their independence from their assigned
roles through a more careless attitude, one that is
quickly corrected by managerial staff.
In sum, everything functions the way we wish it
did in our own youths. It is cleaner than anything we
really experienced. There is a lack of the messiness of
real life. The labor of keeping things clean is always
conspicuous by its absence or camouflaging. Often
the cleaners are part of the act, performers in their
own right who entertain those who watch them clean.

41. Images of Main Street ’ 87
It is a kind of whistle-while-you work exhibition that
delights the guests while getting the job done.
Sanitized reality is the key phrase to describe the
other “Main Streets” in the World. Nevertheless,
while this absence is there and is important, as in
music it serves to dramatize what is stated through
contrasting with it. The American colonial section, for
example, provides neat and clean shops, always fully
stocked and in air-conditioned comfort, a welcome
treat in Florida’s steamy months. The stocks provide
their expected humor, concealing their once humiliat-
ing use. The food smells as we feel it should, basic
and wholesome.
This image of America being basic, wholesome
and a fresh start is essential to its self-perception. This
fresh start, however, retains overtones of a return to
origins, a New Eden. Although the religious overtones
are essentially muted, there is a good deal of Bellah’s
secular religion present. The colonial buildings are
pristine in their gleaming whiteness, portending great
things to come. Since the audience knows that these
g r e a t t h i n g s have i n d e e d come to pass, we a r e
expected to be elated to be in on the origin, according
to Disney.
For example, there is a great deal of nostalgia
attached to the Golden Era of Hollywood, a nostalgia
Disney has tapped in its MGM Theme Park with its
own Main Street of Hollywood and Vine circa 1940.
Ironically, the only production company “still making
’em the way they used to” is Disney. Beginning with

42. 1989’s Little Mermaid, and continuing with Beauty
and the Beast, Aladdin, The Lion King, and the under-
rated Hercules, Disney has consistently produced
classic Hollywood musicals. It is not a new insight
that Disney ’s classic animated films, like Snow White
and the Seven Dwarfs, Cinderella, The Jungle Book,
and others were really Hollywood musicals in cartoon
form.
Certainly, Who Framed Roger Rabbit? was a logi-
cal extension of Gene Kelly’s dancing with Hanna and
Barbera’s Tom and Jerry or Uncle Remus singing with
that Mr. Bluebird on his shoulder. Disney, in fact, had
almost made a version of Alice in Wonderland with
Mary Pickford long before he made Snow White. It
would have featured animation and live action. The
classic Hollywood films seemed to defy the laws of
nature and leap over and through the screen. Perhaps
only animation can preserve their memory. In any
case, Disney has brought t h e images of the old silver
screen to its various Main Streets.
Walt Disney, himself, was aware that his animated
films were musicals when he began the tradition with
Snow White. His trademark touches are seen in his
insistence that, unlike the Grimms’ fairy tale, each
dwarf must have a separate personality. This decision
presented the animators with numerous headaches and
helps explain why the “Heigh-ho” sequence took six
months to film. That six months, however, has more
than paid for itself in profits and in images preserved
in Disney’s parks.
The picture has an unusual pace and rhythm. The
control is uncommon. Unlike most films, everything

43. contributes to the total effect. The narrative is simple
and straightforward, as befits a fairy tale. Good is
truly good, and evil is clearly evil. There is a gentle
humor that permeates the film.
The animal sketches are among Disney’s best and
are rarely matched in the later films, even with
advanced technology. The dwarfs, of course, provide
plenty of human emotion-slapstick, pathos, and joy.
The love story has been under attack i n our more
politically correct day, but the success of t h e video
release and the constant movie re-releases makes one
pause to wonder at the meaning of the film
The frightening sequences, involving the witch,
have long been under attack. Some countries origi-
nally banned young children from attending the
movie. And yet, kids still tug on their parents to see it
again. Fairy tales, after all, are supposed to scare and
then reassure us. There is little argument regarding the
film’s music. It has lasted since 1937 and one can still
hear new versions of the old “Whistle While You
Work,” “Heigh-Ho, Heigh-Ho, It’s Off to Work We
Go,” “Someday My Prince Will Come,” and “With a
Smile and a Song.”
It provided the model which Disney’s other works
have sought to achieve. Certainly, its themes permeate
Disney World and the other parks as well as the films.
Stories are rewritten to have happy endings, as The
Little Mermaid demonstrates. Danger is part of the
world but the Big Bad Wolf or Wicked Queen is des-
tined to lose if we just keep up our spirits and work
hard. Each of Disney’s many Main Streets reinforces
this theme in different settings. According to Max
F r a n k e l , Disney u s e s “ a s t o u n d i n g t e c h n o l o

44. g y ”
throughout Disney World to reiterate the theme of
“birth, death, and renewal” (24). Frankel notes that
this message is, however, delivered with a high cost
attached.
That cost, according to Frankel, is the worship of
technology itself.
It writes its own spectacular plots. It beguiles us with its
dazzling promise, frightens us with menacing malfunctions
but usually, magically, rescues by producing its own tech-
nological f i x . Birth, death, resurrections. Who could possi-
bly improve on that story line? (Frankel 24)
88 Journal of American Culture
Frankel indicates that the danger is summed up in
“ H o n e y , I S h r u n k t h e A u d i e n c e ” and “Alien
Encounters,” where technology runs amuck but rights
itself finally to rescue the “endangered” audience. The
final line of the Alien Encounters experience is “Life
forms, thank you for your submission.” He sees this
as a dangerous indication of the future. Others, how-
ever, may see it as a warning, stretching back at least
to Disney’s The Sorcerer j. Apprentice, about the dan-
gers of the abuse of “secrets,” technological or magi-
cal.
EPCOT (Experimental Prototypical Community
of Tomorrow), however, does raise its own questions
for many people. Walt Disney, himself, envisioned
Epcot as a planned community bringing the world of
tomorrow a bit closer to reality. It has evolved into the

45. most didactic of Disney’s parks. It has another type of
Main Street, the World Showcase. The Showcase is
another type of American Main Street, a type of
American view of the world in a sanitized setting. The
folklorist Frank de Car0 has indicated its importance
to students of mass culture.
World Showcase attempts to present culture and cultural
performances to an audience. Folklorists have become
increasingly interested in how culture is presented-via
film, museum displays and at folklife festivals, for exam-
ple .... EPCOT presents an almost totally artificial re-config-
uring of culture, yet as such provides an alternative vision of
cultural presentation which can be instructive. (de Car0 27)
D e Car0 notes that Disney manages to control the
impressions of “guests” through illusion and fantasy
and attention to detail. Disney’s desire to control
every aspect of the environment is well known. De
Car0 calls this the careful editing of cultural forms.
He quotes E. L . Doctorow’s (289) statement that
Disney has mastered “a technique of abbreviated
shorthand culture.” De Car0 admirably presents the
bits and pieces that evoke the various settings: the
Moroccan courtyard house that isn’t a house; the
Sicilian peasant’s cart; the strolling players that
a p p e a r in different c o s t u m e s at different World
Showcase pavilions; the Mexican pavilion with its
enchanting mystery; the national foods that are some-
how denatured; and Mickey Mouse T-shirts portraying
Mickey in various national costumes.
Together, these bits of architecture, food, images,
costumes, and other artifacts form what d e Caro,
extending Alan Dundes’s (22-24) concept, terms a
folk idea (de Car0 35). De Car0 suggests that Disney

46. may offer insight into both the nature of packaged
tours and the presentation that folklorists who seek to
reconstruct culture at festivals present. He even sug-
gests that Disney magic does many things better and
more honestly than those who present “real” culture.
There is, after all, a great deal of packaging of culture
at museums, folk festivals, and cultural tours. The real
is often mixed in with the reconstructed and the
hastily constructed to present a kind of illusion.
Disney is a past master at the art of creating illusion
and suggesting existing by reference to essence (de
Car0 37, Cantwell 161).
If Disney’s original plan for EPCOT was never
realized, the building of Celebration is an attempt to
recapture his dream in a different setting. Celebration
is a planned community in which Disney magic seeks
to develop an ideal town that has previously only
existed in Disney films and theme parks.
On the first anniversary of its opening, Craig
Wilson (3 July 1997, D1) wrote,
Walking the streets of Celebration is a bit like walking onto
a movie set. Everything is perfect. Market Street, the
town’s main thoroughfare, is lined with colon-coordinated
buildings, fully-grown perfectly shaped palm trees and
spotless sidewalks. There is even a man whose job it is to
hose down those walks.
It is a continuation of the Magic Kingdom’s Main
Street with real inhabitants. As in other Disney Main
Streets, bits and pieces are used to suggest a whole.
The real is mixed with the artificial. Plastic represents
real fruits. Dormers suggest second stories in homes

47. that have no second floor. The image is of a commu-
nity of people with shared “traditional” values, the
Kingdom’s Main Street come to life.
The streets of Celebration are indeed in the spirit
of the mythical Main Street. They are meant to be
used by pedestrians and the traffic pattern is set up to
facilitate that. Stop signs are placed to slow traffic and
streets are narrow. Houses are pulled close to the
streets and feature porches meant to be used. The
trees, especially planted by Disney, the porches, the
house fronts, the pedestrian-friendly sidewalks and
streets are meant to bring back the old-fashioned con-
tact between people that marked earlier communities,
at least in nostalgic recollection. Moreover, class
diversity, not ethnic, is a goal of Celebration, one fos-
tered by its architecture.
Pollan writes,
During my walk, I strolled down a street of million-dollar
homes facing the golf course, and then turned to find a lane
of model cottages that sell for a fifth as much; walking
another block or two, I came to a broad crescent of town-
Images of Main Street . 89
house apartments that rent for as little as $600 a month ....
This is, of course, a very old utopian idea with deep roots in
the American landscape .... In the mid-60s Walt Disney
decided he had something to add to this tradition. He origi-
nally conceived Epcot ... not as a theme park but as a high-
tech model city of 20,000 residents. (58-59)

48. It is too soon for empirical studies of the planned
community of Celebration to appear. There are, of
course, suggestions of problems in paradise. There
were problems with the school, which many parents
and staff members felt was too “progressive.” There
have been problems with governance and Disney con-
trol in general. Pollan has written a generally critical
article about Celebration. He views t h e heart of the
problem as too much Disney control.
the covenants guarantee that [the homeowners’ association]
will remain a creature of Disney’s for as long as the com-
pany wishes .... Evan McKenzie, a lawyer and expert on
homeowners’ associations [said] ...“ I can’t imagine any-
thing more undemocratic.” (Pollan 80)
Pollan does admit that many people have come to
Disney precisely because of Disney’s involvement in
Celebration.
He sees two forces at work. One force is willing
to surrender old notions of democracy in all its rough-
and-tumble messiness for a newer ’90s notion of con-
sumer democracy in which a benevolent paternalistic
corporation will listen and respond to its consumers,
This latter group trusts that any problems will be fixed
to avoid negative impressions. The first group sees
power, voting, and decision-making as the essence of
democracy. Pollan predicts a future explosion when,
according to Alexis de Tocqueville’s insight, people
learn that social associations can be turned to political
purposes.
The American Adventure
In contrast with Disney’s various Main Streets,

49. the American Adventure theme park employs a mar-
itime theme to much greater effect. There is a sense of
viewing America from a distance. It is equally roman-
tic a view a s Disney’s. However, where Disney’s
images are nostalgic and hark back to an America that
never was, the view expressed in the American
Adventure is of an England that could have been.
There is a feeling that the Americans have taken
British culture with them and developed it in a recog-
nizable but new direction.
Among the first sights that greet a visitor is the
New England Mall. It is a representation of a New
England village, with restaurants and shopping areas.
It features a reproduction of the Liberty Bell near its
e n t r a n c e , t h e bell h a v i n g been m o v e d f r o m
Pennsylvania to the New England area. In common
with other theme parks, including Disney ’s, geogra-
phy is no barrier to a straightforward presentation. In
fact, Madison Square is the first area the visitor
encounters, featuring a Fifth Avenue section that is
itself a mixture of historical periods.
The New England Mall offers typically American
fare from a British perspective: namely, hot dogs, fish
fries, and French fries, and, of course, hamburgers.
The buildings are all white and the maritime theme
prevails. The English beer sold alongside Budweiser
provides an interesting contrast but the omnipresence
of Coke provides an American ambience. There are
numerous decks from which the patrons can imagine
ships sailing into port. Masts provide a good share of
the decoration,
In addition to the maritime theme found in New

50. E n g l a n d , t h e r e a r e t h e F r i s c o W h a r f , Fort S
t .
Lawrence, Niagara Falls, and other areas that empha-
size the importance of waterways to the United States.
Granted, these themes provide opportunities for
attractions. The souvenir brochure boasts, for exam-
ple,
The world’s highest triple drop Log Flume with three
breath-taking descents and a disorienting 360-degree turn
tunnel, Nightmare Niagara is the ultimate wet white
knuckle ride. The final drop takes you to a height of 60 feet
(that’s 4 double Decker buses!) to drop like a stone at over
40 m.p.h. and a force of 3G.
Nevertheless, the water serves as more than a prop for
attractions. It also serves as a metaphor of distance
and cleaning that repeats throughout the park.
In addition to the presence of so much water and
its use to provide t h e visitor with a distance from
America as well as a lens through which to view it,
there is the presence of other aspects of American life
that differ from those of Disney. Both parks, for
example, have a section devoted to the Old West. The
American Adventure, however, in addition to the
expected staged gunfights, has a gambling hall in
which the visitors can try their hands at beating the
one-armed bandits and other slot machines. Although
this gambling hall serves to amuse the adults and is
probably a truer depiction of the Wild West, it is hard
to imagine Disney providing a place to gamble at
Disney World.
There are, predictably, bows to Disney throughout
the American Adventure. There is a Lazy Lil’s saloon,

51. 90 ’ Journal of American Culture
hillbilly-style bears in one of the outdoor squares, car-
toon drawings of Mickey and Minnie as well as other
characters, and architecture with bows to Disney.
Disney has come to be a shorthand way of represent-
ing America. However, again we stress that the differ-
ences from Disney’s various Main Streets are the
more interesting elements of the American Adventure.
Thus, in place of Washington, Lincoln, Jefferson,
and Theodore Roosevelt, the American Adventure
substitutes its own American pantheon on Mount
Rushmore. It consists of Native Americans looking
down on the public. There are also more references to
World War I1 and American GIs than are found in
Disney properties. In fact, we cannot recall one men-
tion of World War I1 other than in the American
Pavilion. The non-Disney shopping malls referring to
Fifth Ave., for example, are a reminder of an America
that is not all Disney. There is also throughout the
American Adventure an attention to the present that is
absent from Disney. At Disney there is great attention
to a nostalgic past and an optimistic focus on the
future. These elements are not lacking at the American
Adventure. It is a theme park after all. However, there
is also a willingness to look at the present. Astronauts
are exciting, as are American gladiators and roller
coasters that do loops.
Although the American Adventure is clean and
well laid out, there are touches of untidiness that
would cause Uncle Walt to turn in his grave. There are

52. concessions that are closed and look it. There are
areas that seem empty and unused. There are also
occasional discarded papers and other debris that the
Disney guest is not allowed to see. Although t h e
workers at the American Adventure are generally
polite, there is the frequent touch of individuality in
their manner and tone that is often lacking at the
World. There is less of a programmed script present,
although the staged gunfight and other events demon-
strate that there is a movement in that direction.
Currently, there is great evidence of Disney influ-
ence on the American Adventure. There are areas in
which it differs from Disney. However, the trend
appears to be of greater imitation, of general Disney
sway in the future. Nonetheless it is interesting to note
the manner in which British interpretation of America
differs from that of Disney. It is a somewhat messier,
more contemporary and far more human version of
America than that of Disney.
Conclusion
The movie Marvin ’s Room (1997) has a sequence
that illustrates as much as the Dean Koontz example
from Watchers just how much Disney has come to
represent innocence and security to Americans, with
perhaps a tack of naivete. Diane Keaton’s character is
awakening in a strange bed from a blackout she suf-
fers in Disney World. She is reassured when Leonard0
di Caprio’s Marvin tells her that she is in Mickey’s
bed. She asks how she got there, and is only slightly
bemused and highly amused to discover that Goofy
carried her into Mickey’s bed. T h e experience is
clearly meant to be amusing, innocent, and therapeu-

53. tic. In a nutshell, it sums up the intended Disney expe-
rience.
In c o n t r a s t , w h i l e s i m i l a r l y r o m a n t i c , t h e
American Adventure presents an image of America
that has an intended dark side. There are aspects of
America that are ignored or hidden at Disney that are
p r e s e n t e d a n d e v e n g l o r i f i e d a t t h e A m e r
i c a n
Adventure. There is, for example, much more open …
In your paper, consider the following questions:
- Arrangement and Encouraged Habits. What is the general
layout of the place (think about where tables are in
proximity of the door, etc)? What considerations might staff
have make when arranging the furniture to fit within the
layout? How does the structure/arrangement of the space
influence how people move/know where to do/how to behave?
Do they create “spaces” or “stations” within the larger space
that encourage different actions (ex: the counter at Starbucks
vs. that island where you add creamer)? How do they
differentiate these spaces?
- “Point of View.” In Gladwell’s terms, this just means
“Image.” What kind of “feeling” is the place trying to
establish?
Consider how they ‘set the mood’ with decor and sensory
aspects (lighting, music, smells, etc). What message are they
trying to give off about the space, or what the company
represents? How do these choices influence how people
act/feel?
- Influencing Purchase. What ways do they, literally, influence

54. people to buy more, or more of certain items? Consider the
marketing around the product and placement.
- Customer focus. What relationship does the space have with
the customer? Is it immersive, or user-oriented?
- Tensions. How does the space deal with tension—this can be
anything from bad press, a noisy street, a smelly product,
unethical practices (with the product or the employees), or
historical issues?
The Orange Essay: The Marketplace
Description Similar to your Cognitive Map, you’ll be analyzing
a space you frequent, but one you have not had a role in
constructing—for this essay, you’ll choose a commercial space
to describe, focusing on the ways this store or
restaurant attempts to influence customers, cultivate habits, and
evoke particular moods/associations with
their product. Additionally, you’ll discuss how the company
attempts to distract customers from the aspects of
tension, such as means of production, material ethics, or
employee issues, and different perspectives of the
space (tensions). This 3-4 pg. essay will need to:
a. Use the questions on the prompt to investigate the methods of
persuasion used by the company to
form a thesis-driven argument with a logical, connected
structure
b. Use a detached, third person perspective
c. Use thick description
d. Use some of the terminology from our critical sources to aid
your arguments (ex: “petting,” or
“hyperreality”)

55. e. Use at least three quotes from to support your argument from
our critical sources
Process
Work
Rough Draft: 10/3 @midnight
Final Draft 10/15 @midnight
Good, Bad,
+ Ugly
10/24 @midnight
from The New Yorker
November 4, 1996
A REPORTER AT LARGE
The Science of Shopping
The American shopper has never been so fickle.
What are stores, including the new flagship designer
boutiques, doing about it? Applying science.
by Malcolm Gladwell
1.

56. Human beings walk the way
they drive, which is to say
that Americans tend to keep
to the right when they stroll
down shopping-mall
concourses or city sidewalks.
This is why in a well-
designed airport travellers
drifting toward their gate
will always find the fast-food
restaurants on their left and
the gift shops on their right:
people will readily cross a
lane of pedestrian traffic to
satisfy their hunger but
rarely to make an impulse
buy of a T-shirt or a
magazine. This is also why
Paco Underhill tells his
retail clients to make sure
that their window displays
are canted, preferably to
both sides but especially to
the left, so that a potential
shopper approaching the
store on the inside of the
sidewalk-the shopper, that
is, with the least impeded
view of the store window-
can see the display from at
least twenty-five feet away.
Of course, a lot depends on
how fast the potential shopper
is walking. Paco, in his
previous life, as an urban

57. geographer in Manhattan,
spent a great deal of time
thinking about walking speeds
as he listened in on the great
debates of the nineteen-
seventies over whether the
traffic lights in midtown
should be timed to facilitate
the movement of cars or to
facilitate the movement of
pedestrians and so break up
the big platoons that move
down Manhattan sidewalks.
He knows that the faster you
walk the more your peripheral
vision narrows, so you become
unable to pick up visual cues
as quickly as someone who is
just ambling along. He knows,
too, that people who walk fast
take a surprising amount of
time to slow down-just as it
takes a good stretch of road to
change gears with a stick-shift
automobile. On the basis of
his research, Paco estimates
the human downshift period
to be anywhere from twelve to
twenty-five feet, so if you own
a store, he says, you never
want to be next door to a
bank: potential shoppers
speed up when they walk
past a bank (since there's
nothing to look at), and by

58. the time they slow down
they've walked right past
your business. The
downshift factor also means
that when potential
shoppers enter a store it's
going to take them from five
to fifteen paces to adjust to
the light and refocus and
gear down from walking
speed to shopping speed-
particularly if they've just
had to navigate a
treacherous parking lot or
hurry to make the light at
Fifty- seventh and Fifth.
Paco calls that area inside
the door the Decompression
Zone, and something he tells
clients over and over again is
never, ever put anything of
value in that zone- not
shopping baskets or tie
racks or big promotional
displays- because no one is
going to see it. Paco believes
that, as a rule of thumb,
customer interaction with
any product or promotional
display in the
Decompression Zone will
increase at least thirty per
cent once it's moved to the

59. back edge of the zone, and
even more if it's placed to
the right, because another of
the fundamental rules of
how human beings shop is
that upon entering a store-
whether it's Nordstrom or K
mart, Tiffany or the Gap-the
shopper invariably and
reflexively turns to the right.
Paco believes in the
existence of the Invariant
Right because he has
actually verified it. He has
put cameras in stores
trained directly on the
doorway, and if you go to his
office, just above Union
Square, where
videocassettes and boxes of
Super-eight film from all his
work over the years are
stacked in plastic
Tupperware containers
practically up to the ceiling,
he can show you reel upon
reel of grainy entryway
video-customers striding in
the door, downshifting,
refocussing, and then, again
and again, making that little
half turn.
Paco Underhill is a tall man
in his mid-forties, partly
bald, with a neatly trimmed

60. beard and an engaging,
almost goofy manner. He
wears baggy khakis and
shirts open at the collar, and
generally looks like the
academic he might have been
if he hadn't been captivated,
twenty years ago, by the ideas
of the urban anthropologist
William Whyte. It was Whyte
who pioneered the use of
time-lapse photography as a
tool of urban planning,
putting cameras in parks and
the plazas in front of office
buildings in midtown
Manhattan, in order to
determine what distinguished
a public space that worked
from one that didn't. As a
Columbia undergraduate, in
1974, Paco heard a lecture on
Whyte's work and, he recalls,
left the room "walking on air."
He immediately read
everything Whyte had written.
He emptied his bank account
to buy cameras and film and
make his own home movie,
about a pedestrian mall in
Poughkeepsie. He took his
"little exercise" to Whyte's
advocacy group, the Project
for Public Spaces, and was
offered a job. Soon, however,

61. it dawned on Paco that
Whyte's ideas could be taken a
step further-that the same
techniques he used to
establish why a plaza worked
or didn't work could also be
used to determine why a store
worked or didn't work. Thus
was born the field of retail
anthropology, and, not long
afterward, Paco founded
Envirosell, which in just over
fifteen years has counselled
some of the most familiar
names in American retailing,
from Levi Strauss to Kinney,
Starbucks, McDonald's,
Blockbuster, Apple
Computer, A.T. & T., and a
number of upscale retailers
that Paco would rather not
name. When Paco gets an
assignment, he and his staff
set up a series of video
cameras throughout the test
store and then back the
cameras up with Envirosell
staffers-trackers, as they're
known-armed with
clipboards. Where the
cameras go and how many
trackers Paco deploys
depends on exactly what the
store wants to know about
its shoppers. Typically,

62. though, he might use six
cameras and two or three
trackers, and let the study
run for two or three days, so
that at the end he would
have pages and pages of
carefully annotated tracking
sheets and anywhere from a
hundred to five hundred
hours of film. These days,
given the expansion of his
business, he might tape
fifteen thousand hours in a
year, and, given that he has
been in operation since the
late seventies, he now has
well over a hundred
thousand hours of tape in
his library. Even in the best
of times, this would be a
valuable archive. But today,
with the retail business in
crisis, it is a gold mine. The
time per visit that the
average American spends in
a shopping mall was sixty-
six minutes last year-down
from seventy-two minutes in
1992-and is the lowest
number ever recorded. The
amount of selling space per
American shopper is now
more than double what it

63. was in the mid-seventies,
meaning that profit margins
have never been narrower,
and the costs of starting a
retail business-and of
failing-have never been
higher. In the past few years,
countless dazzling new
retailing temples have been
built along Fifth and
Madison Avenues- Barneys,
Calvin Klein, Armani,
Valentino, Banana Republic,
Prada, Chanel, Nike Town,
and on and on-but it is an
explosion of growth based
on no more than a hunch, a
hopeful multimillion-dollar
gamble that the way to break
through is to provide the
shopper with spectacle and
more spectacle. "The
arrogance is gone," Millard
Drexler, the president and
CEO of the Gap, told me.
"Arrogance makes failure.
Once you think you know
the answer, it's almost
always over." In such a
competitive environment,
retailers don't just want to
know how shoppers behave
in their stores. They have to
know. And who better to ask
than Paco Underhill, who in
the past decade and a half

64. has analyzed tens of
thousands of hours of
shopping videotape and, as a
result, probably knows more
about the strange habits and
quirks of the species Emptor
americanus than anyone else
alive?
2.
Paco is considered the
originator, for example, of
what is known in the trade as
the butt-brush theory-or, as
Paco calls it, more delicately,
le facteur bousculade-which
holds that the likelihood of a
woman's being converted
from a browser to a buyer is
inversely proportional to the
likelihood of her being
brushed on her behind while
she's examining merchandise.
Touch-or brush or bump or
jostle-a woman on the behind
when she has stopped to look
at an item, and she will bolt.
Actually, calling this a theory
is something of a misnomer,
because Paco doesn't offer any
explanation for why women
react that way, aside from
venturing that they are "more
sensitive back there." It's

65. really an observation, based
on repeated and close analysis
of his videotape library, that
Paco has transformed into a
retailing commandment: a
women's product that requires
extensive examination should
never be placed in a narrow
aisle.
Paco approaches the problem
of the Invariant Right the
same way. Some retail
thinkers see this as a subject
crying out for interpretation
and speculation. The design
guru Joseph Weishar, for
example, argues, in his
magisterial "Design for
Effective Selling Space," that
the Invariant Right is a
function of the fact that we
"absorb and digest
information in the left part
of the brain" and "assimilate
and logically use this
information in the right
half," the result being that
we scan the store from left to
right and then fix on an
object to the right
"essentially at a 45 degree
angle from the point that we
enter." When I asked Paco
about this interpretation, he

66. shrugged, and said he
thought the reason was
simply that most people are
right-handed. Uncovering
the fundamentals of "why" is
clearly not a pursuit that
engages him much. He is not
a theoretician but an
empiricist, and for him the
important thing is that in
amassing his huge library of
in- store time-lapse
photography he has gained
enough hard evidence to
know how often and under
what circumstances the
Invariant Right is expressed
and how to take advantage
of it.
What Paco likes are facts.
They come tumbling out
when he talks, and, because
he speaks with a slight
hesitation-lingering over the
first syllable in, for example,
"re-tail" or "de-sign"-he
draws you in, and you find
yourself truly hanging on his
words. "We have reached a
historic point in American
history," he told me in our
very first conversation.

67. "Men, for the first time, have
begun to buy their own
underwear." He then paused
to let the comment sink in,
so that I could absorb its
implications, before he
elaborated: "Which means
that we have to totally
rethink the way we sell that
product." In the parlance of
Hollywood scriptwriters, the
best endings must be
surprising and yet
inevitable; and the best of
Paco's pronouncements take
the same shape. It would
never have occurred to me
to wonder about the
increasingly critical role
played by touching-or, as
Paco calls it, petting- clothes
in the course of making the
decision to buy them. But
then I went to the Gap and
to Banana Republic and saw
people touching and
fondling and, one after
another, buying shirts and
sweaters laid out on big
wooden tables, and what
Paco told me-which was no
doubt based on what he had
seen on his videotapes-made
perfect sense: that the
reason the Gap and Banana
Republic have tables is not

68. merely that sweaters and
shirts look better there, or
that tables fit into the warm
and relaxing residential
feeling that the Gap and
Banana Republic are trying
to create in their stores, but
that tables invite-indeed,
symbolize-touching. "Where
do we eat?" Paco asks. "We
eat, we pick up food, on
tables."
Paco produces for his clients a
series of carefully detailed
studies, totalling forty to a
hundred and fifty pages, filled
with product-by-product
breakdowns and bright-
colored charts and graphs. In
one recent case, he was asked
by a major clothing retailer to
analyze the first of a new
chain of stores that the firm
planned to open. One of the
things the client wanted to
know was how successful the
store was in drawing people
into its depths, since the
chances that shoppers will buy
something are directly related
to how long they spend
shopping, and how long they
spend shopping is directly
related to how deep they get

69. pulled into the store. For this
reason, a supermarket will
often put dairy products on
one side, meat at the back,
and fresh produce on the
other side, so that the typical
shopper can't just do a drive-
by but has to make an entire
circuit of the store, and be
tempted by everything the
supermarket has to offer. In
the case of the new clothing
store, Paco found that ninety-
one per cent of all shoppers
penetrated as deep as what he
called Zone 4, meaning more
than three-quarters of the way
in, well past the accessories
and shirt racks and belts in
the front, and little short of
the far wall, with the
changing rooms and the
pants stacked on shelves.
Paco regarded this as an
extraordinary figure,
particularly for a long,
narrow store like this one,
where it is not unusual for
the rate of penetration past,
say, Zone 3 to be under fifty
per cent. But that didn't
mean the store was perfect-
far from it. For Paco, all
kinds of questions
remained.

70. Purchasers, for example,
spent an average of eleven
minutes and twenty-seven
seconds in the store,
nonpurchasers two minutes
and thirty-six seconds. It
wasn't that the
nonpurchasers just cruised
in and out: in those two
minutes and thirty-six
seconds, they went deep into
the store and examined an
average of 3.42 items. So
why didn't they buy? What,
exactly, happened to cause
some browsers to buy and
other browsers to walk out
the door?
Then, there was the issue of
the number of products
examined. The purchasers
were looking at an average
of 4.81 items but buying
only 1.33 items. Paco found
this statistic deeply
disturbing. As the retail
market grows more
cutthroat, store owners have
come to realize that it's all
but impossible to increase
the number of customers

71. coming in, and have
concentrated instead on
getting the customers they
do have to buy more. Paco
thinks that if you can sell
someone a pair of pants you
must also be able to sell that
person a belt, or a pair of
socks, or a pair of
underpants, or even do what
the Gap does so well: sell a
person a complete outfit. To
Paco, the figure 1.33
suggested that the store was
doing something very
wrong, and one day when I
visited him in his office he
sat me down in front of one
of his many VCRs to see how
he looked for the 1.33
culprit.
It should be said that sitting
next to Paco is a rather
strange experience. "My
mother says that I'm the
best-paid spy in America,"
he told me. He laughed, but
he wasn't entirely joking. As
a child, Paco had a nearly
debilitating stammer, and,
he says, "since I was never
that comfortable talking I
always relied on my eyes to
understand things." That
much is obvious from the

72. first moment you meet him:
Paco is one of those people
who look right at you,
soaking up every nuance and
detail. It isn't a hostile gaze,
because Paco isn't hostile at
all. He has a big smile, and
he'll call you "chief" and use
your first name a lot and
generally act as if he knew
you well. But that's the
awkward thing: he has looked
at you so closely that you're
sure he does know you well,
and you, meanwhile, hardly
know him at all. This kind of
asymmetry is even more
pronounced when you watch
his shopping videos with him,
because every movement or
gesture means something to
Paco-he has spent his adult
life deconstructing the
shopping experience-but
nothing to the outsider, or, at
least, not at first. Paco had to
keep stopping the video to get
me to see things through his
eyes before I began to
understand. In one sequence,
for example, a camera
mounted high on the wall
outside the changing rooms
documented a man and a
woman shopping for a pair of

73. pants for what appeared to be
their daughter, a girl in her
mid-teens. The tapes are
soundless, but the basic steps
of the shopping dance are so
familiar to Paco that, once I'd
grasped the general idea, he
was able to provide a running
commentary on what was
being said and thought. There
is the girl emerging from the
changing room wearing her
first pair. There she is
glancing at her reflection in
the mirror, then turning to see
herself from the back. There is
the mother looking on. There
is the father-or, as fathers are
known in the trade, the
"wallet carrier"-stepping
forward and pulling up the
jeans. There's the girl trying
on another pair. There's the
primp again. The twirl. The
mother. The wallet carrier.
And then again, with
another pair. The full
sequence lasted twenty
minutes, and at the end
came the take-home lesson,
for which Paco called in one
of his colleagues, Tom
Moseman, who had
supervised the project. "This
is a very critical moment,"

74. Tom, a young, intense man
wearing little round glasses,
said, and he pulled up a
chair next to mine. "She's
saying, 'I don't know
whether I should wear a
belt.' Now here's the
salesclerk. The girl says to
him, 'I need a belt,' and he
says, 'Take mine.' Now there
he is taking her back to the
full-length mirror." A
moment later, the girl
returns, clearly happy with
the purchase. She wants the
jeans. The wallet carrier
turns to her, and then
gestures to the salesclerk.
The wallet carrier is telling
his daughter to give back the
belt. The girl gives back the
belt. Tom stops the tape.
He's leaning forward now, a
finger jabbing at the screen.
Beside me, Paco is shaking
his head. I don't get it-at
least, not at first-and so Tom
replays that last segment.
The wallet carrier tells the
girl to give back the belt. She
gives back the belt. And
then, finally, it dawns on me
why this store has an
average purchase number of

75. only 1.33. "Don't you see?"
Tom said. "She wanted the
belt. A great opportunity to
make an add-on sale . . .
lost!"
3.
Should we be afraid of Paco
Underhill? One of the
fundamental anxieties of the
American consumer, after
all, has always been that
beneath the pleasure and the
frivolity of the shopping
experience runs an
undercurrent of
manipulation, and that
anxiety has rarely seemed
more justified than today.
The practice of prying into
the minds and habits of
American consumers is now
a multibillion-dollar
business. Every time a
product is pulled across a
supermarket checkout
scanner, information is
recorded, assembled, and
sold to a market-research
firm for analysis. There are
companies that put tiny
cameras inside frozen-food
cases in supermarket aisles;
market-research firms that

76. feed census data and
behavioral statistics into
algorithms and come out
with complicated maps of
the American consumer;
anthropologists who sift
through the garbage of
carefully targeted
households to analyze their
true consumption patterns;
and endless rounds of highly
organized focus groups and
questionnaire takers and
phone surveyors. That some
people are now tracking our
every shopping move with
video cameras seems in many
respects the last straw: Paco's
movies are, after all, creepy.
They look like the surveillance
videos taken during
convenience-store holdups-
hazy and soundless and
slightly warped by the angle of
the lens. When you watch
them, you find yourself
waiting for something bad to
happen, for someone to
shoplift or pull a gun on a
cashier.
The more time you spend with
Paco's videos, though, the less
scary they seem. After an hour
or so, it's no longer clear

77. whether simply by watching
people shop-and analyzing
their every move-you can
learn how to control them.
The shopper that emerges
from the videos is not pliable
or manipulable. The screen
shows people filtering in and
out of stores, petting and
moving on, abandoning their
merchandise because
checkout lines are too long, or
leaving a store empty-handed
because they couldn't fit their
stroller into the aisle between
two shirt racks. Paco's
shoppers are fickle and
headstrong, and are quite
unwilling to buy anything
unless conditions are perfect-
unless the belt is presented at
exactly the right moment. His
theories of the butt-brush and
petting and the
Decompression Zone and
the Invariant Right seek not
to make shoppers conform
to the desires of sellers but
to make sellers conform to
the desires of shoppers.
What Paco is teaching his
clients is a kind of slavish
devotion to the shopper's
every whim. He is teaching
them humility. Paco has

78. worked with supermarket
chains, and when you first
see one of his videos of
grocery aisles it looks as if
he really had- at least in this
instance-got one up on the
shopper. The clip he showed
me was of a father shopping
with a small child, and it was
an example of what is
known in the trade as
"advocacy," which basically
means what happens when
your four-year-old goes over
and grabs a bag of cookies
that the store has
conveniently put on the
bottom shelf, and demands
that it be purchased. In the
clip, the father takes what
the child offers him.
"Generally, dads are not as
good as moms at saying no,"
Paco said as we watched the
little boy approach his dad.
"Men tend to be more
impulse-driven than women
in grocery stores. We know
that they tend to shop less
often with a list. We know
that they tend to shop much
less frequently with
coupons, and we know,
simply by watching them
shop, that they can be
marching down the aisle and

79. something will catch their
eye and they will stop and
buy." This kind of weakness
on the part of fathers might
seem to give the
supermarket an advantage
in the cookie-selling wars,
particularly since more and
more men go grocery
shopping with their
children. But then Paco let
drop a hint about a study
he'd just done in which he
discovered, to his and
everyone else's amazement,
that shoppers had already
figured this out, that they
were already one step
ahead-that families were
avoiding the cookie aisle.
This may seem like a small
point. But it begins to
explain why, even though
retailers seem to know more
than ever about how
shoppers behave, even
though their efforts at
intelligence-gathering have
rarely seemed more
intrusive and more
formidable, the retail
business remains in crisis.
The reason is that shoppers

80. are a moving target. They
are becoming more and
more complicated, and
retailers need to know more
and more about them simply
to keep pace. This fall, for
example, Estée Lauder is
testing in a Toronto
shopping mall a new
concept in cosmetics
retailing. Gone is the
enclosed rectangular
counter, with the sales staff
on one side, customers on
the other, and the product
under glass in the middle. In
its place the company has
provided an assortment of
product-display, consultation,
and testing kiosks arranged in
a broken circle, with a service
desk and a cashier in the
middle. One of the kiosks is a
"makeup play area," which
allows customers to
experiment on their own with
a hundred and thirty different
shades of lipstick. There are
four self-service displays-for
perfumes, skin-care products,
and makeup-which are easily
accessible to customers who
have already made up their
minds. And, for those who
haven't, there is a semiprivate

81. booth for personal
consultations with beauty
advisers and makeup artists.
The redesign was prompted
by the realization that the
modern working woman no
longer had the time or the
inclination to ask a salesclerk
to assist her in every
purchase, that choosing
among shades of lipstick did
not require the same level of
service as, say, getting up to
speed on new developments
in skin care, that a shopper's
needs were now too diverse to
be adequately served by just
one kind of counter. "I was
going from store to store, and
the traffic just wasn't there,"
Robin Burns, the president
and C.E.O. of Estée Lauder
U.S.A. and Canada, told me.
"We had to get rid of the glass
barricade." The most
interesting thing about the
new venture, though, is what
it says about the shifting
balance of power between
buyer and seller. Around the
old rectangular counter, the
relationship of clerk to
customer was formal and
subtly paternalistic. If you
wanted to look at a lipstick,

82. you had to ask for it.
"Twenty years ago, the sales
staff would consult with you
and tell you what you
needed, as opposed to
asking and recommending,"
Burns said. "And in those
days people believed what
the salesperson told them."
Today, the old hierarchy has
been inverted. "Women
want to draw their own
conclusions," Burns said.
Even the architecture of the
consultation kiosk speaks to
the transformation: the
beauty adviser now sits
beside the customer, not
across from her.
4.
This doesn't mean that
marketers and retailers have
stopped trying to figure out
what goes on in the minds of
shoppers. One of the hottest
areas in market research, for
example, is something called
typing, which is a
sophisticated attempt to
predict the kinds of products
that people will buy or the
kind of promotional pitch
they will be susceptible to on
the basis of where they live

83. or how they score on short
standardized
questionnaires. One market-
research firm in Virginia,
Claritas, has divided the
entire country,
neighborhood by
neighborhood, into sixty-
two different categories-
Pools & Patios, Shotguns &
Pickups, Bohemia Mix, and
so on-using census data and
results from behavioral
surveys. On the basis of my
address in Greenwich
Village, Claritas classifies me
as Urban Gold Coast, which
means that I like Kellogg's
Special K, spend more than
two hundred and fifty
dollars on sports coats,
watch "Seinfeld," and buy
metal polish. Such typing
systems-and there are a
number of them- can be
scarily accurate. I actually
do buy Kellogg's Special K,
have spent more than two
hundred and fifty dollars on
a sports coat, and watch
"Seinfeld." (I don't buy
metal polish.) In fact, when I
was typed by a company

84. called Total Research, in
Princeton, the results were
so dead-on that I got the
same kind of creepy feeling
that I got when I first
watched Paco's videos. On
the basis of a seemingly
innocuous multiple-choice
test, I was scored as an
eighty-nine-per-cent
Intellect and a seven-per-
cent Relief Seeker (which I
thought was impressive until
John Morton, who
developed the system, told
me that virtually everyone
who reads The New Yorker is
an Intellect). When I asked
Morton to guess, on the basis
of my score, what kind of
razor I used, he riffed,
brilliantly, and without a
moment's hesitation. "If you
used an electric razor, it
would be a Braun," he began.
"But, if not, you're probably
shaving with Gillette, if only
because there really isn't an
Intellect safety-razor
positioning out there. Schick
and Bic are simply not logical
choices for you, although I'm
thinking, You're fairly young,
and you've got that Relief
Seeker side. It's possible you

85. would use Bic because you
don't like that all- American,
overly confident masculine
statement of Gillette. It's a
very, very conventional
positioning that Gillette uses.
But then they've got the
technological angle with the
Gillette Sensor. . . . I'm
thinking Gillette. It's Gillette."
He was right. I shave with
Gillette-though I didn't even
know that I do. I had to go
home and check. But
information about my own
predilections may be of
limited usefulness in
predicting how I shop. In the
past few years, market
researchers have paid growing
attention to the role in the
shopping experience of a type
of consumer known as a
Market Maven. "This is a
person you would go to for
advice on a car or a new
fashion," said Linda Price, a
marketing professor at the
University of South Florida,
who first came up with the
Market Maven concept, in
the late eighties. "This is a
person who has information
on a lot of different products

86. or prices or places to shop.
This is a person who likes to
initiate discussions with
consumers and respond to
requests. Market Mavens
like to be helpers in the
marketplace. They take you
shopping. They go shopping
for you, and it turns out they
are a lot more prevalent
than you would expect."
Mavens watch more
television than almost
anyone else does, and they
read more magazines and
open their junk mail and
look closely at
advertisements and have an
awful lot of influence on
everyone else. According to
Price, sixty per cent of
Americans claim to know a
Maven.
The key …