Fishman examines the atmosphere and operation of Wal-Mart’s store in Wyncote, Pennsylvania. At Wal-Mart, items cost roughly $0.03 less than they do elsewhere. These same prices exist at Wal-Mart #5229, although it’s not a supercenter (199). The atmosphere also isn’t as welcoming as at other stores, but shopping there still offers Wal-Mart customers the typical sense of “satisfaction, wonder, puzzlement, and guilt” (200).

Fishman considers how much money Wal-Mart saves their customers each year. In 2004, Wal-Mart shoppers saved roughly $22 billion on groceries alone. Fishman guesses that these savings inspire shoppers to ignore the annoyance of shopping at Wal-Mart in order to keep their cost of living down.

Fishman considers the American attitude towards money in general, referencing Ben Franklin’s adage about saving and earning pennies (204). Wal-Mart has built an empire around this antiquated philosophy. Fishman goes on to compare and contrast Wal-Mart’s model to a company like Southwest Airlines. According to Fishman, while Southwest similarly offers low prices for a less luxury experience,, unlike Wal-Mart, Southwest is aware of their offerings and has a sense of humor about their business model (207). Wal-Mart is comparatively austere and withholding.

In 2005, Wal-Mart advertised in Vogue for the first time.