Pricing and Non-Pricing Strategies

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Pricing and Non-Pricing Strategies In beginning to implement pricing and non-pricing strategies into Bury's work within his business, he must be able to fully understand the economic landscape in which he is operating. Additionally, he must look into the future at the projected economic factors that have been slated to appear in the future within the market he operates within in this case, the market for digitized books. As previously mentioned, Bury having secured a patent that allows his business to deal without competition from similar businesses has gained the significant advantage of being able to set the bar in the market in terms of pricing and non-pricing strategies for his product. In beginning to develop pricing strategies, Bury must understand that the current market in which he operates is currently is projected to continue booming in the years ahead. This, along with Bury's monopolistic status in the market opens up the ability for significant growth and financial success should his company's pricing and non-pricing strategies be successful enough to entice the public into purchasing. Bury's pricing strategies, as they are not competition-based, allow him the ability to set the bar in the market regarding price and quality. As Bury's sales have seemingly tapered off in recent months, and his company still remains a dominant presence in the market for digitized books, Bury holds the option of implementing the "high-low" pricing strategy, which would seem
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