For years there has been a battle between stores that regularly put a subset of items on sale and stores that don't. When I lived in St. Louis, the big battle between department stores was between Dillard's and Famous-Barr. Famous-Barr had sales every two weeks. You would see their multi-colored circulars in the newspaper offering "specials." At Dillard's, there were basically no sales. Their average prices were lower while the prices at Famous-Barr would be lower on those items that were on sale. I once got to hear Mr. Dillard, the CEO of Dillard's explain why his strategy was better. The basic point was that Famous-Barr would be thronging with customers when their sales were on and relatively deserted when prices were high. But the sales staff couldn't be adjusted to meet those customer flowsit was too expensive to be constantly altering the size of the staff. So basically Famous-Barr always had either too many employees or too few. Mr. Dillard felt that his strategy was best in the long-run because he could provide better customer service. Dillards approach is an example of: q) everyday low pricing h) dynamic pricing r) uniform delivered pricing i) loss-leader pricing s) bait and switch deceptive pricing j) price lining/pricing points t) price fixing p) cash discounts o) trade discounts l) basing-point pricing k) flexible-price policy