fewer tickets at a lower price, but they would insist that she included a discount anyway. They persisted in acting this way because, even though it was empirically the wrong thing to do, in economic terms it sounded logical. If 30 per cent of the seats failed to sell at a discounted price, it was assumed that they would not have sold at a higher price. If, by contrast, she hadn’t offered a discount and 20 per cent of the seats had not sold, she could have been blamed. People’s motivations are not always well-aligned with the interests of a business: the best decision to make is to pursue
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