John and Mary are full professors in the same medical school department of a large private university. As a private institution, neither the school nor the university makes the salaries and benefits of its faculty a matter of public record. Mary has pursued a long-term (fourteen years) career in the medical school, rising through the academic ranks while married to a successful businessman with whom she has raised three children. Her research and teaching contributions have been broad ranging and award winning. John joined the medical school within the last three years and was recruited for his leading-edge contribution to a novel line of research on a new procedure. Mary thought he was probably attracted with a comprehensive compensation package, yet she had no details until an administrative assistant gave her some information about salary and benefits a month ago. Mary learned that John's base contract salary is 16 percent higher than hers ($250,000 versus $215,000), that he was awarded an incentive pay component for the commercialization of his new procedure, and that he was given an annual discretionary travel budget of $35,000 and a membership in an exclusive private club. Mary is in a quandary about what to do. Given pressures from the board of trustees to hold down costs associated with public and private pressure to keep tuition increases low, Mary wonders how to begin to close this $70,000 inequity gap. Using equity theory, propose three specific strategies that would enable Mary to resolve the inequity. Explain your answer.