Since Amir's priorities have given us more time to focus on this speaker, would like to share a bit of my experience having been on the other side of pricing debates. One of my earlier products would be considered high-end and was premium-priced. I had a wise friend on our negotiations team that was fond of reminding me "
once you lower your price, you'll never get it back to the higher price point". With a given customer, this was almost always true.
While most of us lament over what appears to be price gouging, it may just be a new market for the manufacturer and (in TAD's case), it might be that they are seeking to gain some entry into a higher volume market. In my later years, I ended up working on a newer, more value-oriented product that served a very competitive, higher volume market. While I did get my management to market a free version of the software, any time a feature simply sniffed like it might cannibalize the more premium high-end offering, management got all bunged up. So, I can see why TAD or any other management team might behave comparably. Even if I could show that volumes might be healthy and help prevent competitive erosion, it is very difficult for management to risk (even potentially) cannibalizing their existing revenue stream. I can see how the same behaviors might be in play here.
So, it may not be this TAD speaker fits the particular scenario I just outlined, but just thought it might be useful to walk in someone else's shoes. You may find that their situation is not just a simple money grab. As we all know, speakers are a very competitive market. Mess up your margins and you may not be around for long.