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Nothing wrong with a business model that marks you as a luxury brand. Hasn’t done LVMH any harm.

We’re talking about value, not price. I’m stealing a cliche here, but something can cost a lot and be good value, whereas something can be expensive even if the purchase cost was hardly anything.

Economics tells us that if Apple sell out of iPods at the current price point, the market thinks they are cheap.

Apple’s goods (particularly the ‘full’ iPods) are still perceived by many as luxury goods, regardless of their value compared to market competitors (Apple here are victims of their own historically perceived expensiveness). For some customers, the price of an iPod they bought may actually be the very top boundary of what they’re prepared to pay, and if Apple were to increase the price then they would quite conceivably lose that business. What percentage of customers would that be? I haven’t a clue, but the important question is: would that percentage be sufficiently low as to not damage the extra revenue a higher margin would bring? Jobs’ recent(ish) statements about how they made a mistake in going after profits instead of market share suggest they’d rather sell out at a price that was more affordable than maximise their profits a bit more, still sell out, but push out some customers lower down the scale who already felt they were paying as much as they could afford.

@splangile
I think I would agree that a market will tend towards equilibrium but will never reach it. Instead it will fluctuate around it. Perfect equilibrium would mean, in this case, that iPods are purchased at exactly the same rate they are produced with not a single consumer left unfulfilled.

@Mickey
Interesting perspective to take.