I heard that on/around HN at some point and I haven't seen it proven wrong yet. There's a reason why chip bags get smaller, why new versions that seem identical to the old come out, why Tommy Hilfiger will never be a prestige brand again. And it's because customers don't tolerate raising prices.
A few well received wine brands for example have had very rapid price increases. However, it’s more common to increase prices a little faster than inflation which quickly adds up, see Disneyland for example. What brands can’t do is lower cost and quality then try and quickly add it back.
PS: In 1964 Disneyland charged 25c/day for parking per day or about 2.08$ in today’s money. Except they currently charge 25$/day for parking.
I'm a little closer to accepting your premise with Disney. However, it's not "parking" you're paying for; it's "parking at Disney" and Disney continually makes changes to its product offering. Further, neither "parking at Disney" nor "tickets for Disney" are a regular, periodic purchase.
> Tommy Hilfiger will never be a prestige brand again.
They don’t sell the same shirts every year either. But, they can’t simply make a better product next year and expect to charge premium prices because people associate brands with relative costs. Bud light at 30% more a case is not going to sell well even if they suddenly increased the quality. Thus Honda created the Acura brand when they wanted to sell up market, and even BMW swaps to Rolls-Royce when they want to go really up market.
The price also gets bundled in with all sorts of options, 50 different configurations, different financing rates and terms, etc.
In fact, I'd say they are still undercharging. The park will still fill up on peak days. They have been trying to fix this by increasing the prices of passes and decreasing the days they allow you in. But it's not working (current situation not withstanding).
Disneyland is a fixed resource, so it doesn't really apply to pricing discussions of resources that can be variable, like SaaS products.
Disney does a lot to segment visitors with both after hours events and even ultra premium packages. However, they are also making money from food, merchandise, and hotel’s so they want attendance to be near maximum capacity year round and adjust prices weekly to get people in the doors. Further they want long lines at major attractions to get people to spend money at gift shops rather than do free rides all day.
They don't adjust prices very often at all. They way they regulate attendance in real time is by allowing lower tier passholders to come in on days they predict low traffic.
The page isn't interesting now, but they have a website that shows when employee passes are good and for which park[0].
That's a great way to figure out when Disneyland will be crowded. If employees are allowed to bring guests to both parks, it'll be a light day.
Most of these are either seasonal events or have prices that shift in response to time of year or just demand. https://disneyworld.disney.go.com/events-tours/
DisneyLand can't build any more park, so they could charge even more than they do now and keep the park full.
https://www.vice.com/en_us/article/evk75k/the-slow-death-of-...
> It’s a beautiful system, but it’s quickly vanishing from the city’s food landscape right from under our noses. The spots that used to churn out this style of pizza, many of which still have the awnings over them marking them as $1 slice establishments, are giving way to outside forces and silently raising prices to $1.25, $1.50, and even two dollars per slice.
Your customers don't like being swindled. And oftentimes, when a price jumps, they feel swindled. I think the consumer's swindle perception factor is more dependent on the second derivative of the price history than the first.
But no, we raise the price of our products, and never saw any issue from it.
Tommy Hilfiger used to sell high end ($1000+) foul weather gear stuff for offshore (ocean) yacht racing in the 1980s. Briefly in the 1990s they were the preppy kid's branding of choice. Everyone bought at least five branded tshirts at JC Pennys or whatever at the mall each year along with Gap and Mossimo and Nautica. They are now the premium brand at Ross dress for less.
Don’t advertise it, just put it on your website where someone might be able to find it on Google.