Pruning a brand niche is a very delicate endeavor. Imagine the confusions that result from differing implementations of various products within a brand. I will share that in the development of the CS5 in the late 80s, I wanted to go farther out on the quality limb and market that product in the $20K market (actually introduced at $9700 / pair.) I believe its ultra implementation would have been more than competitive at $20K. BUT, where does such a move leave the line / other products, niche reputation, etc? Perhaps two quality ranges? etc. etc. etc. As a small company, we couldn't cope with the variables. Toyota marketed their upmarket offerings in the USA as Lexus: same idea: different dealers, different image, different cost/performance ratios.
I have bought some nifty analysis software to guide me in this upgrade thing. I hope to find time to develop some solutions. The learning curve is cumulative, what is learned is applicable to other products. My first, stop is my PowerPoint 1.2s, upgraded via beetlemania's cap direction, coil replacement with legacy Thiel six-9s coils and wire, all in outboard XOs, and vetted with Metric Halo's SpectraFoo analysis software.
I have bought some nifty analysis software to guide me in this upgrade thing. I hope to find time to develop some solutions. The learning curve is cumulative, what is learned is applicable to other products. My first, stop is my PowerPoint 1.2s, upgraded via beetlemania's cap direction, coil replacement with legacy Thiel six-9s coils and wire, all in outboard XOs, and vetted with Metric Halo's SpectraFoo analysis software.