So you think pranksters are so stupid they don't care, or so rich they don't have to ?.
You can't squeeze blood from a turnip. For people in debt, getting sued is little to no deterrent. What's the difference between $100,000 in debt and $10,000,000? Very little when you were never going to be able to pay off the $100K in the first place. The only people who think a lawsuit is a deterrent is the people who have something to lose from a lawsuit.
I thought it was obvious ; it's just the price you have to pay to get what you want.
Getting sued is the price publicity stunts pay to get what they want. Getting mocked is the price any public person or organization pays once they begin to draw attention to themselves. Even the Yes Men will get mocked for this stunt, by the less well known yet still attention seeking people and organizations.
Watching a concert online is very different than being at one. That's why, despite all the bands with all the free music online the summer concert festivals around the world have taken off and become a huge money maker. Seeing all those people have fun and enjoy a live show makes others more likely to attend a live show, so even video becomes a marketing tool for the band.
All businesses make the highest profit by controlling a bottleneck between the idea and the sale. The internet has shifted the location of these bottlenecks out from under many industries. Most of the major players in these fields are too bloated and entrenched to react quickly and thus are collapsing under their own weight.
Some of the anger against middlemen is actually just anger that the speaker isn't the middleman, some of it is that the middlemen abused their position and now that it is untenable are trying to legislate their survival rather than adapt, and some of it is the prior pretending to be the former.
HD limits what can be done with their product by limiting how much product they put out in the marketplace. They create an artificial scarcity and thereby control the main supply bottleneck.
Not only was AMF bleeding it dry but they were also having a hard time competing with the likes of Kawasaki, Honda, Yamaha, and even Suzuki. All of these were building higher quality machines at a lower price, and Americans were buying them. Coupled with HD's "breakdown" image, even brand loyalists were leaving. It wasn't until the corporate decision to cut back on the number of units produced and focus on a high quality product that HD regained the brand loyalty. Now they command a premium for the brand (or perceived value) and the quality (or physical value).
There are no business models that are based solely on limiting behavior.
Gotta disagree with you here. Any business model where the focus of the product is high quality can and will be successful using a limiting business model. Apple and Harley Davidson have both gotten much larger by creating business models based on restriction. Both companies were languishing in the competitive market until they began to limit what could be done with their product.
On the other hand, most businesses stop focusing on product quality and begins to focus on product quantity once they find the product's "natural" bottlenecks. When a company is the first one to find the bottleneck, they learn how to exploit it and make money from it. Other companies can try to break in but once one or more companies have established themselves at the impasse, economies of scale take over and prevent further competition.
This is the natural progression for a business, and it works as long as the business can find and exploit the bottleneck. When an industry is young (or recently disrupted) lots of companies are searching for the bottleneck. Some even manage to make some money along the way. Once that new bottleneck is found then all the young upstarts become entrenched.
Look at record labels for and example. Originally people bought into the record label business model because it enabled them to get more and varied music at a fraction of the cost of going around the country and finding it yourself. As a young business model this opened new avenues for the consumer.
Then the record companies realized their biggest money maker was the distribution of music, not the music itself. It stopped finding good musicians and began to find marketable musicians. It slowly contracted the flow of music from the anything goes kind of recording studios you found around the US in the early 20th century to the few major labels we have today.
Now the internet has disrupted their very successful "restriction of music availability" based business model. Many people are scrambling, looking for the next bottleneck where they can focus their energies. Even the innovative models of today will become the big, lethargic, slow-movers of tomorrow as long as they focus solely on quantity and not quality.