one of the key factors for the success of a business is that the offered service or product is desirable. Desire can be created in various ways: price, performance, durability, design, customer service, reference customers, ease of use,... This is called the value proposition. People who are in the demand of the offered value will recognize this and will pay the price because they know that the price/value ratio is carefully and fair balanced. It is extremely hard to launch a premium product in a market and to stay in that market with continouos success that is oversaturated with mediocre products. Diezel would loose his reputation and his unique selling proposition if he goes that direction. Alo he definitely cannot compete with companies like Marshall, Peavey, Fender that are so well optimized costwise. Peter would have to make compromises in parts and labor. And for sure this development will have negative effects on his flagship products and that in turn will put his whole existence and the lifes of his employees and their families at stake. On the other hand, if Peter could do the magic and deliver a single channel amp with absolutely the same sonic perfection and outstanding hardware quality for a small budget, who ever would buy the big berthas anymore? Then the question is if there is market a large enough to compensate the earnings? So, why would Peter put him self in such a dangerous situation?
There are literaly millions of people out there (me included) that desparately are GASing for an iPad but can't afford or are not willing ot pay the very high price for one and thus are crying for a cheaper version with functional or other compromises (with the aim to satisfy the desire to obtain one). Do you think Apple would go that way? Or any other premium company? The unspoken message is: Save up your money to afford the real deal.
Another thing coudl be that Peter would also spoil existing Diezel owners because these guys had a hard time collecting the funds to afford one.
just my 2ct, a very happy Diezel customer