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Noel and Liam Gallagher, two brothers who are the only constant members of Oasis, have feuded for years.
綠洲樂隊的固定成員只有諾爾·加拉格爾和利亞姆·加拉格爾，這兩人是親兄弟，但已經不和多年。
“It’s unsophisticated music. For unsophisticated people. Made by an unsophisticated man,” Noel once said of Liam’s solo work.
“簡單的音樂，給頭腦簡單的人聽，由頭腦簡單的人創作。”諾爾曾這樣評價利亞姆的個人作品。
They are now getting back together to make money.
現在他們又重歸于好并一起賺錢了。
The availability of any ticket at all depends on the superstars’ anticipation of the returns on offer if they bury the hatchet.
有沒有門票可買取決于這兩位超級巨星預期和解后能得到多少回報。
Oasis have already added two more London dates after the first tickets were snapped up (this time sold via an invite-only ballot for those who missed out).
綠洲樂隊在首批門票被搶購一空后又增加了兩場倫敦演出（這次是通過邀請制，只向那些沒買到首批門票的人出售）。
Even egregious forms of price-gouging can have similar effects.
即使是極其惡劣的哄抬價格行為也可能產生類似的影響。
High prices after natural disasters can send a signal to companies that it is worthwhile overcoming disruption, or building stockpiles for next time.
自然災害后的高價格可以向公司發出一個信號，即克服混亂（生產商品）或為下次災害建立庫存是值得的。
Well-meaning types might respond that high prices help only the rich.
善意的人可能會說，高價格只利于富人。
For a billionaire with a casual interest in a band, a price that is eye-watering for those who politicians call “ordinary fans” will be negligible.
被政客們稱為“普通粉絲”的人認為某個價格貴得讓人肉疼，而對于一個對樂隊有普通興趣的億萬富翁來說，這個價格不值一提。
But addressing such inequality through cheap tickets is foolish, even if it does not reduce supply or create a flourishing black market.
但是通過低價門票來解決這種不平等是愚蠢的，即使低價不會減少供應或創造繁榮的黑市。
Those who happened to get to the front of the queue would, in effect, enjoy a randomly allocated transfer from the artist’s earning potential.
那些碰巧排到隊伍前面（而買了低價票）的人實際上享受到了被隨機分配的一個益處：樂隊歌星的潛在盈利的一部分轉移給了他們。
Ordinary people with no interest in the event would receive no benefit.
而對演唱會沒有興趣的普通人就不會獲得任何益處。
A better approach is to address inequality directly through the tax-and-benefit system.
一種更好的方法是通過稅收和福利制度直接解決不平等問題。
The most convincing charge against Oasis is not that they “sold out” but that they did so ineptly.
對綠洲樂隊最有說服力的指控不是他們“把票賣完了”，而是他們賣票的方法不對。
Fans were forced both to queue and to pay high prices.
粉絲們被迫既要排隊，又要支付高價。
Most businesses would rather avoid bad publicity from accusations of price-gouging.
大多數企業寧愿避免因哄抬物價的指控而帶來的負面宣傳。
Although dynamic pricing offers a temporary windfall by extracting more money from the keenest customers, it can carry greater long-term costs by damaging a brand.
雖然動態定價通過從最熱情的顧客那里榨取更多錢而提供了暫時的意外之財，但這種做法可能會通過損害品牌聲譽而帶來更大的長期成本。
Many performers reject Ticketmaster’s variable pricing; Oasis have now largely disavowed the process.
許多表演者拒絕了特瑪捷的可變定價；綠洲樂隊現在基本上已經放棄了這種做法。
High-end restaurants, bands and sports teams trade on mystique and loyalty as much as inherent quality.
高端餐廳、樂隊和運動隊不僅憑借自己本身的質量來獲利，也利用神秘感和粉絲忠誠度來獲利。
Exclusivity and serendipity, rather than an economist’s desire for efficiency, are part of what makes them fun.
獨家性和偶然性，而非經濟學家對效率的渴望，是讓他們有趣的部分原因。
Queues build hype.
排隊能制造熱度。
Balancing such concerns is an art as much as a science.
平衡動態定價的這些利弊既是一門科學，也是一門藝術。
In 2011 Next, a restaurant in Chicago, started to use dynamic pricing.
2011年，芝加哥的一家名為Next的餐廳開始使用動態定價。
It sells tickets with fluctuating prices, which depend on the date and time of the booking, helping to spread custom through the week and avoid no-shows.
它出售價格波動的門票，價格隨訂票的日期和時間而變，這有助于在一周內分散客源并避免預訂后不來就餐的情況。
Those who go on a Tuesday can feel they got a good deal, even at a restaurant that can cost a pair of diners over $1,000.
那些在周二去餐廳的人會覺得他們撿到了便宜，即使這家餐廳可能會讓兩位食客花費超過1000美元。
When an economist suggested an auction would be even more profitable, Nick Kokonas, a co-owner of the restaurant, explained that that the aim was to offer fans a “great bargain”.
當一位經濟學家提出拍賣門票可能會更賺錢時，該餐廳的聯合所有者尼克·科科納斯解釋說，這樣做的目的是為粉絲提供“超值優惠”。
Diners, if they get a ticket, can judge that for themselves.
（是不是優惠，）食客們買到票后可以自己判斷。
