Although Amazon has clocked staggering growth, it generates meager profits, choosing to price below-cost and expand widely instead. Through this strategy, the company has positioned itself at the center of e-commerce and now serves as essential infrastructure for a host of other businesses that depend upon it. Elements of the firm’s structure and conduct pose anticompetitive concerns—yet it has escaped antitrust scrutiny.

This Note argues that the current framework in antitrust—specifically its pegging competition to “consumer welfare,” defined as short-term price effects—is unequipped to capture the architecture of market power in the modern economy. We cannot cognize the potential harms to competition posed by Amazon’s dominance if we measure competition primarily through price and output. Specifically, current doctrine underappreciates the risk of predatory pricing and how integration across distinct business lines may prove anticompetitive.

These concerns are heightened in the context of online platforms for two reasons. First, the economics of platform markets create incentives for a company to pursue growth over profits, a strategy that investors have rewarded. Under these conditions, predatory pricing becomes highly rational—even as existing doctrine treats it as irrational and therefore implausible.

Second, because online platforms serve as critical intermediaries, integrating across business lines positions these platforms to control the essential infrastructure on which their rivals depend. This dual role also enables a platform to exploit information collected on companies using its services to undermine them as competitors.

Every platform has its royalty. On Instagram it's influencers, foodies, and photographers. Twitter belongs to the founders, journalists, celebrities, and comedians. On LinkedIn, it’s hiring managers, recruiters, and business owners who hold power on the platform and have the ear of the people.

On a job site, they’re the provisioners of positions and never miss the chance to regale their audience with their professional deeds: hiring a teenager with no experience, giving a stressed single mother a chance to provide for her family, or seeing past a candidate’s imperfections to give them a once-in-a-lifetime opportunity. These stories are relayed dramatically in what’s now recognizable as LinkedIn-style storytelling, one spaced sentence at a time, told by job-givers with a savior complex.

“It was one of the wildest, most intense experiences of my life,” said the actress Riley Keough, while her co-star Rosie Huntington-Whiteley added, “You could have made another movie on the making of it.” As for Hardy? “It left me irrevocably changed,” he said.

COLIN GIBSON (production designer) I was in Namibia in 2003 when I got the call to stop spending money. I don’t know whether [the studio] decided to reroute their money back to the Iraq war, or if it was the email I got from Mel Gibson’s wife asking me how many Muslims there may or may not be in Namibia and, therefore, how interested she may or may not be in the whole family coming to visit.

MILLER I had the same feeling about Tom that I had when Mel Gibson first walked into the room: There was a kind of edgy charm, the charisma of animals. You don’t know what’s going on in their inner depths, and yet they’re enormously attractive.

KRAVITZ When they cast me, I was brought to a room that I wasn’t allowed to leave, and I sat there and read the script. It was one of the strangest scripts I’d ever seen, because it was like a really long comic book. JOHN SEALE (cinematographer) I couldn’t make head nor tail of it, so I gave up. I thought, “They’ve been in preproduction for 10 years, let’s just go make it.”

KRAVITZ We would do exercises like writing letters to our captor, really interesting stuff that created deep empathy. I’m glad we had that, because it was such a crazy experience — so long and chaotic — that it would be easy to forget what we were doing if we didn’t have this really great foundation that we could return to. KEOUGH I thought it was amazing that George cared so much. It could have just been like, “This is a big Hollywood movie, now put on your bathing suits and get outside.”

THERON The biggest thing that was driving that entire production was fear. I was incredibly scared, because I’d never done anything like it. I think the hardest thing between me and George is that he had the movie in his head and I was so desperate to understand it. SIXEL It was very difficult for the actors, because there’s no master shot, no blocked-out scenes. Their performances were made of these tiny little moments.

HUNTINGTON-WHITELEY There was a lot of tension, and a lot of different personalities and clashes at times. It was definitely interesting to sit in a truck for four months with Tom and Charlize, who have completely different approaches to their craft. HARDY Because of how much detail we were having to process and how little control one had in each new situation, and how fast the takes were — tiny snippets of story moments were needed to make the final cut work — we moved fast, and it was at times overwhelming. One had to trust that the bigger picture was being held together

THERON In retrospect, I didn’t have enough empathy to really, truly understand what he must have felt like to step into Mel Gibson’s shoes. That is frightening! And I think because of my own fear, we were putting up walls to protect ourselves instead of saying to each other, “This is scary for you, and it’s scary for me, too. Let’s be nice to each other.” In a weird way, we were functioning like our characters: Everything was about survival. HARDY I would agree. I think in hindsight, I was in over my head in many ways. The pressure on both of us was overwhelming at times. What she needed was a better, perhaps more experienced, partner in me. That’s something that can’t be faked. I’d like to think that now that I’m older and uglier, I could rise to that occasion.

KRAVITZ We were behind schedule, and we heard the studio was freaking out about how we were over budget. SEALE The president of Warner Bros. flew to Namibia and had a gold-plated fit. MILLER Jeff was in a bake-off with Kevin Tsujihara about who was going to head the studio, and he had to assert himself to show his superiors that he was in command and a strong executive. I knew what he was going through, but it wasn’t going to do anybody any good at all. [Robinov could not be reached for comment.] MITCHELL He said, “The camera will stop on Dec. 8, no matter what you’ve got, and that’s the end of it.” We hadn’t shot any of the scenes in the Citadel yet, where the opening and closing book ends of the film are set, and we had to go into postproduction without them. It was almost incomprehensible.

SIXEL When we actually finished the film and it was a success, that was the best year we ever had. We’d repeat the stories of making the film to each other over and over again: How did we get to the other side? We still kind of marvel at it.

MILLER Not for a moment did we think “Fury Road” would be anything like an Oscar movie. SIXEL Half the time, I thought I was going to get fired off the film, and then I win an Oscar! How about that? We were just disappointed that George didn’t win, but basically, they were all his Oscars in a way.

MILLER When the ideas that you start off with are then comprehended by an audience at large out there, that’s ultimately what redeems the process for you. The Swahili storytellers have this quote: “The story has been told. If it was bad, it was my fault, because I am the storyteller. But if it was good, it belongs to everybody.” And that feeling of the story belonging to everybody is really the reward