> My understanding is that the trouble only comes if the company has actually done something illegal. As you said earlier, "[pricing] is a constantly debated l

> My understanding is that the trouble only comes if the company has actually done something illegal. As you said earlier, "[pricing] is a constantly debated line". Suppose a search engine displays the lyrics on the results page, instead of requiring that the user click a link and go to some advertising-laden lyrics web site. Is that to improve the search user's experience, by giving them the answer right then and there? Or is it predatory move against the song lyrics web site? As you say, "it's constantly debated". But if you have the CEO, or the product manager, saying, "I want to crush the competition; see them driven before me; and hear the lamentation of their women" (apologies to Arnold Schwarzenegger and Conan the Barbarian) you've just given a weapon to the FTC as to the intent of that "constantly debated line". And G-d help your company if that lands on the front page of the New York Times. Also, even if you win the anti-trust lawsuit, the distraction and the legal costs are high. I'd argue that even if you ignore the toxic atmosphere argument, from a purely pragmatic and practical perspective, It's Just Not Worth It. Want to motivate the team by asking them to build the best product ever? Sure! I'll note, by the way, that just because you have the objectively better, say, search quality score compared to all of the other search engines out there, that doesn't necessarily mean that the other search engines will go out of business. People choose which search engines to use for many reasons, and not just search quality. (Many people who use DDG admit doesn't always give the best results; but they use it because they hate Google, and it's "good enough".) So it's actually better to come up with an objective quality metric, and constantly challenge the team to make it better, every year and every quarter, regardless of whether or not they are better than the competition. If you don't, you end up resting on your laurels, and that's no good either. So you align the whole team on making the product better, and delighting more and more users, regardless of whether or not you have the best product, and certainly not because you want to drive the competition out of business. Take Microsoft Office, for example. For a long time it was the best, or at least most commercially successful, office suite. How do you challenge the team if your only focus is, "drive the competition out of business"? And what if your competition is the Open Source "libreoffice", which by definition can't be driven out of business, and is getting better year after year, with the end user of cost of zero dollars and zero cents staying constant?