It can improve the customer experience if ads are done in the right way and we also want to make sure that we don't do anything that causes our prices to go up in our retail business.

You can compare the retail business to basketball. You have to have a plan, you have to hustle, you have to rely on each other, and there's a scoreboard on the wall.

One way to think about Walmart is a very large river of merchandise, moving from raw material to a customer and anytime that river of merchandise has imperfections, we either have an out of stock or we have some sort of overstock that creates additional costs, labor markdowns, accidents, damages.

It was always the plan to bring things together, but just like the structure, it needed to be separate for a while for good reasons. We couldn't pick at store level the full Supercenter for a while. It's a lot harder to receive an e-commerce order and pick a toy at Christmas on time than it is to pick the strawberries every day, because you know where they are.

The only thing I really think about is: How are we making decisions and getting things done such that Walmart is succeeding and creating value 50 years from now?

Retail is detail, and that plays out throughout the international business as well. Today's portfolio has got omnichannel businesses in Mexico, Central America, Canada, China, but we also have an e-commerce marketplace in India with Flipkart and our financial services business in India, PhonePe - those are a bit different, but the other markets have a lot of commonality strategically.