I think you can love more than one child, and we've got to do all these at once. I think there's a store inventory opportunity for us and buying and selling merchandise is hard, by the way. There's a lot of people here that have been doing it for a long time and they're good at it, thankfully, but it's not easy.

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.

If a user is having a problem, it's our problem.

If you think that a store e-commerce business is the answer, you end up thinking that a population of less than a million items is enough, and you end up thinking that you don't need an e-commerce marketplace, and you end up thinking other things.

As I look across our company, we have everything from store associates to supply chain associates. Of the 2.1 million people (globally), something less than 75,000 of them are home office jobs. All the other ones are working in a store, a club, a distribution center. And I think those jobs change more gradually. We are still going to want to serve customers and members with people. The change as it relates to the home office jobs probably happens faster.

I think what we've seen happen so far is that as we've applied technology for the picking process in the store, for example, is that job composition has changed but we have about the same number of people.