We grew this business with the store operators and the merchants making all the decisions, I got to be one of the merchants and it was a lot of fun. But to put the customer in charge, you have to start with design.

The marketplace is so important because we got to be in the consideration set. When somebody takes their phone out, and it's so easy to choose where you're going to go shop, if you don't have a really broad assortment, you're not even in the consideration set, and so that's one of the reasons why I was so convicted that we needed a marketplace all along, and others were too.

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.

Customer satisfaction has always been the number one goal for retailers, and in the future, customers will be more empowered than ever to drive the change they want, as they get more control over their shopping experience.

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.

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.