We've actually set the tech priorities driven off what we want to build for customers and what they're asking us to solve, and that's how it's going to be, and that is a cultural tension even today because we actually want some of both, we want ownership.
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So, what I think, sometimes a pure tech company can underestimate is the importance of culture, the importance of a purpose.
Customers want to save money and time and have the broadest assortment of items, and we think that by bringing e-commerce and digital capabilities together with the stores, we can do things that a pure e-commerce player can't.
We want to make money when people use our devices-not when people buy our devices. We think this aligns us better with customers. For example, we don't need our customers to be on the upgrade treadmill. We can be very happy to see people still using four-year-old Kindles!
We see our customers as invited guests to a party, and we are the hosts. It's our job every day to make every important aspect of the customer experience a little bit better.
I think technology advanced faster than anticipated. In that whirlwind, a lot of companies didn't survive. The reason we have done well is because, even in that whirlwind, we kept heads-down focused on the customers. All the metrics that we can track about customers have improved every year.
If you make customers unhappy in the physical world, they might each tell 6 friends. If you make customers unhappy on the Internet,they can each tell 6,000 friends.
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