So, what I think, sometimes a pure tech company can underestimate is the importance of culture, the importance of a purpose.
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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.
We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.
The stores are an asset, and they have a great assortment in them and they're close to people. Being within 10 miles of 90% of America is a huge advantage, especially with fresh food at a good price. But we must also, if you think long-term and you think about what the company wants to accomplish, you must have a big and important first-party e-commerce business, and you must have a marketplace, and the things that go along with the marketplace.
If you fast-forward through the years, there was a period of time when there was too much debate inside the company about the significance of e-commerce, there were leaders who believed it would never be any bigger than the catalog business, there were leaders that believed it would never be profitable.
I've drank all the Kool-Aid and am completely convinced that Walmart should be here for the next generation of retail, because we're so wired to fulfill our purpose of helping people save money and live better.
We need to learn how to become a digital enterprise, but we understand that we're a company made up of 2.2 million associates, and that human interaction in the future will matter.
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