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.

As it relates to brick-and-mortar, we've seen it all and done it all. We operate around the world in different formats, different brands. We've got large stores, small stores, all these different formats. So we know that space pretty well, but the e-commerce business was different.

Always thinking about the customer value proposition is including price, assortment, experience, and trust, and all of those have been changed by technology and been changed by e-commerce, and so leading up to the moment when I took this role, there was an understanding that we needed to invest in e-commerce, grow e-commerce, but we didn't take it seriously enough.

I think we've seen it all. The e-commerce store is the interesting one.

I think companies have a big problem making a big transition, so leaders get replaced.

So growing ecommerce in the marketplace is key to being able to attract more advertisers. What we can do that some other people can't do is we can connect the dot between an ad you may have paid for digitally and a subsequent purchase in a physical store so that you can see the ad actually worked. So it too is an omni business for us.