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.

We cannot, don't want to, and won't let ourselves walk away from opening price points and customers that depend on us for low prices. That's foundational.

I think that people that shop Walmart frequently and love the brand the most find it very natural to come to us first for e-commerce. But for others that may shop around or not have chosen to shop at Walmart in the past, you get what you earn, and our opportunity to earn their business starts with winning their grocery and consumables basket.

It was always the plan to bring things together, but just like the structure, it needed to be separate for a while for good reasons. We couldn't pick at store level the full Supercenter for a while. It's a lot harder to receive an e-commerce order and pick a toy at Christmas on time than it is to pick the strawberries every day, because you know where they are.

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.

The only thing I really think about is: How are we making decisions and getting things done such that Walmart is succeeding and creating value 50 years from now?