In e-commerce, businesses often focus too much on creating a polished sales experience but neglect the importance of customer service once a purchase is made, leading to dissatisfaction when issues arise.

We realized that we had to be at the customer's doorstep to improve retention, so we started doing initial deliveries ourselves to understand the customer experience better.

I believe in being comfortable with criticism; our customers clearly wanted e-commerce, and I had the conviction to push for it despite challenges.

Many e-commerce companies raised large sums but failed due to poor customer acquisition strategies, which we aimed to avoid by focusing on profitability.

In 2015, we initially focused on hyperlocal fashion, but learned that fulfillment is crucial, leading us to pivot towards a marketplace model that better serves small shop owners.

We learned the importance of understanding our customers' needs, especially as we scaled, to ensure we were meeting the right demands.

During Y Combinator, we learned the importance of talking to customers directly, not just through customer service.

We were patient in the first three years, focusing on creating a strong business model to support small to medium-sized merchants rather than copying models from Amazon or eBay.

Maintaining intimacy and trust with customers was crucial as Starbucks grew, ensuring we didn't lose our core values.