WEBVTT - Trump Nvidia Deal Reshapes US’s China Strategy 

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news. You're listening to the

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<v Speaker 2>Through President Trump has now opened the door to Nvidia

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<v Speaker 2>selling some of its high end chips to China.

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<v Speaker 3>Yeah, I'm not sure. I kind of can't follow the policies.

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<v Speaker 3>Some days the door's open, some days it's closed.

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<v Speaker 2>Yeah, and it could always move in the other that's

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<v Speaker 2>the other risk.

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<v Speaker 4>Right.

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<v Speaker 2>Let's bring in Bloomberg Tech co host Caroline Hide to

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<v Speaker 2>tell us a little bit more so on b Tech.

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<v Speaker 2>I'm sure you're going to be talking all about this,

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<v Speaker 2>but Caroline, what does it mean that Nvidia can now

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<v Speaker 2>sell these h two hundred chips to China? Because that

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<v Speaker 2>is not the most advanced chips.

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<v Speaker 1>Is it.

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<v Speaker 5>It's not.

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<v Speaker 4>It's based on Grace Hopper architecture, which isn't the Blackwell

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<v Speaker 4>that we're currently in. It isn't the Vera Rubin that

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<v Speaker 4>we're looking towards. It's the pre V's iterations. It is

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<v Speaker 4>ten x superior to the ah twenties that remember cast

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<v Speaker 4>Your Mind Back had also been deemed okay to ship

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<v Speaker 4>from the United States to China if a fifteen percent

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<v Speaker 4>cut was given to the US government, but that was

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<v Speaker 4>never signed into law. They were never able to execute

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<v Speaker 4>on that. And most importantly, China doesn't want them. And

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<v Speaker 4>I think this is the key the financial times of

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<v Speaker 4>reporting that basically already China's looking at putting curves licenses,

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<v Speaker 4>basically limiting the ability for certain companies to access the

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<v Speaker 4>H two hundreds even if Invidia is allowed to ship them.

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<v Speaker 4>And I think this is what everyone's got to currently digest.

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<v Speaker 4>I'm hearing time and time again from some of the

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<v Speaker 4>most powerful people in the technology space that we are

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<v Speaker 4>underestimating how sophisticated China is at using the Invidia chips,

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<v Speaker 4>the small amount they already have and some of those

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<v Speaker 4>homegrown ones.

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<v Speaker 3>Typically, how has this trade policy negotiated? Who typically says

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<v Speaker 3>US tech company, you can sell this into China or

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<v Speaker 3>to other markets, or you can't. Is because it just

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<v Speaker 3>seems like it's now the whim of the present in

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<v Speaker 3>his ex account or truth social account setting trade policies

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<v Speaker 3>at how's it typically done well?

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<v Speaker 4>Isn't it interesting that just last week Jensen Wang was

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<v Speaker 4>meeting with a president, but was meeting with some of

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<v Speaker 4>the leaders over in Congress. Most crucially, he was with

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<v Speaker 4>the Senate Banking Committee, because it's the Banking Committee oddly

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<v Speaker 4>that tends to be in charge of export restrictions, and

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<v Speaker 4>so it was that group of leaders. But many are frustrated,

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<v Speaker 4>and I was just at the Reagan Defense Forum National

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<v Speaker 4>Defense Forum this weekend, and there is handwringing going on

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<v Speaker 4>from Congress that they're being cut out of a lot

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<v Speaker 4>of these discussions. Really they should have ownership of to

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<v Speaker 4>how much trade should be allowed, But at the moment

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<v Speaker 4>these are coming through executive orders. And we know that

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<v Speaker 4>the President likes to cut a deal and Vidia, Jensen

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<v Speaker 4>Wang likes to cut a deal. They have a very

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<v Speaker 4>personal relationship. And most broadly, in Vidia and Jensen want

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<v Speaker 4>access to China. They think there's something like a fifty

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<v Speaker 4>billion dollar total addressable market they're being forced to have

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<v Speaker 4>to put down. At the moment, he's has zero percent

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<v Speaker 4>revenue coming from that country. But you've got this tussel

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<v Speaker 4>at the top of the China Hawks, who were worried

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<v Speaker 4>from anal security perspective, if you allow technology to go

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<v Speaker 4>from the US into China.

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<v Speaker 2>But on the flip side.

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<v Speaker 4>In Jenson Wrong would say, they're just going to build

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<v Speaker 4>it themselves, and we're forcing them to speed up that

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<v Speaker 4>by limiting my technology. Let our stack own that of

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<v Speaker 4>China's big large language model development.

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<v Speaker 2>So you had mentioned that China didn't want to buy

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<v Speaker 2>the H twenty chips. Does China want to buy the

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<v Speaker 2>H two hundred chips?

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<v Speaker 4>I think if you asked, what the reporting shows is

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<v Speaker 4>that if you turn to an Ali.

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<v Speaker 5>Barbar or a Tensen or a by Do, they are.

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<v Speaker 4>Limited by the amount of GPUs they have access to.

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<v Speaker 4>So I think more is more from their perspective. And yes,

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<v Speaker 4>the H two hundreds build on the H twenties, but

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<v Speaker 4>longer term, the government wants to focus on domestic supply here.

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<v Speaker 4>That's why you're seeing camera con do so well, while

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<v Speaker 4>you're seeing Huawei do well, while you're hearing Bido wants

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<v Speaker 4>to spin off its chip manufacturer. While we just had

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<v Speaker 4>that superb entrance to the market just of the Moore's

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<v Speaker 4>technology company that has shot up more than four hundred percent,

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<v Speaker 4>they do want to make it homegrown.

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<v Speaker 5>Great store on a Bloomberg terurnal.

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<v Speaker 3>Today, Apple shares have sorted thirty five percent since the

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<v Speaker 3>end of the gym as the market scrutiny of AI development

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<v Speaker 3>spending has made the company's lack of an AI strategy

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<v Speaker 3>a strength.

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<v Speaker 2>So do nothing and benefit.

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<v Speaker 5>I don't know, but I mean Apple.

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<v Speaker 3>We always say about Apple they don't have to be first,

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<v Speaker 3>and tim that they are not first, but when they

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<v Speaker 3>do come into the market, they do it really well.

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<v Speaker 3>It's a thought out approach and that people, you know,

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<v Speaker 3>the Apple bullsmen saying, don't worry, don't worry, don't worry.

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<v Speaker 5>They're going to be fine.

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<v Speaker 3>There's two billion Apple devices out there, they'll be fine.

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<v Speaker 5>I don't know.

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<v Speaker 4>Yeah, And meanwhile, goodbye to the guy who is in

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<v Speaker 4>charge of AI policy over at Apple. Because of that

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<v Speaker 4>botched Apple intelligence roll up, people have been frustrated that

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<v Speaker 4>Apple seems to be a slow player to adoption, but

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<v Speaker 4>longer term, most in the generative AI space thinking that

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<v Speaker 4>we are going to be using this from a consumer perspective,

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<v Speaker 4>from our edge devices. Therefore, computer is going to change

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<v Speaker 4>in the way in which you know it. Your models

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<v Speaker 4>are going to change in the way in which you

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<v Speaker 4>know it, and eventually we will be doing running our

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<v Speaker 4>Chatchpt or our Gemini or whatever model you like on

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<v Speaker 4>your device. Eventually that means you'll need an Android or

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<v Speaker 4>an Apple or maybe some future AI device that hasn't

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<v Speaker 4>yet been created and is probably being developed in the

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<v Speaker 4>minds of the great leaders right now. But we'll have

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<v Speaker 4>to see how Apple continues to basically do the benefit

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<v Speaker 4>of not having got a load of debt and not

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<v Speaker 4>having spent an awful lot of money on the buildout,

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<v Speaker 4>because at the moment the come I think investors are

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<v Speaker 4>just still grappling with the sheer scale of capital expenditure

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<v Speaker 4>that's going into this and wondering whether there's going to

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<v Speaker 4>be a real upside. Can Apple get the upside without

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<v Speaker 4>making the infrastructure investment.

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<v Speaker 5>Stay with us more from Bloomberg Intelligence coming up after this.

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<v Speaker 1>You're listening to the Bloomberg Intelligence podcast. Catch us live

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<v Speaker 1>weekdays at ten am. He's Dene on Apple Coarclay, and

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<v Speaker 1>Android Auto with the Bloomberg Business app. Listen on demand

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<v Speaker 1>wherever you get your podcasts, or watch us live on YouTube.

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<v Speaker 3>Our next guest one of the most highly respected media

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<v Speaker 3>analysts on Wall Street for a long time, and I

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<v Speaker 3>think the value that I really find from her res

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<v Speaker 3>or it's consistently over the years, is she's not afraid

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<v Speaker 3>to be out of consensus here. And I think she's

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<v Speaker 3>got a again, a non consensus call here that even

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<v Speaker 3>if you don't agree with it, it makes you think. And

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<v Speaker 3>that's the value of a good animals. Laura Martin joins

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<v Speaker 3>his senior analysts that need them company, Laura, as it

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<v Speaker 3>relates to Netflix, do you think they should even pursue

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<v Speaker 3>this deal here?

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<v Speaker 6>Yeah, So we published a note this morning say no

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<v Speaker 6>that the big cultural Warner Brothers would create cultural problems

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<v Speaker 6>at Netflix. Netflix has about fourteen thousand employees and Warner

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<v Speaker 6>Brothers is about thirty five thousand, some of which they

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<v Speaker 6>wouldn't be buying, but it would be about twice as

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<v Speaker 6>many employees from let's call it the old world, the

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<v Speaker 6>fifty year old studio who really is averse to make

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<v Speaker 6>taking risks and they really do things the old fashioned

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<v Speaker 6>way and siloed, competitive, internally fighting culture. And that isn't Netflix.

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<v Speaker 6>Netflix is sort of single purpose disruptor. Everybody on the

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<v Speaker 6>same page, move fast and break things, iterate if you

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<v Speaker 6>get it wrong. And I just feel like the culture

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<v Speaker 6>that Warner Brothers is an anchor would be an anchor

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<v Speaker 6>to Netflix and a time when jenerative AI technology risks

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<v Speaker 6>are collapsing timeframes into weeks with the changes. So we

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<v Speaker 6>think the next disruption created by jeneritive AI requires really

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<v Speaker 6>fast reaction times, which Netflix has the fastest in media,

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<v Speaker 6>and it would really slow their reaction times if they

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<v Speaker 6>suddenly brought on twice as many employees that were stuck

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<v Speaker 6>in the fifty year old business model of the Hollywood studio.

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<v Speaker 2>And you quantified the drag that this would have on Netflix,

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<v Speaker 2>what does that look like?

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<v Speaker 7>So?

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<v Speaker 6>I mean, I think what we're saying is that the

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<v Speaker 6>eighty three billion dollar purchase price that they would pay

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<v Speaker 6>to buy Warner Brothers would add another that cash would

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<v Speaker 6>be at risk of not returning its capital because would

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<v Speaker 6>bring all these cultural problems and envelop the entire consolidated

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<v Speaker 6>four hundred billion dollar entity.

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<v Speaker 3>Lars, So, as it related to jen ai, is that

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<v Speaker 3>a friend or a foe to Hollywood, to the media companies?

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<v Speaker 6>Yeah? So to date, Paul, what isn't different about jen

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<v Speaker 6>ai is it's being used as tools by humans, in

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<v Speaker 6>which case it's not different than the web. It's not

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<v Speaker 6>different than our smartphones our you know, our Apple phones

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<v Speaker 6>are you know, flashlights and communication devices and map they

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<v Speaker 6>replace Thomas Guides, so their utility.

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<v Speaker 8>So so far.

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<v Speaker 6>Jenai technology has been a tool or a utility for

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<v Speaker 6>human beings. I think the vision of Sam Altman at

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<v Speaker 6>open Ai, Elon Musk, Mark Zuckerberg over at Meta is

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<v Speaker 6>to have and certainly of course of Navidia is to

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<v Speaker 6>have to achieve what's called superintelligence, where machines trained machines,

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<v Speaker 6>and case it replaces people at some level. It does better, thinking, faster,

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<v Speaker 6>it's less emotional. So if that comes true and they're

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<v Speaker 6>saying that's ten years out, that's superintelligence, it would actually

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<v Speaker 6>replace humans. But in near term it's just like the

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<v Speaker 6>other three technological disruptions you and I've seen where it

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<v Speaker 6>makes our life better. It's a tool for humans to

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<v Speaker 6>do faster, better, safer work.

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<v Speaker 2>So, Laura, you make the case that Netflix doesn't need

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<v Speaker 2>to buy Warner Brothers Discovery. It would be adding an

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<v Speaker 2>anchor and it would drag it down because it's this disruptor.

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<v Speaker 2>What about paramount skuidance? Doesn't that argument also apply or

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<v Speaker 2>does it not?

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<v Speaker 6>It does, But the distinction I would make is Netflix

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<v Speaker 6>is large enough to go it alone, and with generative

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<v Speaker 6>AI collapsing timeframes, their culture is really well suited to

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<v Speaker 6>the technological you know, the future of the next five years.

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<v Speaker 6>Peace Guy is subscale. It probably can't survive without bulking up,

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<v Speaker 6>and it doesn't really have time to build in a

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<v Speaker 6>generative world because it's just too small and change is

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<v Speaker 6>happening too fast, so it needs to bulk up and

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<v Speaker 6>buy in something. We think they could get it closed

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<v Speaker 6>in six months because we think the senior Ellison is

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<v Speaker 6>good friends with Donald Trump and he would have it

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<v Speaker 6>sale through regulatory so it would happen faster, there'd be

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<v Speaker 6>less uncertainty, and it would allow peace Guy to survive.

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<v Speaker 6>So I think they have to take the technological risk

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<v Speaker 6>because they must have scale.

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<v Speaker 2>Or they're going to die.

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<v Speaker 6>So they might die because I'm right about the culture

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<v Speaker 6>problem and the anchor problem, but they're going to die

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<v Speaker 6>if they don't buy something anyway, so it gives them

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<v Speaker 6>a better chance to survive. I think to buy Warner.

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<v Speaker 3>And Laurie you follow on Netflix, since it's inception here.

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<v Speaker 3>This is a company and a management team and a

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<v Speaker 3>board that's been pretty adamant.

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<v Speaker 5>They don't they'd rather build from within than buy.

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<v Speaker 3>What do you think is changed here, because this is

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<v Speaker 3>a huge turnaround for this company strategic wise.

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<v Speaker 6>Yeah, Paul, you know, we really wanted to write a

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<v Speaker 6>note that says dogma is bad. I mean, they said

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<v Speaker 6>they'd never do advertising. They do advertising. They said we'll

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<v Speaker 6>never do live sports, and now they've broadcast NFL games

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<v Speaker 6>on Christmas Day. And then they said, well, we don't

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<v Speaker 6>like the Hollywood, we don't like the theatrical window, and

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<v Speaker 6>we don't want to release any films in the theatrical

0:11:19.480 --> 0:11:22.439
<v Speaker 6>window unless talent like directors force us because they want

0:11:22.440 --> 0:11:27.200
<v Speaker 6>Academy Award consideration, which is a turn which is a requirement.

0:11:27.240 --> 0:11:28.720
<v Speaker 6>To get an Academy Award, you have to have been

0:11:28.760 --> 0:11:32.319
<v Speaker 6>released in theaters. So that is really hurting them in

0:11:31.640 --> 0:11:35.080
<v Speaker 6>this In this those words are really hurting them with

0:11:35.240 --> 0:11:39.720
<v Speaker 6>the talent community. So when they say we will never

0:11:39.800 --> 0:11:42.240
<v Speaker 6>do something, please take that with a grain of salt

0:11:42.320 --> 0:11:46.320
<v Speaker 6>because they often reverse themselves completely one hundred and eighty degrees,

0:11:46.640 --> 0:11:49.480
<v Speaker 6>and it's really those words about the theatrical window are

0:11:49.520 --> 0:11:54.200
<v Speaker 6>really hurting their hurting the feedback loops with talent like

0:11:54.280 --> 0:11:57.199
<v Speaker 6>big talent like Jim Cameron and Scarce. Like all these

0:11:57.240 --> 0:11:59.559
<v Speaker 6>people that really are big talent, they all want a

0:11:59.600 --> 0:12:03.600
<v Speaker 6>theatre window and Netflix. They're scared to death that if

0:12:03.679 --> 0:12:07.200
<v Speaker 6>Netflix bought Warners, the theatrical window over five years would

0:12:07.240 --> 0:12:07.760
<v Speaker 6>go to zero.

0:12:08.760 --> 0:12:11.959
<v Speaker 5>Stay with us. More from Bloomberg Intelligence coming up after this.

0:12:15.800 --> 0:12:19.520
<v Speaker 1>You're listening to the Bloomberg Intelligence Podcast. Catch us live

0:12:19.600 --> 0:12:22.679
<v Speaker 1>weekdays at ten am Eastern on Apple, Cocklay and Android

0:12:22.679 --> 0:12:26.000
<v Speaker 1>Auto with the Bloomberg Business App. Listen on demand wherever

0:12:26.080 --> 0:12:29.160
<v Speaker 1>you get your podcasts, or watch us live on YouTube.

0:12:29.800 --> 0:12:31.720
<v Speaker 2>All right, let's move on here and talk a little

0:12:31.720 --> 0:12:34.360
<v Speaker 2>bit about Home Depot. Home Depot, of course did come

0:12:34.360 --> 0:12:36.120
<v Speaker 2>out with earnings a while ago, but they are giving

0:12:37.120 --> 0:12:41.199
<v Speaker 2>a bigger long term outlook here for its business. It's

0:12:41.200 --> 0:12:43.680
<v Speaker 2>an investor day kind of outlook. And for that we

0:12:43.760 --> 0:12:46.760
<v Speaker 2>have Matthew Griffin, He's a Bloomberg Stocks reporter, to just

0:12:46.840 --> 0:12:49.000
<v Speaker 2>talk us through some of the issues at Home Depot's face.

0:12:49.040 --> 0:12:52.000
<v Speaker 2>Because at the last earning support, Home Depot made clear

0:12:52.160 --> 0:12:55.720
<v Speaker 2>that the expected rebound in demand that it was looking

0:12:55.760 --> 0:12:58.720
<v Speaker 2>for had not yet materialized. Is the tone changing here

0:12:58.760 --> 0:12:59.720
<v Speaker 2>from Home Depot?

0:13:00.559 --> 0:13:04.520
<v Speaker 8>Well, Scarlett I would say the tone really hasn't changed

0:13:04.600 --> 0:13:08.520
<v Speaker 8>in a meaningful way. Everyone's trying to make sense of

0:13:08.559 --> 0:13:11.040
<v Speaker 8>the economic moment that we're in. I mean, you were

0:13:11.080 --> 0:13:13.800
<v Speaker 8>just talking about economic data that we got this morning

0:13:13.840 --> 0:13:15.960
<v Speaker 8>that had some puts and takes in it when you

0:13:16.040 --> 0:13:19.400
<v Speaker 8>look at job openings versus layoffs, and I would say that,

0:13:19.800 --> 0:13:25.160
<v Speaker 8>like pretty much any economically sensitive company right now, Home

0:13:25.200 --> 0:13:28.280
<v Speaker 8>Depot is facing some puts in takes as well. So

0:13:28.640 --> 0:13:32.560
<v Speaker 8>they gave an outlook for comparable sales next year. They

0:13:32.600 --> 0:13:36.439
<v Speaker 8>are preliminary views. They'll be flat to up two percent.

0:13:37.240 --> 0:13:40.360
<v Speaker 8>That's lower than what Wall Street was looking for. But

0:13:40.440 --> 0:13:45.240
<v Speaker 8>then they also gave this market recovery scenario where there's

0:13:45.320 --> 0:13:47.840
<v Speaker 8>a bit more of a rebound in the US housing market,

0:13:47.920 --> 0:13:51.800
<v Speaker 8>more demand for home improvement, and in that scenario, comparable

0:13:51.800 --> 0:13:55.080
<v Speaker 8>sales would beat estimates at up four percent to five percent.

0:13:56.200 --> 0:13:58.160
<v Speaker 8>You know, you zoom out and you've got a picture

0:13:58.200 --> 0:14:01.559
<v Speaker 8>where mortgage rates have come down, but consumers are still

0:14:01.640 --> 0:14:04.880
<v Speaker 8>under pressure. Housing prices are still high, and so are

0:14:04.960 --> 0:14:10.920
<v Speaker 8>rates you know historically, and so you've got the consumer

0:14:11.000 --> 0:14:13.600
<v Speaker 8>trying to muddle through, companies trying to make sense of it,

0:14:13.640 --> 0:14:15.520
<v Speaker 8>and investors trying to make sense of it. You've got

0:14:15.520 --> 0:14:17.839
<v Speaker 8>the stock down a little bit pre market and now

0:14:17.920 --> 0:14:18.679
<v Speaker 8>just about flat on.

0:14:18.640 --> 0:14:22.480
<v Speaker 3>The day, four hundred and seventy thousand employees at home Depot.

0:14:22.520 --> 0:14:24.640
<v Speaker 3>That is amazing, But I don't think I could gave

0:14:24.680 --> 0:14:26.240
<v Speaker 3>a job there because I really don't know a hammer

0:14:26.240 --> 0:14:26.880
<v Speaker 3>from a screwdrive.

0:14:26.960 --> 0:14:29.040
<v Speaker 2>Okay, so back up a little bit, because Paul's goal

0:14:29.080 --> 0:14:31.440
<v Speaker 2>is to become a greeter at Walmart down the road. Like,

0:14:31.480 --> 0:14:33.040
<v Speaker 2>that's what he that's his dream job.

0:14:32.920 --> 0:14:35.600
<v Speaker 5>That's the final career.

0:14:35.280 --> 0:14:36.480
<v Speaker 2>Path, final destination.

0:14:37.920 --> 0:14:40.480
<v Speaker 3>So what are they saying about just the consumer behavior

0:14:40.600 --> 0:14:41.080
<v Speaker 3>these days?

0:14:41.200 --> 0:14:43.840
<v Speaker 5>I mean, interest rates are still high.

0:14:43.920 --> 0:14:49.400
<v Speaker 3>Are people still working on their homes, you know, the professional.

0:14:48.920 --> 0:14:50.440
<v Speaker 5>Versus the private?

0:14:50.680 --> 0:14:52.000
<v Speaker 3>What's going on with their core customer?

0:14:52.680 --> 0:14:56.720
<v Speaker 8>Yes, So we can actually look back to a few

0:14:56.760 --> 0:15:00.360
<v Speaker 8>weeks ago when they reported earnings and actually cut their

0:15:00.400 --> 0:15:05.120
<v Speaker 8>profit outlook for this year. What we saw in was

0:15:05.160 --> 0:15:08.880
<v Speaker 8>a continuation of trends at the company, which is you

0:15:09.000 --> 0:15:14.280
<v Speaker 8>have flagging demand for some of the bigger ticket home remodels. Again,

0:15:14.320 --> 0:15:18.840
<v Speaker 8>because there's pressure on consumers, people are not taking on

0:15:18.920 --> 0:15:21.920
<v Speaker 8>big projects, projects that require financing. At the same time,

0:15:21.960 --> 0:15:26.960
<v Speaker 8>they are shifting maybe into projects like gardening, smaller projects.

0:15:27.000 --> 0:15:28.960
<v Speaker 8>So it's not that people don't want to do anything.

0:15:29.040 --> 0:15:32.680
<v Speaker 8>It's that people are maybe the doing the home remodeling

0:15:32.720 --> 0:15:36.680
<v Speaker 8>equivalent of trading down here, which is a trend that

0:15:36.720 --> 0:15:39.640
<v Speaker 8>we've seen in other corners of the economy. For example,

0:15:39.760 --> 0:15:42.640
<v Speaker 8>Walmart's business holding up. You know, if you want that

0:15:42.720 --> 0:15:47.160
<v Speaker 8>greater job, it might be open for you because consumers

0:15:47.160 --> 0:15:49.800
<v Speaker 8>are trading down. That's good for Walmart's business, it's good

0:15:49.840 --> 0:15:53.360
<v Speaker 8>for a segment of Home depots business, but not enough

0:15:53.400 --> 0:15:56.560
<v Speaker 8>to support the overall outlook so far. And if you

0:15:56.640 --> 0:16:01.640
<v Speaker 8>look at these slides from their analyst today, they see

0:16:02.480 --> 0:16:06.800
<v Speaker 8>pressures continuing, including high home prices, and that's weighing on

0:16:06.840 --> 0:16:07.440
<v Speaker 8>consumers here.

0:16:07.520 --> 0:16:11.760
<v Speaker 2>Yeah, the affordability crisis strikes again. So, Matthew, I'm looking

0:16:11.800 --> 0:16:14.560
<v Speaker 2>at Loads shares, which are of course a competitor to

0:16:14.600 --> 0:16:17.960
<v Speaker 2>Home Depot down at the moment as Home Depot's basically unchanged.

0:16:18.240 --> 0:16:21.480
<v Speaker 2>Do we presume that these same headwinds that are dogging

0:16:21.520 --> 0:16:24.560
<v Speaker 2>Home Depot are the same that kind of our clouding

0:16:24.640 --> 0:16:26.440
<v Speaker 2>the outlook for our LOWS or does Loads have a

0:16:26.520 --> 0:16:27.480
<v Speaker 2>different approach?

0:16:28.920 --> 0:16:33.040
<v Speaker 8>Interestingly, you know, they both serve similar corners of the

0:16:33.080 --> 0:16:37.880
<v Speaker 8>market home improvement. So far, it does seem like LOWS

0:16:37.880 --> 0:16:40.040
<v Speaker 8>has fared a little bit better this year, at least

0:16:40.040 --> 0:16:42.360
<v Speaker 8>with how investors have viewed the way they've been managing

0:16:42.400 --> 0:16:46.400
<v Speaker 8>through their shares currently down about two percent on the year,

0:16:46.840 --> 0:16:50.080
<v Speaker 8>compared to down ten percent for Home Depot. If you

0:16:50.120 --> 0:16:52.960
<v Speaker 8>look at that reaction today, it's possible investors are thinking

0:16:53.920 --> 0:16:58.560
<v Speaker 8>there could be some of the same headwinds in their future.

0:16:59.200 --> 0:17:01.440
<v Speaker 8>But again, it do us seem like they've gotten a

0:17:01.440 --> 0:17:02.640
<v Speaker 8>little bit more of a pass so far.

0:17:03.600 --> 0:17:05.880
<v Speaker 3>I about tariffs here, What's what are the companies saying

0:17:05.920 --> 0:17:08.440
<v Speaker 3>about tariffs and their ability to deal with them?

0:17:08.520 --> 0:17:12.720
<v Speaker 8>So so far, the companies in their commentary have really

0:17:12.840 --> 0:17:18.680
<v Speaker 8>focused on the state of the consumer rather than directly

0:17:19.320 --> 0:17:22.120
<v Speaker 8>talking or at least talking constantly about tariffs. I would

0:17:22.200 --> 0:17:27.560
<v Speaker 8>say though, that Home Depot did call out high building

0:17:27.640 --> 0:17:32.720
<v Speaker 8>material costs as a reason that consumers are deferring home

0:17:32.720 --> 0:17:36.840
<v Speaker 8>improvement projects, So you know, you do think about tariffs

0:17:36.880 --> 0:17:39.880
<v Speaker 8>on lumber things like that. That doesn't help that side

0:17:39.880 --> 0:17:40.359
<v Speaker 8>of the equation.

0:17:40.960 --> 0:17:44.120
<v Speaker 5>Stay with us. More from Bloomberg Intelligence coming up after this.

0:17:48.000 --> 0:17:51.680
<v Speaker 1>You're listening to the Bloomberg Intelligence podcast. Catch us live

0:17:51.760 --> 0:17:54.880
<v Speaker 1>weekdays at ten am Eastern on Apple, Cocklay and Android

0:17:54.880 --> 0:17:58.200
<v Speaker 1>Auto with the Bloomberg Business app. Listen on demand wherever

0:17:58.240 --> 0:18:01.360
<v Speaker 1>you get your podcasts, or that's just live on YouTube.

0:18:02.000 --> 0:18:04.080
<v Speaker 2>We want to talk about Campbell's. The company came out

0:18:04.080 --> 0:18:06.800
<v Speaker 2>with its fiscal first quarter earnings. Both the top line

0:18:06.840 --> 0:18:09.720
<v Speaker 2>and the bottom line beat analy assessments, but the direction

0:18:09.800 --> 0:18:13.000
<v Speaker 2>of travel for revenue profit is still lower. Let's bring

0:18:13.040 --> 0:18:17.520
<v Speaker 2>in Diana Rosera, pennacious Bloomberg Intelligence consumer staples analysts on

0:18:17.680 --> 0:18:20.280
<v Speaker 2>the latest on Campbell's and of course the package foods

0:18:20.280 --> 0:18:25.120
<v Speaker 2>industry overall. So Campbell's has two businesses, the snacks business

0:18:25.160 --> 0:18:27.920
<v Speaker 2>and the meals and beverages portfolio. How are the two

0:18:27.960 --> 0:18:30.680
<v Speaker 2>businesses doing, Diana, Well, they are just.

0:18:30.920 --> 0:18:33.439
<v Speaker 7>Put some takes on both of them. You know, for

0:18:33.520 --> 0:18:37.959
<v Speaker 7>meals and beverages, there's some headwinds on ready to serve soup,

0:18:38.160 --> 0:18:42.119
<v Speaker 7>whereas broth and condensed soup, which is usually used in cooking,

0:18:42.640 --> 0:18:46.000
<v Speaker 7>is improving. You know, you have V eight, which is

0:18:46.040 --> 0:18:48.440
<v Speaker 7>not really it's a brand that is not really doing

0:18:48.480 --> 0:18:50.120
<v Speaker 7>that well so.

0:18:51.640 --> 0:18:54.560
<v Speaker 5>Well to me. To me, that's like my healthy eating

0:18:54.560 --> 0:18:56.720
<v Speaker 5>for the day. Drink a little one in the morning.

0:18:56.800 --> 0:18:58.119
<v Speaker 2>When you're on the plane, You'll get a VA and

0:18:58.160 --> 0:18:58.760
<v Speaker 2>you're like, I'm.

0:18:58.600 --> 0:19:01.159
<v Speaker 5>Good, I'm good, I'm good. That's WoT. No need to

0:19:01.200 --> 0:19:02.560
<v Speaker 5>go to the gym on exactly.

0:19:02.800 --> 0:19:08.040
<v Speaker 7>So, but it's still facing some headwinds for snacks. It's

0:19:08.080 --> 0:19:11.520
<v Speaker 7>it's kind of I found out odd because there seems

0:19:11.560 --> 0:19:15.119
<v Speaker 7>to be a bifurcation of the consumer trends here. You

0:19:15.200 --> 0:19:20.440
<v Speaker 7>have salty snacks being you know, challenged by people trying

0:19:20.480 --> 0:19:24.199
<v Speaker 7>to eat healthier, reducing their sodium, but then you have

0:19:24.280 --> 0:19:29.040
<v Speaker 7>cookies outperforming. So I guess it's the salad with the fries.

0:19:28.960 --> 0:19:30.280
<v Speaker 2>All right, which I love.

0:19:30.320 --> 0:19:31.840
<v Speaker 5>By the way, Yes, yeah, absolutely.

0:19:32.480 --> 0:19:35.120
<v Speaker 3>Campbell Wills agreed to take a forty nine percent stake

0:19:35.160 --> 0:19:38.120
<v Speaker 3>in Lot Regina. What is law Regina? What's Campbell's trying

0:19:38.160 --> 0:19:38.520
<v Speaker 3>to do here?

0:19:38.760 --> 0:19:42.680
<v Speaker 7>Yeah, so that is the supplier for REOs, which they

0:19:42.720 --> 0:19:46.639
<v Speaker 7>bought it a year or so ago, and that it

0:19:46.760 --> 0:19:49.480
<v Speaker 7>makes it kind of like have a little bit more

0:19:49.480 --> 0:19:53.320
<v Speaker 7>control on the supply side. There has been some headwinds

0:19:53.359 --> 0:19:57.680
<v Speaker 7>on this brand because tomatoes are being exported or imported

0:19:57.760 --> 0:20:01.080
<v Speaker 7>to the United States, so they have to face some tariffs.

0:20:01.119 --> 0:20:04.359
<v Speaker 7>So you know, with this they're trying to not only

0:20:04.400 --> 0:20:06.520
<v Speaker 7>offset tyres, but have a little bit more on the

0:20:07.080 --> 0:20:09.280
<v Speaker 7>supply chain, have a little bit more control on that.

0:20:09.320 --> 0:20:10.440
<v Speaker 5>Here's my Rao story.

0:20:10.520 --> 0:20:13.320
<v Speaker 3>I mean it's for people to arn't in New York City.

0:20:13.359 --> 0:20:15.000
<v Speaker 3>It's a very famous restaurant in New York. It's very

0:20:15.000 --> 0:20:17.399
<v Speaker 3>difficult to get a table there, to get a reservation.

0:20:18.400 --> 0:20:20.800
<v Speaker 3>On my thirty years of Wall Street, I've asked people

0:20:21.200 --> 0:20:23.040
<v Speaker 3>to take me. Who I know go there to take me.

0:20:23.240 --> 0:20:26.000
<v Speaker 3>I haven't gone once. Really, Yeah, I mean it is impossible.

0:20:26.080 --> 0:20:28.080
<v Speaker 3>Like I never asked people to take me out on

0:20:28.080 --> 0:20:30.439
<v Speaker 3>their great golf course. I just wait for the invite

0:20:30.440 --> 0:20:30.720
<v Speaker 3>to come.

0:20:30.920 --> 0:20:33.040
<v Speaker 5>But for REOs, I've actively tried to get.

0:20:33.000 --> 0:20:37.000
<v Speaker 2>And haven't gotten. Anyone who has to invite into Rao's,

0:20:37.240 --> 0:20:40.040
<v Speaker 2>let possibly know. You know, I did actually get to

0:20:40.040 --> 0:20:42.040
<v Speaker 2>eat there. We ordered take out during the pandemic when

0:20:42.040 --> 0:20:44.160
<v Speaker 2>they take out. Yeah, so that was my one time

0:20:44.160 --> 0:20:44.560
<v Speaker 2>I got to.

0:20:44.480 --> 0:20:45.280
<v Speaker 5>Eat Rare very good.

0:20:45.400 --> 0:20:47.840
<v Speaker 2>But Diana, I want to ask you about, of course,

0:20:47.840 --> 0:20:52.200
<v Speaker 2>the controversy that surrounded Campbell's. Just last month, there was

0:20:52.240 --> 0:20:54.040
<v Speaker 2>an executive he was a vice president of the IT

0:20:54.359 --> 0:20:58.280
<v Speaker 2>department who talked about how the company's products are being

0:20:58.320 --> 0:21:01.720
<v Speaker 2>made for poor people and you know, had some disparaging

0:21:01.800 --> 0:21:06.040
<v Speaker 2>remarks about some of the employees, the Indian employees. Is

0:21:06.320 --> 0:21:09.040
<v Speaker 2>that something that's going to cast a pall over Campbell's

0:21:09.080 --> 0:21:11.280
<v Speaker 2>I mean, do you see any long term effects from that?

0:21:11.720 --> 0:21:15.120
<v Speaker 7>Well, usually they did not address that during the call,

0:21:15.720 --> 0:21:18.600
<v Speaker 7>but I think it's it might be a short term

0:21:18.920 --> 0:21:23.639
<v Speaker 7>headwind if there's any boycott happening. I don't I'm not

0:21:23.680 --> 0:21:26.480
<v Speaker 7>necessary I don't necessarily think that there's going to be one.

0:21:26.760 --> 0:21:30.240
<v Speaker 7>It's just one executive, and the company went ahead and

0:21:30.800 --> 0:21:32.720
<v Speaker 7>kind of tried to put on record that they're not

0:21:32.880 --> 0:21:37.440
<v Speaker 7>necessarily agreeing with what he said. So it's you know it,

0:21:37.880 --> 0:21:40.639
<v Speaker 7>I don't necessarily see that as a significant headwind for

0:21:40.680 --> 0:21:41.240
<v Speaker 7>the company.

0:21:41.760 --> 0:21:44.639
<v Speaker 3>Package good companies, I kind of think of them kind

0:21:44.680 --> 0:21:48.480
<v Speaker 3>of a GDP top line growth story at best. What's

0:21:48.480 --> 0:21:50.439
<v Speaker 3>the twenty twenty six out lot for your companies? Are

0:21:50.440 --> 0:21:52.200
<v Speaker 3>what are investors looking for?

0:21:52.680 --> 0:21:56.320
<v Speaker 7>So for twenty six, they're hoping that there's some light

0:21:56.359 --> 0:22:00.680
<v Speaker 7>at the end of the tunnel in terms of volume growth. Again,

0:22:00.720 --> 0:22:03.320
<v Speaker 7>it might be a second half of the year story

0:22:03.359 --> 0:22:08.879
<v Speaker 7>because comps get a lot easier going forward, but you know,

0:22:09.000 --> 0:22:11.960
<v Speaker 7>profitability seems to be a little bit more difficult because

0:22:11.960 --> 0:22:15.080
<v Speaker 7>they have tariffs, they have to contend costs steal are

0:22:15.080 --> 0:22:18.440
<v Speaker 7>a little bit higher. Specific specifically on the employee side,

0:22:18.720 --> 0:22:22.359
<v Speaker 7>and there's also marketing that they have to do because

0:22:22.400 --> 0:22:26.520
<v Speaker 7>they want to spur growth, and pricing is not necessarily

0:22:26.600 --> 0:22:30.160
<v Speaker 7>the you know, the only lever that they have.

0:22:30.119 --> 0:22:32.040
<v Speaker 2>To But you know, I think about Campbell's and other

0:22:32.080 --> 0:22:34.880
<v Speaker 2>packaged foods companies and how much competition they must face

0:22:34.920 --> 0:22:38.800
<v Speaker 2>from private label products. I go to the supermarket, I'm

0:22:38.840 --> 0:22:40.399
<v Speaker 2>going to get the check and brought that's cheapest, and

0:22:40.440 --> 0:22:42.879
<v Speaker 2>it's usually the ones sold by the supermarket and not

0:22:42.960 --> 0:22:46.240
<v Speaker 2>Campbell's or anyone else's. So that's I mean. And for

0:22:46.440 --> 0:22:49.040
<v Speaker 2>private label, you don't need to do any marketing exactly.

0:22:49.560 --> 0:22:52.440
<v Speaker 2>So what is there how do they counter that? Well,

0:22:52.880 --> 0:22:53.640
<v Speaker 2>more marketing.

0:22:53.640 --> 0:22:57.240
<v Speaker 7>They're trying to work with the with the retailers to

0:22:57.440 --> 0:23:00.280
<v Speaker 7>position themselves in the best part of the shell to

0:23:00.320 --> 0:23:04.760
<v Speaker 7>be able to move their product. Yeah, well, obviously retailers

0:23:04.800 --> 0:23:08.919
<v Speaker 7>have to contend with increasing their private label penetration. At

0:23:09.000 --> 0:23:12.480
<v Speaker 7>the same time have a good relationship with this national brand,

0:23:12.520 --> 0:23:17.199
<v Speaker 7>so they're not necessarily want them to go against you know,

0:23:17.240 --> 0:23:21.120
<v Speaker 7>this product. So they're trying to there's some negotiations happening

0:23:21.400 --> 0:23:23.960
<v Speaker 7>and usually you know, when I speak to retailers, because

0:23:23.960 --> 0:23:27.000
<v Speaker 7>I do cover Canadian retailers. They mentioned that they try

0:23:27.119 --> 0:23:30.600
<v Speaker 7>to expand their private label into white spaces not necessarily

0:23:30.680 --> 0:23:34.960
<v Speaker 7>served by national brands, So you're while your minds might

0:23:35.160 --> 0:23:39.000
<v Speaker 7>see some you know, condensed soup private label, it's not

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<v Speaker 7>as as intricate or better quality than probably Campbell's.

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<v Speaker 1>This is the Bloomberg Intelligence Podcast, available on Apple, Spotify,

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<v Speaker 1>and anywhere else you get your podcasts. Listen live each weekday,

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<v Speaker 1>ten am to noon Eastern, on Bloomberg dot com, the

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