WEBVTT - Bloomberg Businessweek Weekend-January 23, 2021

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<v Speaker 1>This is Bloomberg Business Week with Carol Masser and Bloomberg

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<v Speaker 1>Quick Takes Tim Stenovic from Bloomberg Radio. Hi. I am

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<v Speaker 1>Carol Masser and I'm Tim Stenovick of Bloomberg Quicktake. Welcome

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<v Speaker 1>to the weekend edition of Bloomberg Business Week. Weekend. It's here.

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<v Speaker 1>It's week forty five. Though working from home still for

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<v Speaker 1>so many we were at corporate headquarters for Bloomberg in

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<v Speaker 1>New York City. A week was so much going on.

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<v Speaker 1>A new US president was sworn in, and a week

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<v Speaker 1>where US virus cases topping four hundred thousand, Tim and counting. Wow,

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<v Speaker 1>a grim milestone, Carol, and it certainly shows that front

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<v Speaker 1>and center for the Biden administration on day one is

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<v Speaker 1>the virus and the recovery. This is the main backdrop

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<v Speaker 1>for this week's magazine, the Year Ahead issue, covering the

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<v Speaker 1>major trends, disruptions, breakthrough products, innovations and movements to watch

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<v Speaker 1>for this year. I feel like there's so much to

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<v Speaker 1>watch this year. We'll have a few highlights from the

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<v Speaker 1>magazine and also from our daily radio show, including former

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<v Speaker 1>Obama campaign consultant Spencer Critchley. He's also the author of

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<v Speaker 1>Patriots of two nations where Trump was inevitable and what

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<v Speaker 1>happens next. You and I love this conversation. We do.

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<v Speaker 1>I love talking to Spencer and Carol. We're also gonna

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<v Speaker 1>have the latest on COVID nineteen vaccinations. They are not

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<v Speaker 1>happening fast enough. There's still a lot of bureaucracy and

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<v Speaker 1>red tape. Go to voice on the front line, Surgical

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<v Speaker 1>Solution CEO ALYSSA wrap. All right, so all of that

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<v Speaker 1>to come. We're going to begin with this week's cover story. Well,

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<v Speaker 1>the kind of story is really all about the year ahead,

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<v Speaker 1>but kind of tying it together for us was our

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<v Speaker 1>Peter Coy. He talked about more vaccinations, more stimulus, more sanity.

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<v Speaker 1>He gave us kind of the guide toe and Tim

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<v Speaker 1>I got to say, I love the tagline for this one.

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<v Speaker 1>The economic outlook is starting to brighten, but the world

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<v Speaker 1>well it still needs a shot in the arm. Yeah.

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<v Speaker 1>I certainly need that shot in the arm. We've got

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<v Speaker 1>more on that with Bloomberg business Week Economics editor Peter

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<v Speaker 1>Coy and Bloomberg business Week Editor Joel Weber. We tried

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<v Speaker 1>to be slightly lighthearted and go with this tabloid look,

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<v Speaker 1>which really just started with us asking a bunch of questions.

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<v Speaker 1>And as we kept asking questions, I kept adding exclamation marks.

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<v Speaker 1>I think the big debate on the staff is whether

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<v Speaker 1>one is the year of the exclamation mark or the

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<v Speaker 1>year of the question mark. UM. Right now it feels

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<v Speaker 1>more like the latter. Just tons of questions. And as

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<v Speaker 1>we started UM asking those questions, though we we did.

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<v Speaker 1>I mean, it's the tabloid thing is fun, but we

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<v Speaker 1>we take this very seriously and we tried to just

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<v Speaker 1>pack it full of as much useful information as we can.

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<v Speaker 1>That's where Peter came in with the intro obviously, and

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<v Speaker 1>you know that. I think the real takeaway Peter is,

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<v Speaker 1>you know, our economic outlook is basically UM wedded to

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<v Speaker 1>the number of vaccinations that the US is able to do,

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<v Speaker 1>and that goes for the rest of the world as well.

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<v Speaker 1>So what does that outlook sort of look like? UM

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<v Speaker 1>from your reporting. If you look at the GDP forecasts

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<v Speaker 1>for the world and and the US and many other countries,

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<v Speaker 1>they look pretty good. You would think, wow, nice, that's

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<v Speaker 1>healthy growth for example for the world five, for the

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<v Speaker 1>US three. But you have to keep in mind does

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<v Speaker 1>ASK off a very low base. So what's happened is

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<v Speaker 1>that was an awful year, and we're getting a rebound,

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<v Speaker 1>So it looks good, but we're not even rebounding all

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<v Speaker 1>the way back to the trajector we were on. Uh,

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<v Speaker 1>you know, it's it's like the I don't know, maybe

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<v Speaker 1>I'm just glass is half empty kind of guy, but

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<v Speaker 1>I'm not super happy about this. Oh, come on, maybe

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<v Speaker 1>you're just a realist, Peter. Yeah, okay, Well, is there

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<v Speaker 1>any I mean, is there any good news? Did you

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<v Speaker 1>find anything to be optimistic about in your reporting? No?

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<v Speaker 1>I mean, the obvious thing is that the vaccines were

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<v Speaker 1>developed far faster than you know, a lot of scientists

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<v Speaker 1>have been expecting. That's a huge positive. It is taking

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<v Speaker 1>a while to get them distributed, but the US is actually,

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<v Speaker 1>even though if you're living in the US it feels

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<v Speaker 1>kind of slow, the US has has done a higher

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<v Speaker 1>percentage of its population getting vaccines than most other countries.

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<v Speaker 1>And I do believe that we're going to get our

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<v Speaker 1>act together eventually, and that this will end up being

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<v Speaker 1>um the year when the tide really does turn on

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<v Speaker 1>the vaccine the second half is going to look better

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<v Speaker 1>in the first half, and so it also looks different

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<v Speaker 1>elsewhere in the world, Peter Um. In one place that

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<v Speaker 1>it looks completely different is China, which even though they

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<v Speaker 1>haven't really done mass vaccinations yet, the economy remains to

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<v Speaker 1>you know, it didn't skip a beat last year. Only uh,

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<v Speaker 1>you know, major economy that didn't have a contraction. And

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<v Speaker 1>you know, here here we are projecting that you know,

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<v Speaker 1>they will become the world's largest economy in just a

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<v Speaker 1>couple more years. Um. What from an economy standpoint, Just

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<v Speaker 1>how how legit are those Chinese numbers? You know, you

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<v Speaker 1>never know whether to trust any given year, but it's

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<v Speaker 1>certainly true that relatively speaking, they did better than the

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<v Speaker 1>rest of the world. I mean, it's just obvious just

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<v Speaker 1>walking around the streets of Beijing or Shanghai that people

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<v Speaker 1>are going to restaurants, are going to theaters there, kids

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<v Speaker 1>are going to school just as normal people are going

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<v Speaker 1>to work, just as normal traveling. Um, that's just evidence

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<v Speaker 1>that they've got the virus under control through you know,

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<v Speaker 1>blocking and tackling, doing the basics right. So they had,

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<v Speaker 1>as Joel said, positive growth last year, and they expected

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<v Speaker 1>to have a strong growth this year. When you when

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<v Speaker 1>you look in your intro, you had a couple of

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<v Speaker 1>other countries that that stood out to you. What are

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<v Speaker 1>the other ones that that you feel are gonna you know,

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<v Speaker 1>the ones that will continue to talk about this year. Well,

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<v Speaker 1>the UK had a terrible They did much worse than

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<v Speaker 1>the US. US probably had about a three point six

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<v Speaker 1>decline in GDP UK over ten decline in g d

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<v Speaker 1>p UM. So uh Boris Johnson has his hands full

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<v Speaker 1>trying to fix that and now looking so good so

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<v Speaker 1>far with more lockdowns to try to suppress the virus um.

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<v Speaker 1>Germany is done somewhat better. Germany has a bad habit

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<v Speaker 1>of exporting its way out of its problems, building up

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<v Speaker 1>huge trade surpluses that other countries resent, and that looks

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<v Speaker 1>like that's going to continue in If a company does

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<v Speaker 1>have a good chance of succeeding in the new environment,

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<v Speaker 1>it makes sense to keep it alive. If it's business

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<v Speaker 1>models fundamentally flawed because of the changes caused by COVID,

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<v Speaker 1>then maybe it's better let it go. That pieced him

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<v Speaker 1>really laying out the top themes for the year and

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<v Speaker 1>how we may see a recovery from a time like

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<v Speaker 1>no other. As we've talked about so much, Caroll, the

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<v Speaker 1>recovery inextricably linked to the vaccine rollout. It cannot happen

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<v Speaker 1>soon enough. That was, of course, Bloomberg business Week Economics

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<v Speaker 1>editor Peter Coy and Bloomberg Business Week Editor Joel Weber

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<v Speaker 1>coming up the year ahead when it comes to politics

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<v Speaker 1>and government, Well, will the divisions continue to dominate? We'll

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<v Speaker 1>check in with one Washington insider. He's also the author

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<v Speaker 1>of Patriots of Two Nations, Why Trump was Inevitable and

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<v Speaker 1>what happens next. You're listening to Bloomberg Business Week. This

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<v Speaker 1>is Bloomberg. This is Bloomberg Business Week with Carol Messer

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<v Speaker 1>and Bloomberg Quick Takes Tim Stinovich from Bloomberg Radio. Safe

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<v Speaker 1>to say that one year ago this time we really

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<v Speaker 1>had no idea of what would come on the political front.

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<v Speaker 1>Fast forward to this year. We've got a new president,

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<v Speaker 1>a Democratic Congress by a slim margin, and an administration

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<v Speaker 1>to him with a year ahead to do list that's

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<v Speaker 1>long and wide in a Washington that's still wheeling from

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<v Speaker 1>the capital riot at the start of the year. And

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<v Speaker 1>you know, Carol, this is really the reason that we

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<v Speaker 1>wanted to talk with Spencer Critchley. He's managing partner at

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<v Speaker 1>the marketing agency Boots Road Group. He's also an award

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<v Speaker 1>winning journalist, a communications consultant who has worked for both

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<v Speaker 1>of Barack Obama's presidential campaigns as well. He's a modern

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<v Speaker 1>day renaissance man because he's also a digital media producer.

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<v Speaker 1>He's worked with David Bowie, Moby Santana, Britney Spears, a

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<v Speaker 1>bunch of others. He's also author of Patriots of Two Nations.

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<v Speaker 1>Why Trump was Inevitable and what happens next? Top of

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<v Speaker 1>mind for us right tim the inauguration and division in Washington.

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<v Speaker 1>We have to have hope. I think today it's been

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<v Speaker 1>so inspiring what's been going on, and I think that

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<v Speaker 1>President Biden has followed exactly the right course here. You know,

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<v Speaker 1>when he's talking about restoring the soul of America. I

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<v Speaker 1>know people have probably assumed that that was standard campaign rhetoric,

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<v Speaker 1>because politicians tend to talk in these you know, sweeping

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<v Speaker 1>historic terms to try to motivate voters in this grand

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<v Speaker 1>mission of their campaign. But I am confident that Joe

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<v Speaker 1>Biden means that from his heart, and I think what

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<v Speaker 1>he's referring to is the set of core moral values

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<v Speaker 1>that are at the heart of democracy, and that make

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<v Speaker 1>it possible. You know, we're a civic nation, the first

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<v Speaker 1>one in history to not have a state religion and

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<v Speaker 1>not have an official ethnic identity defining us. But instead

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<v Speaker 1>we're really defined by the idea of America has embodied

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<v Speaker 1>in the Constitution. And those shared moral values are values

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<v Speaker 1>like freedom and equality and the rule of law and

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<v Speaker 1>democracy itself. And that's what Biden has talking about. It

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<v Speaker 1>goes way beyond the partisan differences and the other differences

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<v Speaker 1>that have divided us so much and for so long,

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<v Speaker 1>and really calls on all of us to renew our

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<v Speaker 1>support for democracy itself. So, how does if you were

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<v Speaker 1>advising President Biden, if you're advising him right now, how

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<v Speaker 1>does he bring a nation together that is so divided.

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<v Speaker 1>I think that that's where he needs to start, is

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<v Speaker 1>appealing to people's hearts, because as I you know, as

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<v Speaker 1>I say in the title of my book, the people

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<v Speaker 1>who are divided consider themselves as patriots. Even if they

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<v Speaker 1>hate the people on the other side of the divide

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<v Speaker 1>and see the people on the other side as threats

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<v Speaker 1>to the United States, they see themselves as patriots. And

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<v Speaker 1>if you have a situation where two groups divided so deeply,

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<v Speaker 1>both see themselves as patriots. The issue is they're seeing

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<v Speaker 1>different nations. They're patriotic to different visions of what the

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<v Speaker 1>nation is. And I think what Biden needs to do

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<v Speaker 1>and will do is show people, in fact, we're united

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<v Speaker 1>by one nation that's defined by these values that we

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<v Speaker 1>do all share. If we don't share these core values

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<v Speaker 1>and affect our civic religion of equality, freedom, rule of law, etcetera,

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<v Speaker 1>then we don't support democracy. So if you're going to

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<v Speaker 1>be in the circle of democracy, you must share those values.

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<v Speaker 1>And I think you know most people believe in those

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<v Speaker 1>values and want to be appealed to on that level.

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<v Speaker 1>And so if he does, I think that goes much

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<v Speaker 1>farther than any particular policy position. All right, Spencer, don't

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<v Speaker 1>hate me, but I'm gonna I think I said this

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<v Speaker 1>last time you were on because it was a line

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<v Speaker 1>that in your in your book that just stayed with me,

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<v Speaker 1>and you said, Um, how you think you understand what

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<v Speaker 1>has happened here? And that is that this has been

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<v Speaker 1>coming since the founding of the country. America's two nations

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<v Speaker 1>occupying the same land, but seeing everything very differently, even

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<v Speaker 1>including truth itself. And what's interesting is we do look

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<v Speaker 1>at this division. I think one of the things Tim

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<v Speaker 1>and I have thought was really important and our reporters

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<v Speaker 1>Bloomberg News are are writing on it is talking to

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<v Speaker 1>those right ers understanding why they did what they did.

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<v Speaker 1>And I think we have forgotten Americans that we need

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<v Speaker 1>to understand why they feel like they're not represented in

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<v Speaker 1>this government or that they needed to overtake this government. Yes,

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<v Speaker 1>although there is a certain point at which everybody has

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<v Speaker 1>a choice, and um, I think we make a mistake

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<v Speaker 1>if we see everything in terms of ideas. I've been

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<v Speaker 1>working hard, including with this book, to try to help

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<v Speaker 1>people understand each other, especially people on my side of

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<v Speaker 1>the divide, which is the democratic liberal side of the divide,

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<v Speaker 1>to help them understand why good people would support President

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<v Speaker 1>Trump for example. Um, However, when you are offered the

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<v Speaker 1>choice to storm the capital, to smash the windows, to

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<v Speaker 1>attack police officers, to threaten the lives of elected officials,

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<v Speaker 1>we don't need to understand that at that point, Um,

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<v Speaker 1>you just need to be stopped and you need to

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<v Speaker 1>be held to account. And this also is part of

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<v Speaker 1>really understanding and defending the moral values that is not

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<v Speaker 1>a partisan position. If we believe intomocracy you must not

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<v Speaker 1>and cannot be allowed to do those sorts of things.

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<v Speaker 1>So for the people, you know, think about it this way.

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<v Speaker 1>We think about understanding, you know, what democracy is about,

0:12:10.640 --> 0:12:12.400
<v Speaker 1>and all this sort of stuff, But think about the

0:12:12.440 --> 0:12:16.679
<v Speaker 1>developmentally disabled, for the intellectually disabled, for example, there are

0:12:16.760 --> 0:12:20.840
<v Speaker 1>no morally worse than anybody else. It doesn't require advanced

0:12:20.880 --> 0:12:24.120
<v Speaker 1>intelligence or high education to understand that it's wrong to

0:12:24.360 --> 0:12:27.600
<v Speaker 1>destroy things and to hurt people. And the people who

0:12:27.760 --> 0:12:31.240
<v Speaker 1>participated in that attack, that is what they did and

0:12:31.320 --> 0:12:34.760
<v Speaker 1>that is just wrong. Um. I think coming out of this,

0:12:34.960 --> 0:12:37.319
<v Speaker 1>because things have gotten so bad, we're actually going to

0:12:37.440 --> 0:12:40.199
<v Speaker 1>have to follow a truth and reconciliation process, as was

0:12:40.280 --> 0:12:44.400
<v Speaker 1>followed in post apartheid South Africa, post World War two Germany,

0:12:44.440 --> 0:12:47.280
<v Speaker 1>post troubles in Northern Ireland. We first of all must

0:12:47.440 --> 0:12:53.319
<v Speaker 1>establish we must re establish truth, especially because autocrats always

0:12:53.360 --> 0:12:57.079
<v Speaker 1>attack the truth. Uh an attack history. History is the

0:12:57.240 --> 0:13:00.559
<v Speaker 1>enemy of tyrants and it's the friend of freedom. So

0:13:00.679 --> 0:13:03.319
<v Speaker 1>we must establish truth and we must have accountability, and

0:13:03.400 --> 0:13:06.319
<v Speaker 1>then we can work towards reconciliation. The first thing we

0:13:06.440 --> 0:13:09.079
<v Speaker 1>have to do is re established this sense of shared values.

0:13:09.320 --> 0:13:10.959
<v Speaker 1>I think that if we think too much at the

0:13:11.040 --> 0:13:13.760
<v Speaker 1>tactical level. We won't get there because we're kind of lost.

0:13:14.800 --> 0:13:19.840
<v Speaker 1>Our dispute really takes place over tactics and policy details

0:13:19.920 --> 0:13:22.440
<v Speaker 1>and charges and counter charges, and and it ends up

0:13:23.120 --> 0:13:27.319
<v Speaker 1>deepening the division and increasing the loss of trust. And

0:13:27.480 --> 0:13:30.480
<v Speaker 1>when you're as divided as UM so many Americans are

0:13:30.600 --> 0:13:32.679
<v Speaker 1>right now, the first thing to do is re established

0:13:32.720 --> 0:13:36.080
<v Speaker 1>shared values, to re establish trust, because people really only

0:13:36.160 --> 0:13:38.200
<v Speaker 1>listen to people that they trust. And if you've lost

0:13:38.240 --> 0:13:41.200
<v Speaker 1>trust in each other, it doesn't really matter what you say,

0:13:41.280 --> 0:13:43.280
<v Speaker 1>how valid it is, it's just not going to be

0:13:43.360 --> 0:13:45.679
<v Speaker 1>heard or you know, given any any weight with the

0:13:45.800 --> 0:13:48.199
<v Speaker 1>lack of trust. And this is one reason why I

0:13:48.280 --> 0:13:52.679
<v Speaker 1>think Joe Biden was quite possibly the best choice the

0:13:52.800 --> 0:13:55.480
<v Speaker 1>Democrats could have come up with for this time in history,

0:13:56.080 --> 0:13:59.480
<v Speaker 1>because it's such a strength of his UM. I wrote

0:13:59.720 --> 0:14:02.240
<v Speaker 1>a or a piece about this at Spencer criticley dot

0:14:02.280 --> 0:14:05.400
<v Speaker 1>com just called a good man because aside from his

0:14:05.480 --> 0:14:07.280
<v Speaker 1>other qualifications, and I think he's actually one of the

0:14:07.320 --> 0:14:11.960
<v Speaker 1>most highly qualified on paper presidents in our history. UM,

0:14:13.720 --> 0:14:16.880
<v Speaker 1>perhaps his most important quality is who's a thoroughly good person,

0:14:16.960 --> 0:14:19.520
<v Speaker 1>As everybody who's been around him for any length of

0:14:19.560 --> 0:14:24.240
<v Speaker 1>time knows and will tell you. And leadership is not

0:14:24.640 --> 0:14:28.440
<v Speaker 1>about what you can impose on people. Ultimately, it's about

0:14:28.480 --> 0:14:31.960
<v Speaker 1>what you can summon from them. And I think that

0:14:32.120 --> 0:14:35.200
<v Speaker 1>we're already seeing. I don't think I'm dreaming. I think

0:14:35.240 --> 0:14:37.880
<v Speaker 1>we're already starting to feel how different it's going to

0:14:37.960 --> 0:14:40.680
<v Speaker 1>be when we have a leader who is summoning the

0:14:40.720 --> 0:14:43.160
<v Speaker 1>best from us. It's always great to have Spencer Critchley

0:14:43.280 --> 0:14:45.320
<v Speaker 1>join us. He is again the author of Patriots of

0:14:45.360 --> 0:14:48.080
<v Speaker 1>Two Nations, Why Trump Was Inevitable and What Happens Next,

0:14:48.160 --> 0:14:50.440
<v Speaker 1>also managing partner for Boots Road Group. I gotta say

0:14:50.480 --> 0:14:53.440
<v Speaker 1>one of my favorite conversations this week, Tim still ahead Washington.

0:14:53.560 --> 0:14:56.040
<v Speaker 1>We know the inauguration politics, as we said top of

0:14:56.120 --> 0:14:59.000
<v Speaker 1>mine this week. So too were those troubling COVID headlines.

0:14:59.160 --> 0:15:02.960
<v Speaker 1>How one healthcare ceo is supporting frontline workers and healthcare systems.

0:15:03.240 --> 0:15:10.800
<v Speaker 1>This is Bloomberg. This is Bloomberg Business Week with Carol

0:15:10.840 --> 0:15:15.160
<v Speaker 1>Messer and Bloomberg Quick Takes. Tim Stinovich from Bloomberg Radio.

0:15:15.640 --> 0:15:19.480
<v Speaker 1>Your head will look a lot like unless we get Carol. Oh,

0:15:19.640 --> 0:15:24.560
<v Speaker 1>sorry was a terrible year. I'm really sorry, but it's

0:15:24.600 --> 0:15:27.840
<v Speaker 1>a reality. I mean, listen, we're getting out vaccines. We

0:15:28.040 --> 0:15:29.960
<v Speaker 1>know that, but if you take a look at the

0:15:30.000 --> 0:15:33.600
<v Speaker 1>headlines and still the obstacles, it's pretty dark and dismal. Yeah,

0:15:33.680 --> 0:15:37.120
<v Speaker 1>that's true. US coronavirus deaths topped four hundred thousand this week.

0:15:37.160 --> 0:15:39.880
<v Speaker 1>It is a staggering number. Each one of those people

0:15:40.080 --> 0:15:43.920
<v Speaker 1>leaving behind a family, leaving behind friends. Follows on the

0:15:44.000 --> 0:15:46.960
<v Speaker 1>heels of global death Carol hitting two million just about

0:15:47.000 --> 0:15:49.160
<v Speaker 1>a week ago, and on the front lines of it all,

0:15:49.240 --> 0:15:53.320
<v Speaker 1>Alyssa Rapp, whos CEO of the healthcare solutions company Surgical Solutions,

0:15:53.600 --> 0:15:57.600
<v Speaker 1>I am absolutely seeing more vaccine availability and our frontline

0:15:57.640 --> 0:16:00.200
<v Speaker 1>healthcare workers in places like Houston and New York City

0:16:00.520 --> 0:16:03.040
<v Speaker 1>are getting access to getting the vaccine, which is great.

0:16:03.320 --> 0:16:06.360
<v Speaker 1>And I've known from personal anecdotes that family members seventy

0:16:06.560 --> 0:16:09.400
<v Speaker 1>and up we're also getting their first shot this weeknnext,

0:16:09.480 --> 0:16:12.720
<v Speaker 1>which is across many states. However, there's still a lot

0:16:12.760 --> 0:16:15.000
<v Speaker 1>of bureaucracy and red tape, and what we've seen even

0:16:15.040 --> 0:16:17.440
<v Speaker 1>at a couple of our hospital sites is even if

0:16:17.480 --> 0:16:20.360
<v Speaker 1>you're a credential employee or contractor, even if you have

0:16:20.440 --> 0:16:23.520
<v Speaker 1>a vaccine appointment, now there's a third database that people

0:16:23.560 --> 0:16:25.800
<v Speaker 1>are expected to be tracked in when their vaccines are

0:16:25.880 --> 0:16:29.000
<v Speaker 1>given and if any technical difficulties like we just had

0:16:29.080 --> 0:16:32.800
<v Speaker 1>occur and a database doesn't map from the employee contractor

0:16:32.920 --> 0:16:36.280
<v Speaker 1>database to the separate vaccine tracking database, even if you

0:16:36.360 --> 0:16:39.280
<v Speaker 1>have an appointment in our bona fide employee or contractor,

0:16:39.360 --> 0:16:41.240
<v Speaker 1>you can't always get the shot. And so there's just

0:16:41.320 --> 0:16:43.640
<v Speaker 1>a lot of bureaucracy and there's got to be a

0:16:43.880 --> 0:16:47.880
<v Speaker 1>streamlined way we continue to immunize or we will never

0:16:47.960 --> 0:16:50.440
<v Speaker 1>achieve a hunter million in a hundred days. Oh, that's

0:16:50.480 --> 0:16:54.640
<v Speaker 1>just disconcerting to hear their places, um, where your frontline

0:16:54.680 --> 0:16:58.120
<v Speaker 1>staff are that are better than others. You know, I

0:16:58.200 --> 0:17:00.480
<v Speaker 1>think that we've seen it be rolled out to accessfully

0:17:00.520 --> 0:17:02.680
<v Speaker 1>in all places, and we've seen bureaucracy in all places.

0:17:02.720 --> 0:17:05.320
<v Speaker 1>We have three employees in nine states, so it's really

0:17:05.359 --> 0:17:09.040
<v Speaker 1>a facility by a facility or system by system question

0:17:09.119 --> 0:17:11.200
<v Speaker 1>to be fair. But I will say the places I

0:17:11.280 --> 0:17:14.680
<v Speaker 1>am most optimistic about having a partner to our federal

0:17:14.760 --> 0:17:18.520
<v Speaker 1>government and our our our people on our American public.

0:17:19.080 --> 0:17:23.880
<v Speaker 1>If we can partner with CBS, Walmart, Costco, Walgreen, name

0:17:24.000 --> 0:17:26.440
<v Speaker 1>that tune and go to places where people are used

0:17:26.480 --> 0:17:28.960
<v Speaker 1>to getting food shots, where they're used to shopping on

0:17:29.040 --> 0:17:32.159
<v Speaker 1>a regular basis, leverage the notary like you read Business

0:17:32.200 --> 0:17:35.119
<v Speaker 1>Week magazine MELSSA, because they have a story that's just

0:17:35.200 --> 0:17:38.560
<v Speaker 1>specifically about that that maybe you know, the success in

0:17:38.720 --> 0:17:41.639
<v Speaker 1>terms of getting that vaccine rollout is contented on relying

0:17:41.720 --> 0:17:44.440
<v Speaker 1>on the big pharmacies, but even your local pharmacy, like

0:17:44.560 --> 0:17:47.359
<v Speaker 1>they need to be the place to go. Absolutely. I

0:17:47.600 --> 0:17:49.680
<v Speaker 1>I even read recently this week that the governor of

0:17:49.760 --> 0:17:51.879
<v Speaker 1>Washington State is going to partner with Starbucks. I mean,

0:17:52.000 --> 0:17:55.959
<v Speaker 1>anything we can do to leverage existing infrastructure, because when

0:17:56.000 --> 0:17:59.320
<v Speaker 1>we create new infrastructure, even in health care facilities, let

0:17:59.359 --> 0:18:03.280
<v Speaker 1>alone anywhere, if it's expensive, bureaucratic, encumbersome, leverage what we have,

0:18:04.040 --> 0:18:06.920
<v Speaker 1>keep things moving as quickly as possible, and get it done.

0:18:07.000 --> 0:18:11.320
<v Speaker 1>Herd immunity being obviously the goal here. Um, you know it,

0:18:11.600 --> 0:18:13.280
<v Speaker 1>It really raises the question a list of why we

0:18:13.320 --> 0:18:17.119
<v Speaker 1>didn't see earlier on public private partnerships when it comes

0:18:17.200 --> 0:18:20.560
<v Speaker 1>to a widespread vaccine rollout um to be discussed on

0:18:20.640 --> 0:18:24.080
<v Speaker 1>a different day. Isn't that important? Like, well, it's interesting

0:18:24.119 --> 0:18:25.720
<v Speaker 1>that forgive me because I just want to jump in

0:18:25.800 --> 0:18:29.080
<v Speaker 1>because you know, you talk about the bureaucracy and the

0:18:29.160 --> 0:18:32.800
<v Speaker 1>logistical problems, and I know what maybe Kansas needs versus

0:18:32.840 --> 0:18:35.080
<v Speaker 1>what New York needs is going to be different. But nonetheless,

0:18:35.200 --> 0:18:37.400
<v Speaker 1>do you think those are quick fixes? And I don't

0:18:37.400 --> 0:18:40.240
<v Speaker 1>say quick and then it's easy, but do you think

0:18:40.320 --> 0:18:43.280
<v Speaker 1>that this new administration, approaching it differently, can get this

0:18:43.400 --> 0:18:46.680
<v Speaker 1>quickly under control so that we are seeing the bureaucracy

0:18:46.760 --> 0:18:49.480
<v Speaker 1>taken out of the systems and the logistical snaff oos

0:18:49.640 --> 0:18:53.440
<v Speaker 1>ALYSSA taken out as well. I'm very hopeful. I'm very

0:18:53.720 --> 0:18:56.720
<v Speaker 1>very hopeful there is an opportunity to hit reset and

0:18:56.840 --> 0:18:59.760
<v Speaker 1>start sprinting, and if this administration is able to do so,

0:19:00.000 --> 0:19:02.040
<v Speaker 1>we're going to be much better off. So listen, you

0:19:02.119 --> 0:19:04.560
<v Speaker 1>mentioned that you have hundreds of employees and in nine

0:19:04.640 --> 0:19:08.159
<v Speaker 1>states I believe um are what's the portion of them

0:19:08.200 --> 0:19:10.679
<v Speaker 1>that have been vaccinated thus far? Because these are frontline workers,

0:19:11.400 --> 0:19:13.720
<v Speaker 1>it's an excellent question. We have about twenty three percent

0:19:13.800 --> 0:19:16.320
<v Speaker 1>that have been vaccinated to date, and there's a huge one, now,

0:19:16.600 --> 0:19:21.960
<v Speaker 1>you know. I was I was expecting that's a really

0:19:22.000 --> 0:19:24.400
<v Speaker 1>small number. And here I got an email this morning

0:19:24.440 --> 0:19:26.080
<v Speaker 1>at one of our biggest facilities were one of our

0:19:26.119 --> 0:19:29.840
<v Speaker 1>frustrated team members on the COVID list serves said, I'm registered.

0:19:29.920 --> 0:19:33.639
<v Speaker 1>What I articulated earlier, I'm registered, I'm credentialed, and they

0:19:33.680 --> 0:19:37.920
<v Speaker 1>don't have me in the third vaccine database. And it's

0:19:38.119 --> 0:19:41.760
<v Speaker 1>very frustrating. Yes, not for lack of desire. It's it's

0:19:41.880 --> 0:19:44.120
<v Speaker 1>got to cut through the red tape. Yeah, all right, Um,

0:19:44.760 --> 0:19:46.600
<v Speaker 1>so if we can cut through the red I mean

0:19:46.680 --> 0:19:48.440
<v Speaker 1>so okay, So how do you see this playing out?

0:19:48.480 --> 0:19:50.240
<v Speaker 1>I mean, I'm just tim and I constantly are like,

0:19:50.240 --> 0:19:51.560
<v Speaker 1>all right, so when do we get back to normal?

0:19:51.640 --> 0:19:55.760
<v Speaker 1>Whenever we're talking to somebody who's at healthcare professional or

0:19:55.840 --> 0:19:57.520
<v Speaker 1>head of a company like you are that are are

0:19:57.600 --> 0:20:02.520
<v Speaker 1>seeing everything play out firsthand, Um, what's your expectations based

0:20:02.560 --> 0:20:05.199
<v Speaker 1>on what we're seeing so far? What's your expectation if

0:20:05.280 --> 0:20:09.040
<v Speaker 1>things can dramatically change in a positive way. If things

0:20:09.080 --> 0:20:11.600
<v Speaker 1>can dramatically change in a positive way, I see seventy

0:20:11.640 --> 0:20:14.200
<v Speaker 1>five and up having their second shots by President's Day.

0:20:14.600 --> 0:20:17.560
<v Speaker 1>I'm hopeful that teachers and other essential frontline workers such

0:20:17.560 --> 0:20:20.800
<v Speaker 1>as grocery store workers, etcetera, will be having their first,

0:20:20.880 --> 0:20:22.840
<v Speaker 1>if not second, vaccine by the end of Q one,

0:20:22.920 --> 0:20:24.560
<v Speaker 1>by the end of March, and I'm really hopeful that

0:20:24.640 --> 0:20:27.399
<v Speaker 1>Tier two and Tier three let alone Tier four, like

0:20:27.480 --> 0:20:29.800
<v Speaker 1>healthy people in their thirties and forties can start getting

0:20:29.880 --> 0:20:33.240
<v Speaker 1>vaccinated and complete that April May June, and we can

0:20:33.280 --> 0:20:36.399
<v Speaker 1>get back to normal come July August. The scientists are

0:20:36.440 --> 0:20:39.120
<v Speaker 1>so brilliant in this country, and we have just done

0:20:39.119 --> 0:20:42.159
<v Speaker 1>such an extraordinary job coming with a protein based solved

0:20:42.240 --> 0:20:45.439
<v Speaker 1>in this particular vaccine that I am actually cautiously optimistic.

0:20:46.080 --> 0:20:47.520
<v Speaker 1>That was one of our go to voices when it

0:20:47.600 --> 0:20:51.320
<v Speaker 1>comes to COVID nineteen Surgical Solutions CEO, Allissa Rapp, you're

0:20:51.359 --> 0:20:54.760
<v Speaker 1>listening to Bloomberg Business Week coming up next. It's it's

0:20:54.800 --> 0:20:57.679
<v Speaker 1>been pretty challenging the story of how COVID is pushing

0:20:57.720 --> 0:21:00.479
<v Speaker 1>a city block to the brain. This is an interesting

0:21:00.560 --> 0:21:02.880
<v Speaker 1>story that was in Bloomberg Business Week magazine. We're gonna

0:21:02.880 --> 0:21:04.760
<v Speaker 1>take you through a must read story. It's from our

0:21:04.840 --> 0:21:07.239
<v Speaker 1>one Year, One Neighborhood series that's coming up next to him.

0:21:07.359 --> 0:21:14.760
<v Speaker 1>This is Bloomberg. This is Bloomberg Business Week with Carol

0:21:14.840 --> 0:21:19.160
<v Speaker 1>Messer and Bloomberg Quick Takes Tim Stinovy from Bloomberg Radio.

0:21:19.680 --> 0:21:21.240
<v Speaker 1>Hard to say with the year ahead holds for the

0:21:21.280 --> 0:21:23.879
<v Speaker 1>real estate industry and the many businesses that occupy the

0:21:23.920 --> 0:21:26.119
<v Speaker 1>commercial real estate landscape. But I will say Tim, this

0:21:26.200 --> 0:21:27.840
<v Speaker 1>is one of the things that we have consistently and

0:21:27.920 --> 0:21:31.359
<v Speaker 1>constantly talked about stories across the Bloomberg every day about

0:21:31.520 --> 0:21:34.400
<v Speaker 1>what the future is of commercial and residential real estate. Yeah,

0:21:34.400 --> 0:21:35.639
<v Speaker 1>there are a lot of unknowns, and if we think

0:21:35.680 --> 0:21:38.280
<v Speaker 1>back to what happened, it was a real surprise to

0:21:38.280 --> 0:21:41.280
<v Speaker 1>see residential real estate bounce back so quickly in some

0:21:41.440 --> 0:21:44.399
<v Speaker 1>areas of the country and be left behind in other areas.

0:21:44.680 --> 0:21:47.360
<v Speaker 1>So far, the pandemic hasn't triggered a real estate meltdown

0:21:47.400 --> 0:21:49.600
<v Speaker 1>on Main Street, but his business week uncovered time is

0:21:49.680 --> 0:21:52.480
<v Speaker 1>running out for one Seattle landlord and her tenants. Yeah, Tim,

0:21:52.480 --> 0:21:55.280
<v Speaker 1>it's a personal story that's being told over and over again,

0:21:55.400 --> 0:21:57.840
<v Speaker 1>Tim around the country because of the pandemic. And we

0:21:57.960 --> 0:22:00.760
<v Speaker 1>got more from the writer of it, Mberg News finance

0:22:00.800 --> 0:22:03.000
<v Speaker 1>reporter no Bu Hire. He joined us along with the

0:22:03.040 --> 0:22:05.600
<v Speaker 1>Seattle landlord he wrote about was done. She's founder of

0:22:05.600 --> 0:22:07.680
<v Speaker 1>Doune in Hobbs. It's a small business and both were

0:22:07.760 --> 0:22:10.240
<v Speaker 1>in Seattle. Noah starts off by talking about how he

0:22:10.359 --> 0:22:12.600
<v Speaker 1>connected with the subject of the story. Liz and I

0:22:12.680 --> 0:22:15.800
<v Speaker 1>actually started chatting several months ago. Um. I think it

0:22:15.880 --> 0:22:18.960
<v Speaker 1>was in April or May of last year, UM for

0:22:19.040 --> 0:22:22.879
<v Speaker 1>a project that I'm doing for Business Week, UM following

0:22:23.000 --> 0:22:26.440
<v Speaker 1>small businesses in one neighborhood here in Seattle through the

0:22:26.520 --> 0:22:31.600
<v Speaker 1>COVID crisis and UM over the months. UH, in several

0:22:31.680 --> 0:22:36.200
<v Speaker 1>conversations with Liz, I was just struck by all of

0:22:36.400 --> 0:22:41.480
<v Speaker 1>the sort of financial um and business bonds that she

0:22:41.640 --> 0:22:47.600
<v Speaker 1>had created and UM developing this really uh several properties

0:22:47.640 --> 0:22:50.199
<v Speaker 1>on this really cool block and Seattle just how how

0:22:50.320 --> 0:22:53.560
<v Speaker 1>COVID was was really putting a lot of those relationships

0:22:53.680 --> 0:22:56.360
<v Speaker 1>under strain. And what I wanted to do was tell

0:22:56.440 --> 0:22:59.560
<v Speaker 1>a story about real estate and small business and all

0:22:59.600 --> 0:23:03.120
<v Speaker 1>of these links between people and how they got through

0:23:03.800 --> 0:23:06.720
<v Speaker 1>the first ten months of the pandemic and what it

0:23:06.840 --> 0:23:10.160
<v Speaker 1>might take to get them through the next time. So Liz,

0:23:10.240 --> 0:23:12.280
<v Speaker 1>come on in on this. First of all, how's your

0:23:12.359 --> 0:23:18.360
<v Speaker 1>year been, Oh, Carol Um, It's it's been pretty challenging.

0:23:18.600 --> 0:23:22.119
<v Speaker 1>I've been doing small scale real estate for about twenty years,

0:23:22.440 --> 0:23:27.040
<v Speaker 1>and I've survived through a couple of previous crises for

0:23:27.359 --> 0:23:30.399
<v Speaker 1>nine eleven, and then you know the economic meldon that

0:23:30.520 --> 0:23:33.879
<v Speaker 1>started in two thousand and eight. But boy, this just

0:23:34.040 --> 0:23:36.880
<v Speaker 1>takes the cake for sure. Well, and to be fair.

0:23:36.920 --> 0:23:39.040
<v Speaker 1>And what's interesting and it's one of the things we've

0:23:39.040 --> 0:23:41.960
<v Speaker 1>talked about a lot, Liz, is you know, companies big

0:23:42.000 --> 0:23:43.880
<v Speaker 1>and small had to learn to pivot. Like I feel

0:23:43.880 --> 0:23:46.119
<v Speaker 1>like I've used that word a million times over the

0:23:46.200 --> 0:23:49.080
<v Speaker 1>past twelve months. You did as well, and you had

0:23:49.160 --> 0:23:51.639
<v Speaker 1>some things going for you in terms of, you know,

0:23:52.080 --> 0:23:54.840
<v Speaker 1>where your real estate was located, what kind of tenants

0:23:54.880 --> 0:23:57.880
<v Speaker 1>you had. Tell us a little bit about that. Well,

0:23:58.080 --> 0:24:01.040
<v Speaker 1>I kind of operate at a escape l that UM

0:24:01.960 --> 0:24:06.000
<v Speaker 1>really caters to locally owned small business and so I

0:24:06.440 --> 0:24:09.040
<v Speaker 1>love to renovate old buildings and then create a bunch

0:24:09.119 --> 0:24:13.639
<v Speaker 1>of smaller users UM kind of into one project where

0:24:14.440 --> 0:24:17.920
<v Speaker 1>UM it can create a real critical mass um of

0:24:18.520 --> 0:24:22.240
<v Speaker 1>of UM you know, interested in terms of retail and

0:24:22.280 --> 0:24:24.480
<v Speaker 1>restaurants for the for the customers. And we're in a

0:24:24.520 --> 0:24:26.879
<v Speaker 1>really great neighborhood called Capitol Hill. It's kind of the

0:24:27.160 --> 0:24:31.800
<v Speaker 1>you know, the cool, funky alternative neighborhood in Seattle and

0:24:32.320 --> 0:24:35.320
<v Speaker 1>and um. But you know the problem is that these

0:24:35.400 --> 0:24:40.400
<v Speaker 1>small family owned businesses are UM super vulnerable. And as

0:24:40.480 --> 0:24:46.120
<v Speaker 1>Noah and I discussed of my twenty some customer facing

0:24:46.720 --> 0:24:49.679
<v Speaker 1>businesses on this one block, you know, they were all

0:24:49.800 --> 0:24:53.960
<v Speaker 1>impacted in various ways by by shutdowns, UM or other

0:24:54.040 --> 0:24:56.840
<v Speaker 1>aspects of the pandemic. So, no, as you were doing

0:24:56.880 --> 0:25:00.560
<v Speaker 1>your reporting and talking with Liz and and unfolding a story,

0:25:00.680 --> 0:25:04.840
<v Speaker 1>what struck you, well a couple of things. One is

0:25:05.359 --> 0:25:10.639
<v Speaker 1>just how um, how much the businesses their tenants at

0:25:10.680 --> 0:25:13.760
<v Speaker 1>liz property were able to pivot and just sort of

0:25:14.359 --> 0:25:16.360
<v Speaker 1>do what they could to keep revenue in the door.

0:25:17.080 --> 0:25:21.600
<v Speaker 1>Another thing was just Liz's willingness to do whatever she

0:25:21.800 --> 0:25:25.080
<v Speaker 1>could to keep them afloat. So what that meant a

0:25:25.200 --> 0:25:27.200
<v Speaker 1>lot last year was Liz had to go out and

0:25:27.240 --> 0:25:31.399
<v Speaker 1>negotiate with with her banks, the folks who have mortgages

0:25:31.520 --> 0:25:34.640
<v Speaker 1>on her property, and get some sort of relief there

0:25:34.800 --> 0:25:39.120
<v Speaker 1>so she could turn around and pass um basically give

0:25:39.200 --> 0:25:42.760
<v Speaker 1>her tenants some wiggle room um and And I think

0:25:42.840 --> 0:25:48.040
<v Speaker 1>that's like a hugely important and underappreciated aspect of what's

0:25:48.080 --> 0:25:51.080
<v Speaker 1>been going on here. And you know, from the outside

0:25:51.119 --> 0:25:53.479
<v Speaker 1>of this crisis, uh, you know, I spoke with one

0:25:53.560 --> 0:25:57.200
<v Speaker 1>of Liz's lenders, um, the CEO of Home Street Bank,

0:25:57.920 --> 0:26:03.200
<v Speaker 1>which is a regional bank here in Seattle, and that

0:26:04.160 --> 0:26:07.000
<v Speaker 1>their willingness to work with Liz over the last couple

0:26:07.040 --> 0:26:09.560
<v Speaker 1>of months has just been huge. But I think Liz

0:26:09.800 --> 0:26:13.720
<v Speaker 1>and Home Street also thought that this pandemic would be

0:26:13.800 --> 0:26:15.879
<v Speaker 1>over by now. A lot of us did. And so

0:26:16.280 --> 0:26:19.240
<v Speaker 1>really the point we're at in this crisis now everyone's

0:26:19.240 --> 0:26:21.240
<v Speaker 1>having to come back to the table now and figure

0:26:21.280 --> 0:26:24.320
<v Speaker 1>out what makes sense for the next several months. What's

0:26:24.359 --> 0:26:26.600
<v Speaker 1>interesting too, And there's a stat Noah, that jumped out

0:26:26.640 --> 0:26:29.160
<v Speaker 1>at me about the strain that we're seeing in terms

0:26:29.280 --> 0:26:32.479
<v Speaker 1>of you know, us retail landlords. We've talked a lot

0:26:32.520 --> 0:26:35.320
<v Speaker 1>about this on air, counting more than fifty billion dollars

0:26:35.359 --> 0:26:37.800
<v Speaker 1>in miss rent payments last year according to estimates from

0:26:37.840 --> 0:26:40.960
<v Speaker 1>co star Um, and some of those maybe will never

0:26:41.040 --> 0:26:43.679
<v Speaker 1>get paid. But we've been watching so closely, no Uh,

0:26:44.040 --> 0:26:46.840
<v Speaker 1>the real estate market for looking for signs of strain,

0:26:47.160 --> 0:26:50.200
<v Speaker 1>and it's big players, smaller players, but we've been watching

0:26:50.240 --> 0:26:53.080
<v Speaker 1>it very closely, especially as we increasingly see in our communities.

0:26:53.080 --> 0:26:56.080
<v Speaker 1>We see in New York City a lot of retail

0:26:56.200 --> 0:26:58.960
<v Speaker 1>restaurants they're not there anymore and they're just boarded up

0:26:59.080 --> 0:27:04.000
<v Speaker 1>and they're empty places. Yeah, I mean, I think what's

0:27:04.040 --> 0:27:08.479
<v Speaker 1>interesting about Lizze's property Um properties is the resilience. I mean,

0:27:08.800 --> 0:27:10.560
<v Speaker 1>there's been a lot of work that has gone in

0:27:10.680 --> 0:27:15.000
<v Speaker 1>to keep those businesses afloat. And um, you know, another

0:27:15.080 --> 0:27:17.800
<v Speaker 1>thing that should be noted is that the block where

0:27:17.800 --> 0:27:21.440
<v Speaker 1>these properties are was was just really steps from where

0:27:21.520 --> 0:27:25.360
<v Speaker 1>a lot of the racial justice protests were um in Seattle.

0:27:25.640 --> 0:27:29.480
<v Speaker 1>And um, there were periods over the last year where um,

0:27:29.560 --> 0:27:32.600
<v Speaker 1>these businesses had to board up. But UM, you know,

0:27:32.720 --> 0:27:35.640
<v Speaker 1>I think Liz worked with her tenants. She could say

0:27:35.680 --> 0:27:39.560
<v Speaker 1>more about this, I'm sure to just sort of make

0:27:39.840 --> 0:27:42.520
<v Speaker 1>make it clear that you know, they were open and

0:27:42.880 --> 0:27:47.359
<v Speaker 1>functioning to the best of their ability. So how crazy

0:27:47.560 --> 0:27:49.600
<v Speaker 1>was it? Because it sounds like there are a lot

0:27:49.680 --> 0:27:54.000
<v Speaker 1>of things that made survival possible. It was government programs,

0:27:54.160 --> 0:27:57.399
<v Speaker 1>it was bank forbearance. Um, there's a lot of things.

0:27:57.560 --> 0:28:00.440
<v Speaker 1>I mean, just what was it like, you know, in

0:28:00.600 --> 0:28:04.200
<v Speaker 1>terms of finding the pieces to kind of keep it going? Well,

0:28:04.320 --> 0:28:06.440
<v Speaker 1>I think you're right. It was a jigsaw puzzle and

0:28:06.560 --> 0:28:09.960
<v Speaker 1>it continues to be a jigsaw puzzle. And you know,

0:28:10.119 --> 0:28:13.280
<v Speaker 1>that's why I really appreciate Noah telling this story because

0:28:13.320 --> 0:28:18.520
<v Speaker 1>I think the plight of the mom and pop landlord. UM,

0:28:18.680 --> 0:28:20.679
<v Speaker 1>I think that story is not really getting told as

0:28:20.760 --> 0:28:25.080
<v Speaker 1>much as it should. But um, yeah, our our tenants,

0:28:25.200 --> 0:28:28.760
<v Speaker 1>we helped all of our tenants connect with banks if

0:28:28.760 --> 0:28:31.080
<v Speaker 1>they didn't have one, so they could apply for the

0:28:31.359 --> 0:28:36.280
<v Speaker 1>p PP resources. We are once again with this round,

0:28:36.560 --> 0:28:40.600
<v Speaker 1>coaching them and and connecting them, um if they don't

0:28:40.680 --> 0:28:46.240
<v Speaker 1>have those relationships. UM. The protest zone was half a

0:28:46.480 --> 0:28:50.080
<v Speaker 1>block from us, and that made the months of June

0:28:50.240 --> 0:28:54.280
<v Speaker 1>and July UM really difficult. There was a swarm of

0:28:54.440 --> 0:28:59.080
<v Speaker 1>bicycle copits um uh road around our block because our

0:28:59.320 --> 0:29:04.840
<v Speaker 1>area has kind of become a flashpoint for UM protests

0:29:04.960 --> 0:29:08.680
<v Speaker 1>on various issues, and so that that kind of continues.

0:29:08.920 --> 0:29:12.840
<v Speaker 1>But you know, I'm so lucky to have relationships with

0:29:13.040 --> 0:29:17.240
<v Speaker 1>local banks. And that was intentional after the last down turn,

0:29:17.920 --> 0:29:22.400
<v Speaker 1>when I realized that these big national banks, uh, you

0:29:22.520 --> 0:29:25.160
<v Speaker 1>know that they're they're paying no attention to the plight

0:29:25.280 --> 0:29:29.080
<v Speaker 1>of one little landlord in Seattle. UM. Now I only

0:29:29.160 --> 0:29:32.360
<v Speaker 1>deal with local banks where I literally, if I needed to,

0:29:32.480 --> 0:29:37.120
<v Speaker 1>could walk into the office. You know, that is such

0:29:37.160 --> 0:29:39.360
<v Speaker 1>an important story. It's something actually my husband I were

0:29:39.400 --> 0:29:42.400
<v Speaker 1>talking about the importance of like local community banks. UM.

0:29:42.520 --> 0:29:44.840
<v Speaker 1>Now we've talked about this, you know, the big banks,

0:29:45.320 --> 0:29:47.320
<v Speaker 1>there's been a lot of pressure even since, of course

0:29:47.400 --> 0:29:52.080
<v Speaker 1>the financial crisis to you know, work within the smaller

0:29:52.160 --> 0:29:56.000
<v Speaker 1>business community. UM, think about kind of neighborhoods, and there's

0:29:56.040 --> 0:29:58.160
<v Speaker 1>been a lot of pressure on them, but we've realized

0:29:58.280 --> 0:30:01.800
<v Speaker 1>how important it is the local community banks in terms

0:30:01.800 --> 0:30:05.480
<v Speaker 1>of the relationships and understanding their communities and the needs

0:30:05.520 --> 0:30:08.960
<v Speaker 1>of them. Yeah, I think I think that's a good

0:30:09.000 --> 0:30:11.760
<v Speaker 1>point and something that's very salient And and Liz's story

0:30:11.960 --> 0:30:13.920
<v Speaker 1>is I mean, really what we're talking about is the

0:30:14.000 --> 0:30:17.040
<v Speaker 1>difference between what what kind of what the city, what

0:30:17.200 --> 0:30:22.320
<v Speaker 1>any city really looks like. Um, afterward, through this pandemic, it's,

0:30:22.600 --> 0:30:24.880
<v Speaker 1>as Liz said, a jig. It's been a jigsaw puzzle

0:30:25.240 --> 0:30:27.960
<v Speaker 1>and putting together all the pieces in a way that

0:30:28.240 --> 0:30:30.960
<v Speaker 1>the world resembles something like what it was before the

0:30:31.040 --> 0:30:34.640
<v Speaker 1>pandemic just requires a lot of action from a lot

0:30:34.720 --> 0:30:39.160
<v Speaker 1>of different people. And um, you know, community bankers tend

0:30:39.240 --> 0:30:41.360
<v Speaker 1>to have their finger on the pulse of what's going

0:30:41.440 --> 0:30:45.960
<v Speaker 1>on in their backyard. And you know, uh, the loans

0:30:46.320 --> 0:30:48.920
<v Speaker 1>that Liz has they probably you know, would be a

0:30:49.000 --> 0:30:52.160
<v Speaker 1>complete rounding air for a large national bank, but they're

0:30:52.320 --> 0:30:57.240
<v Speaker 1>not trivial for for a smaller bank. So, UM, I

0:30:57.400 --> 0:31:02.479
<v Speaker 1>just my reporting, you know, what I gathered was there

0:31:02.560 --> 0:31:04.240
<v Speaker 1>was a lot more willingness to sort of look at

0:31:04.280 --> 0:31:07.600
<v Speaker 1>the totality of the situation and try and imagine a

0:31:07.680 --> 0:31:12.160
<v Speaker 1>way to get through this together. Uh. What's interesting about

0:31:12.240 --> 0:31:15.000
<v Speaker 1>Mark is that he helped turn around Home Street after

0:31:15.120 --> 0:31:19.240
<v Speaker 1>the last um uh recession. He came in, I want

0:31:19.280 --> 0:31:24.160
<v Speaker 1>to say, um maybe twenty nine, two thousand nine and

0:31:24.600 --> 0:31:27.800
<v Speaker 1>another tough time. Yeah. What what he explained to me

0:31:27.960 --> 0:31:33.000
<v Speaker 1>is that this this uh, this moment is fundamentally different. Yeah.

0:31:33.080 --> 0:31:35.800
<v Speaker 1>Really wide ranging story there. It incorporates, Carol so much

0:31:35.840 --> 0:31:38.000
<v Speaker 1>of what we continue to discuss on the show, the

0:31:38.080 --> 0:31:41.800
<v Speaker 1>pandemic of course, real estate and the implications for business.

0:31:42.200 --> 0:31:45.040
<v Speaker 1>That was Bloomberg News finance reporter Noah bou Hire who

0:31:45.200 --> 0:31:47.560
<v Speaker 1>joined us along with the Seattle landlord. He wrote about

0:31:47.680 --> 0:31:50.239
<v Speaker 1>Liz Dunn. She's the founder of Dunne and Hobbes got

0:31:50.320 --> 0:31:52.160
<v Speaker 1>to say, I love the personal stories. It really gives

0:31:52.160 --> 0:31:54.480
<v Speaker 1>you some insight into what's going on. That wraps up

0:31:54.520 --> 0:31:56.720
<v Speaker 1>our first hour of the weekend edition of Bloomberg Business

0:31:56.720 --> 0:31:59.160
<v Speaker 1>Week from Bloomberg Radio. I'm Carol Masser and I'm Tim

0:31:59.200 --> 0:32:02.600
<v Speaker 1>Stenovic more Head. In our next hour, including from cannabis

0:32:02.680 --> 0:32:05.360
<v Speaker 1>and coles to Hollywood's pay Model and Peloton more from

0:32:05.400 --> 0:32:07.560
<v Speaker 1>the year Head and the consumer companies to watch. You

0:32:07.720 --> 0:32:10.400
<v Speaker 1>Love your Peloton, Carol, plus the maker of Folgers and

0:32:10.520 --> 0:32:13.959
<v Speaker 1>Jeff Peanut Butter on innovating at a nearly one five

0:32:14.040 --> 0:32:16.840
<v Speaker 1>year old company. We hear from Smucker President and CEO

0:32:17.200 --> 0:32:19.520
<v Speaker 1>Mark Smucker. Can I just say the new president loves

0:32:19.560 --> 0:32:23.200
<v Speaker 1>this peloton too? Also guests who people around the globe

0:32:23.320 --> 0:32:25.400
<v Speaker 1>trust the most. That from the head of the global

0:32:25.400 --> 0:32:28.680
<v Speaker 1>communications firm Edelman, and the co founder and CEO of Twilio,

0:32:28.840 --> 0:32:32.160
<v Speaker 1>Jeff Lawson, on a spectacular year and his new book,

0:32:32.360 --> 0:32:39.040
<v Speaker 1>Ask Your Developer. This is Bloomberg. This is Bloomberg Business

0:32:39.160 --> 0:32:42.920
<v Speaker 1>Week with Carol Messer and Bloomberg Quick Takes Tim stenovic

0:32:43.280 --> 0:32:46.240
<v Speaker 1>from Bloomberg Radio. I am Carol Messer and I'm Tim

0:32:46.280 --> 0:32:49.000
<v Speaker 1>Stanovick of Bloomberg Quicktake Clini head in our second hour

0:32:49.040 --> 0:32:51.840
<v Speaker 1>of the weekend edition of Bloomberg Business Week, including more

0:32:51.880 --> 0:32:54.440
<v Speaker 1>from the magazines You're a Head issue plus a fifth

0:32:54.520 --> 0:32:57.920
<v Speaker 1>generation Smucker running the company, what innovation and culture mean

0:32:58.000 --> 0:33:01.440
<v Speaker 1>at a nearly one old brand. Gotta love your Jeff.

0:33:01.760 --> 0:33:05.240
<v Speaker 1>Also government or business? Which one do people trust the most?

0:33:05.400 --> 0:33:07.680
<v Speaker 1>The head of Edelman on the latest trust barometer, and

0:33:07.800 --> 0:33:10.080
<v Speaker 1>Twilio has been on a tear. Co founder and CEO

0:33:10.160 --> 0:33:13.160
<v Speaker 1>Jeff Lawson explains why and how to harness the power

0:33:13.240 --> 0:33:16.560
<v Speaker 1>of software developers and win in the twenty one century

0:33:16.840 --> 0:33:18.800
<v Speaker 1>that in his latest book, All of That To Come.

0:33:18.880 --> 0:33:21.240
<v Speaker 1>We begin though with the year ahead. As we mentioned,

0:33:21.280 --> 0:33:23.600
<v Speaker 1>the magazine is all about what's to come and look

0:33:23.640 --> 0:33:27.080
<v Speaker 1>out for in one teeing up our Bloomberg Live event

0:33:27.240 --> 0:33:30.200
<v Speaker 1>this coming week by the same name. Jim Ellis, though

0:33:30.240 --> 0:33:32.880
<v Speaker 1>Bloomberg Business Week Assistant Managing it or editor of the

0:33:32.920 --> 0:33:35.280
<v Speaker 1>Business section of the magazine, caught up with Tim and

0:33:35.400 --> 0:33:37.360
<v Speaker 1>me to talk about some of the consumer companies and

0:33:37.440 --> 0:33:40.080
<v Speaker 1>stories to watch check it out well. I tried to

0:33:40.280 --> 0:33:42.840
<v Speaker 1>think about what are the you know, sort of what's

0:33:42.880 --> 0:33:46.120
<v Speaker 1>the range of companies and industries that have been sort

0:33:46.160 --> 0:33:50.920
<v Speaker 1>of hit hard in that we're hit hard in in

0:33:51.000 --> 0:33:54.920
<v Speaker 1>the consumer sector, and um, you know, how is one

0:33:55.000 --> 0:33:57.280
<v Speaker 1>going to be different from them? Obviously a lot of

0:33:57.840 --> 0:34:02.640
<v Speaker 1>that plays into how all the pandemic affected companies, and

0:34:02.720 --> 0:34:05.600
<v Speaker 1>that's a range of companies, whether it was um, you know,

0:34:06.440 --> 0:34:11.799
<v Speaker 1>going from consumer the traditional consumer retailing, but also looking

0:34:11.880 --> 0:34:14.719
<v Speaker 1>at these sort of people who benefited from those you know,

0:34:15.080 --> 0:34:17.440
<v Speaker 1>from the pandemic in a way, you know, things like

0:34:18.120 --> 0:34:22.160
<v Speaker 1>Peloton at home sort of companies, delivery companies, um, all

0:34:22.239 --> 0:34:25.120
<v Speaker 1>the way to companies that you know now have to

0:34:25.239 --> 0:34:27.960
<v Speaker 1>look at ways that their business may be permanently changed,

0:34:28.000 --> 0:34:31.600
<v Speaker 1>such as retailers who suddenly have discovered that things like

0:34:31.800 --> 0:34:35.000
<v Speaker 1>the delivery things like um, you know, um, you know,

0:34:35.160 --> 0:34:37.680
<v Speaker 1>omni channel. In other words, having a big online business

0:34:37.760 --> 0:34:40.200
<v Speaker 1>suddenly important as well. So we were trying to say

0:34:40.440 --> 0:34:44.560
<v Speaker 1>what is one really mean and in a lot of ways,

0:34:44.640 --> 0:34:48.319
<v Speaker 1>you can't talk about that without looking at how changed

0:34:48.360 --> 0:34:53.640
<v Speaker 1>them look affected. Each company that you look at, very

0:34:53.760 --> 0:34:56.440
<v Speaker 1>differently in this issue in the industry is differently. I

0:34:56.520 --> 0:34:58.680
<v Speaker 1>want to start with with drug stores because there's this

0:34:58.800 --> 0:35:02.279
<v Speaker 1>fascinating story in here about how drug stores could be

0:35:02.440 --> 0:35:07.040
<v Speaker 1>pivotal in mass vaccinations. Um, as you explore, they could

0:35:07.080 --> 0:35:10.160
<v Speaker 1>be the heroes of one, right Jim, Indeed, I mean

0:35:10.280 --> 0:35:13.000
<v Speaker 1>the thing is that we all know about the bumpy

0:35:13.280 --> 0:35:17.120
<v Speaker 1>rollout of the vaccine so far. Obviously it's only been weeks,

0:35:17.640 --> 0:35:21.080
<v Speaker 1>but um, you know, to meet the kind of deadlines

0:35:21.120 --> 0:35:23.640
<v Speaker 1>that the new administration would like to see, you know,

0:35:24.040 --> 0:35:27.319
<v Speaker 1>a hundred million vaccines in a hundred days. That's that's

0:35:27.320 --> 0:35:30.040
<v Speaker 1>gonna require a lot more than the sort of spotty

0:35:30.120 --> 0:35:34.600
<v Speaker 1>effort we've seen so far. Inner America's drug stores. They're

0:35:34.600 --> 0:35:38.240
<v Speaker 1>about sixty thousand pharmacies right now spread across the US.

0:35:38.320 --> 0:35:41.880
<v Speaker 1>That's a lot of places that are very close to,

0:35:42.680 --> 0:35:46.360
<v Speaker 1>you know, the homes of most Americans. The thing that

0:35:46.480 --> 0:35:48.759
<v Speaker 1>really works in their favor is that a lot of

0:35:48.840 --> 0:35:52.800
<v Speaker 1>them already have very sort of rich databases of people

0:35:52.880 --> 0:35:56.279
<v Speaker 1>who shop at their stores, who already get their healthcare

0:35:56.760 --> 0:35:59.440
<v Speaker 1>you know, needs met at their stores through their pharmacy

0:36:00.080 --> 0:36:04.719
<v Speaker 1>um you know. And more importantly, they have experienced giving vaccines.

0:36:05.120 --> 0:36:07.640
<v Speaker 1>I mean, pharmacy is in the US last year gave

0:36:07.719 --> 0:36:10.640
<v Speaker 1>about a third of all the adult flu shots that

0:36:10.760 --> 0:36:13.480
<v Speaker 1>were given. The huge number I mean this is, this

0:36:13.640 --> 0:36:15.719
<v Speaker 1>is these are people who are suddenly having to learn

0:36:15.800 --> 0:36:17.719
<v Speaker 1>how to do this. The issue is that they just

0:36:17.800 --> 0:36:20.239
<v Speaker 1>have to be brought into the system to do it.

0:36:20.760 --> 0:36:22.960
<v Speaker 1>Hey listen, and you know, listen, it's where I go

0:36:23.040 --> 0:36:26.560
<v Speaker 1>for vaccines. At this point, it's pretty easy, breezy for

0:36:27.160 --> 0:36:29.719
<v Speaker 1>me to do that one thing we all were doing.

0:36:29.760 --> 0:36:31.919
<v Speaker 1>You mentioned at Peloton that was one of the huge

0:36:31.960 --> 0:36:35.360
<v Speaker 1>stories of full transparency. I have one at home, but

0:36:36.000 --> 0:36:37.920
<v Speaker 1>they just took off like a rocket. And I think

0:36:37.960 --> 0:36:42.799
<v Speaker 1>the question is what's the longer term durability for this company? Right? Yeah,

0:36:42.920 --> 0:36:45.840
<v Speaker 1>I mean the the the issue with Peloton. What I

0:36:45.960 --> 0:36:48.360
<v Speaker 1>was sort of what attracted me to that was this

0:36:48.480 --> 0:36:53.120
<v Speaker 1>the ultimate pandemic play. Is the company that depends on

0:36:53.280 --> 0:36:55.960
<v Speaker 1>you staying at home doing something that typically you do

0:36:56.080 --> 0:36:59.759
<v Speaker 1>in groups and so you know, studios or gyms and um.

0:37:00.000 --> 0:37:02.240
<v Speaker 1>You know a lot of people a year ago thought

0:37:02.320 --> 0:37:05.040
<v Speaker 1>that this was a small thing that was not going

0:37:05.080 --> 0:37:08.359
<v Speaker 1>to take off. What what interested me was that, um,

0:37:08.760 --> 0:37:11.640
<v Speaker 1>you know, one UM short seller last year it said, oh,

0:37:11.719 --> 0:37:14.319
<v Speaker 1>this is a company that isn't going that it isn't

0:37:14.320 --> 0:37:16.840
<v Speaker 1>gonna do much. It's worth about one and a half billion.

0:37:17.120 --> 0:37:19.400
<v Speaker 1>If you look last week, you saw that has almost

0:37:19.440 --> 0:37:23.400
<v Speaker 1>a fifty billion dollar market cap. Now that's because so

0:37:23.560 --> 0:37:25.960
<v Speaker 1>many people have been driven to it. It now has

0:37:26.520 --> 0:37:29.719
<v Speaker 1>uh what three point six million members it um you know,

0:37:29.960 --> 0:37:33.640
<v Speaker 1>is working. It hit ninety million workouts in the three

0:37:33.719 --> 0:37:37.719
<v Speaker 1>months ended in September, and its busiest day was Thanksgiving.

0:37:38.000 --> 0:37:42.080
<v Speaker 1>It did fifty thousand people were on doing classes in

0:37:42.160 --> 0:37:44.920
<v Speaker 1>that single day. This thing is taken off like a rocket.

0:37:45.160 --> 0:37:47.120
<v Speaker 1>And the thing is though that once you've made this

0:37:47.239 --> 0:37:50.040
<v Speaker 1>huge investment in a piece of equipment, and once you've

0:37:50.080 --> 0:37:52.400
<v Speaker 1>gotten into this notion that this is a community of

0:37:52.520 --> 0:37:56.160
<v Speaker 1>other people which you can connect with digitally, that that

0:37:56.360 --> 0:37:59.200
<v Speaker 1>actually gets sort of sticky. That's so in a way,

0:37:59.280 --> 0:38:02.040
<v Speaker 1>they're trying to at the sort of feel of community

0:38:02.239 --> 0:38:05.880
<v Speaker 1>that you get inside a a classroom structure within a

0:38:06.000 --> 0:38:09.319
<v Speaker 1>gym or and and take that into the home. It's

0:38:09.320 --> 0:38:11.879
<v Speaker 1>successful with it so far. I wouldn't count them out.

0:38:12.200 --> 0:38:15.280
<v Speaker 1>And I said durability and wrong word, because they're pretty durable.

0:38:15.400 --> 0:38:17.360
<v Speaker 1>I gotta say that bikes with the longevity of it

0:38:17.520 --> 0:38:19.799
<v Speaker 1>is in question. Hey, and Joe Biden likes it. Um

0:38:19.920 --> 0:38:24.359
<v Speaker 1>as well, just quickly. Um. Hollywood getting a new pay model. Um,

0:38:25.080 --> 0:38:28.800
<v Speaker 1>that's another big thing. That's another thing. I mean streaming

0:38:28.880 --> 0:38:31.719
<v Speaker 1>this year was a major major change in the way

0:38:31.800 --> 0:38:36.399
<v Speaker 1>that people got entertainment. UM. Typically with movies, movies go out,

0:38:36.520 --> 0:38:39.480
<v Speaker 1>they have theatrical release, and depending on the length of

0:38:39.560 --> 0:38:41.800
<v Speaker 1>the theatrical release, you know, a lot of times that

0:38:42.080 --> 0:38:46.520
<v Speaker 1>meant made a blockbuster and a lot of the the

0:38:46.680 --> 0:38:49.000
<v Speaker 1>people in the trade are paid based on how much

0:38:49.120 --> 0:38:52.120
<v Speaker 1>came out of the theatrical release. But they also get

0:38:52.239 --> 0:38:54.800
<v Speaker 1>things like residuals and pieces of the profit for the

0:38:55.080 --> 0:38:57.560
<v Speaker 1>after part of that. It goes to home video, you

0:38:57.640 --> 0:38:59.879
<v Speaker 1>get a piece of that. It goes onto a TV

0:39:00.040 --> 0:39:01.879
<v Speaker 1>network to get a piece of that. People are getting

0:39:01.960 --> 0:39:05.480
<v Speaker 1>checks for years. And the big example is Michael excuse me.

0:39:05.880 --> 0:39:09.320
<v Speaker 1>The big example would be Robert Downey Jr. Who earned

0:39:09.719 --> 0:39:12.000
<v Speaker 1>what we think it's seventy five million dollars from his

0:39:12.400 --> 0:39:16.640
<v Speaker 1>salary and to share profit check avengers in game. That's

0:39:16.719 --> 0:39:18.680
<v Speaker 1>the positive of this. But a lot of people look

0:39:19.040 --> 0:39:21.200
<v Speaker 1>lots of money in the movie business. That was Jim

0:39:21.280 --> 0:39:24.520
<v Speaker 1>Elis Bloomberg Business Week, Assistant Managing editor and editor of

0:39:24.600 --> 0:39:27.280
<v Speaker 1>the business section of the magazine. You're listening to Bloomberg

0:39:27.360 --> 0:39:30.280
<v Speaker 1>business Week coming up, speaking of consumer companies to watch.

0:39:30.560 --> 0:39:32.319
<v Speaker 1>We hear from the CEO of one company that has

0:39:32.360 --> 0:39:34.960
<v Speaker 1>been around for more than a century and transforming itself

0:39:35.040 --> 0:39:38.440
<v Speaker 1>to stay around for a hundred more years. This is Bloomberg.

0:39:39.600 --> 0:39:43.600
<v Speaker 1>This is Bloomberg Business Week with Carol Messer and Bloomberg

0:39:43.719 --> 0:39:47.600
<v Speaker 1>Quick Takes. Tim Stinovic from Bloomberg Radio. The yearhead from

0:39:47.600 --> 0:39:50.360
<v Speaker 1>any companies to him, we know means continuing to innovate,

0:39:50.440 --> 0:39:53.000
<v Speaker 1>sell off, under performing a non core assets, moved faster

0:39:53.080 --> 0:39:55.080
<v Speaker 1>We've heard a lot of that in the past year.

0:39:55.320 --> 0:39:57.480
<v Speaker 1>With that in mind, this week at a Bloomberg Breakaway

0:39:57.560 --> 0:40:00.400
<v Speaker 1>town hall, I talked about just that with one company

0:40:00.480 --> 0:40:03.880
<v Speaker 1>that is leaser focused on innovation and its culture. Carol,

0:40:03.880 --> 0:40:06.280
<v Speaker 1>you caught up with the president and CEO of the JM.

0:40:06.360 --> 0:40:09.840
<v Speaker 1>Smucker Company, Mark Smucker, a fifth generation member of the

0:40:09.880 --> 0:40:12.800
<v Speaker 1>Smucker family who's running the company, which is nearly in

0:40:12.920 --> 0:40:16.080
<v Speaker 1>its year. Wow. That is a lot of years of

0:40:16.120 --> 0:40:18.560
<v Speaker 1>peanut butter and jelly and folgers. I'm just going to say,

0:40:18.640 --> 0:40:20.600
<v Speaker 1>put it out there. We talked about a lot, kicked

0:40:20.600 --> 0:40:23.520
<v Speaker 1>it off, as we do with many of our conversations today,

0:40:23.560 --> 0:40:27.080
<v Speaker 1>talking about the impact of the coronavirus. We can't diminish

0:40:27.160 --> 0:40:30.759
<v Speaker 1>the significance of this humanitarian crisis that we all find

0:40:30.800 --> 0:40:33.520
<v Speaker 1>ourselves in, but I think we do have to try

0:40:33.600 --> 0:40:36.319
<v Speaker 1>to look forward to the future and think about how

0:40:36.400 --> 0:40:40.000
<v Speaker 1>are we as a company helping society. How are we

0:40:40.120 --> 0:40:43.920
<v Speaker 1>making society a better place. We obviously make food, we

0:40:44.040 --> 0:40:48.120
<v Speaker 1>make things that are uh, you know, make the consumer happy,

0:40:48.640 --> 0:40:51.920
<v Speaker 1>but we also have a responsibility to the communities in

0:40:52.000 --> 0:40:55.040
<v Speaker 1>which we work as well. So all of the ways

0:40:55.080 --> 0:41:00.759
<v Speaker 1>that we can support through through volunteerism obviously, UM education,

0:41:01.680 --> 0:41:04.480
<v Speaker 1>UH feeding America, all of those things. It is a

0:41:04.760 --> 0:41:07.720
<v Speaker 1>it is a dual role that we have in society today,

0:41:08.800 --> 0:41:10.560
<v Speaker 1>Is it safe to say a stressful one? Because I'm

0:41:10.600 --> 0:41:12.759
<v Speaker 1>curious about what your employees might be asking of you

0:41:12.880 --> 0:41:15.920
<v Speaker 1>today and what you're asking of your leadership to kind

0:41:15.960 --> 0:41:20.480
<v Speaker 1>of get everyone through this environment. Well, the first thing

0:41:20.560 --> 0:41:24.800
<v Speaker 1>that we're asking our leadership is to number one focus,

0:41:25.640 --> 0:41:28.800
<v Speaker 1>but also in focusing, we have to take care of

0:41:28.880 --> 0:41:34.040
<v Speaker 1>our employees and that starts with UH mental health. We

0:41:34.200 --> 0:41:37.719
<v Speaker 1>have made a significant push with our employees to make

0:41:37.800 --> 0:41:40.439
<v Speaker 1>sure that they know what resources are available to them.

0:41:40.880 --> 0:41:44.239
<v Speaker 1>It is a trying time, but fundamentally we have to

0:41:44.320 --> 0:41:48.840
<v Speaker 1>start with keeping our own house in order protecting our employees,

0:41:48.880 --> 0:41:53.719
<v Speaker 1>which will in turn allow us to do better in business. Well,

0:41:53.760 --> 0:41:55.919
<v Speaker 1>it's interesting too, you know, you say to do better

0:41:55.960 --> 0:41:58.840
<v Speaker 1>in business business Right now, I've talking to Richard Edelman

0:41:59.400 --> 0:42:01.600
<v Speaker 1>of the PR firm Edelman and they do a trust

0:42:01.640 --> 0:42:04.600
<v Speaker 1>barometer and they say that right now, business was more

0:42:04.680 --> 0:42:08.400
<v Speaker 1>trusted than government in eighteen of twenty seven countries. And

0:42:08.480 --> 0:42:12.200
<v Speaker 1>the expectations are for ceo s to focus on societal

0:42:12.280 --> 0:42:15.200
<v Speaker 1>engagement with the same rigor thoughtfulness and energy you to

0:42:15.239 --> 0:42:19.040
<v Speaker 1>deliver on profits. And I'm curious, do you are you

0:42:19.200 --> 0:42:21.400
<v Speaker 1>seeing that? Do you see that now? It's kind of

0:42:21.640 --> 0:42:27.640
<v Speaker 1>extra responsibilities in your role as a company, Carol. We

0:42:27.840 --> 0:42:32.200
<v Speaker 1>always have taken a view again that that we do

0:42:32.400 --> 0:42:36.280
<v Speaker 1>have a responsibility to society. I think what has shifted

0:42:36.400 --> 0:42:39.040
<v Speaker 1>in the last five to ten years is you do

0:42:39.200 --> 0:42:44.279
<v Speaker 1>see business leaders being more vocal and taking stances, not

0:42:44.480 --> 0:42:49.799
<v Speaker 1>necessarily political stances, but fundamentally it's about doing what's right

0:42:50.400 --> 0:42:54.799
<v Speaker 1>and so what even if we choose not to make

0:42:54.880 --> 0:43:00.400
<v Speaker 1>a statement publicly, even internally with seven thousand employees, there

0:43:00.520 --> 0:43:03.640
<v Speaker 1>is an expectation that we stand up for what is right,

0:43:03.880 --> 0:43:09.560
<v Speaker 1>whether that's condemning violence in any form or what have you.

0:43:09.719 --> 0:43:13.520
<v Speaker 1>But we we do see a desire for employees and

0:43:13.719 --> 0:43:16.520
<v Speaker 1>the society at large to be a bit more vocal

0:43:16.600 --> 0:43:20.120
<v Speaker 1>on those issues. Well, it's interesting to this whole focus, Mark,

0:43:20.200 --> 0:43:22.920
<v Speaker 1>you know this multiple stakeholders, right, It's something that's come

0:43:22.920 --> 0:43:25.600
<v Speaker 1>out come out of the business roundtable. Your history and

0:43:26.800 --> 0:43:30.160
<v Speaker 1>help me if I've gotten the genealogy right. I think

0:43:30.239 --> 0:43:33.120
<v Speaker 1>your grandfather and former CEO of the company, Paul Smucker,

0:43:33.200 --> 0:43:35.600
<v Speaker 1>wrote a letter back in the nineteen eighties, and then

0:43:35.719 --> 0:43:39.200
<v Speaker 1>I think it's your great great grandfather JM. Smucker, you know,

0:43:39.520 --> 0:43:42.279
<v Speaker 1>laid out these core values, these basic beliefs, you know,

0:43:42.520 --> 0:43:46.560
<v Speaker 1>about ethics and quality and people, and it's just pretty

0:43:46.600 --> 0:43:49.160
<v Speaker 1>fascinating that it feels like the company in many ways

0:43:49.760 --> 0:43:52.680
<v Speaker 1>was ahead of its time considering the environment we're now in,

0:43:53.160 --> 0:43:56.960
<v Speaker 1>and all of a sudden everyone's talking about this. You know,

0:43:57.080 --> 0:44:00.040
<v Speaker 1>it's really interesting. You said it very well. We have

0:44:00.200 --> 0:44:03.839
<v Speaker 1>been focused on this for decades, for our entire existence,

0:44:04.840 --> 0:44:07.880
<v Speaker 1>even when before the Business round Table came out. We

0:44:08.040 --> 0:44:13.879
<v Speaker 1>talk about our constituencies, right, and the employees, consumers, customers, suppliers,

0:44:14.719 --> 0:44:19.719
<v Speaker 1>all of them leading to shareholders, and so philosophically, what

0:44:19.920 --> 0:44:22.960
<v Speaker 1>we have always said is that if we take care

0:44:23.680 --> 0:44:29.360
<v Speaker 1>of all of the other constituents, then automatically the shareholder

0:44:29.719 --> 0:44:33.480
<v Speaker 1>will be taken care of. And that is essentially precisely

0:44:33.560 --> 0:44:36.360
<v Speaker 1>what the Business Round Table said. There's no question that

0:44:36.520 --> 0:44:41.960
<v Speaker 1>social media and technology has allowed consumers access to a

0:44:42.080 --> 0:44:45.440
<v Speaker 1>variety of different brands and products that they may not

0:44:45.560 --> 0:44:49.520
<v Speaker 1>have had access to in the past. And so in

0:44:49.719 --> 0:44:53.680
<v Speaker 1>this time when consumers do want to simplify, we have

0:44:53.800 --> 0:44:58.040
<v Speaker 1>seen millions of consumers come back to the Folders franchise,

0:44:58.680 --> 0:45:01.960
<v Speaker 1>and we have actually seen and Folders start growing again,

0:45:02.040 --> 0:45:06.520
<v Speaker 1>which has been fantastic. We're helping that along with again

0:45:06.600 --> 0:45:11.040
<v Speaker 1>the advertising and so forth, but specifically to innovation, it's

0:45:11.160 --> 0:45:15.719
<v Speaker 1>making sure that we continue to stay relevant. We are

0:45:15.840 --> 0:45:19.360
<v Speaker 1>on a multi year journey with Folders, which starts with

0:45:20.040 --> 0:45:25.520
<v Speaker 1>the consumer communication. UM. Consumers want bolder, darker rows, so

0:45:25.680 --> 0:45:28.279
<v Speaker 1>we are providing those in a new product line called

0:45:28.480 --> 0:45:33.440
<v Speaker 1>Folders Want No Air. It's constantly paying attention and speaking

0:45:33.520 --> 0:45:37.680
<v Speaker 1>to our consumers and understanding what they want so that

0:45:37.840 --> 0:45:40.720
<v Speaker 1>we can deliver that to them. And I'm very pleased

0:45:40.800 --> 0:45:44.520
<v Speaker 1>with the process we've made, so more to come. You

0:45:44.600 --> 0:45:47.920
<v Speaker 1>mentioned advertising a couple of times. I'm curious about social

0:45:48.000 --> 0:45:50.920
<v Speaker 1>How important is that in kind of reaching a different audience,

0:45:50.960 --> 0:45:54.600
<v Speaker 1>maybe a younger audience. UM. And I'm also curious about

0:45:54.640 --> 0:45:57.680
<v Speaker 1>influencers or celebrities, Like, how do you guys think about that?

0:45:57.880 --> 0:46:00.680
<v Speaker 1>You know, take a you know, a coker, pepsi right,

0:46:00.719 --> 0:46:04.280
<v Speaker 1>they've often aligned with a celebrity, take you know, sports,

0:46:04.600 --> 0:46:06.600
<v Speaker 1>you know gear. UM, So I'm just curious how that

0:46:06.680 --> 0:46:12.480
<v Speaker 1>plays into it. Sure, so Folgers in particular as it

0:46:12.560 --> 0:46:19.920
<v Speaker 1>relates to UM, influencers and and social across our portfolio.

0:46:20.040 --> 0:46:24.320
<v Speaker 1>We have leverage those capabilities. Keeping these consumers in the

0:46:24.440 --> 0:46:29.480
<v Speaker 1>franchise is largely about targeting. It's knowing which consumers are

0:46:29.600 --> 0:46:33.359
<v Speaker 1>new and trying to push push messaging to them through

0:46:33.600 --> 0:46:38.000
<v Speaker 1>the social channels UM. In terms of celebrities, as you know,

0:46:38.200 --> 0:46:41.120
<v Speaker 1>we are engaged with Rachel ray on Nutrition, which is

0:46:41.239 --> 0:46:44.799
<v Speaker 1>our one of our leading dogs brands. UM that has

0:46:44.840 --> 0:46:50.360
<v Speaker 1>been a very successful partnership with for us. We also

0:46:50.680 --> 0:46:55.200
<v Speaker 1>do think about whether it's influences or celebrities. Obviously, maybe

0:46:55.239 --> 0:46:58.040
<v Speaker 1>our pockets aren't as deep as some of our larger competitors,

0:46:58.400 --> 0:47:01.480
<v Speaker 1>but we will continue to look get those opportunities as well.

0:47:01.640 --> 0:47:03.000
<v Speaker 1>You know, as we hear from a lot of leaders,

0:47:03.120 --> 0:47:05.439
<v Speaker 1>change truly does start from the top down. The JM.

0:47:05.480 --> 0:47:08.680
<v Speaker 1>Smucker Company President and CEO, Mark Smucker. You can listen

0:47:08.719 --> 0:47:11.440
<v Speaker 1>to that full conversation where he talked about everything from

0:47:11.480 --> 0:47:15.640
<v Speaker 1>the revival of Folgers to celebrity influencers. That's our Bloomberg

0:47:15.719 --> 0:47:18.840
<v Speaker 1>Business Week Extra podcast this week. Could Kim Kardashian be

0:47:18.920 --> 0:47:22.080
<v Speaker 1>coming to Folgers? Maybe? I don't know. I'm just guessing

0:47:22.560 --> 0:47:25.040
<v Speaker 1>this isn't a news flash. Alright, find that on our

0:47:25.120 --> 0:47:28.200
<v Speaker 1>podcast feed still to come on Bloomberg Business Week, Company

0:47:28.239 --> 0:47:31.640
<v Speaker 1>culture and Innovation. Yep, they're important, and so too is trust, Carol,

0:47:31.719 --> 0:47:34.560
<v Speaker 1>when it comes to that, which one fares better business

0:47:34.719 --> 0:47:38.439
<v Speaker 1>or government. The most important finding in the Edelman Trust

0:47:38.440 --> 0:47:40.400
<v Speaker 1>Parometer this year is that we've got more on that

0:47:40.560 --> 0:47:43.120
<v Speaker 1>with the CEO of Edelman that's coming up next. This

0:47:43.280 --> 0:47:48.120
<v Speaker 1>is Bloomberg. This is Bloomberg Business Week with Carol Messer

0:47:48.360 --> 0:47:52.640
<v Speaker 1>and Bloomberg Quick Takes. Tim Steinovich from Bloomberg Radio. I

0:47:52.680 --> 0:47:55.280
<v Speaker 1>know I've said this already a million times on this broadcast,

0:47:55.360 --> 0:47:57.319
<v Speaker 1>but it is still really hard to say, Tim, how

0:47:57.360 --> 0:47:58.839
<v Speaker 1>this year is going to play out with so many

0:47:58.880 --> 0:48:02.720
<v Speaker 1>factors like the virus, the vaccine, the economy all still unclear.

0:48:02.880 --> 0:48:05.719
<v Speaker 1>There's so many unknowns here, and one thing is clear, Carroll,

0:48:05.760 --> 0:48:08.120
<v Speaker 1>at least according to the latest trust parometer from the

0:48:08.200 --> 0:48:11.560
<v Speaker 1>Global Communications from Edelman, and that is when it comes

0:48:11.600 --> 0:48:14.399
<v Speaker 1>to trust in government and business, there's one that really

0:48:14.440 --> 0:48:16.279
<v Speaker 1>comes out ahead. Yep. We got more on that from

0:48:16.320 --> 0:48:19.000
<v Speaker 1>the founder and CEO of the Global Communications from Edelman,

0:48:19.080 --> 0:48:21.520
<v Speaker 1>Richard Edelman. He was back with us. He's someone in

0:48:21.600 --> 0:48:25.560
<v Speaker 1>constant contact with corporate leaders. He's also someone who's constantly

0:48:25.640 --> 0:48:28.680
<v Speaker 1>tracking how the general public feels about the current environment,

0:48:28.719 --> 0:48:31.759
<v Speaker 1>how they feel about politics, how they feel about business. Look,

0:48:32.000 --> 0:48:35.319
<v Speaker 1>I think the most important finding in the Edelman Trust

0:48:35.360 --> 0:48:37.680
<v Speaker 1>Parometer this year is that business is the most trusted

0:48:37.719 --> 0:48:40.200
<v Speaker 1>institution and that business is supposed to step into the

0:48:40.280 --> 0:48:44.080
<v Speaker 1>void left by government. Last we talked, which was about May,

0:48:44.960 --> 0:48:48.200
<v Speaker 1>government had become the most trusted institution because it was

0:48:48.239 --> 0:48:51.680
<v Speaker 1>wartime and we were doing lockdowns and big spend to

0:48:51.920 --> 0:48:55.360
<v Speaker 1>keep people afloat and you know, being in fired in

0:48:55.400 --> 0:48:59.080
<v Speaker 1>the pandemic. And now we're in a different point. Leaders

0:48:59.200 --> 0:49:02.359
<v Speaker 1>of government have deeply disappointed and we feel like we've

0:49:02.360 --> 0:49:07.680
<v Speaker 1>been lied to. UM. There is no really sign that

0:49:07.760 --> 0:49:12.400
<v Speaker 1>the pandemic is ebbing and UM. So it's been handed

0:49:12.480 --> 0:49:16.800
<v Speaker 1>over to business to fix and UM. In particular, CEOs

0:49:16.840 --> 0:49:19.680
<v Speaker 1>have to speak up and stand up and talk not

0:49:19.800 --> 0:49:25.280
<v Speaker 1>just about COVID but about systemic racism and about sustainability

0:49:25.560 --> 0:49:30.040
<v Speaker 1>and UM. You know, it's really adults in the room.

0:49:30.440 --> 0:49:34.359
<v Speaker 1>And whether it's Jamie Diamond or or or or Scott

0:49:34.480 --> 0:49:36.840
<v Speaker 1>Kirby of United Airlines, everybody has to talk about how

0:49:36.880 --> 0:49:38.799
<v Speaker 1>we get back to travel and how we get back

0:49:38.880 --> 0:49:41.920
<v Speaker 1>to uh normal. Well, so let's talk about, as you say,

0:49:42.000 --> 0:49:45.800
<v Speaker 1>business leaders now the most trusted institution here, uh, and

0:49:45.920 --> 0:49:49.400
<v Speaker 1>certainly not government leaders here. And we have seen members

0:49:49.480 --> 0:49:54.120
<v Speaker 1>of the business community backing off on political contributions, you know,

0:49:54.280 --> 0:49:58.080
<v Speaker 1>being very outspoken about President Trump uh and what happened

0:49:58.120 --> 0:50:00.840
<v Speaker 1>in the nation's capital. Where were they though, although I

0:50:00.880 --> 0:50:03.280
<v Speaker 1>will say many members of the business community were pretty

0:50:03.320 --> 0:50:06.520
<v Speaker 1>critical of President Trump as well through over throughout the

0:50:06.560 --> 0:50:08.520
<v Speaker 1>past four years. But I think some would say, well,

0:50:08.560 --> 0:50:10.960
<v Speaker 1>why don't why didn't business leader speak up even more

0:50:11.800 --> 0:50:16.239
<v Speaker 1>um strongly to say that these things weren't right early on?

0:50:17.440 --> 0:50:20.640
<v Speaker 1>You know, it's it's a new learned behavior for ceo

0:50:20.760 --> 0:50:23.600
<v Speaker 1>s to be public figures. They're they're normally, you know,

0:50:24.280 --> 0:50:27.279
<v Speaker 1>trying to serve Wall Street and serve their employees, and

0:50:27.880 --> 0:50:31.520
<v Speaker 1>all of a sudden, with this leadership vacuum, we we

0:50:31.680 --> 0:50:38.640
<v Speaker 1>have a necessity of decency and of making sure Carol,

0:50:38.719 --> 0:50:42.360
<v Speaker 1>the biggest stat that's fascinating is my employer is the

0:50:42.400 --> 0:50:45.880
<v Speaker 1>most trusted institution, even fifteen points higher than business in general.

0:50:46.000 --> 0:50:49.080
<v Speaker 1>So and it's my employer. CEO is trusted in my employer.

0:50:49.800 --> 0:50:52.920
<v Speaker 1>UM media in fact, is more trusted than mainstream media.

0:50:53.360 --> 0:50:57.719
<v Speaker 1>So therefore, people who are employees are looking desperately for

0:50:58.200 --> 0:51:01.759
<v Speaker 1>quality information and that's what we're lacking in society. Now

0:51:02.200 --> 0:51:04.920
<v Speaker 1>that's a new deal for companies. They're not used to

0:51:05.000 --> 0:51:08.880
<v Speaker 1>being information purveyors. But that's the demand, that's the necessity

0:51:09.040 --> 0:51:11.800
<v Speaker 1>right now. Richard, What how did the pandemic help create that?

0:51:11.840 --> 0:51:15.680
<v Speaker 1>Because I do feel like you know individuals you know

0:51:15.760 --> 0:51:18.120
<v Speaker 1>who were able to keep their jobs and stay employed,

0:51:18.280 --> 0:51:21.360
<v Speaker 1>like the lifeline and the communication between the employee, especially

0:51:21.360 --> 0:51:24.360
<v Speaker 1>working from home, it had to change, UM. And I

0:51:24.440 --> 0:51:28.799
<v Speaker 1>do wonder how the pandemic impacted the employer employee relationship.

0:51:30.600 --> 0:51:34.759
<v Speaker 1>It became, as you say, um, in a way, the

0:51:35.440 --> 0:51:40.239
<v Speaker 1>normalizing force UM was the connection to the office, UM,

0:51:40.400 --> 0:51:43.279
<v Speaker 1>even if you weren't in the office, and that you

0:51:43.360 --> 0:51:47.800
<v Speaker 1>were getting better facts from the company about return to

0:51:47.880 --> 0:51:51.720
<v Speaker 1>work or the opportunity to get vaccinated from the company,

0:51:52.280 --> 0:51:55.320
<v Speaker 1>not from the government. I mean early on the government

0:51:55.360 --> 0:51:59.560
<v Speaker 1>did this well, Governor Cuomo, others regular briefings and and

0:51:59.680 --> 0:52:01.520
<v Speaker 1>at this have paid it over the summer and it

0:52:01.600 --> 0:52:06.880
<v Speaker 1>hasn't returned. And the magic cures hyde ruxy chlora queene,

0:52:07.280 --> 0:52:11.200
<v Speaker 1>all that just deeply, deeply hurt any credibility that government

0:52:11.320 --> 0:52:14.480
<v Speaker 1>leaders had and Beyond that, the media has all of

0:52:14.560 --> 0:52:19.080
<v Speaker 1>a sudden been categorized as politicized, biased, um, you know,

0:52:19.320 --> 0:52:23.040
<v Speaker 1>be boring thought bubbles, and media has been crippled as

0:52:23.080 --> 0:52:26.400
<v Speaker 1>a source of information. So again, government and media typically

0:52:26.480 --> 0:52:30.640
<v Speaker 1>in a crisis period are the reliable sources. Not now

0:52:31.080 --> 0:52:33.080
<v Speaker 1>it's business is turned. Hey, I want to get back

0:52:33.120 --> 0:52:36.920
<v Speaker 1>to your Edleman trust barometer that you put out the

0:52:37.160 --> 0:52:39.040
<v Speaker 1>Richard What I want to ask you, because you do

0:52:39.320 --> 0:52:42.960
<v Speaker 1>you're constantly talking with CEOs from all different industries. What

0:52:43.040 --> 0:52:45.560
<v Speaker 1>are the conversations you've been having. Well, one is about

0:52:46.000 --> 0:52:49.160
<v Speaker 1>the position of America in the world. Our trust barometer

0:52:49.280 --> 0:52:51.680
<v Speaker 1>found that the US is actually a third from the

0:52:51.760 --> 0:52:56.120
<v Speaker 1>bottom in terms of how its owned um residents feel

0:52:56.239 --> 0:52:59.840
<v Speaker 1>about its institutions. So we're just ahead of Russia and Japan.

0:53:00.040 --> 0:53:03.360
<v Speaker 1>Japan still reeling from Fukushima and the nuclear accident in Russia,

0:53:03.719 --> 0:53:08.640
<v Speaker 1>as it is, UM and trusting brand America and trusting

0:53:08.680 --> 0:53:13.600
<v Speaker 1>the American government has really eroded. It's only globally, and

0:53:13.960 --> 0:53:17.359
<v Speaker 1>it's just above China. You know, we're we're down there

0:53:17.400 --> 0:53:20.920
<v Speaker 1>with Italy and Spain. We're not up there with Germany, Canada, etcetera.

0:53:21.080 --> 0:53:24.200
<v Speaker 1>So that's a big concern. I'm also hearing from CEOs

0:53:24.320 --> 0:53:28.440
<v Speaker 1>about how we're going to work with government. That's the

0:53:28.440 --> 0:53:31.760
<v Speaker 1>founder and CEO of the global communications firm Edelman, Richard Edelman.

0:53:31.800 --> 0:53:34.280
<v Speaker 1>And check out that full conversation. It's on our Bloomberg

0:53:34.320 --> 0:53:37.279
<v Speaker 1>Business Week podcast feed. You're listening to Bloomberg Business Week

0:53:37.640 --> 0:53:41.800
<v Speaker 1>coming up. One of the fifty companies to watch that's next.

0:53:42.000 --> 0:53:52.720
<v Speaker 1>This is Bloomberg. This is Bloomberg Business Week with Carol

0:53:52.760 --> 0:53:57.080
<v Speaker 1>Messer and Bloomberg Quick Takes Tim Stinovik from Bloomberg Radio.

0:53:57.440 --> 0:53:59.399
<v Speaker 1>So in the year I had issue. This week, we've

0:53:59.440 --> 0:54:02.280
<v Speaker 1>got a list of fifty companies to watch, which includes

0:54:02.320 --> 0:54:05.120
<v Speaker 1>a stock that was one of last year's tim high flyers.

0:54:05.239 --> 0:54:08.160
<v Speaker 1>We're talking about Twilio, which saw its stock store two

0:54:08.320 --> 0:54:11.160
<v Speaker 1>hundred and forty last year and at a time of

0:54:11.320 --> 0:54:15.120
<v Speaker 1>robust demand for its communication software sales carroll up fifty

0:54:15.160 --> 0:54:18.239
<v Speaker 1>two percent for the most recent quarter, blockbuster year, no doubt.

0:54:18.400 --> 0:54:20.600
<v Speaker 1>I caught up with Jeff Lawson. He's chairman, CEO and

0:54:20.640 --> 0:54:22.759
<v Speaker 1>co founder of Twilio. He's also got a new book out,

0:54:23.120 --> 0:54:25.720
<v Speaker 1>Ask Your Developer, how to Harness the power of software

0:54:25.719 --> 0:54:29.319
<v Speaker 1>developers and When. In the twenty one century, we talked

0:54:29.360 --> 0:54:32.320
<v Speaker 1>about the year that was in the year ahead, really

0:54:32.600 --> 0:54:35.320
<v Speaker 1>excited to get this book out there because I started

0:54:35.360 --> 0:54:38.640
<v Speaker 1>writing this book about the power of software developers and

0:54:38.719 --> 0:54:40.920
<v Speaker 1>of innovation and the power that software is playing in

0:54:41.040 --> 0:54:43.320
<v Speaker 1>so many businesses and so many industries. Started writing this

0:54:43.400 --> 0:54:46.400
<v Speaker 1>book actually you know before COVID, and I think the

0:54:46.480 --> 0:54:49.480
<v Speaker 1>last year has just shown even more so how important

0:54:49.680 --> 0:54:55.160
<v Speaker 1>digital innovation, digital communications, but agility essentially in business is

0:54:55.320 --> 0:54:58.239
<v Speaker 1>when factors outside of our control are changing constantly. Well,

0:54:58.280 --> 0:55:00.360
<v Speaker 1>I think that is spot on, and I want to

0:55:00.440 --> 0:55:02.360
<v Speaker 1>dig into the book specifically, but I do want to

0:55:02.400 --> 0:55:05.839
<v Speaker 1>ask you about this past year. Like some companies, your

0:55:05.880 --> 0:55:09.640
<v Speaker 1>business to Reilio benefited as we were all working from

0:55:09.719 --> 0:55:11.920
<v Speaker 1>home and companies needed more than ever before really to

0:55:12.000 --> 0:55:15.200
<v Speaker 1>communicate with their customers and they needed you know, your

0:55:15.239 --> 0:55:19.840
<v Speaker 1>infrastruction infrastructure software. Um, what was the year like for you?

0:55:20.040 --> 0:55:22.560
<v Speaker 1>How would you sum it up? And when did you

0:55:22.600 --> 0:55:24.279
<v Speaker 1>all of a sudden see that it was going to

0:55:24.360 --> 0:55:29.440
<v Speaker 1>turn out to be a strong year for you financially? Well,

0:55:29.560 --> 0:55:32.440
<v Speaker 1>you know Tolios product. We are a platform that enables

0:55:32.560 --> 0:55:35.399
<v Speaker 1>companies who are building things in software to be able

0:55:35.480 --> 0:55:42.000
<v Speaker 1>to communicate digitally using digital communication channels like voice, text, messaging, chat, video, email,

0:55:42.080 --> 0:55:45.400
<v Speaker 1>and more. And so you know what we have always

0:55:45.480 --> 0:55:49.240
<v Speaker 1>provided to the world even before covid was first digital

0:55:49.640 --> 0:55:53.480
<v Speaker 1>customer engagement ability to connect people together using digital technologies.

0:55:53.840 --> 0:55:57.239
<v Speaker 1>Number two software agility because we enable software developers to

0:55:57.280 --> 0:56:00.239
<v Speaker 1>build communications into all the apps and experiences that we

0:56:00.320 --> 0:56:03.440
<v Speaker 1>have every day. And third is cloud scale. When somebody

0:56:03.480 --> 0:56:05.400
<v Speaker 1>builds something on tolio, it just works everywhere in the

0:56:05.480 --> 0:56:07.359
<v Speaker 1>world that works at any scale. You have to worry

0:56:07.360 --> 0:56:09.640
<v Speaker 1>about racking and stacking servers and all this kind of stuff.

0:56:09.760 --> 0:56:12.040
<v Speaker 1>That's why many of the best companies in the world

0:56:12.040 --> 0:56:14.880
<v Speaker 1>have been using Toilio to build these amazing customer experiences,

0:56:14.960 --> 0:56:17.520
<v Speaker 1>you know like Uber and Lift and Shopify and amazing

0:56:17.560 --> 0:56:19.160
<v Speaker 1>companies that are leading the edge. But now, which are

0:56:19.200 --> 0:56:21.520
<v Speaker 1>the companies we know about right as consumers, But we

0:56:21.560 --> 0:56:23.360
<v Speaker 1>don't understand kind of how it all works or how

0:56:23.400 --> 0:56:27.600
<v Speaker 1>it gets to us exactly. Too is behind the scenes.

0:56:27.640 --> 0:56:29.200
<v Speaker 1>And if you think about those three things that I

0:56:29.320 --> 0:56:34.120
<v Speaker 1>just mentioned like digital engagement, uh, cloud scale and software agility.

0:56:34.200 --> 0:56:38.000
<v Speaker 1>While the world needed those even more because as we

0:56:38.080 --> 0:56:40.799
<v Speaker 1>had to reconfigure our world to get rid of human

0:56:40.880 --> 0:56:44.719
<v Speaker 1>to human face to face interactions replace them with digital equivalents,

0:56:45.160 --> 0:56:48.160
<v Speaker 1>and we needed to red factor the whole world in

0:56:48.239 --> 0:56:50.800
<v Speaker 1>real time with these changing conditions. While the things Atilio

0:56:50.880 --> 0:56:54.040
<v Speaker 1>brought to our customers was incredibly valuable, were you surprised though,

0:56:54.360 --> 0:56:56.959
<v Speaker 1>at how strong the demand ultimately and how it played

0:56:56.960 --> 0:57:01.520
<v Speaker 1>out for you guys? You know, not rely. I had

0:57:01.560 --> 0:57:03.719
<v Speaker 1>an early sentence. I'll tell you that when the when

0:57:03.760 --> 0:57:07.200
<v Speaker 1>the pandemic began um in, you know, early to mid

0:57:07.320 --> 0:57:11.600
<v Speaker 1>March of last year, we saw a really quick influx

0:57:11.719 --> 0:57:14.719
<v Speaker 1>of customers all realizing that they needed to build. You know,

0:57:14.800 --> 0:57:16.600
<v Speaker 1>there were say needs time to build, like we've never

0:57:16.680 --> 0:57:19.200
<v Speaker 1>dealt with a global pandemic before. We need to reinvent

0:57:19.280 --> 0:57:21.880
<v Speaker 1>our customer experience. We need to contact list delivery, we

0:57:21.960 --> 0:57:25.000
<v Speaker 1>need to accelerate our online ordering abilities. We need to

0:57:25.040 --> 0:57:28.320
<v Speaker 1>see patients remotely for for health telehealth, like there are

0:57:28.360 --> 0:57:31.560
<v Speaker 1>all these use cases coming to prominence that in a

0:57:31.720 --> 0:57:34.120
<v Speaker 1>very like in the course of a week, so many

0:57:34.200 --> 0:57:37.200
<v Speaker 1>customers reaching out and saying, our roadmap has changed, our

0:57:37.240 --> 0:57:39.840
<v Speaker 1>priorties all just changed, and Tolios be a big part

0:57:39.880 --> 0:57:41.600
<v Speaker 1>of how we're gonna respond to the pandemic. And so

0:57:42.000 --> 0:57:44.520
<v Speaker 1>I think we got a pretty early view into the

0:57:44.600 --> 0:57:46.760
<v Speaker 1>importance of it. That's why we leaned in. We said,

0:57:46.800 --> 0:57:48.760
<v Speaker 1>we're here to serve our customers during this time, to

0:57:48.800 --> 0:57:52.280
<v Speaker 1>make them successful the pandemic and build even tighter customer

0:57:52.320 --> 0:57:54.800
<v Speaker 1>relationships during this period of time. That's going to be

0:57:54.840 --> 0:57:57.439
<v Speaker 1>so successful for our customers and for the world. Jeff,

0:57:57.440 --> 0:57:58.920
<v Speaker 1>I want to talk more about the book. I do

0:57:59.000 --> 0:58:01.200
<v Speaker 1>want to ask you what is one look like for

0:58:01.280 --> 0:58:03.800
<v Speaker 1>you guys in terms of what kind of visibility. Well,

0:58:03.840 --> 0:58:06.600
<v Speaker 1>we see twenty as having been an acceleration of the

0:58:06.640 --> 0:58:08.959
<v Speaker 1>trends that have long gone on of the world moving

0:58:09.000 --> 0:58:12.280
<v Speaker 1>to digital, of every industry becoming a software industry, and

0:58:12.560 --> 0:58:15.720
<v Speaker 1>every company having to really up their digital game. And

0:58:16.680 --> 0:58:20.480
<v Speaker 1>pandemic accelerated those plans, often times in companies by six

0:58:20.560 --> 0:58:23.480
<v Speaker 1>years that road maps got accelerated. But one is going

0:58:23.520 --> 0:58:26.400
<v Speaker 1>to be no different. That acceleration is a one way path,

0:58:26.800 --> 0:58:29.320
<v Speaker 1>and every industry and every company who expects to win

0:58:29.400 --> 0:58:31.480
<v Speaker 1>in this digital economy is going to have to keep

0:58:31.560 --> 0:58:34.760
<v Speaker 1>up the pace of invention and agility in using software

0:58:35.080 --> 0:58:36.960
<v Speaker 1>to serve their customers. And so I think we're going

0:58:37.040 --> 0:58:41.520
<v Speaker 1>to continue to help companies unlock these amazing digital experiences.

0:58:41.720 --> 0:58:44.160
<v Speaker 1>Forgive me Jeff, and we love talking with you because

0:58:44.160 --> 0:58:45.840
<v Speaker 1>you've got to go a lot of places with us.

0:58:46.120 --> 0:58:48.560
<v Speaker 1>But if I'm not a person who's into software, am

0:58:48.560 --> 0:58:50.160
<v Speaker 1>I going to be like, Okay, why do I need

0:58:50.200 --> 0:58:51.960
<v Speaker 1>to read this book? And it sounds like we all

0:58:52.080 --> 0:58:55.320
<v Speaker 1>need to read this book in terms of understanding, especially

0:58:55.360 --> 0:58:58.600
<v Speaker 1>in an increasingly high tech world. You know, we've certainly

0:58:58.640 --> 0:59:01.920
<v Speaker 1>seen that over the last year. Why did you write it?

0:59:02.040 --> 0:59:04.080
<v Speaker 1>Who are you addressing and what's the message you want

0:59:04.080 --> 0:59:07.720
<v Speaker 1>to get out here? This book is written actionally for

0:59:07.760 --> 0:59:10.320
<v Speaker 1>people who aren't the developers and aren't the software people.

0:59:10.400 --> 0:59:13.600
<v Speaker 1>It's written for the wide variety of business executives who

0:59:13.760 --> 0:59:17.080
<v Speaker 1>know that software in many ways represents the future of

0:59:17.160 --> 0:59:20.320
<v Speaker 1>their company, because every company is in the Starwinian struggle

0:59:20.640 --> 0:59:24.320
<v Speaker 1>to build great digital products and experiences to serve their

0:59:24.360 --> 0:59:27.040
<v Speaker 1>customers in this era where the interface that we have

0:59:27.120 --> 0:59:29.720
<v Speaker 1>with our customers is now oftentimes an app on a

0:59:29.760 --> 0:59:33.880
<v Speaker 1>phone or a website. Therefore, it's the companies that build

0:59:34.160 --> 0:59:37.520
<v Speaker 1>great software experiences. Those are the companies who win the

0:59:37.680 --> 0:59:41.440
<v Speaker 1>hearts and minds and wallets of their customers. And so

0:59:41.560 --> 0:59:43.000
<v Speaker 1>so much has been said about this, you know, and

0:59:43.080 --> 0:59:45.920
<v Speaker 1>the software is eating the world and so many industries

0:59:46.000 --> 0:59:49.000
<v Speaker 1>have been challenged by the nature of software and how

0:59:49.040 --> 0:59:51.120
<v Speaker 1>software is changing the industries, but not a lot has

0:59:51.160 --> 0:59:54.600
<v Speaker 1>been said about how the business people who aren't software developers,

0:59:54.640 --> 0:59:58.120
<v Speaker 1>who aren't technologists, how do they partner with the technical

0:59:58.240 --> 1:00:00.680
<v Speaker 1>talent in their company or the t people talent they

1:00:00.720 --> 1:00:04.040
<v Speaker 1>want to bring into their company to actually successfully build

1:00:04.120 --> 1:00:07.040
<v Speaker 1>those great digital products and experiences. Because at the end

1:00:07.080 --> 1:00:09.920
<v Speaker 1>of the day, the technical people and the business executives

1:00:09.960 --> 1:00:12.520
<v Speaker 1>are all aligned in what they want. They want to

1:00:12.520 --> 1:00:16.120
<v Speaker 1>build amazing products and experiences that millions or billions of

1:00:16.200 --> 1:00:20.080
<v Speaker 1>customers are gonna love that will drive business growth. Yet

1:00:20.160 --> 1:00:23.880
<v Speaker 1>oftentimes there's this invisible divide between the business executives and

1:00:23.920 --> 1:00:27.120
<v Speaker 1>the technical talent because they speak different languages. Right, And

1:00:27.200 --> 1:00:29.360
<v Speaker 1>the interesting thing is that I'm the CEO of a

1:00:29.400 --> 1:00:31.880
<v Speaker 1>public company, I'm also a software developers. I've have a

1:00:31.920 --> 1:00:34.120
<v Speaker 1>foot in both of these worlds, and so I wrote

1:00:34.160 --> 1:00:36.320
<v Speaker 1>the book to try to build that bridge, to talk

1:00:36.480 --> 1:00:38.800
<v Speaker 1>to business executives and tell them what goes on in

1:00:38.880 --> 1:00:41.000
<v Speaker 1>the world of software and what their developers are actually doing,

1:00:41.280 --> 1:00:44.080
<v Speaker 1>and how they can work with those developers to unlock

1:00:44.240 --> 1:00:48.400
<v Speaker 1>innovation and build great software that will differentiate their company

1:00:48.440 --> 1:00:50.600
<v Speaker 1>in the eyes of their customers, because that is how

1:00:50.640 --> 1:00:52.760
<v Speaker 1>you win in this digital right Well, and I feel

1:00:52.800 --> 1:00:55.800
<v Speaker 1>like in many ways, it's like after the financial crisis, Um,

1:00:56.160 --> 1:00:58.920
<v Speaker 1>we looked at CFOs very differently because CFOs how to

1:00:58.920 --> 1:01:01.680
<v Speaker 1>figure out financially, how to get their companies through a

1:01:01.840 --> 1:01:05.960
<v Speaker 1>really difficult crisis. And it wasn't just you know, accounting guys,

1:01:06.040 --> 1:01:08.600
<v Speaker 1>you know, checking out the numbers. They became really key

1:01:09.000 --> 1:01:12.920
<v Speaker 1>and implement you know, and and strategical to companies. And

1:01:13.000 --> 1:01:14.840
<v Speaker 1>I feel like that's what we see now with C

1:01:15.000 --> 1:01:17.200
<v Speaker 1>T O S and I T departments. Increasingly it's not

1:01:17.320 --> 1:01:19.800
<v Speaker 1>just like hey, I need a new mouse pad, you know,

1:01:19.920 --> 1:01:23.920
<v Speaker 1>it's a lot more strategic. Um, you know, especially as

1:01:23.960 --> 1:01:28.880
<v Speaker 1>almost every company has become a tech company. Well, first,

1:01:28.920 --> 1:01:32.160
<v Speaker 1>I do need a new mouse Okay, I'll get I'll

1:01:32.160 --> 1:01:35.640
<v Speaker 1>get right on it. You're absolutely right. Twenty years ago,

1:01:35.920 --> 1:01:38.320
<v Speaker 1>You're right. I T was a cost center. It was

1:01:38.360 --> 1:01:41.600
<v Speaker 1>about you know, laptops for the employees and printers and

1:01:42.040 --> 1:01:44.760
<v Speaker 1>you know, maybe uh, you know, the financial system that

1:01:44.800 --> 1:01:48.240
<v Speaker 1>customers never knew about or cared about. But nowadays, when

1:01:48.440 --> 1:01:51.120
<v Speaker 1>companies their interface with their customers is a digital one.

1:01:51.480 --> 1:01:54.560
<v Speaker 1>Customers suddenly care about the quality of your software. Are

1:01:54.680 --> 1:01:57.880
<v Speaker 1>you using a software to differentiate? So software has moved

1:01:57.960 --> 1:02:01.400
<v Speaker 1>from the back office and cost center to the revenue

1:02:01.520 --> 1:02:04.520
<v Speaker 1>driver of so many companies, and it actually it's something

1:02:04.600 --> 1:02:06.800
<v Speaker 1>that customers care about. Think about your bank, you know.

1:02:06.840 --> 1:02:09.120
<v Speaker 1>It used to be that your bank was a bricks

1:02:09.160 --> 1:02:10.760
<v Speaker 1>and mortar store that you walked into, and if it

1:02:10.840 --> 1:02:13.160
<v Speaker 1>was well decorated, well lit, the teller was friendly and

1:02:13.200 --> 1:02:14.840
<v Speaker 1>they gave your kid a lollipop, you'd say, well, I

1:02:14.960 --> 1:02:18.160
<v Speaker 1>like my bank. Nowadays your bank is a software app

1:02:18.240 --> 1:02:20.360
<v Speaker 1>on your phone, and you like your bank if the

1:02:20.400 --> 1:02:22.120
<v Speaker 1>app is fast, if it doesn't crash, and if it

1:02:22.160 --> 1:02:25.160
<v Speaker 1>makes you like easier. And the act of achieving those

1:02:25.240 --> 1:02:27.520
<v Speaker 1>things is really the act of companies listening to their

1:02:27.560 --> 1:02:31.680
<v Speaker 1>customers and answering the problems that their customers need solved

1:02:31.760 --> 1:02:35.160
<v Speaker 1>with all that software. And that's fundamentally an act of building.

1:02:35.520 --> 1:02:38.600
<v Speaker 1>And that's why so many Silicon Valley companies, who oftentimes

1:02:38.640 --> 1:02:41.000
<v Speaker 1>higher developers as the first thing they do, that's why

1:02:41.040 --> 1:02:44.000
<v Speaker 1>they end up challenging so many different industries. But every

1:02:44.120 --> 1:02:48.080
<v Speaker 1>company is starting to adopt that methodology if they want

1:02:48.120 --> 1:02:49.640
<v Speaker 1>to compete and win in this era and That's what

1:02:49.720 --> 1:02:51.480
<v Speaker 1>this book is really about. It's the playbook for how

1:02:51.520 --> 1:02:53.680
<v Speaker 1>to do that well and your customer line up, whether

1:02:53.720 --> 1:02:56.360
<v Speaker 1>it's Uber, what's app, whether it's Left, whether it's Nordstrom,

1:02:56.400 --> 1:02:58.320
<v Speaker 1>whether it's Nike. I mean you really kind of look

1:02:58.360 --> 1:03:02.440
<v Speaker 1>into so many different areas of the corporate world based

1:03:02.520 --> 1:03:04.880
<v Speaker 1>on what you're seeing from some of your customers and

1:03:05.080 --> 1:03:07.760
<v Speaker 1>where they're spending money. What does it tell you maybe

1:03:07.760 --> 1:03:13.240
<v Speaker 1>about our environment, our broader market environment. Well, I think

1:03:13.320 --> 1:03:16.200
<v Speaker 1>that it's it's just it's just a truism that in

1:03:16.280 --> 1:03:19.600
<v Speaker 1>the digital economy, of the companies with the best digital

1:03:19.640 --> 1:03:22.000
<v Speaker 1>experiences are going to win the heart spinds of walts

1:03:22.040 --> 1:03:25.360
<v Speaker 1>of customers. It's as simple as that, right, Yeah, And

1:03:25.640 --> 1:03:28.160
<v Speaker 1>I look at you know, it's not just about the startups,

1:03:28.200 --> 1:03:31.280
<v Speaker 1>and it's not just about certain companies. It's really every company.

1:03:31.320 --> 1:03:33.320
<v Speaker 1>In the book, I talked about the story about Domino's

1:03:33.320 --> 1:03:35.720
<v Speaker 1>Pizza actually, which has been a huge, like look at

1:03:35.760 --> 1:03:38.000
<v Speaker 1>their stock place over the last decade. It's an amazing

1:03:38.120 --> 1:03:41.840
<v Speaker 1>story of a company that transformed from a pizza company

1:03:42.000 --> 1:03:45.280
<v Speaker 1>to a technology company. Well, there you have it. Tuilio chairman,

1:03:45.360 --> 1:03:48.680
<v Speaker 1>CEO and co founder Jeff Lawson, his book Ask your Developer,

1:03:48.720 --> 1:03:51.160
<v Speaker 1>how to harness the power of software developers and win

1:03:51.360 --> 1:03:53.640
<v Speaker 1>in the twenty century. And be sure to check out

1:03:53.880 --> 1:03:57.520
<v Speaker 1>the full list of fifty companies to watch that's in

1:03:57.600 --> 1:04:00.360
<v Speaker 1>the magazine, online and on the Bloomberg and Tim. That

1:04:00.400 --> 1:04:02.600
<v Speaker 1>wraps up the weekend edition of Bloomberg Business Week from

1:04:02.600 --> 1:04:04.760
<v Speaker 1>Bloomberg Radio. Thanks so much for joining us. I'm Carol

1:04:04.840 --> 1:04:06.960
<v Speaker 1>Masser and I'm Tim Stanovk. Be sure to tune into

1:04:06.960 --> 1:04:09.960
<v Speaker 1>our Bloomberg Business Week Daily show Monday through Friday, starting

1:04:10.000 --> 1:04:12.440
<v Speaker 1>at two pm Wall Street Time on Bloomberg Radio. You

1:04:12.440 --> 1:04:14.840
<v Speaker 1>can also watch our daily broadcast on YouTube. Just search

1:04:14.880 --> 1:04:18.160
<v Speaker 1>Bloomberg Global News and check out to our Bloomberg Business

1:04:18.200 --> 1:04:21.000
<v Speaker 1>Week podcast. Find that at Bloomberg dot com, Apple or

1:04:21.040 --> 1:04:23.400
<v Speaker 1>wherever you get your podcasts, and that's where you also

1:04:23.440 --> 1:04:25.800
<v Speaker 1>find our extra podcast. This week, we'll hear more of

1:04:25.880 --> 1:04:29.400
<v Speaker 1>that conversation with jam Smucker Company President and CEO Mark Smucker,

1:04:29.800 --> 1:04:32.680
<v Speaker 1>fifth generation of the family running the company known for

1:04:33.120 --> 1:04:36.120
<v Speaker 1>those iconic brands, and one that's made it through war, segregation,

1:04:36.160 --> 1:04:39.120
<v Speaker 1>the financial crisis, and now the pandemic. And you can

1:04:39.160 --> 1:04:42.280
<v Speaker 1>also see me on Bloomberg Quicktake, available on Bloomberg dot com,

1:04:42.360 --> 1:04:46.280
<v Speaker 1>slash QT, and streaming platforms like Roku, Apple TV, Samsung

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<v Speaker 1>forget Bloomberg Business Week. We're available on newstands now, at

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<v Speaker 1>Bloomberg dot com and on the Bloomberg terminal. Head there

1:04:54.640 --> 1:04:59.200
<v Speaker 1>for more of the yearhead stories and economics, politics, batteries, yes, batteries,

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<v Speaker 1>technolog do, finance, and luxury. It's an incredible issue. Have

1:05:02.720 --> 1:05:06.760
<v Speaker 1>a great weekend everyone. This is Bloomberg m