WEBVTT - Apple Is the $2.3T Fortress That Tim Cook Built

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<v Speaker 1>I'm Carol Masser and I'm Tim Stanevik the cover story

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<v Speaker 1>this week. Ten years ago, Tim Cook became CEO of Apple,

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<v Speaker 1>succeeding co founder Steve Jobs. In the decades since Cook's

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<v Speaker 1>Apple has soared to a market cap of two point

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<v Speaker 1>three trillion dollars, the most of any company, and could

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<v Speaker 1>reach three trillion in twelve months. The revenue looks endless.

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<v Speaker 1>It really does. So how has Cook transformed the company

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<v Speaker 1>by expanding its portfolio products and services, deepening the company's

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<v Speaker 1>relationship with China, and navigating complicated geopolitics during the Trump presidency,

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<v Speaker 1>all while fending off antitrust scrutiny and using privacy to

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<v Speaker 1>skewer competitors such as Facebook and as critics are swift

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<v Speaker 1>to point out, Apple today looks increasingly like the IBM

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<v Speaker 1>of yesteryear, especially the one depicted in its famous commercial.

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<v Speaker 1>Of course, Cook happened to work at IBM. Tim Cook's

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<v Speaker 1>two point three trillion dollar fortress trade war Trump please

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<v Speaker 1>antitrust Zoock's problem, Ditto privacy Revenue endless by Austin Carr

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<v Speaker 1>and Mark German. Joe Biden had a question for Tim

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<v Speaker 1>Cook why the then vice president wanted to know, couldn't

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<v Speaker 1>Apple make the iPhone in the US. It was January,

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<v Speaker 1>during President Barack Obama's re election campaign and three months

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<v Speaker 1>after the death of Cook's predecessor, Steve Jobs. Biden was

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<v Speaker 1>in Palo Alto for a dinner meeting with Cook and

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<v Speaker 1>a group of tech leaders that included Netflix chief executive

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<v Speaker 1>officer Read Hastings, Google executive chairman Eric Schmidt, and Facebook

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<v Speaker 1>chief operating officer Cheryl Sandberg. As everyone at the dinner

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<v Speaker 1>well knew, the idea of mass producing an iPhone or

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<v Speaker 1>any advanced consumer electronics in a domestic factory was an

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<v Speaker 1>exceptionally tall order. The big Asian contract manufacturers, especially Apple's

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<v Speaker 1>main partner Fox con, had built city size factories in

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<v Speaker 1>China with armies of hundreds of thousands of skilled laborers.

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<v Speaker 1>None of that scale existed in the US. Chinese factory

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<v Speaker 1>employees generally worked much longer hours for a fraction of

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<v Speaker 1>what even the lowest paid American workers make. I'm not sure,

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<v Speaker 1>short of dictatorial practices, that you could ever make that work,

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<v Speaker 1>says John Richard Tello, another Silicon Valley executive who witnessed

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<v Speaker 1>the exchange between Cook and Biden. Biden's question put Cook,

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<v Speaker 1>who had become Apple CEO the previous August, in an

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<v Speaker 1>awkward position. He was the architect of the strategy to

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<v Speaker 1>outsource Apple's production to China, a trend of increasing concern

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<v Speaker 1>for the Obama administration. But Cook was also, as it

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<v Speaker 1>turned out, extremely effective at deflecting political pressure. He was

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<v Speaker 1>certainly more diplomatic than his old boss. Obama once asked

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<v Speaker 1>jobs the same question, and jobs is characteristically blunt reply

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<v Speaker 1>landed on the front page of the New York Times,

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<v Speaker 1>those jobs aren't coming back. Cook, though, was smooth and

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<v Speaker 1>non combative, so much so, in fact, that Richichello can't

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<v Speaker 1>recall exactly what he said to Biden. By the end

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<v Speaker 1>of that year, Cook announced a small yet politically significant

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<v Speaker 1>shift Apple, he said, would start making some mas in

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<v Speaker 1>the US, and then Apple's reliance on China only grew.

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<v Speaker 1>You might think It's ever tighter embraced with the country

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<v Speaker 1>would have put Cook in a worse political position. After

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<v Speaker 1>Donald Trump was elected president in twenty sixteen, based on

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<v Speaker 1>a campaign marked by anti China rhetoric, threats of a

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<v Speaker 1>trade war, and promises to bring jobs loss to Shunjun

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<v Speaker 1>back to American shores, not to mention the challenges of

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<v Speaker 1>the coronavirus pandemic and rising antitrust fervor during his term

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<v Speaker 1>in office. Strangely, though Apple thrived under Trump. In August

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<v Speaker 1>twenty eighteen, the company's market value reached one trillion dollars.

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<v Speaker 1>Twenty four months later, even as Trump bellowed on the

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<v Speaker 1>campaign trail that these stupid supply chains in China should

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<v Speaker 1>move home, it surpassed two trillion dollars. Current and former employees,

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<v Speaker 1>executives at rival companies, and Washington insiders credit this to

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<v Speaker 1>Cook's shrewd management, equally shrewd politicking, and zero reluctance to

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<v Speaker 1>wield Apple's market power. Tim Apple, as Trump once called him,

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<v Speaker 1>charmed and cajoled his way into the former president's good

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<v Speaker 1>graces while keeping Beijing happy and finding ways to squeeze

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<v Speaker 1>more revenue from the iPhone. Cook's handling of Trump suggests

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<v Speaker 1>how Apple, which declined to comment for this story, might

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<v Speaker 1>approach now President Biden. Over the next four years. His

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<v Speaker 1>White House will continue pushing to increase US manufacturing and

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<v Speaker 1>may support congressional scrutiny of potentially anti competitive practices egged

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<v Speaker 1>on by Facebook and other companies that say Apple exercises

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<v Speaker 1>too much power, but Cook has been counterpunching, broadening his

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<v Speaker 1>influence over the mobile phone industry while marketing Apple's commitment

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<v Speaker 1>to privacy as the antidote to the practices of social

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<v Speaker 1>media companies. Moreover, Cook's unflappable temperament makes him well suited

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<v Speaker 1>to the polarized political climate. Allies praised his operational skills

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<v Speaker 1>and diplomatic instincts. Tim may not be able to design

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<v Speaker 1>a product like Steve, says Warren Buffett, who knows Cook

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<v Speaker 1>well and whose Berkshire Hathaway has a stake in Apple

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<v Speaker 1>worth one and eleven billion dollars as of a September filing.

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<v Speaker 1>But Tim understands the world to a degree that very

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<v Speaker 1>very few CEOs I've met over the past sixty years

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<v Speaker 1>could match. Cook came to Apple in after a dozen

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<v Speaker 1>years at IBM and a six month stint at Compact,

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<v Speaker 1>and seemed, at least to old Apple hands, devoid of

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<v Speaker 1>any obvious personality. He'd work eighteen hour days and send

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<v Speaker 1>emails all through the night when he wasn't in the office.

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<v Speaker 1>He seemed to live at the gym. Unlike jobs, he

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<v Speaker 1>had no pretensions to being an artist. Tim was always

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<v Speaker 1>pure work, grind, grind, grind grind, says one former Apple

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<v Speaker 1>executive who worked with Cook in his early years at

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<v Speaker 1>the company and who, as with other sources in this story,

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<v Speaker 1>spoke on the condition of anonymity because of non disclosure

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<v Speaker 1>agreements and fear of corporate reprisals. I always found him

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<v Speaker 1>exceptionally boring. Apple's turnaround in the ensuing years has generally

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<v Speaker 1>been attributed to Jobs as product genius, beginning with the

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<v Speaker 1>candy colored Imax that turned once beige appliances into objade

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<v Speaker 1>to office. But equally important in Apple's transformation into the

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<v Speaker 1>economic and cultural force it is today was Cook's ability

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<v Speaker 1>to manufacture those computers and the iPods, iPhones and iPads

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<v Speaker 1>that followed in massive quantities. For that, he adopted strategies

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<v Speaker 1>similar to those used by HP, Compact, and Dell companies

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<v Speaker 1>that were derided by Jobs but had helped usher in

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<v Speaker 1>an era of outsourced manufacturing and made to order products.

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<v Speaker 1>Back when Cook was managing Compacts hardware inventory, he became

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<v Speaker 1>friendly with Fox confounder Terry Guo. According to two people

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<v Speaker 1>who've worked closely with Cook, the Taiwanese company had started

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<v Speaker 1>as a lower end manufacturer. Early products included the plastic

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<v Speaker 1>channel changing knobs for televisions and connectors for Atari joysticks,

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<v Speaker 1>but by the late nineteen nineties fox kN had graduated

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<v Speaker 1>to more complex manufacturing, such as making computer chassis for Compact.

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<v Speaker 1>Fox Con eventually moved on to other PC parts, which

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<v Speaker 1>it produced in sprawling factories around Shunjn, near component suppliers.

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<v Speaker 1>By the time Cook joined Apple, these centralized factory hubs

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<v Speaker 1>were far more efficient than anything in the US. Apple

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<v Speaker 1>sold off a huge Colorado plant in and after Cook arrived,

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<v Speaker 1>he temporarily cut its Ireland based manufacturing workforce, closed what

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<v Speaker 1>was then its only remaining American production line in Elk Grove, California,

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<v Speaker 1>and outsourced more and more production to China, starting with

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<v Speaker 1>laptops and webcams. The Elk Grove facility is now used

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<v Speaker 1>for refurbishing and hairs. Cook's global supply chain greatly improved

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<v Speaker 1>upon the fabrication approaches that Dell and Compact had developed.

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<v Speaker 1>The big PC brands often outsourced both manufacturing and significant

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<v Speaker 1>design decisions, resulting in computers that were cheap but not distinctive.

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<v Speaker 1>Cook's innovation was to force fox Con and others to

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<v Speaker 1>adapt to the extravagant esthetic and quality specifications demanded by

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<v Speaker 1>Jobs and Industrial design head Johnny I've Apple engineers crafted

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<v Speaker 1>specialized manufacturing equipment and traveled frequently to China, spending long hours,

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<v Speaker 1>not in conference rooms as their PC counterparts did, but

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<v Speaker 1>on production floors, hunting for hardware refinements and bottlenecks on

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<v Speaker 1>the line. Contract manufacturers worked with all the big electronics companies,

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<v Speaker 1>but Cook set Apple apart by spending big to buy

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<v Speaker 1>up next generation parts years in advance and striking exclusivity

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<v Speaker 1>deals on key components to ensure Apple would get them

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<v Speaker 1>ahead of rivals. At the same time, he was obset

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<v Speaker 1>best with controlling Apple's costs. Daniel Vidagna, then a supply

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<v Speaker 1>management director, says Cook particularly fussed over fulfillment times. Faster

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<v Speaker 1>turnarounds made customers happier and also reduced the financial strain

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<v Speaker 1>of storing unsold inventory. Vidanna remembers him saying that Apple

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<v Speaker 1>couldn't afford to have spoiled milk. Cook lowered the company's

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<v Speaker 1>month's worth of stockpiles two days and touted, according to

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<v Speaker 1>a former longtime operations leader, that Apple was out delling

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<v Speaker 1>Dell in supply chain efficiencies, Guo always seemed happy to accommodate,

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<v Speaker 1>often building entire factories to handle whatever minimalist cheek design

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<v Speaker 1>specs Apple through. At Fox Con, John Rubinstein, a senior

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<v Speaker 1>vice president for hardware engineering during jobs second tour at Apple,

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<v Speaker 1>recalls almost having a heart attack in two thousand five

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<v Speaker 1>when he went with Guo to see a new factory

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<v Speaker 1>in Shunjan for the iPod Nano, a tiny device smaller

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<v Speaker 1>than Apple's original MP three player, only to find an

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<v Speaker 1>empty field within months. Though a large structure and production

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<v Speaker 1>line were in place in the US, you couldn't even

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<v Speaker 1>get the permits approved in that time frame, he says,

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<v Speaker 1>Jobs and I've had expensive tastes, which made it all

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<v Speaker 1>the more crucial for Cook's team to be unforgiving. When

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<v Speaker 1>negotiating with suppliers for a custom enclosure designed by Ive's

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<v Speaker 1>team to elegantly hold the USB ports on a Mac laptop,

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<v Speaker 1>the former longtime operations leader recalls the company paying roughly

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<v Speaker 1>triple the five cents or so that PC rivals were

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<v Speaker 1>spending for a generic version of the same basic part.

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<v Speaker 1>This person remembers literally negotiating down to four decimal points

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<v Speaker 1>to make it economic. A former product operations manager says,

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<v Speaker 1>even if a supplier promised something as simple as a

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<v Speaker 1>delivery date for a part, it was normal to press

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<v Speaker 1>for the tracking number for each individual shipment as part

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<v Speaker 1>of a litany of detailed logistics and pricing demands. Apple's

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<v Speaker 1>power over suppliers grew after the release of the I phone,

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<v Speaker 1>which Fox Con manufactured and which sold four million units

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<v Speaker 1>in its first two hundred days. By two thousand nine,

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<v Speaker 1>an iPhone supply manager says Apple increasingly took on a

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<v Speaker 1>brute force approach to dealing with suppliers In Asia. I

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<v Speaker 1>could say you do it this way, or your toast,

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<v Speaker 1>this manager says, adding that Apple started to just beat

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<v Speaker 1>the crap out of its vendors jobs as death two

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<v Speaker 1>years later caused skeptics to predict Apple would stagnate without

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<v Speaker 1>a steady stream of his inventions. In fact, the real

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<v Speaker 1>challenge was keeping supply up. In China, operations managers were

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<v Speaker 1>scrambling to buy enough computer controlled milling machines and laser cutters.

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<v Speaker 1>Every millimeter was scrutinized for savings, as were even the

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<v Speaker 1>seemingly least consequential parts. Three people familiar with the company's

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<v Speaker 1>supply chain, say, there was an Apple employee whose job

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<v Speaker 1>consisted of negotiating the cost of glue. In the post Jobs,

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<v Speaker 1>Apple i've's influence began to wane, while Cook asserted a

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<v Speaker 1>more cost conscious approach to new products. He ordered his

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<v Speaker 1>operations team to work closely with the industrial design group

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<v Speaker 1>from the earliest stages of the development process, rather than

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<v Speaker 1>joining months in, as had been the norm under Jobs.

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<v Speaker 1>iPhone six was the poster child of this transformation, according

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<v Speaker 1>to a person involved in the product's development, While the

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<v Speaker 1>device had complex internal components and a larger screen, it

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<v Speaker 1>dropped the diamond polished edges and the precisely cut glass

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<v Speaker 1>parts of the back of the iPhone five and five s,

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<v Speaker 1>which had been difficult to produce. Even the company's spaceship

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<v Speaker 1>esque headquarters, The design of which Jobs had micromanaged, didn't

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<v Speaker 1>escape the new financial discipline. According to a person familiar

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<v Speaker 1>with its construction, Cook's allies tried to aggressively drive down

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<v Speaker 1>extravagant expenses, including for the curved glass now surrounding the building,

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<v Speaker 1>which The Wall Street Journal reported was originally expected to

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<v Speaker 1>cost as much as one billion dollars. Meanwhile, Cook expanded

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<v Speaker 1>the business in ways jobs used to resist Jobs. Loved

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<v Speaker 1>to point out that Apple's product lineup was so unrelentingly

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<v Speaker 1>spare it could fit on a small table. At the

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<v Speaker 1>time of his death, Apple sold two iPhones and one iPad.

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<v Speaker 1>Today it offers seven iPhones and five iPads. Cook also

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<v Speaker 1>added high priced products that amounted to accessories for the

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<v Speaker 1>flagship mobile devices, such as air pods and the Apple Watch.

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<v Speaker 1>And yet, even as Cook transformed Apple into a more

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<v Speaker 1>diversified company, its dependence on China grew. The only way

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<v Speaker 1>to drive economies of scale and manufacturing consistency was to

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<v Speaker 1>concentrate more and more of Apple's output in areas such

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<v Speaker 1>as Shunjun. If you're talking about making a million a

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<v Speaker 1>day of something launching on a dime and having the

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<v Speaker 1>capacity to do that, every machine has to be precise,

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<v Speaker 1>and to have that happening in multiple countries as challenging,

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<v Speaker 1>says a former top executive, The question becomes, are you

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<v Speaker 1>relying too much on one place. In November twenty nineteen,

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<v Speaker 1>a year before the presidential election, Trump flew to Austin

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<v Speaker 1>to meet Cook and tour Apple's mac pro factory in

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<v Speaker 1>front of a gaggle of White House press, Cook called

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<v Speaker 1>the Mac Pro a five thousand nine dollar computer aimed

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<v Speaker 1>at creative professionals, an example of American design, American manufacturing,

0:14:23.400 --> 0:14:27.000
<v Speaker 1>and American ingenuity. At another point, the pair leaned close

0:14:27.040 --> 0:14:30.240
<v Speaker 1>together so Cook could show off the computer's components as

0:14:30.280 --> 0:14:34.600
<v Speaker 1>Trump nodded approvingly. Many of the parts Cook noted came

0:14:34.640 --> 0:14:38.280
<v Speaker 1>from places such as Arizona and Pennsylvania, key swing states

0:14:38.280 --> 0:14:42.280
<v Speaker 1>where Trump had promised to bring more manufacturing jobs. Trump

0:14:42.320 --> 0:14:46.160
<v Speaker 1>touted the plant as a campaign pledge fulfilled. I said

0:14:46.200 --> 0:14:48.960
<v Speaker 1>someday we're going to see Apple building plants in our country,

0:14:49.080 --> 0:14:52.320
<v Speaker 1>not in China, he told reporters. And that's what's happening.

0:14:52.600 --> 0:14:56.440
<v Speaker 1>It's all happening. It's all the American dream. Cook looked

0:14:56.480 --> 0:14:59.640
<v Speaker 1>on soberly and didn't mention what was obvious to factory

0:14:59.640 --> 0:15:03.720
<v Speaker 1>employ ease Trump was lying. The facility had been in

0:15:03.760 --> 0:15:08.520
<v Speaker 1>operation for Apple for six years. During Trump's time in office,

0:15:08.640 --> 0:15:12.400
<v Speaker 1>he and Cook forged an unlikely friendship that upset liberal

0:15:12.520 --> 0:15:17.240
<v Speaker 1>leaning Apple veterans, who couldn't imagine Cook's infamously temperamental predecessor

0:15:17.520 --> 0:15:20.680
<v Speaker 1>tolerating any co option of Apple's brand name by someone

0:15:20.760 --> 0:15:24.400
<v Speaker 1>as boorish as Trump. Cook, who supported Hillary Clinton in

0:15:24.440 --> 0:15:29.680
<v Speaker 1>the presidential campaign, voiced disagreement over Trump's approach to immigration,

0:15:30.120 --> 0:15:33.880
<v Speaker 1>racial unrest, and climate change, but he also attended the

0:15:33.880 --> 0:15:37.360
<v Speaker 1>president's CEO summits, as well as dinners at the White

0:15:37.360 --> 0:15:40.720
<v Speaker 1>House and at the President's golf club in Bedminster, New Jersey,

0:15:41.200 --> 0:15:43.720
<v Speaker 1>and bonded with his daughter Ivanka and his son in

0:15:43.800 --> 0:15:50.160
<v Speaker 1>law Jared Kushner Gary Kohene, Trump's chief economic advisor until estimates,

0:15:50.160 --> 0:15:53.120
<v Speaker 1>Cook came to Washington every four to six weeks, far

0:15:53.200 --> 0:15:56.960
<v Speaker 1>more frequently than other Texi eos. He made it part

0:15:56.960 --> 0:15:59.320
<v Speaker 1>of his agenda to figure out where we could work together,

0:15:59.480 --> 0:16:03.200
<v Speaker 1>says Own. Our dinners weren't talking all about Apple, tariffs

0:16:03.280 --> 0:16:07.960
<v Speaker 1>and technology, I'd say sev was talking about life. To

0:16:08.040 --> 0:16:10.880
<v Speaker 1>be a good CEO, to get things accomplished, you have

0:16:10.960 --> 0:16:13.600
<v Speaker 1>to be personable, you have to be a good communicator

0:16:13.600 --> 0:16:16.360
<v Speaker 1>and a good listener. And Tim was all of those things.

0:16:16.960 --> 0:16:19.640
<v Speaker 1>Cook was willing to do what was necessary to protect

0:16:19.720 --> 0:16:23.200
<v Speaker 1>Apple's China centric supply chain, even if that meant letting

0:16:23.200 --> 0:16:26.760
<v Speaker 1>Trump spin falsehoods. Trump told The Wall Street Journal in

0:16:26.760 --> 0:16:31.240
<v Speaker 1>mid that Cook personally promised to build three big plants,

0:16:31.320 --> 0:16:34.960
<v Speaker 1>beautiful plants in the US, which was false as well,

0:16:35.360 --> 0:16:38.760
<v Speaker 1>and which Apple declined to correct. After the photo op

0:16:38.800 --> 0:16:42.240
<v Speaker 1>in Austin, Trump tweeted today I opened a major Apple

0:16:42.280 --> 0:16:45.600
<v Speaker 1>manufacturing plant in Texas that will bring high paying jobs

0:16:45.600 --> 0:16:49.880
<v Speaker 1>back to America. Apple let that one slide to. Current

0:16:49.920 --> 0:16:53.400
<v Speaker 1>and former employees familiar with the Mac pros development say

0:16:53.440 --> 0:16:57.040
<v Speaker 1>the Texas event was an embarrassment. The factory had undergone

0:16:57.080 --> 0:16:59.520
<v Speaker 1>some remodeling since it was first used to assemble the

0:16:59.560 --> 0:17:06.040
<v Speaker 1>Mac pro, but again, it wasn't new. Moreover, Flex Limited,

0:17:06.320 --> 0:17:09.919
<v Speaker 1>the contract manufacturer that operates the Austin plant, prepped for

0:17:09.960 --> 0:17:12.359
<v Speaker 1>the event by manicuring the production floor as if it

0:17:12.400 --> 0:17:15.640
<v Speaker 1>were a stage set. New computers were put on display

0:17:15.920 --> 0:17:18.920
<v Speaker 1>to look like we're selling these things like hotcakes, recalls

0:17:18.960 --> 0:17:22.639
<v Speaker 1>one engineer. Many employees were given the day off and

0:17:22.720 --> 0:17:25.760
<v Speaker 1>the select few allowed to stay. We're mostly pretending to

0:17:25.800 --> 0:17:28.879
<v Speaker 1>work in the background in their blue uniforms. According to

0:17:28.920 --> 0:17:33.119
<v Speaker 1>another staffer, it was very much a show. This person, says,

0:17:33.760 --> 0:17:36.840
<v Speaker 1>Cook seemed to understand that though Apple was vulnerable to

0:17:36.880 --> 0:17:40.560
<v Speaker 1>Trump's anti China belicocity, he also could use the company's

0:17:40.600 --> 0:17:44.320
<v Speaker 1>reputation and his glad handing as enticement for a president

0:17:44.359 --> 0:17:48.800
<v Speaker 1>who craved mainstream business validation. Tim was very good at

0:17:48.840 --> 0:17:52.800
<v Speaker 1>giving the President optics because Apple is an iconic consumer brand,

0:17:53.240 --> 0:17:56.800
<v Speaker 1>says a former senior Trump administration official. You've got their

0:17:56.840 --> 0:18:00.359
<v Speaker 1>CEO working with the White House, sitting in meetings, traveling

0:18:00.359 --> 0:18:03.399
<v Speaker 1>with Ivanka. You always want to attach yourself to a

0:18:03.440 --> 0:18:07.840
<v Speaker 1>good brand. The Texas factory itself had long been a disappointment,

0:18:07.960 --> 0:18:10.879
<v Speaker 1>according to former employees who worked on the project since

0:18:10.880 --> 0:18:14.359
<v Speaker 1>its Obama era inception. It was an experiment to prove

0:18:14.440 --> 0:18:17.320
<v Speaker 1>that the US supply chain could work as good as China's,

0:18:17.359 --> 0:18:21.320
<v Speaker 1>and it failed miserably, says a former senior manager. Apple

0:18:21.400 --> 0:18:24.119
<v Speaker 1>chose to produce the first iteration of its assembled in

0:18:24.280 --> 0:18:28.960
<v Speaker 1>USA mac Pro in Austin because it was expensive and

0:18:29.040 --> 0:18:32.240
<v Speaker 1>sold in low volume, which allowed more margin for cost

0:18:32.320 --> 0:18:36.520
<v Speaker 1>overruns while ensuring that any losses wouldn't be disastrous. According

0:18:36.560 --> 0:18:39.399
<v Speaker 1>to people familiar with the matter, the mac Pro is

0:18:39.480 --> 0:18:42.879
<v Speaker 1>also much bigger than a smartphone, meaning that in theory,

0:18:43.000 --> 0:18:45.280
<v Speaker 1>it should have been easier to make than something as

0:18:45.320 --> 0:18:49.480
<v Speaker 1>compact and exacting as an iPhone or Apple Watch. But

0:18:49.640 --> 0:18:52.560
<v Speaker 1>then supply chain managers saw an early mock up of

0:18:52.600 --> 0:18:56.400
<v Speaker 1>the cylindrical design that Ive's team had created which made

0:18:56.440 --> 0:18:58.880
<v Speaker 1>the Mac Pro look like something out of Star Wars.

0:18:59.520 --> 0:19:02.120
<v Speaker 1>Apple's partners in Asia had been able to handle such

0:19:02.119 --> 0:19:05.600
<v Speaker 1>oddball design specs, but employees involved with the U S

0:19:05.640 --> 0:19:08.639
<v Speaker 1>Flex factory, who had been expecting a boxy shape that

0:19:08.720 --> 0:19:13.040
<v Speaker 1>resembled previous versions of the device, were alarmed. They initially

0:19:13.119 --> 0:19:16.440
<v Speaker 1>worried about having to fit square parts in a circular case,

0:19:16.800 --> 0:19:20.639
<v Speaker 1>according to a former senior level Apple employee, When Apple

0:19:20.680 --> 0:19:24.840
<v Speaker 1>engineers started setting up manufacturing in Texas, sources familiar with

0:19:24.880 --> 0:19:28.040
<v Speaker 1>the matter say they had a difficult time finding local

0:19:28.080 --> 0:19:31.560
<v Speaker 1>suppliers willing to invest in retooling their factories for a

0:19:31.600 --> 0:19:35.240
<v Speaker 1>one off Mac project. According to a former Apple supply

0:19:35.320 --> 0:19:38.760
<v Speaker 1>chain worker, huge quantities of certain components needed to be

0:19:38.800 --> 0:19:42.280
<v Speaker 1>imported from Asia, which caused a domino effect of delays

0:19:42.320 --> 0:19:46.480
<v Speaker 1>and costs. If a shipment arrived with defective parts, For example,

0:19:46.840 --> 0:19:49.040
<v Speaker 1>the Texas factory had to wait for the next air

0:19:49.119 --> 0:19:53.159
<v Speaker 1>cargo delivery. At factories in Hunjun, supply replacements were a

0:19:53.160 --> 0:19:56.520
<v Speaker 1>short drive away. It felt like the opposite of Wuoes

0:19:56.680 --> 0:20:00.480
<v Speaker 1>ultra efficient all in one Fox con hubs. We really

0:20:00.520 --> 0:20:03.520
<v Speaker 1>emphasized with the suppliers to triple check their product before

0:20:03.520 --> 0:20:05.960
<v Speaker 1>they put it on a plane to Texas. This worker

0:20:06.040 --> 0:20:10.720
<v Speaker 1>says it was a pain. Recruiting was another challenge. Skills

0:20:10.760 --> 0:20:13.439
<v Speaker 1>common at fox Con were harder to find in the US,

0:20:13.840 --> 0:20:16.399
<v Speaker 1>where new hires might have worked previously at a cost

0:20:16.400 --> 0:20:20.280
<v Speaker 1>co rather than at a different electronics factory. An ex

0:20:20.320 --> 0:20:23.800
<v Speaker 1>Apple product engineer remembers the team struggling to determine why

0:20:23.880 --> 0:20:27.000
<v Speaker 1>circuit boards coming off the assembly line were crooked. They

0:20:27.080 --> 0:20:30.119
<v Speaker 1>ultimately traced the problem to a single worker who was

0:20:30.160 --> 0:20:33.600
<v Speaker 1>inexplicably screwing in parts from left to right instead of

0:20:33.640 --> 0:20:37.800
<v Speaker 1>by the numbered order. Flex provided. Scrap was high at first,

0:20:38.160 --> 0:20:41.320
<v Speaker 1>and several sources say the teams missed their initial delivery

0:20:41.359 --> 0:20:46.240
<v Speaker 1>and cost targets. Once the products assembly stabilized, Apple employees

0:20:46.240 --> 0:20:49.680
<v Speaker 1>moved on to other more pressing supply chain projects, such

0:20:49.720 --> 0:20:54.320
<v Speaker 1>as manufacturing the Apple Watch, which inevitably was made in China.

0:20:54.600 --> 0:20:57.880
<v Speaker 1>Demand for the cylindrical mac pro was weaker than anticipated,

0:20:58.280 --> 0:21:03.200
<v Speaker 1>and layoffs eventually followed. Flex. Whatever the Austin Plants problems,

0:21:03.440 --> 0:21:08.320
<v Speaker 1>it's political benefits were tremendous. In September, the U S

0:21:08.359 --> 0:21:12.080
<v Speaker 1>granted exemptions on tariffs for importing multiple parts key to

0:21:12.160 --> 0:21:15.919
<v Speaker 1>the macpros future. Days later, Apple said it would make

0:21:15.960 --> 0:21:18.800
<v Speaker 1>a new version of the computer, which the company redesigned

0:21:18.800 --> 0:21:23.040
<v Speaker 1>into a simpler, boxy case, in Texas. During his November

0:21:23.480 --> 0:21:26.640
<v Speaker 1>nineteen factory tour, Trump said he'd be looking into more

0:21:26.800 --> 0:21:29.720
<v Speaker 1>terror for leaf for Apple, which it received in subsequent

0:21:29.760 --> 0:21:34.000
<v Speaker 1>months on the iPhone, iPad, and Apple Watch. Cook later

0:21:34.080 --> 0:21:37.360
<v Speaker 1>gave Trump the first of the new MacPro model produced

0:21:37.359 --> 0:21:41.600
<v Speaker 1>at the Austin factory, according to a White House disclosure form. Still,

0:21:41.800 --> 0:21:44.840
<v Speaker 1>a person familiar with the Austin plant says it struggles

0:21:44.840 --> 0:21:48.800
<v Speaker 1>even today. In a statement, Flex says it is very

0:21:48.880 --> 0:21:53.159
<v Speaker 1>proud of our excellent production capabilities and sustainable innovative supply

0:21:53.240 --> 0:21:57.720
<v Speaker 1>chain solutions. Meanwhile, Apple has moved some production of air

0:21:57.800 --> 0:22:01.679
<v Speaker 1>pods to Vietnam and iPhone to India, where the company

0:22:01.680 --> 0:22:05.560
<v Speaker 1>has run into scale and quality issues too. More significant

0:22:05.600 --> 0:22:09.880
<v Speaker 1>manufacturing diversification is likely to take years, even as Cook

0:22:09.920 --> 0:22:15.000
<v Speaker 1>faces pressure to decouple from China over censorship, human rights violations,

0:22:15.040 --> 0:22:18.639
<v Speaker 1>and criticism about labor conditions at mainland factories. In an

0:22:18.640 --> 0:22:22.560
<v Speaker 1>all hands meeting last year, an employee asked Dan Richio,

0:22:22.640 --> 0:22:26.119
<v Speaker 1>than Apple's hardware chief, why the company continues to build

0:22:26.119 --> 0:22:31.719
<v Speaker 1>products in China given these ethical problems, the crowd cheered, Well,

0:22:31.920 --> 0:22:35.280
<v Speaker 1>that's above my pay grade, he responded, before adding that

0:22:35.320 --> 0:22:39.640
<v Speaker 1>Apple was still working to expand its manufacturing presence beyond China.

0:22:39.920 --> 0:22:44.160
<v Speaker 1>Not even the COVID pandemic, which temporarily shuttered Fox confactories

0:22:44.160 --> 0:22:47.680
<v Speaker 1>in early could loosen China's grip on the bulk of

0:22:47.720 --> 0:22:51.080
<v Speaker 1>Apple's iPhone production. While commercial flights in and out of

0:22:51.160 --> 0:22:54.919
<v Speaker 1>China were suspended, Apple chartered private jets to fly hundreds

0:22:54.920 --> 0:22:57.840
<v Speaker 1>of employees to the country to oversee production and testing

0:22:58.240 --> 0:23:00.600
<v Speaker 1>and ensure the new models hit before with a critical

0:23:00.640 --> 0:23:04.480
<v Speaker 1>holiday season. According to a person familiar with Apple's logistics,

0:23:04.920 --> 0:23:08.280
<v Speaker 1>A long time Apple operations manager also notes that Fox

0:23:08.359 --> 0:23:10.879
<v Speaker 1>Con was still able to produce early versions of the

0:23:11.600 --> 0:23:15.159
<v Speaker 1>iPhone even at the height of the pandemic. There is

0:23:15.200 --> 0:23:18.320
<v Speaker 1>no way you can just move away from China, especially

0:23:18.359 --> 0:23:26.479
<v Speaker 1>at Apple's volumes, this person says. On January seven, Apple

0:23:26.520 --> 0:23:29.800
<v Speaker 1>announced there are now more than one billion active iPhones

0:23:29.840 --> 0:23:32.879
<v Speaker 1>in the world. It's a stellar achievement for cook to

0:23:32.920 --> 0:23:37.080
<v Speaker 1>have navigated these unprecedented times for Apple supply chain, with

0:23:37.160 --> 0:23:40.160
<v Speaker 1>a cold tech war between the US and China. If

0:23:40.160 --> 0:23:42.960
<v Speaker 1>you look back at the last few years, many investors

0:23:42.960 --> 0:23:44.600
<v Speaker 1>were betting that it was going to blow up and

0:23:44.640 --> 0:23:48.360
<v Speaker 1>be a huge black cloud over Apple, says Wedbush Securities

0:23:48.400 --> 0:23:51.600
<v Speaker 1>analyst Dan Ives, who believes the company, which had a

0:23:51.640 --> 0:23:54.080
<v Speaker 1>market cap of two point three trillion dollars as of

0:23:54.119 --> 0:23:57.280
<v Speaker 1>early February, could hit three trillion dollars in the next

0:23:57.280 --> 0:24:00.720
<v Speaker 1>twelve months. He's done a great job being an unofficial

0:24:00.760 --> 0:24:04.440
<v Speaker 1>ambassador between the Beltway and China. Even with Trump out

0:24:04.440 --> 0:24:07.920
<v Speaker 1>of the White House, Cook's tight rope tiptoeing isn't finished.

0:24:08.480 --> 0:24:11.840
<v Speaker 1>Two days before Apple's earnings report, Biden announced a Buy

0:24:11.880 --> 0:24:15.679
<v Speaker 1>American initiative to boost US production. I don't buy for

0:24:15.800 --> 0:24:18.840
<v Speaker 1>one second that the vitality of American manufacturing is a

0:24:18.880 --> 0:24:22.359
<v Speaker 1>thing of the past, he said. In many ways, Cook

0:24:22.480 --> 0:24:25.359
<v Speaker 1>is now applying the lessons Apple learned building its China

0:24:25.440 --> 0:24:29.640
<v Speaker 1>manufacturing network to other parts of the business. Its operational

0:24:29.640 --> 0:24:33.040
<v Speaker 1>prowess has enabled it to churn out more product permutations

0:24:33.040 --> 0:24:36.800
<v Speaker 1>and accessories, and just as Apple uses its awesome buying

0:24:36.840 --> 0:24:40.719
<v Speaker 1>power to extract concessions from suppliers, it's now using its

0:24:40.760 --> 0:24:44.879
<v Speaker 1>control over an equally impressive digital supply chain, which includes

0:24:44.920 --> 0:24:48.200
<v Speaker 1>the company's own subscription services as well as third party

0:24:48.200 --> 0:24:52.280
<v Speaker 1>apps to generate greater revenue from customers and software developers.

0:24:52.920 --> 0:24:55.879
<v Speaker 1>In an October report on the tech industry, the House

0:24:55.920 --> 0:24:59.480
<v Speaker 1>Antitrust Subcommittee said this influence of its app store amounted

0:24:59.520 --> 0:25:02.919
<v Speaker 1>to monopo Holly power and recommended that regulators step in.

0:25:03.359 --> 0:25:08.679
<v Speaker 1>Apple disputed the characterization, but software developers including Spotify, Epic Games,

0:25:08.680 --> 0:25:13.520
<v Speaker 1>and Facebook made similar allegations. Facebook CEO Mark Zuckerberg in

0:25:13.600 --> 0:25:17.439
<v Speaker 1>January accused Apple of using their dominant platform position to

0:25:17.520 --> 0:25:22.840
<v Speaker 1>interfere with apps and targeted advertising. In August, Epic sued Apple,

0:25:23.119 --> 0:25:26.480
<v Speaker 1>alleging that it maintains a stranglehold on mobile phone developers

0:25:26.760 --> 0:25:29.880
<v Speaker 1>by forcing them to use its Apple Store and billing system,

0:25:29.920 --> 0:25:32.240
<v Speaker 1>and taking up to a thirty percent cut of revenue

0:25:32.240 --> 0:25:36.040
<v Speaker 1>in the process. Epic CEO Tim Sweeney says that though

0:25:36.080 --> 0:25:38.479
<v Speaker 1>he's a fan of cook and jobs for disrupting an

0:25:38.520 --> 0:25:42.160
<v Speaker 1>industry once dominated by the likes of IBM and Microsoft,

0:25:42.640 --> 0:25:45.880
<v Speaker 1>he believes Apple is behaving like its old arch nemeses.

0:25:46.600 --> 0:25:48.119
<v Speaker 1>They do a lot of things that we think are

0:25:48.160 --> 0:25:51.240
<v Speaker 1>awesome and totally support, and they do some things that

0:25:51.280 --> 0:25:54.800
<v Speaker 1>we think are just wrong. He says. This summer, Epic

0:25:54.880 --> 0:25:57.439
<v Speaker 1>launched an ad campaign to pressure Apple to let it

0:25:57.520 --> 0:26:00.960
<v Speaker 1>handle in app purchases in its popular video game Fortnite

0:26:01.320 --> 0:26:05.359
<v Speaker 1>and therefore avoid paying Apple sales fees. It included a

0:26:05.480 --> 0:26:09.919
<v Speaker 1>viral YouTube video riffing on Apple's famous ad, with a

0:26:09.960 --> 0:26:14.359
<v Speaker 1>Cook like character playing the villainous IBM Big Brother Roll. Cook,

0:26:14.480 --> 0:26:18.439
<v Speaker 1>of course, worked at IBM. In None of this has

0:26:18.480 --> 0:26:22.679
<v Speaker 1>seemed to throw Cook or Apple. The company countersued epic

0:26:22.760 --> 0:26:26.560
<v Speaker 1>in September, and in late January, Cook went after Facebook,

0:26:26.760 --> 0:26:30.879
<v Speaker 1>suggesting that those criticizing his company's privacy policies simply wanted

0:26:30.920 --> 0:26:34.439
<v Speaker 1>to harvest more personal data and that regulators should scrutinize

0:26:34.440 --> 0:26:38.080
<v Speaker 1>social media instead of Apple. If a business is built

0:26:38.119 --> 0:26:42.800
<v Speaker 1>on misleading users, on data, exploitation on choices that are

0:26:42.880 --> 0:26:46.000
<v Speaker 1>not choices at all, then it doesn't deserve our praise.

0:26:46.080 --> 0:26:49.560
<v Speaker 1>It deserves reform, he said in a speech delivered over

0:26:49.640 --> 0:26:53.240
<v Speaker 1>video chat at a privacy conference. Around the same time,

0:26:53.520 --> 0:26:58.199
<v Speaker 1>amid yet another surge in COVID cases and continued economic uncertainty,

0:26:58.560 --> 0:27:02.600
<v Speaker 1>the company reported revenue on eleven billion dollars for the

0:27:02.680 --> 0:27:06.160
<v Speaker 1>previous quarter, a record, and that is this week's cover

0:27:06.240 --> 0:27:09.359
<v Speaker 1>story in Bloomberg Business Week. Magazine. Find out more in

0:27:09.400 --> 0:27:12.040
<v Speaker 1>the current issue of the magazine. It's on newsstands, online

0:27:12.080 --> 0:27:15.159
<v Speaker 1>at Bloomberg dot com and on the Bloomberg Terminal, and

0:27:15.200 --> 0:27:17.400
<v Speaker 1>be sure to to listen to our Bloomberg Business Week

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0:27:22.600 --> 0:27:25.760
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0:27:25.880 --> 0:27:28.160
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0:27:28.160 --> 0:27:31.520
<v Speaker 1>on Bloomberg dot com, Slash Qt and streaming platforms like Roku,

0:27:31.600 --> 0:27:34.800
<v Speaker 1>Apple TV, Samsung TV and more. I'm Tim Stanobek, and

0:27:34.800 --> 0:27:39.360
<v Speaker 1>I'm Carol Masser. This is Bloomberg. Join us on February

0:27:39.640 --> 0:27:43.480
<v Speaker 1>for the Bloomberg Crypto Summit. With Bitcoin reaching all time highs,

0:27:43.520 --> 0:27:46.480
<v Speaker 1>the future of digital assets has never seemed brighter, but

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<v Speaker 1>the question remains what will it take to push cryptocurrencies

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