WEBVTT - Larry Ellison’s Guarantee Ups Warner Bros. Stakes to a New Level

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<v Speaker 2>All right, let's talk a little bit more about this.

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<v Speaker 3>Larry Ellison personally backing the paramount bid for Warner Brothers.

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<v Speaker 3>It's something Warner Brothers was looking for and they appear

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<v Speaker 3>to have gotten it now. Stephen Flynn is Bloomberg Intelligence

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<v Speaker 3>Senior credit analyst here and is in studio with us.

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<v Speaker 2>Great to see you, Stephen, Thanks good to be here.

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<v Speaker 2>Break it down for me.

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<v Speaker 3>What does it mean when Paramounts Guidance says that Larry Ellison,

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<v Speaker 3>the chairman of Oracle, is offering a personal financial guarantee

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<v Speaker 3>of forty point four billion dollars in equity financing.

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<v Speaker 2>If something falls apart, what are they going to call

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<v Speaker 2>upon Larry Ellison.

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<v Speaker 4>To do well?

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<v Speaker 5>This is an important step because mid last week, Paramount

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<v Speaker 5>excuse me, the Warner Brothers board recommended shareholders reject the

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<v Speaker 5>tender offer by Paramount for thirty dollars or share.

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<v Speaker 4>And they lift that.

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<v Speaker 5>They listed a list of reasons why, and one of

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<v Speaker 5>them was that there was no personal guarantee from Larry Ellison.

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<v Speaker 5>And now the company Power Amount has addressed that this

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<v Speaker 5>morning with a number of amendments to their tender offer.

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<v Speaker 3>But that means he's putting his equities up up at stake, right.

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<v Speaker 5>And they confirm that they hold one point one six

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<v Speaker 5>billion Oracle shares And if you look at you know,

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<v Speaker 5>an Oracle sharre is about one hundred and ninety four

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<v Speaker 5>dollars or so that's about two hundred and twenty five

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<v Speaker 5>billion dollars. So that is obviously a large amount of

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<v Speaker 5>value there, and the fact that he's personally backing it

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<v Speaker 5>is something that Warner Brothers was looking for.

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<v Speaker 6>Still, a pro form of Paramount Warner Brothers, it's gonna

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<v Speaker 6>be highly levered, isn't it.

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<v Speaker 4>Talk about the debt profile there and how do you

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<v Speaker 4>how do you view it? Yeah, so it gets very complicated.

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<v Speaker 5>So a pro former, you know, Paramount Warner Brothers will

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<v Speaker 5>be highly leverage. You're talking you know, mid four times

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<v Speaker 5>leverage overall, and that's accounting for a significant number of

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<v Speaker 5>synergies that we're giving them credit for. So if you

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<v Speaker 5>look at expected EVATAH or paramount expected EVATAH for Warner Brothers,

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<v Speaker 5>and then you add on top of that, what they're

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<v Speaker 5>targeting is six billion dollars of the annual run rate

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<v Speaker 5>cost savings. It'll take them a few years to get there.

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<v Speaker 5>But if you say pro formal, we'll give them credit.

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<v Speaker 5>The company is still highly leverage at about mid four

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<v Speaker 5>times and x.

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<v Speaker 4>That it's above five times.

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<v Speaker 5>Oh clearly, yes, come on, yeah, And well you're asport

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<v Speaker 5>credit guy.

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<v Speaker 4>You're not giving them credit for the synergies are well,

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<v Speaker 4>you have.

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<v Speaker 5>To give them some credit, but you know, you really

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<v Speaker 5>want to see a dummy and.

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<v Speaker 4>That could a guy. I'm like, I'm all in on this.

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<v Speaker 4>Synergies we usually are less bit more negative. Well, what's

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<v Speaker 4>important too is how they break it up.

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<v Speaker 5>So part of the commitment they have on the credit side, right,

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<v Speaker 5>so you talked about Larry Elison some other equity providers

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<v Speaker 5>providing forty over forty billion dollars.

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<v Speaker 4>Of equity capital.

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<v Speaker 5>They also have a fifty four billion dollars secured bridge commitment.

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<v Speaker 5>And now that's secured. So if we assume that that

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<v Speaker 5>debt is ahead of all the existing debt that's at

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<v Speaker 5>both Warner Brothers and Paramount Skuidance, and again you give

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<v Speaker 5>them credit for sinders. You're talking about pro former leverage

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<v Speaker 5>through the secure debt of about three times. Now, there's

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<v Speaker 5>a possibility that you could get that investment grade rated

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<v Speaker 5>using Charter as an comparable. So if we look at Charter,

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<v Speaker 5>which is one of the biggest cable companies out there,

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<v Speaker 5>they owe almost one hundred billion dollars. Of that, about

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<v Speaker 5>seventy billion dollars or so of it is secured bonds

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<v Speaker 5>and loans that are ig rated, and they're about three

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<v Speaker 5>times levered. So if we use that at a compt

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<v Speaker 5>maybe you could get to investment grade ratings from at

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<v Speaker 5>least two of the three agencies to qualify for investment

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<v Speaker 5>grade for that fifty four billion dollars, which would be

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<v Speaker 5>very key to financing.

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<v Speaker 3>All right, I know we're talking about paramounts Guidance and

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<v Speaker 3>Warner Brothers as the principal players here and Netflix if

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<v Speaker 3>you want to get into that side of the bid too.

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<v Speaker 3>But I'm curious, and this might be a dumb question.

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<v Speaker 3>Larry Ellison, now personally guaranteeing the equity financing, there's a

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<v Speaker 3>lot of questions about Oracle and its debt. Overall, we've

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<v Speaker 3>seen the credit default swaps on its debt rise. That's

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<v Speaker 3>the cost to ensure against a possible default. Does the

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<v Speaker 3>fact that Larry Ellison is committing to backing a large

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<v Speaker 3>portion of the money needed for the deal, does that

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<v Speaker 3>affect Oracle's credit rating at all? Would a credit investor

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<v Speaker 3>and analysts look at that and think, hmm, Now.

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<v Speaker 5>Well, I don't forget Oracle still has a massive equity

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<v Speaker 5>market cap, right, and the stock is traded every day,

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<v Speaker 5>so the market is telling you every day what they

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<v Speaker 5>think the value of Oracle equity is worth. Right, And

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<v Speaker 5>he has again the one point one six billion dollars

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<v Speaker 5>one point one six billion of shares worth about two

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<v Speaker 5>hundred and twenty five billion dollars, and that's what the

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<v Speaker 5>market's saying it's worth. So that's what a credit investor

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<v Speaker 5>would look for that comfort or I'm sorry, an equity

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<v Speaker 5>investor at Warner Brothers Discovery saying that that is backing

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<v Speaker 5>up his forty point four billion dollars.

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<v Speaker 2>And a credit investor wouldn't worry about that part of it.

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<v Speaker 5>I don't think indirectly you could have some concern about it,

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<v Speaker 5>But I don't think directly you would.

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<v Speaker 6>The average credit investors that you talk to about Warner Brothers,

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<v Speaker 6>which daily they.

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<v Speaker 5>Prefer, Well, it's complicated, you would argue that. You know,

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<v Speaker 5>it's interesting is that Warner Brothers bonds or investment grade

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<v Speaker 5>rated right throughout most of the through half of last

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<v Speaker 5>year or half of this year excuse me, twenty twenty five,

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<v Speaker 5>and then they were by far the worst performing, huge

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<v Speaker 5>negative total return. They went into junk, they were fallen

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<v Speaker 5>angel in July, and now they've bounced back and one

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<v Speaker 5>of the better performing high eel names. Was all this

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<v Speaker 5>speculation of some sort of takeout. In either case, the

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<v Speaker 5>bonds are probably better off than they would be without it,

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<v Speaker 5>but there's still some concerns. So if they go with

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<v Speaker 5>the powamount skuiddance deal, there's a chance they could be

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<v Speaker 5>behind all that secure debt that we talked about, that

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<v Speaker 5>fifty four billion dollars of secure debt. But you have

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<v Speaker 5>all that equity capital coming in that's supporting the overall company,

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<v Speaker 5>which would give you support as a bondholder for Warner Brothers. Now,

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<v Speaker 5>the problem with the Netflix deal is that if you're

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<v Speaker 5>a bondholder, you're probably left with the Global networks, which

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<v Speaker 5>is going to be spun out before Netflix comes in

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<v Speaker 5>and buys the studios and streaming operations, and that company

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<v Speaker 5>will be relatively highly levered with a declining business. So

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<v Speaker 5>I'd say it's pretty close, but maybe you lean a

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<v Speaker 5>little bit towards the powamount s guidance.

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<v Speaker 6>Really, all right, I wouldn't have thought that you guys

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<v Speaker 6>are getting soft in early age back in my day.

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<v Speaker 4>All Right, Steven Flinn, thanks so much, appreciate it.

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<v Speaker 6>Steven Flynn, seeing your credit analysts Bloomberg Intelligence with us.

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<v Speaker 2>More from Bloomberg Intelligence coming up after this.

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

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<v Speaker 1>weekdays at ten am Eastern on Apple, Cocklay and Android

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<v Speaker 1>Auto with the Bloomberg Business App. Listen on demand wherever

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

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<v Speaker 6>All right, we got some economic data last week that

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<v Speaker 6>the markets were looking for in terms of the labor

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<v Speaker 6>market and inflation. We've got some more coming up here.

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<v Speaker 6>The question is how how are our good friends down

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<v Speaker 6>at the Federal Reserve kind of digesting all this. For that,

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<v Speaker 6>we go to mister Ira Jersey and we're going to

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<v Speaker 6>get a sense of what his thoughts are there, Ira Jersey,

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<v Speaker 6>Chief US Interest.

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<v Speaker 4>Rate Strategies in Bloomberg Intelligence.

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<v Speaker 6>I remember, where do you think the FED is these

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<v Speaker 6>days and they're thinking about this economy and where they

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<v Speaker 6>need to go.

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<v Speaker 4>Yeah, they were all over the place.

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<v Speaker 7>So what you didn't mention, Paul, was that we had

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<v Speaker 7>a ton of FED speak last week too, and we

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<v Speaker 7>actually had even more this morning. So you definitely have

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<v Speaker 7>two camps that have been built in here, and one

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<v Speaker 7>is the more dubsh side of the of the isle

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<v Speaker 7>who think that, hey, we should be cutting interest rates

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<v Speaker 7>at least a little bit. You even had Williams, the

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<v Speaker 7>president of the New York FED, who's the vice chair

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<v Speaker 7>of the FOMC so presumably has a little bit more

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<v Speaker 7>weight than the rank and file members. So he said

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<v Speaker 7>that like, hey, we can go. We don't have to

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<v Speaker 7>go quickly, but we're going to ease. So that suggests

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<v Speaker 7>to me that maybe January skip is perhaps the base

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<v Speaker 7>case for now, but then more easing later, so March April,

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<v Speaker 7>you know, once we have a little bit more data

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<v Speaker 7>and we can see have the rate cuts that we've

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<v Speaker 7>already had actually work to stimulate the economy.

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<v Speaker 4>Or not.

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<v Speaker 3>So the division inside the FOMC is not new. This

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<v Speaker 3>is something we've seen over the last couple of rate decisions.

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<v Speaker 3>But we do know we're going to get a new

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<v Speaker 3>FED chair starting in late May, because that is when

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<v Speaker 3>Jerome Powell's term as FED chair ends. Put together the

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<v Speaker 3>division within the FED and this timetable for new personnel

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<v Speaker 3>at the FOMC, and whether we should be paying attention

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<v Speaker 3>to all this FED speak.

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<v Speaker 7>Well, I think you have to listen to all the

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<v Speaker 7>FED speak, but you have to take it holistically, right.

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<v Speaker 7>You can't just take one member and say, oh, that's

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<v Speaker 7>exactly what they're going to do, because it is a

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<v Speaker 7>committee and that's what we have to remember. You know.

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<v Speaker 7>Then the new chair comes in. President Trump has said

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<v Speaker 7>he's going to announce a new chair in January. Presumably

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<v Speaker 7>that person is going to take Stephen Myron's seat, and

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<v Speaker 7>if that's the case, then the FED Chair elect will

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<v Speaker 7>be in it for both the March and the April meetings.

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<v Speaker 7>And so therefore we'll have some time around the table,

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<v Speaker 7>but we'll make a few speeches as the FED Chair

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<v Speaker 7>and we'll be able to see or as a FED governor,

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<v Speaker 7>I should say, And so we'll be able to see

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<v Speaker 7>is this person really very duvish? Are they not very dubvish?

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<v Speaker 7>Presumably they'll be more dubvish than j Powell has been.

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<v Speaker 7>But at the same time, you know, again that person

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<v Speaker 7>is only one one of the twelve members who actually

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<v Speaker 7>votes on the policy decisions.

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<v Speaker 3>Well, if Steven Myron is going to be replaced, we

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<v Speaker 3>need to pay attention to what he says. We already

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<v Speaker 3>know what side of the dubbish or hawkish campion lands on.

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<v Speaker 7>Well, yeah, I mean he just you know, the most

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<v Speaker 7>stubbish person on the committee, and you usually get those extremes, right,

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<v Speaker 7>you get one or two really dubbish or relatively hawkish members.

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<v Speaker 7>But it's that middle ground that you have to look at.

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<v Speaker 7>So that's why someone like a Williams, for example, is

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<v Speaker 7>important to listen to because you know he's voted, he

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<v Speaker 7>hasn't yet dissented one way or the other. But you know,

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<v Speaker 7>if that if he's saying that, hey, we're not going

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<v Speaker 7>to necessarily cut in January, you have to take that seriously.

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<v Speaker 6>I do we know what Jerome Palell is going to

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<v Speaker 6>do once he steps down from the chairnship.

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<v Speaker 7>As far as I know, he hasn't said what he's

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<v Speaker 7>going to do. You know a lot of former FED

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<v Speaker 7>chairs either take a role at one of the think

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<v Speaker 7>tanks in Washington or go into academia. That those are

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<v Speaker 7>two of the typical paths. I wouldn't be surprised if

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<v Speaker 7>Jerome Powell maybe even just retired and wound up being

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<v Speaker 7>on a lecture circuit or something like that instead of

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<v Speaker 7>instead of doing having a day to day type of job.

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<v Speaker 2>Yeah, commanding six figure paying fees for.

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<v Speaker 6>Yeah, exactly, a couple board seats, couple of speaking things.

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<v Speaker 4>That's the way to go. I mean, who needs it?

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<v Speaker 6>Ira, Thanks so much, journeyers appreciate it. Ira Jersey, chief

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<v Speaker 6>US interest rate strategist for Bloomberg Intelligence. Joining us there,

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<v Speaker 6>stay with us. More from Bloomberg Intelligence coming up after this.

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

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<v Speaker 1>weekdays at ten am Eastern on Apple Coarclay, and Android

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

0:10:26.280 --> 0:10:29.760
<v Speaker 1>you get your podcasts, or watch us live on YouTube.

0:10:30.080 --> 0:10:32.800
<v Speaker 6>I like the analysts who covered like the travel industry,

0:10:32.880 --> 0:10:35.320
<v Speaker 6>like cruise ships, theme.

0:10:35.120 --> 0:10:37.479
<v Speaker 2>Parks, and you're going on your first cruise strong.

0:10:37.240 --> 0:10:40.520
<v Speaker 6>On my first cruise next fall in France, so that'll

0:10:40.559 --> 0:10:44.280
<v Speaker 6>be interesting. Jody Lourie actually does this, Lori. She actually

0:10:44.320 --> 0:10:46.520
<v Speaker 6>does this for a living. She's a credit analyst for

0:10:46.600 --> 0:10:50.000
<v Speaker 6>Bloomberg Intelligence. She follows a lot of the leisure sectors

0:10:50.040 --> 0:10:52.760
<v Speaker 6>of the economy, think theme parks and cruise lines, that

0:10:52.760 --> 0:10:55.960
<v Speaker 6>type of stuff, hotels, casinos, that type of stuff from

0:10:55.960 --> 0:10:59.840
<v Speaker 6>the credit perspective, because remember that saw, I mean, equity

0:10:59.880 --> 0:11:01.280
<v Speaker 6>of soft debt is hard.

0:11:01.360 --> 0:11:04.040
<v Speaker 4>Right there you go, Jody, let's to spend the cruise

0:11:04.080 --> 0:11:04.640
<v Speaker 4>lines here.

0:11:05.440 --> 0:11:08.320
<v Speaker 6>It seems like the cruise people are cruising back in

0:11:08.400 --> 0:11:11.400
<v Speaker 6>I mean, Charlie Pellot's any you know, sign of that.

0:11:11.800 --> 0:11:12.720
<v Speaker 4>How are they performing?

0:11:13.280 --> 0:11:16.080
<v Speaker 8>So the cruise lines always have a dedicated base. But

0:11:16.320 --> 0:11:18.520
<v Speaker 8>cruising is sort of interesting because it's only two percent

0:11:19.040 --> 0:11:21.679
<v Speaker 8>of the travel industry. It really is such a small

0:11:21.760 --> 0:11:25.120
<v Speaker 8>portion of it. Where we've been watching is for those

0:11:25.160 --> 0:11:27.520
<v Speaker 8>new Dowo cruisers, which I don't know if I'm necessarily

0:11:27.520 --> 0:11:31.800
<v Speaker 8>convinced that they're going as often or they're attracting the

0:11:31.840 --> 0:11:34.959
<v Speaker 8>new to cruisers, but the cruisers are still very much cruising,

0:11:35.160 --> 0:11:37.079
<v Speaker 8>and they're spending more than the average consumer.

0:11:37.960 --> 0:11:40.840
<v Speaker 3>They're also spending more than the people who go to

0:11:40.960 --> 0:11:44.839
<v Speaker 3>theme parks, according to your research, And partly that might

0:11:44.880 --> 0:11:47.719
<v Speaker 3>be because the cruise line industry attracts a different kind

0:11:47.720 --> 0:11:52.000
<v Speaker 3>of customer than the theme park industry. Theme park skews younger,

0:11:52.160 --> 0:11:56.120
<v Speaker 3>cruises skew older easy, Which would you prefer if you

0:11:56.160 --> 0:11:58.320
<v Speaker 3>are an operator? Which would you prefer if you're an investor.

0:12:00.200 --> 0:12:03.000
<v Speaker 8>So we don't make full recommendations, but I will tell

0:12:03.040 --> 0:12:05.320
<v Speaker 8>you a couple of things based on our research findings.

0:12:05.559 --> 0:12:08.360
<v Speaker 8>So first of all, you have to think about how

0:12:08.559 --> 0:12:11.960
<v Speaker 8>people book cruising versus how they book theme parks. So

0:12:12.000 --> 0:12:14.560
<v Speaker 8>when you're talking about cruises, they book far in advance,

0:12:14.600 --> 0:12:16.760
<v Speaker 8>they book a year or two well in advance. And

0:12:16.800 --> 0:12:19.200
<v Speaker 8>what the cruise lines have been doing, particularly post pandemic,

0:12:19.440 --> 0:12:22.520
<v Speaker 8>is they've been locking people in on the drink packages,

0:12:22.640 --> 0:12:25.600
<v Speaker 8>on the experiences. They've been giving these steal of deals

0:12:25.679 --> 0:12:28.960
<v Speaker 8>excursion ideas, and when you get on the boat, it's

0:12:29.000 --> 0:12:31.840
<v Speaker 8>more expensive. So people say, Okay, I'm going to book

0:12:31.840 --> 0:12:34.640
<v Speaker 8>my cruise, but I'm also going to book the snorkeling,

0:12:34.640 --> 0:12:35.960
<v Speaker 8>and I'm going to book this. I'm going to book

0:12:36.000 --> 0:12:37.800
<v Speaker 8>that the ones that I definitely want to do, they

0:12:37.880 --> 0:12:40.160
<v Speaker 8>also book the drink packages which you know, I think

0:12:40.160 --> 0:12:42.559
<v Speaker 8>you can go either way on that personally, because I

0:12:42.600 --> 0:12:45.040
<v Speaker 8>don't think I drink enough, but maybe other people do,

0:12:45.559 --> 0:12:49.559
<v Speaker 8>and and it really sort of just helps their cash flows. Now,

0:12:49.679 --> 0:12:54.160
<v Speaker 8>theme parks people book much later, they are younger, they

0:12:54.200 --> 0:12:58.680
<v Speaker 8>are lower income than the US median household. And the

0:12:58.800 --> 0:12:59.920
<v Speaker 8>key for them is they.

0:12:59.800 --> 0:13:01.080
<v Speaker 2>Can get people in the door.

0:13:01.120 --> 0:13:03.240
<v Speaker 8>They can get them with season passes, or they can

0:13:03.320 --> 0:13:05.080
<v Speaker 8>just get them for the one day pass, but they're

0:13:05.080 --> 0:13:07.880
<v Speaker 8>not necessarily convincing them to spend in park the same way.

0:13:07.880 --> 0:13:09.520
<v Speaker 2>But there's higher volume in theme park.

0:13:09.640 --> 0:13:12.480
<v Speaker 8>Right, there's pretty highvlume in theme parks, but if they're

0:13:12.520 --> 0:13:15.200
<v Speaker 8>just paying for the admission, it might not necessarily cover

0:13:15.240 --> 0:13:18.080
<v Speaker 8>the costs per se. Right, they'll get in the door,

0:13:18.440 --> 0:13:21.240
<v Speaker 8>but they have high capex, they have high just high

0:13:21.240 --> 0:13:23.199
<v Speaker 8>costs in general, and they have all the employees that

0:13:23.200 --> 0:13:23.920
<v Speaker 8>they're paying for.

0:13:24.400 --> 0:13:27.120
<v Speaker 6>Six Flags, that's a theme park that got some local

0:13:27.240 --> 0:13:30.560
<v Speaker 6>Jersey flavor here, six Flags Great Adventure.

0:13:31.200 --> 0:13:33.559
<v Speaker 4>How's the capital structure for these theme parks?

0:13:33.920 --> 0:13:36.920
<v Speaker 8>They are high capex, so high capital intensive companies.

0:13:37.280 --> 0:13:39.319
<v Speaker 4>They have high level rides.

0:13:39.559 --> 0:13:42.720
<v Speaker 8>Right exactly, and similar to cruise lines. So where we

0:13:42.800 --> 0:13:45.079
<v Speaker 8>sort of see it interesting is theme parks and cruise

0:13:45.080 --> 0:13:49.199
<v Speaker 8>lines are constantly they have to get the new experience in, right,

0:13:49.240 --> 0:13:52.360
<v Speaker 8>So they have to spend not just on maintaining their products,

0:13:52.400 --> 0:13:55.240
<v Speaker 8>so not just maintaining the ship or maintaining the ride,

0:13:55.480 --> 0:13:58.080
<v Speaker 8>they also have to get new ones in. So people say,

0:13:58.120 --> 0:13:59.280
<v Speaker 8>I want to go to a Great Adventure because I

0:13:59.280 --> 0:14:02.280
<v Speaker 8>want to ride Superman, right, So they do this to

0:14:02.320 --> 0:14:05.480
<v Speaker 8>get people excited, draw them in so that they're going.

0:14:05.520 --> 0:14:07.880
<v Speaker 8>I mean, you know, the biggest example that we don't cover.

0:14:07.960 --> 0:14:11.360
<v Speaker 8>I don't cover Universal or Comcast, but you know, Universal's

0:14:11.400 --> 0:14:14.160
<v Speaker 8>new theme park this year was a big driver to Florida.

0:14:14.200 --> 0:14:16.959
<v Speaker 8>It wasn't as big as expected necessarily, but it's still

0:14:16.960 --> 0:14:19.000
<v Speaker 8>pretty big. Now, if you're talking about the regional theme

0:14:19.040 --> 0:14:23.000
<v Speaker 8>parks is a little bit more difficult because people aren't

0:14:23.000 --> 0:14:26.720
<v Speaker 8>necessarily planning these long term vacations around Great Adventure.

0:14:27.920 --> 0:14:32.800
<v Speaker 3>Do the theme parks attract more domestic consumers than the cruises?

0:14:32.800 --> 0:14:36.160
<v Speaker 3>I mean, I'm just curious in terms of the sustainability

0:14:36.160 --> 0:14:37.920
<v Speaker 3>and the stability of your customer base.

0:14:38.360 --> 0:14:40.040
<v Speaker 2>So it depends on the brand.

0:14:40.200 --> 0:14:43.840
<v Speaker 8>Because if you look pre pandemic and now going into

0:14:43.840 --> 0:14:46.960
<v Speaker 8>a few years post pandemic, the cruise lines they segment,

0:14:47.120 --> 0:14:50.880
<v Speaker 8>So Norwegian most of their customer bases US their US customers.

0:14:51.400 --> 0:14:53.720
<v Speaker 8>When you get to Royal Caribbean, it's a little bit less.

0:14:53.720 --> 0:14:55.880
<v Speaker 8>It's about so I think it's about eighty percent for Norwegian.

0:14:55.920 --> 0:14:57.680
<v Speaker 8>I'm doing this off the top of my head memory,

0:14:57.960 --> 0:15:00.520
<v Speaker 8>but eighty percent Norwegian. You get to back, it's like

0:15:00.640 --> 0:15:03.080
<v Speaker 8>seventy or sixty five for Royal, And then you get

0:15:03.120 --> 0:15:05.360
<v Speaker 8>to Carnival and it's even less than that. It's closer

0:15:05.360 --> 0:15:09.680
<v Speaker 8>to half, it's not quite half that are US versus international,

0:15:09.840 --> 0:15:12.800
<v Speaker 8>they have a much larger international presence. Brian Egger and I,

0:15:12.880 --> 0:15:16.160
<v Speaker 8>my equity counterpart, we were on the Aida, which is

0:15:16.280 --> 0:15:19.040
<v Speaker 8>one of the one of their brands that they market

0:15:19.280 --> 0:15:23.360
<v Speaker 8>to international customers, specifically in Germany, and it was a

0:15:23.560 --> 0:15:26.280
<v Speaker 8>one hundred and thirty three round.

0:15:26.040 --> 0:15:27.840
<v Speaker 2>The world cruise.

0:15:28.200 --> 0:15:30.800
<v Speaker 8>Nice They were stopping in New York for the day,

0:15:31.080 --> 0:15:33.040
<v Speaker 8>and they brought a bunch of us on, a bunch

0:15:33.080 --> 0:15:36.040
<v Speaker 8>of US equity and credit nerds, and took us around

0:15:36.080 --> 0:15:39.360
<v Speaker 8>the ship and everything was in German, as expected because

0:15:39.360 --> 0:15:42.240
<v Speaker 8>most of their customers were German. So that's Carnival has

0:15:42.280 --> 0:15:45.000
<v Speaker 8>a much more diversified customer base. If you talk about

0:15:45.040 --> 0:15:48.800
<v Speaker 8>theme parks, SeaWorld or United Parks as they go. Right now,

0:15:49.160 --> 0:15:52.080
<v Speaker 8>their Florida parks, which make up about half their revenue,

0:15:52.560 --> 0:15:56.880
<v Speaker 8>is international about ten twenty percent, But when you get

0:15:56.880 --> 0:15:58.520
<v Speaker 8>to six flags, it's much more domestic.

0:15:58.960 --> 0:16:02.560
<v Speaker 6>We were off the a Mafia Coast last fall, oh fancy,

0:16:03.040 --> 0:16:05.880
<v Speaker 6>and I saw this big yacht thats like either navy

0:16:05.920 --> 0:16:08.160
<v Speaker 6>blue or black, And I said, what who owns that?

0:16:08.280 --> 0:16:10.880
<v Speaker 2>It's the rich Carlton Ritz Carlton. Yes, I actually have

0:16:10.960 --> 0:16:13.880
<v Speaker 2>the run on it, just parked in. Those are small, though,

0:16:13.920 --> 0:16:16.720
<v Speaker 2>I mean in terms of the relative five hundred people.

0:16:16.880 --> 0:16:18.880
<v Speaker 4>Yeah, I mean that looked pretty cool.

0:16:18.920 --> 0:16:22.440
<v Speaker 8>Yeah, that's for the people who want to be on

0:16:22.480 --> 0:16:25.600
<v Speaker 8>a luxury yacht but don't want to actually own a

0:16:25.680 --> 0:16:26.280
<v Speaker 8>luxury yacht.

0:16:26.320 --> 0:16:26.480
<v Speaker 6>Right.

0:16:26.720 --> 0:16:28.320
<v Speaker 2>The joke about boats is.

0:16:28.240 --> 0:16:30.560
<v Speaker 8>Bring on another thousand, right, My mother in law likes

0:16:30.600 --> 0:16:33.520
<v Speaker 8>st always say that, and that's why it's called boat.

0:16:33.720 --> 0:16:38.200
<v Speaker 8>So but the uh, you know, the thing about cruising

0:16:38.400 --> 0:16:42.000
<v Speaker 8>is that there's a perception about who the typical cruiser is. Right,

0:16:42.320 --> 0:16:46.160
<v Speaker 8>it's the you know, older people who are retired who

0:16:46.200 --> 0:16:49.400
<v Speaker 8>likes who like to bring basically the catskills on the water.

0:16:49.880 --> 0:16:52.880
<v Speaker 8>But really, I mean it's changed over time. And what's

0:16:52.920 --> 0:16:55.880
<v Speaker 8>interesting about our credit research and our travel survey that

0:16:55.920 --> 0:16:58.760
<v Speaker 8>we do every half a year is we're seeing that

0:16:58.800 --> 0:17:01.000
<v Speaker 8>it's actually really really spread out. If you look into

0:17:01.040 --> 0:17:04.360
<v Speaker 8>the buckets that we've segmented, it's really you know, it's

0:17:04.400 --> 0:17:06.240
<v Speaker 8>one third of each, so it's one third, eighteen to

0:17:06.280 --> 0:17:09.400
<v Speaker 8>thirty four year old one third that like middle age group,

0:17:09.440 --> 0:17:11.760
<v Speaker 8>and fifty five and older one third, so it's really

0:17:11.880 --> 0:17:13.720
<v Speaker 8>not specifically the older.

0:17:13.920 --> 0:17:15.680
<v Speaker 4>All right, Very good, Jodi, thank you so much. We

0:17:15.720 --> 0:17:17.520
<v Speaker 4>appreciate that. Jodi Lourie.

0:17:17.840 --> 0:17:21.199
<v Speaker 6>She is senior credit analyst for Bloomberg Intelligence. Following the

0:17:21.840 --> 0:17:24.280
<v Speaker 6>leisure part of the economy, stay with us.

0:17:24.440 --> 0:17:26.760
<v Speaker 4>More from Bloomberg Intelligence coming up after this.

0:17:30.680 --> 0:17:34.399
<v Speaker 1>You're listening to the Bloomberg Intelligence podcast. Catch us live

0:17:34.480 --> 0:17:37.159
<v Speaker 1>weekdays at ten am. He's done on Apple, Cocklay and

0:17:37.160 --> 0:17:40.439
<v Speaker 1>Android Auto with the Bloomberg Business App. Listen on demand

0:17:40.480 --> 0:17:44.040
<v Speaker 1>wherever you get your podcasts, or watch us live on YouTube.

0:17:44.560 --> 0:17:47.520
<v Speaker 6>Well, it is a crazy time to be a CEO.

0:17:48.119 --> 0:17:50.919
<v Speaker 6>New research from the Conference Board provides insights onto two

0:17:50.960 --> 0:17:53.920
<v Speaker 6>big trends. Number one CEO turnover I think it's going

0:17:54.000 --> 0:17:55.879
<v Speaker 6>up CEO and number two CEO.

0:17:55.680 --> 0:17:57.840
<v Speaker 4>Targeted shareholder activism and again.

0:17:57.840 --> 0:18:01.440
<v Speaker 6>We just had that try and acquisition of Janis Henderson

0:18:01.440 --> 0:18:03.360
<v Speaker 6>and they were shareholders.

0:18:02.920 --> 0:18:04.119
<v Speaker 4>So they said, we're going to buy this whole thing

0:18:04.160 --> 0:18:05.399
<v Speaker 4>out right, So it's happening out there.

0:18:05.440 --> 0:18:08.639
<v Speaker 6>Brian Campbell joins US US Center Leader for Governance and

0:18:08.680 --> 0:18:11.560
<v Speaker 6>Sustainability at the Commerce Board. Brian talked to us about

0:18:11.800 --> 0:18:16.720
<v Speaker 6>CEO turnover, Is it rising and soy sure?

0:18:16.760 --> 0:18:19.560
<v Speaker 9>I think, Paul, thank you for having me. I think

0:18:19.600 --> 0:18:22.239
<v Speaker 9>the trend is that it is up and we are

0:18:22.280 --> 0:18:26.760
<v Speaker 9>seeing definitely more CEO transition, partially driven by what may

0:18:26.760 --> 0:18:31.080
<v Speaker 9>have been longer delayed CEO transitions when you think back

0:18:31.119 --> 0:18:35.280
<v Speaker 9>to the pandemic and the volatility since then, companies kept

0:18:35.320 --> 0:18:38.600
<v Speaker 9>people in positions for longer, and I think that coupled

0:18:38.600 --> 0:18:41.520
<v Speaker 9>with regular transition, is showing a spike.

0:18:42.480 --> 0:18:44.879
<v Speaker 3>So making up for some lost time, which makes sense.

0:18:45.119 --> 0:18:47.520
<v Speaker 3>Where do we see this happening the most? Are they

0:18:47.600 --> 0:18:51.280
<v Speaker 3>big companies, smaller companies, companies that are lagging behind in

0:18:51.359 --> 0:18:52.200
<v Speaker 3>terms of performance?

0:18:52.240 --> 0:18:54.760
<v Speaker 2>And if so, by what metrics are we looking at performance?

0:18:55.119 --> 0:18:55.359
<v Speaker 5>Sure?

0:18:55.400 --> 0:18:57.720
<v Speaker 9>Thank you, Squally. I think what we're noticing is a

0:18:57.760 --> 0:19:02.040
<v Speaker 9>trend that's across the board. Fact hire, a spike in

0:19:02.400 --> 0:19:05.760
<v Speaker 9>well performing companies as opposed to just poor performing companies.

0:19:06.240 --> 0:19:08.600
<v Speaker 9>So I think that's the news part of this, the takeaway.

0:19:09.080 --> 0:19:11.200
<v Speaker 9>And then I think what you're also seeing is we

0:19:11.240 --> 0:19:14.040
<v Speaker 9>would view this as a shift in corporate governance more

0:19:14.080 --> 0:19:16.440
<v Speaker 9>of a proactive approach at the board level.

0:19:17.400 --> 0:19:21.520
<v Speaker 6>Female CEOs are twice more likely to be targeted by activists.

0:19:22.200 --> 0:19:23.680
<v Speaker 4>Wow, what's the data show there?

0:19:24.240 --> 0:19:27.360
<v Speaker 9>Well, I think what we're seeing is that twice as

0:19:27.720 --> 0:19:30.240
<v Speaker 9>likely to be targeted would be reflective of what the

0:19:30.320 --> 0:19:34.640
<v Speaker 9>data shows. And then from the market's perspective, it's possible

0:19:34.680 --> 0:19:39.200
<v Speaker 9>that activists are targeting women's CEOs because they're more likely

0:19:39.240 --> 0:19:43.240
<v Speaker 9>to cooperate, may play into other stereotypes, but definitely, the

0:19:44.080 --> 0:19:46.480
<v Speaker 9>trend so high that it is notable.

0:19:47.080 --> 0:19:49.399
<v Speaker 3>I guess one exception to that is what's happening over

0:19:49.400 --> 0:19:52.760
<v Speaker 3>at Lululemon, right because Elliott has a stake in Lululemon

0:19:52.880 --> 0:19:55.200
<v Speaker 3>and it has now become the biggest shareholder in that company.

0:19:55.400 --> 0:19:58.119
<v Speaker 3>Calvin McDonald, the male CEOs on his way out at

0:19:58.160 --> 0:20:01.399
<v Speaker 3>the end of January, and there are eyeing the former CFO,

0:20:01.520 --> 0:20:02.600
<v Speaker 3>Ralph Lauren, who is a woman.

0:20:02.920 --> 0:20:08.360
<v Speaker 6>Yeah, all right, we'll see so CEOs when I look

0:20:08.400 --> 0:20:11.200
<v Speaker 6>for CEO if I'm the board, Do I prefer an

0:20:11.240 --> 0:20:13.360
<v Speaker 6>internal candidate or an external candidate?

0:20:13.480 --> 0:20:14.320
<v Speaker 4>And is that changing?

0:20:15.000 --> 0:20:18.119
<v Speaker 9>Historically it was an internal focus. We are seeing a

0:20:18.160 --> 0:20:22.120
<v Speaker 9>shift toward external and I think that just layers into

0:20:22.160 --> 0:20:25.119
<v Speaker 9>where we are from a volatility standpoint in the markets generally,

0:20:25.160 --> 0:20:29.879
<v Speaker 9>and what companies are facing between the economy, inflation and

0:20:30.080 --> 0:20:31.480
<v Speaker 9>activist activity.

0:20:32.240 --> 0:20:33.399
<v Speaker 2>Brian, what skill.

0:20:33.160 --> 0:20:35.479
<v Speaker 3>Set is most valuable for a board right now when

0:20:35.480 --> 0:20:37.439
<v Speaker 3>they're looking at a new CEO? I would imagine that

0:20:37.520 --> 0:20:40.399
<v Speaker 3>during the pandemic you wanted someone who is very familiar

0:20:40.440 --> 0:20:43.360
<v Speaker 3>with supply chain logistics, and even so in the era

0:20:43.400 --> 0:20:45.800
<v Speaker 3>of tariffs under Trump two point zero, that would be

0:20:46.119 --> 0:20:50.080
<v Speaker 3>something that's really really important. But have we seen certain

0:20:50.119 --> 0:20:53.120
<v Speaker 3>skill sets become kind of paramount and then others become

0:20:53.200 --> 0:20:53.920
<v Speaker 3>less important?

0:20:54.280 --> 0:20:57.000
<v Speaker 9>Sure, I think the skills matrix that a board focuses

0:20:57.040 --> 0:21:00.760
<v Speaker 9>on when looking at potential candidates has certainly shifted. Crisis

0:21:00.760 --> 0:21:03.760
<v Speaker 9>management is a key skill set that has to be

0:21:03.800 --> 0:21:07.320
<v Speaker 9>present in the current environment, the ability to adapt and

0:21:07.359 --> 0:21:11.399
<v Speaker 9>be flexible in spite of moving targets, and that was

0:21:11.440 --> 0:21:14.160
<v Speaker 9>not necessarily the case a decade or so.

0:21:14.080 --> 0:21:17.199
<v Speaker 3>Ago, and DEI that no longer matters or is it

0:21:17.240 --> 0:21:18.440
<v Speaker 3>still there? In the background.

0:21:18.800 --> 0:21:21.800
<v Speaker 9>We would say it's definitely relevant, but not as prominent

0:21:21.840 --> 0:21:24.639
<v Speaker 9>as it was, and companies are not speaking about it

0:21:24.720 --> 0:21:28.080
<v Speaker 9>quite as affirmatively as they were in the last few years.

0:21:28.320 --> 0:21:29.320
<v Speaker 4>That didn't last very long.

0:21:29.920 --> 0:21:31.440
<v Speaker 2>How long did it last for? Like a year or two?

0:21:31.560 --> 0:21:33.639
<v Speaker 4>I do know it didn't seem like a flash. There

0:21:33.720 --> 0:21:35.720
<v Speaker 4>you go, touch that compensation.

0:21:35.760 --> 0:21:38.320
<v Speaker 6>What's the latest on CEO compensation because a lot of

0:21:38.359 --> 0:21:40.840
<v Speaker 6>folks feel like the stock based compensation. While of the

0:21:40.840 --> 0:21:44.720
<v Speaker 6>lines the CEO with the longer term growth, they tend

0:21:44.760 --> 0:21:46.920
<v Speaker 6>to set targets that are kind of short term. If

0:21:46.920 --> 0:21:49.200
<v Speaker 6>you meet this earnings or this cashlow of this revenue boom,

0:21:49.240 --> 0:21:51.800
<v Speaker 6>you get this monster stock award. But that's always been

0:21:51.840 --> 0:21:52.120
<v Speaker 6>the case.

0:21:52.160 --> 0:21:52.879
<v Speaker 4>I guess sure.

0:21:52.920 --> 0:21:55.680
<v Speaker 9>I think what you're seeing there boards focused on their

0:21:55.720 --> 0:22:00.199
<v Speaker 9>own accountability. They're under pressure to drive performance and they

0:22:00.200 --> 0:22:03.159
<v Speaker 9>need the CEO tied into that. So certainly, when you

0:22:03.200 --> 0:22:05.440
<v Speaker 9>talk about the activist side of it, you've got the

0:22:05.520 --> 0:22:06.440
<v Speaker 9>Lulu Lemon piece.

0:22:06.680 --> 0:22:07.320
<v Speaker 4>But then when you.

0:22:07.240 --> 0:22:12.159
<v Speaker 9>Think about traditional board orchestrations of CEO roles. Recently, Coca

0:22:12.200 --> 0:22:14.600
<v Speaker 9>Cola announced that in March they're going to have a

0:22:14.640 --> 0:22:17.760
<v Speaker 9>new CEO, Henry Braun, who's coming in with thirty years

0:22:17.760 --> 0:22:20.280
<v Speaker 9>of experience. This is part of an orchestrated change, so

0:22:20.400 --> 0:22:25.479
<v Speaker 9>definitely new new opportunities within structuring and governance. And then

0:22:25.520 --> 0:22:29.480
<v Speaker 9>I think the compensation package there is more tuned into

0:22:29.520 --> 0:22:32.359
<v Speaker 9>the longer term performance at the company versus maybe an

0:22:32.359 --> 0:22:35.639
<v Speaker 9>external candidate where there's a compackage that lures them to

0:22:35.680 --> 0:22:36.200
<v Speaker 9>the company.

0:22:36.560 --> 0:22:39.440
<v Speaker 3>Brian, I'm sure you guys have done this CEO's Report,

0:22:39.600 --> 0:22:43.359
<v Speaker 3>this research report a couple of times. Now what surprises

0:22:43.400 --> 0:22:47.760
<v Speaker 3>you the most in this latest edition did you not anticipate?

0:22:48.119 --> 0:22:49.800
<v Speaker 9>I think what we're seeing in the background, and we're

0:22:49.800 --> 0:22:52.680
<v Speaker 9>certainly hearing it from the members of the conference board anecdotally,

0:22:53.640 --> 0:22:57.240
<v Speaker 9>is the shift in corporate governance to a strategic orchestrated

0:22:57.359 --> 0:22:58.720
<v Speaker 9>CEO succession plan.

0:22:59.320 --> 0:23:02.919
<v Speaker 4>So that's new. I think the CEO seat has.

0:23:02.800 --> 0:23:05.440
<v Speaker 9>Always been a quote unquote, you know, potential hot seat,

0:23:05.680 --> 0:23:09.960
<v Speaker 9>but definitely more so orchestrated planning boards being accountable and

0:23:10.000 --> 0:23:14.840
<v Speaker 9>trying to plan that succession and then also including CEOs

0:23:14.880 --> 0:23:17.440
<v Speaker 9>on the exit, keeping them on the board to continue

0:23:17.520 --> 0:23:20.560
<v Speaker 9>continue that institutional knowledge, so opportunity there as well.

0:23:20.640 --> 0:23:20.800
<v Speaker 6>Well.

0:23:20.800 --> 0:23:22.520
<v Speaker 3>So it used to be they would when they were

0:23:22.560 --> 0:23:24.160
<v Speaker 3>out of CEO they were just gone from the board

0:23:24.240 --> 0:23:26.480
<v Speaker 3>completely and persona non grata.

0:23:26.440 --> 0:23:29.280
<v Speaker 9>Right, And I think it's part of that strategic building

0:23:29.640 --> 0:23:33.199
<v Speaker 9>of a continuity plan that will continue to perpetuate the

0:23:33.240 --> 0:23:37.200
<v Speaker 9>institutional knowledge and keep some help for the new CEO

0:23:37.680 --> 0:23:38.800
<v Speaker 9>transitioning into the role.

0:23:39.520 --> 0:23:42.439
<v Speaker 6>How about succession planning for CEO these days, because you know,

0:23:42.480 --> 0:23:44.840
<v Speaker 6>I followed for a long time the Walt Disney Company

0:23:44.840 --> 0:23:47.560
<v Speaker 6>and they had a great succession plan in place until

0:23:47.600 --> 0:23:49.320
<v Speaker 6>the CEO blew it up at the last moment. And

0:23:49.359 --> 0:23:52.000
<v Speaker 6>now it's been ten years and kind of screwing around

0:23:52.400 --> 0:23:55.159
<v Speaker 6>with mister Iger. How important is succession planning?

0:23:55.880 --> 0:23:57.119
<v Speaker 4>It's critical these days.

0:23:57.200 --> 0:24:00.760
<v Speaker 9>And I think what happens now is you've got pipelines

0:24:00.800 --> 0:24:05.040
<v Speaker 9>of potential candidates internal and external, which is new, and

0:24:05.080 --> 0:24:08.400
<v Speaker 9>then also being able to transition in case somebody who

0:24:08.480 --> 0:24:11.760
<v Speaker 9>is in the wings waiting for an opportunity decides that

0:24:11.800 --> 0:24:14.800
<v Speaker 9>they're going to leave and take an opportunity elsewhere. Companies

0:24:14.800 --> 0:24:17.199
<v Speaker 9>need to be flexible, boards need to be adaptable.

0:24:17.600 --> 0:24:18.760
<v Speaker 2>Well, Paul, to your point.

0:24:19.000 --> 0:24:21.560
<v Speaker 3>Now they have James Gorman, the former CEO and chairman

0:24:21.560 --> 0:24:25.200
<v Speaker 3>of Morgan Stanley, leading the succession planning over at Disney,

0:24:25.240 --> 0:24:28.080
<v Speaker 3>because he himself had done such a good job planning

0:24:28.080 --> 0:24:29.639
<v Speaker 3>for his succession at Morgan Stanley.

0:24:29.760 --> 0:24:32.680
<v Speaker 6>Yeah, unfortunately they lost two at least two, maybe a

0:24:32.880 --> 0:24:37.000
<v Speaker 6>three serious outstanding executives and some time a lot of times. Yeah,

0:24:37.000 --> 0:24:39.960
<v Speaker 6>but I guess if you hold Disney shareholders, they'll be like, hey,

0:24:40.000 --> 0:24:42.160
<v Speaker 6>bopken Stain is off as long as he wants. That's

0:24:42.200 --> 0:24:44.800
<v Speaker 6>how good he is, how good we believe him to be.

0:24:45.400 --> 0:24:46.600
<v Speaker 4>What's the big thing that.

0:24:46.520 --> 0:24:49.119
<v Speaker 6>CEOs need to be focusing on these days? It doesn't

0:24:49.200 --> 0:24:52.880
<v Speaker 6>is it simply shareholder MAXI mentioning shareholder value or stakeholder value.

0:24:53.200 --> 0:24:55.120
<v Speaker 9>I think that's a critical aspect of it that will

0:24:55.119 --> 0:24:57.200
<v Speaker 9>always be there at the end of the day, though,

0:24:57.200 --> 0:24:59.280
<v Speaker 9>I think it is building out that more robust skill

0:24:59.320 --> 0:25:04.640
<v Speaker 9>set toward FLEs, flexibility, adaptability, crisis management. The current volatility

0:25:04.640 --> 0:25:06.560
<v Speaker 9>that we're seeing out there, I think is the new normal.

0:25:06.640 --> 0:25:08.040
<v Speaker 9>So CEOs need to adapt.

0:25:08.320 --> 0:25:11.119
<v Speaker 6>All right, Very good, Brian Campbell, us Center Leader for

0:25:11.280 --> 0:25:14.359
<v Speaker 6>Governors and Sustainability at the conference aboard here.

0:25:15.320 --> 0:25:20.000
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