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Speaker 3: Is there any company that could overtake Apple in third place? O?
Speaker 3: Will Apple take back the number one spot a few years?
Speaker 1: Game? Stop? What's another me?
Speaker 4: Quoting Joe like uh Nicola, I mean.
Speaker 1: It depends on what timeframe we're talking.
Speaker 4: If we're talking if Apple does not invest into AI
Speaker 4: or has a significant partnership in four or five years,
Speaker 4: it's a great question. Shit, I can see a glimber
Speaker 4: like so Saudi Aramicco taking it, but I think someone
Speaker 4: in the AI space could definitely take it, and an
Speaker 4: imperfect world if they don't make an investment. By twenty thirty,
Speaker 4: I think Apple will be fifth in terms of market cap.
Speaker 4: That's why I keep beating this drum about them needing
Speaker 4: to make a course correction. But where's Meta.
Speaker 1: On the list?
Speaker 5: Meta is number sitting, Meta's number six.
Speaker 3: And the people we're talking about market caps for the
Speaker 3: market cap yep, total market aps. So right now you
Speaker 3: want to the top five market.
Speaker 5: So top five ten, Yeah, let's do ten.
Speaker 2: So at ten we got Berkshire Hathaway at a little
Speaker 2: over one trillion. Taiwan Semi is nine, broad Comments eight,
Speaker 2: sauya A, Ramico is seven, Meta is six, Google is five,
Speaker 2: Amazon is four, Apple is three, Microsoft is two, and
Speaker 2: Nvidio is one.
Speaker 1: Oh. If Apple don't get this together, Google can take that.
Speaker 2: I think number four is I mean, it's the obvious, right,
Speaker 2: Amazon is trailing it.
Speaker 1: We know what the concerns me.
Speaker 4: There's profit margins, so how much they can reinvest in
Speaker 4: they in practice the space. That's the only part I'm
Speaker 4: concerned about. Google's done a great job of well serge
Speaker 4: also being at HELM and being in the office, So.
Speaker 2: Like profit margin and I'm glad you said that, because
Speaker 2: how does profit margint change over the next two to
Speaker 2: three years when things become all to meate it. For
Speaker 2: a company that pretty much is making things automated already,
Speaker 2: if they increased automation, what does that do for profit margin?
Speaker 4: That's true, but I think they have hard fixed cost
Speaker 4: that may be hard to be restructured. I'm not saying
Speaker 4: that it's impossible, but for a company like Google that
Speaker 4: has more like, I think it's easier to engineer the
Speaker 4: profitability a lot faster than Amazon. Amazon is the turtle
Speaker 4: in the race that could win for sure, But in
Speaker 4: the short term, if Apple does not significantly invest in,
Speaker 4: Google continues to do so, Like I pay for that
Speaker 4: suite just to test it. The sweet is amazing, and
Speaker 4: you know how I felt about Google. And then you know,
Speaker 4: they sent you to call and I got a couple
Speaker 4: of texts and they're like, try the sweet out phenomenal.
Speaker 1: Theyo is better than anything. And I know everybody that
Speaker 1: watched the show, Hut Apple, Yeah it is.
Speaker 5: You're not lying.
Speaker 1: It is the sweetest phenomenal.
Speaker 4: So I can see now if they course correct in
Speaker 4: a year or two and have a partnership with Perplexity
Speaker 4: or a major AI infrastructure company that they will.
Speaker 1: Keep that spot or remain higher.
Speaker 4: But if they don't, I can see them going to
Speaker 4: fifth and Google taking that spot.
Speaker 1: Matters on a tear.
Speaker 4: And the thing I can say about Zuckerberg, you can
Speaker 4: say that he may copy or he may lag, but
Speaker 4: he doesn't lag for long.
Speaker 1: And he's putting capital.
Speaker 4: Behind the AI investment to get them from open ai
Speaker 4: to Meta. You have Apple sitting on enough money to
Speaker 4: buy Siria cash free and clear, and you won't buy
Speaker 4: an AI company. Why And for everyone who may say this,
Speaker 4: stop saying that. I'm talking to people that work in HQ.
Speaker 4: They have the same It's the leadership thing. It's not
Speaker 4: that there's not talented people at Apple. It's not that
Speaker 4: there's not talented product creators and product managers.
Speaker 1: Is leadership is afraid of what to do.
Speaker 4: And it's a great lesson of you can't miss time
Speaker 4: when to invest in the next thing.
Speaker 1: Can't do it.
Speaker 4: Every year invest fast gets better in terms of production,
Speaker 4: sound quality. I'm here, y'all said, I'm still AI gradings, artlings,
Speaker 4: all that cool. You have to invest into the project
Speaker 4: to make it better. And I hate it saying it,
Speaker 4: but Apple still has the worst AI product in cerrie,
Speaker 4: I can't even when I do market research, I have
Speaker 4: to exit out of ceiri to go to chat GPT
Speaker 4: if I'm going to use voice mode to get an
Speaker 4: actual recantation of what's happening in the market. But you
Speaker 4: have enough money to buy a country continent. It's misplaced
Speaker 4: capital management at best, So.
Speaker 2: So you got to maybe potentially be falling to five
Speaker 2: worst case scenario. Worst case. They're sitting right the three trillion.
Speaker 2: We got three companies at three trillion.
Speaker 1: It's amazing.
Speaker 2: That is pretty amazing, and in videos is not far
Speaker 2: from four.
Speaker 1: Do you think Apple couldn't have invested in core.
Speaker 2: Weave, Yes, but what would be the productor or a
Speaker 2: blockchain wallet?
Speaker 1: They could have just integrated something in the Apple wallet
Speaker 1: just for show.
Speaker 5: Yeah, I mean they said, we gotta watch, we gotta
Speaker 5: watch this.
Speaker 2: The corew situation is interesting because even like Sam, we
Speaker 2: don't have open ai and obviously and they said if
Speaker 2: they IPO, that could change things, and I think we
Speaker 2: all agree with that. But even him now, you know,
Speaker 2: recently he's talking about he's looking to go away from
Speaker 2: in Video's GPUs.
Speaker 4: Smart money, same as Apple went away from Intel. Yeah, yeah,
Speaker 4: same place. But I think the greatest business lesson in
Speaker 4: this as you can. We can talk about it on
Speaker 4: Blackout as well, but you can either focus on beating
Speaker 4: your competition or doing what it's best for your customer.
Speaker 4: Amazon traditionally has focused on what is best for the
Speaker 4: customers that are in the Amazon ecosystem, even if that
Speaker 4: means they are running negative in terms of profitability for
Speaker 4: ten to twenty years. To give you quicker delivery, and
Speaker 4: then the customers will love you so much they'll scale
Speaker 4: the business through.
Speaker 1: The amplification of their happiness.
Speaker 5: But the core, I mean at the core.
Speaker 2: Yes, we know the e commerce business, but the money
Speaker 2: maker is the cloud service.
Speaker 5: Right.
Speaker 2: AWS is a large generator. As you get more AI,
Speaker 2: you're going to need more cloud.
Speaker 4: Absolutely a well timed, great investment into the future.
Speaker 5: Right That's why I said, yeah, I agree with you.
Speaker 2: Like their CAPEC spend is always pretty high, which obviously
Speaker 2: brings down to profit margins. But at a certain point
Speaker 2: they're going to start seeking the benefits of all absolutely investment,
Speaker 2: you know what I mean.
Speaker 4: And I think we're getting to that point. We're getting
Speaker 4: to that point for everyone who asks what would make
Speaker 4: me change my stance on Apple. I still believe in
Speaker 4: it as a company to invest in. It is still there,
Speaker 4: holding into two index. What I would love to see
Speaker 4: is an investment to AI and an investment into blockchain
Speaker 4: and or crypto, and then and an investment into quantum computing.
Speaker 4: That would be an investment into the future. Not glass
Speaker 4: lens bullshit for it. And once again you having that
Speaker 4: kerfuffle with Zuckerberg and elon this y'all will fight, y'all
Speaker 4: having MATA has you be on the glasses with the
Speaker 4: Oakley partnership and the one that's coming that I can
Speaker 4: talk about. Wiping down the Google goggles please, and then
Speaker 4: you scrap the ev car.
Speaker 1: Once again. You can only reshout when you create? Do
Speaker 1: you create for.
Speaker 4: The benefit of your audience? You're thinking about somebody with
Speaker 4: a thousand followers, they don't like you. I think it matters.
Speaker 4: What's your source of creation? Is it out of love
Speaker 4: or out of trying to destroy someone else? But what
Speaker 4: do I know it? See you tourist, I love y'all.
Speaker 4: Just just some guys on YouTube.
Speaker 3: Okay, hit the like button, yes and share and do
Speaker 3: remember thank you to block They are sponsoring fifty off
Speaker 3: one hundred and best fest tickets and ten Venda bulls,
Speaker 3: first come, first serve, General mission, VIP, Platinum, whatever, Just
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Speaker 3: into cold block at checkout, first come first stir Okay,
Speaker 3: So we have a question from audience participation. They said,
Speaker 3: what do you do? What do you use to differentiate
Speaker 3: the difference between a dead chart versus an amazing opportunity.
Speaker 3: I wish I was scooping up Robin Hood during that base.
Speaker 3: I won't miss it next beer Market.
Speaker 4: It's a great question. I think the difference between the
Speaker 4: it's not so much as the chart is dead. It's
Speaker 4: if the company is dead or not. So if you
Speaker 4: take a company like Zoom, whom I love to use
Speaker 4: the product, but it's not a great investment.
Speaker 1: Or Zillo, if you compare that with robin Hood, which.
Speaker 4: Robin Hood I think was attacked because it decentralized investment
Speaker 4: opportunity into the market, and from the beginning they had
Speaker 4: a great fan base, great business, great CEO. Not just
Speaker 4: saying that because he's a friend of the show, but
Speaker 4: I think they had a great business and over time.
Speaker 1: It will only be so long.
Speaker 4: That you can hold with a great executive and a
Speaker 4: great company down. If you compare that with a Hurts,
Speaker 4: the profit margin is terrible. Executive management is not that great.
Speaker 4: They don't really have a lead, they don't have a
Speaker 4: product that people love, and there's no opportunity for gross
Speaker 4: margin or profit margin increases there. I think the difference
Speaker 4: is just knowing a great company from a bad one.
Speaker 4: My rule of thumb has always been, if you have
Speaker 4: to ask is a company good? It's not greatness. You
Speaker 4: can't avoid so. But when there are opportunities when a
Speaker 4: company is flat, like how robin Hood was at the
Speaker 4: eleven to fifteen dollars range, I've said it before, you
Speaker 4: want to stack as many shares as you can before
Speaker 4: they take off, saying with Nvidia, saying with AMD, we
Speaker 4: can go to Tesla before Kathy Wood made her proclamation
Speaker 4: on CNBC and they laughter off stage, and then Tesla's
Speaker 4: took off to the upside. If you believe in a
Speaker 4: great company, you should throw as many shares as you
Speaker 4: can into it. And I've always said you want to
Speaker 4: be in a position minimum to get to one thousand
Speaker 4: ships and then ultimately ten thousand, because at that number
Speaker 4: you can write your own ticket for life for how
Speaker 4: much money you're able to produce out of the market.
Speaker 4: So don't look at it so much of a dead chart,
Speaker 4: but as the company.
Speaker 1: Dead or not.
Speaker 2: Yeah, yeah, I mean from a technical standpoint, I would
Speaker 2: be looking at the value, right, If you want to
Speaker 2: see where a company's moving or how many people are
Speaker 2: interested in the company, look at the value on How
Speaker 2: I was training on a daily basis, I was trading
Speaker 2: on a weekly basis. How I was training on a
Speaker 2: monthly basis, I would look at the trends of the can.
Speaker 2: Like if you use candlesticks, look at the trends and
Speaker 2: where they're going. You can see momentum, right. I think
Speaker 2: that's one thing that people can see, like when they
Speaker 2: just use a singular line. Yeah, it looks pretty preschool.
Speaker 2: But if you just put candles on, you start seeing momentum.
Speaker 2: You see green, you see red. You look at which
Speaker 2: way that the momentum is going.
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