WEBVTT - Fan Favorite: Staying Above Water

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>This is Wall Street Week. I'm David Weston bringing you

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<v Speaker 2>stories of capitalism this week. As luxury brands fight to

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<v Speaker 2>regain their momentum, does a secondary market help or hurt?

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<v Speaker 2>And what the facts show about deregulation and its effect

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<v Speaker 2>on growth and productivity. Plus when a so called zombie

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<v Speaker 2>company can come back from the living dead. We tell

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<v Speaker 2>you the story of the return of Barnes and Noble,

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<v Speaker 2>but we start with a story of true conflict when

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<v Speaker 2>the approach of the largest country in the world seems

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<v Speaker 2>at odds with the fifth largest economy. When President Trump

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<v Speaker 2>met with Indian Prime Minister Mody earlier this month, the

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<v Speaker 2>tone was cordial, but it was a step back from

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<v Speaker 2>the so called bromance that started in Trump's first term,

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<v Speaker 2>and what the two men said were their core interests

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<v Speaker 2>appeared to be in true conflict. I will very simply

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<v Speaker 2>put America first, Make in India, make for the glow.

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<v Speaker 2>Until now, the Indian growth story has been one of

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<v Speaker 2>the biggest of the post pandemic world. Its growth rate

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<v Speaker 2>touched eight percent. Its benchmark stock index, the Nifty to fifty,

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<v Speaker 2>has outpaced the S and P five hundred since the

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<v Speaker 2>start of twenty twenty one, at least until recently, and

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<v Speaker 2>investors have started to look elsewhere. Indian equities saw almost

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<v Speaker 2>twenty one billion dollars of foreign inflows in twenty twenty three,

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<v Speaker 2>but they plummeted to just one hundred twenty four million

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<v Speaker 2>dollars last year, and investors have withdrawn more than twelve

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<v Speaker 2>billion dollars so far this year. So has something gone

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<v Speaker 2>wrong with the India growth machine? And if so, where

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<v Speaker 2>are we seeing a slowdown or just a blip. Rasher

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<v Speaker 2>Sharma is the chair of Rockefeller Capital Management and author

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<v Speaker 2>most recently of The Rise and Fall of Nations.

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<v Speaker 3>Ever since I've been investing in this country for over

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<v Speaker 3>three decades, which is that this is a country that

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<v Speaker 3>consistently disappoints the optimists in the pessimists.

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<v Speaker 4>Yet over the.

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<v Speaker 3>Long term it's a very good equity market story. In

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<v Speaker 3>particular because even after the Indian stock markets big correction

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<v Speaker 3>over the last few months, the only stock market in

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<v Speaker 3>the world in the last thirty to forty years which

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<v Speaker 3>has produced comparable returns to America has been India. So

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<v Speaker 3>it's this very steady compounding story. But yeah, there are

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<v Speaker 3>times when people get a bit ahead of themselves, the

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<v Speaker 3>excitement gets a bit too much. I think we may

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<v Speaker 3>have reached that point last year when India became the

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<v Speaker 3>most expensive equity market in the world, literally even more

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<v Speaker 3>expensive than America at the top. So that was just

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<v Speaker 3>telling you that the excitement had gone into a head.

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<v Speaker 3>And what we have seen in the last few months

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<v Speaker 3>is a bit of a reset where the optimists are

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<v Speaker 3>getting a bit disappointed.

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<v Speaker 5>Now.

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<v Speaker 3>After sort of thinking that maybe India can break out

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<v Speaker 3>and grow at seven to eight percent, there's a realism

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<v Speaker 3>setting in that India's trained growth rate is closed to

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<v Speaker 3>six percent rather than seven to eight percent, a pretty

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<v Speaker 3>decent growth rate, and that they'd still need to carry

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<v Speaker 3>out some positive reform steps to even keep a six

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<v Speaker 3>percent type growth rate going. So I think what we're

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<v Speaker 3>seeing just now is a return to that old reality,

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<v Speaker 3>so to speak, which has been the case for India

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<v Speaker 3>for thirty to forty years, that it's a country which

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<v Speaker 3>steadily compounds, steadily grows.

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<v Speaker 2>But that might not be enough to reach Prime Minister

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<v Speaker 2>Motive's target of making India a developed nation by twenty

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<v Speaker 2>forty seven. Ragharam Rajan is a former governor of the

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<v Speaker 2>Reserve Bank of India.

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<v Speaker 6>I think we're reverting around the six percent now. The

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<v Speaker 6>blip downwards recently has more to do with the fact

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<v Speaker 6>that we had elections across the board last year and

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<v Speaker 6>spending on infrastructure, which has been a big part of

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<v Speaker 6>the growth story, has sort of faltered over this period.

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<v Speaker 6>I think that will come back, so we'll get back

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<v Speaker 6>to six now.

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<v Speaker 4>The question for India is six.

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<v Speaker 6>Enough, And unfortunately the answer is not, because we're also

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<v Speaker 6>a country that's growing old, and we do want to

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<v Speaker 6>grow rich before we grow old, and that's unlikely at

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<v Speaker 6>six percent.

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<v Speaker 2>The Indian government has stepped up efforts to re energize growth,

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<v Speaker 2>announcing tax cuts in its annual budget in an effort

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<v Speaker 2>to boost middle income spending.

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<v Speaker 6>We have a lot of young people and as a result,

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<v Speaker 6>the dependency ratio, the number of very young people who

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<v Speaker 6>can't work and very old people who can't work, that's falling.

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<v Speaker 4>And this is the.

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<v Speaker 6>Time that every Asian economy has experienced a burst of growth,

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<v Speaker 6>still growing at the old six percent and not enjoying

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<v Speaker 6>that burst. Something is not working as well as it should,

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<v Speaker 6>and that's jobs.

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<v Speaker 4>What you see around India is not enough young.

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<v Speaker 6>People have jobs, not enough jobs are being created, so

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<v Speaker 6>in a sense, we're not making full use of our

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<v Speaker 6>capacity even at six percent growth.

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<v Speaker 2>Some foreign companies have seen potential in the growth of

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<v Speaker 2>the Indian market as an alternative to China. Apple has

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<v Speaker 2>been slowly growing iPhone production in the country, while more

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<v Speaker 2>recently Tesla stepped up hiring in India ahead of a

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<v Speaker 2>possible entry into the market. This so called China plus

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<v Speaker 2>one strategy of India being a substitute for manufacturing in

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<v Speaker 2>China may have worked in the past, but some question

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<v Speaker 2>whether it will in the future. Ridika Bachra is Mahindra

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<v Speaker 2>Group's Vice president of Americas and a senior fellow at

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<v Speaker 2>the Atlantic Council.

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<v Speaker 7>What I have come to realize in the last twelve

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<v Speaker 7>months is there is a strange realization with the Indian

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<v Speaker 7>policy makers that they cannot sell themselves anymore as a

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<v Speaker 7>China plus one strategy. It has to be much beyond that,

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<v Speaker 7>because if you look at it, the Indian consumer is

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<v Speaker 7>not only inclined towards luxury and lifestyle products unlike a

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<v Speaker 7>lot of other emerging markets, but also has a very

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<v Speaker 7>strong middle class consumer base which is also price conscious.

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<v Speaker 7>So if you put these things together, where India is

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<v Speaker 7>trying to sell itself as not just a China plus

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<v Speaker 7>one strategy, but an innovation in manufacturing hub with a

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<v Speaker 7>skilled workforce, with a solid consumer base, and trying to

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<v Speaker 7>differentiate itself with available worker versus available skilled workers. I

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<v Speaker 7>think it's a great story to tell.

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<v Speaker 2>Whatever the theory, foreign investors have not always had an

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<v Speaker 2>easy time investing in India. Just ask Olkswagen. They were

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<v Speaker 2>hit with a record one point four billion dollar tax

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<v Speaker 2>bill from the Indian authorities for alleged tax evasion, and

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<v Speaker 2>the German automaker raised questions about the very survival of

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<v Speaker 2>its India unit.

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<v Speaker 3>Well, because I think it's still a very difficult place

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<v Speaker 3>to do business on the ground. David, this is something

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<v Speaker 3>which you know, we have felt for a long period

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<v Speaker 3>of time that to negotiate the Indian landscape is toff

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<v Speaker 3>given the regulations that you still have in place, given

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<v Speaker 3>the fact that you can have the tax authorities or

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<v Speaker 3>other people come up and present bills to you in a.

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<v Speaker 4>Way that you don't really know.

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<v Speaker 3>A lot of the state chief ministers in India realize this,

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<v Speaker 3>and I think this is something which we need to

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<v Speaker 3>focus on, which is that a lot of the attention

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<v Speaker 3>is on more the center and what DELI is doing

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<v Speaker 3>and what initiatives they're taking. But India is a very

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<v Speaker 3>federal country and you have so many state chief ministers

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<v Speaker 3>with a lot of power to do what they have

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<v Speaker 3>to do on the ground. And I think what we

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<v Speaker 3>need to see in India foreig and we see some

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<v Speaker 3>signs of that is much greater so called competitive federalism,

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<v Speaker 3>where the states compete with each other to get foreign

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<v Speaker 3>investment because a lot of these regulations and the tough

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<v Speaker 3>environment it is to do business in India is something

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<v Speaker 3>that some of these state chief ministers need to make

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<v Speaker 3>friendlier and not just the center.

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<v Speaker 2>Whatever direction it's going right now, what is the current

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<v Speaker 2>state of competitive federalism when it comes to economics? Are

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<v Speaker 2>there certain states that it's more conducive to invest into

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<v Speaker 2>in India today than others?

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<v Speaker 3>Well, that's been the case in India for a while

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<v Speaker 3>now that if you look at India, about twenty percent

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<v Speaker 3>of India's population is in the southern states, and yet

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<v Speaker 3>those states account for more than thirty percent of India's

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<v Speaker 3>GDP and the per capita income is also a lot higher.

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<v Speaker 3>Now there are states in the south, such as Karnataka,

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<v Speaker 3>which we know well because of Bangalore, which is the

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<v Speaker 3>tech capital of India for all practical purposes. And what

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<v Speaker 3>we see there is that places like Bangalore and Karnataka

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<v Speaker 3>tend to attract much greater foreign investment. And generally some

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<v Speaker 3>of the southern states like Karnataka and Telangana and Tamil Nadu,

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<v Speaker 3>those states have attracted much more foreign investment over time.

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<v Speaker 7>There is a historical reason for why South has managed

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<v Speaker 7>to sort of lead from the front, and those reasons

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<v Speaker 7>are the ports that are situated in southern area. They

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<v Speaker 7>were the most important reason for traders to come to

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<v Speaker 7>India to begin with, and that led to a huge

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<v Speaker 7>amount of trading community moving and living in South of India.

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<v Speaker 7>In the recent past, we see inphasis taking a lead

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<v Speaker 7>in ensuring that they become the global service providers for

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<v Speaker 7>technology and that started in South of India and Bangalore,

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<v Speaker 7>and one thing led to another where a huge amount

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<v Speaker 7>of other tech companies started sort of launching based out

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<v Speaker 7>of South India because of the skill availability of engineers

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<v Speaker 7>in the southern part of India.

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<v Speaker 2>But even if India is moving to loosen restrictions on

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<v Speaker 2>foreign investment. It is slow progress and Rajah and warrens

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<v Speaker 2>they might be focusing on the wrong sectors. Prime Minister

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<v Speaker 2>Motor is pushing to grow the manufacturing sector. Does that

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<v Speaker 2>make sense.

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<v Speaker 6>I think the days of growing manufacturing to get strong

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<v Speaker 6>growth in jobs are over. I think it's as true

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<v Speaker 6>of India as it is of the United States. And

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<v Speaker 6>the reason is simply this that increasingly manufacturing is becoming

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<v Speaker 6>much more automated, much more dependent on machines. If you

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<v Speaker 6>look at an assembly plant for cell phones in India,

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<v Speaker 6>it's a sequence of machines, not a sequence of people

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<v Speaker 6>sitting soldiering stuff onto motherboards. So the kind of jobs

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<v Speaker 6>that traditional sort of low skill manufacturing assembly, electronics assembly

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<v Speaker 6>and so on generate.

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<v Speaker 4>They far fewer today. But there are other problems.

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<v Speaker 6>Every country wants to expand its manufacturing and is growing

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<v Speaker 6>protectionist against manufacturing manufactured goods coming from somewhere else. So

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<v Speaker 6>the space for manufacturing exports is also shrinking. India has

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<v Speaker 6>other opportunities in services. It's been a giant in service

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<v Speaker 6>exports in recent years.

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<v Speaker 4>That's where it should focus its attentions.

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<v Speaker 2>More on Modi's push to build up India's own manufacturing

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<v Speaker 2>base comes as President Trump looks to bring back economic

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<v Speaker 2>activity within US borders. It creates a dilemma. Both leaders

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<v Speaker 2>talk up their relationship with one another, but can modis

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<v Speaker 2>made in India and Trump's America first be reconciled and

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<v Speaker 2>if not, which will prevail.

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<v Speaker 6>Every country is turning nationalists now, and everybody is also

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<v Speaker 6>has a certain sense of manufacturing fetishism. They want their

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<v Speaker 6>own manufacturing industries, and of course this collides.

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<v Speaker 4>I think the.

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<v Speaker 6>Way to reduce this gap is by recognizing that each

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<v Speaker 6>country has specialties and by working to ensure that there

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<v Speaker 6>is more trade on those specialties. So, for example, lots

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<v Speaker 6>of oil and natural gas being manufactured in the United States,

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<v Speaker 6>India could buy more.

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<v Speaker 4>There are defense products.

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<v Speaker 6>That are manufactured in the United States, India could buy more.

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<v Speaker 4>So I think rather than seeing.

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<v Speaker 6>Deficits trade deficits as a problem, see it as part

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<v Speaker 6>of a process of collaboration and just make sure that

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<v Speaker 6>the playing field is level for both sides. I think

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<v Speaker 6>that's something that can be worked on.

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<v Speaker 2>Coming up, Luxury brands are looking to get their mojo back,

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<v Speaker 2>but do we have too little of them or too much?

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<v Speaker 2>That's next on Wall Street.

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<v Speaker 1>Week you're listening to Bloomberg Wall Street Week with David

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<v Speaker 1>Weston from Bloomberg Radio. This is Bloomberg Wall Street Week

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<v Speaker 1>with David Weston from Bloomberg Radio.

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<v Speaker 2>This is a story about too much of a good thing.

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<v Speaker 2>Every brand lives and breathes for exposure, but sometimes it

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<v Speaker 2>can be too much. Luxury brands have reaped the benefits

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<v Speaker 2>of consumers the world over seeking them out, but now

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<v Speaker 2>the red carpet may be getting pulled out from under them,

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<v Speaker 2>and my colleague Danny Berger tells us why. It may

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<v Speaker 2>be because they are too available to too many people

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<v Speaker 2>in too many places.

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<v Speaker 8>Luxury brands are everywhere, from the bags we carry to

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<v Speaker 8>the clothes we wear, down to the shoes we step

0:13:46.040 --> 0:13:49.880
<v Speaker 8>into every day, but luxury brands are at a crossroad.

0:13:50.480 --> 0:13:53.960
<v Speaker 8>LVMH seen as a bellweather for the luxury sector, sort

0:13:54.040 --> 0:13:57.120
<v Speaker 8>close to two hundred and fifty percent between twenty nineteen

0:13:57.160 --> 0:14:00.880
<v Speaker 8>and twenty twenty four, but it's since fallen around twenty

0:14:00.880 --> 0:14:03.560
<v Speaker 8>percent from the highs of last year, with a recent

0:14:03.600 --> 0:14:07.119
<v Speaker 8>bounce offsetting some of those losses and leaving investors struggling

0:14:07.160 --> 0:14:10.440
<v Speaker 8>to try a path forward for the luxury brands. Joelle

0:14:10.520 --> 0:14:13.600
<v Speaker 8>Grunberg is partner at Mackenzie who leads the firms apparel,

0:14:13.679 --> 0:14:17.000
<v Speaker 8>fashion and luxury sector in North America and co authors

0:14:17.040 --> 0:14:19.000
<v Speaker 8>a yearly report on the state of Luxury.

0:14:19.320 --> 0:14:22.680
<v Speaker 9>When you look at economic profits of the luxury industry,

0:14:23.080 --> 0:14:27.160
<v Speaker 9>it basically nearly tripled between twenty nineteen and twenty twenty four.

0:14:27.600 --> 0:14:31.560
<v Speaker 9>So it's really been amazing years, and I think at

0:14:31.600 --> 0:14:35.240
<v Speaker 9>some point everybody started believing this was the new normal

0:14:35.400 --> 0:14:39.120
<v Speaker 9>and started to expect that this would continue. But as

0:14:39.160 --> 0:14:43.280
<v Speaker 9>we all know, you know, at some point things stabilized

0:14:43.360 --> 0:14:46.400
<v Speaker 9>or normalize, So as we know, in twenty twenty four,

0:14:46.480 --> 0:14:50.280
<v Speaker 9>things slowed down in a significant way for the luxury industry.

0:14:50.880 --> 0:14:53.560
<v Speaker 9>It has been a tale of different stories. In all fairness,

0:14:53.720 --> 0:14:58.520
<v Speaker 9>not all the rounds, not all the corporations have suffered

0:14:58.560 --> 0:15:01.240
<v Speaker 9>in the same way, and some are doing great in fact.

0:15:01.840 --> 0:15:04.240
<v Speaker 9>But what we think is that twenty twenty five will

0:15:04.240 --> 0:15:08.120
<v Speaker 9>overall be a year of normalization. We obviously see continue

0:15:08.160 --> 0:15:10.800
<v Speaker 9>to see growth, but I would say in a more

0:15:10.920 --> 0:15:15.120
<v Speaker 9>muted way, and it will also significantly depend on the

0:15:15.200 --> 0:15:18.200
<v Speaker 9>region and the market. It would also depend on what

0:15:18.400 --> 0:15:22.680
<v Speaker 9>category you mainly operated, and it also depends, I would say,

0:15:22.800 --> 0:15:26.240
<v Speaker 9>on again the situation of the round overall, because some

0:15:26.480 --> 0:15:28.960
<v Speaker 9>runs are doing much better than the others.

0:15:29.560 --> 0:15:32.640
<v Speaker 8>Armez is one of those brands outperforming its luxury peers,

0:15:32.720 --> 0:15:35.920
<v Speaker 8>but they are very much the outlier. Just last week,

0:15:36.040 --> 0:15:39.440
<v Speaker 8>Armaz reported a jump in fourth quarter revenue, while LVMH

0:15:39.520 --> 0:15:43.200
<v Speaker 8>and Karen posted declines, and Grundberg says there's a range

0:15:43.240 --> 0:15:45.680
<v Speaker 8>of global headwinds challenging the luxury sector.

0:15:46.040 --> 0:15:49.040
<v Speaker 9>Two main factors contributed to the huge growth that we've

0:15:49.080 --> 0:15:53.840
<v Speaker 9>seen since twenty nineteen. One first factor is clearly the

0:15:53.960 --> 0:15:57.080
<v Speaker 9>rise of prices in luxury. Most of the rounds have

0:15:57.200 --> 0:16:00.880
<v Speaker 9>increased prices in a very significant way, more than double

0:16:00.960 --> 0:16:05.080
<v Speaker 9>digit every year, and so that has contributed to eighty

0:16:05.080 --> 0:16:08.440
<v Speaker 9>percent of the growth in revenue of these companies. The

0:16:08.520 --> 0:16:12.120
<v Speaker 9>second factor is the pool of China. As we all know,

0:16:12.240 --> 0:16:15.800
<v Speaker 9>the Chinese customer has been a very very strong contributor

0:16:15.880 --> 0:16:19.360
<v Speaker 9>to the growth of luxury globally, and so that you know,

0:16:19.480 --> 0:16:23.160
<v Speaker 9>pool has been extremely strong and is slowing down right now.

0:16:23.840 --> 0:16:25.760
<v Speaker 9>And what has happened in the past year and a

0:16:25.800 --> 0:16:30.280
<v Speaker 9>half is that the aspirational luxury customer, and more specifically

0:16:30.360 --> 0:16:34.640
<v Speaker 9>in the US, has been challenged because there's been a

0:16:34.680 --> 0:16:38.120
<v Speaker 9>lot of people losing their jobs and so therefore there

0:16:38.160 --> 0:16:41.680
<v Speaker 9>have been much more cautious and on pause. So part

0:16:41.680 --> 0:16:45.000
<v Speaker 9>of the explanation is linked to that aspirational customer being

0:16:45.000 --> 0:16:45.960
<v Speaker 9>a bit more on hold.

0:16:48.080 --> 0:16:51.240
<v Speaker 10>You know, that perfect storm has resulted in some aspirational

0:16:51.280 --> 0:16:54.920
<v Speaker 10>customers being priced out of the first hand luxury market.

0:16:55.040 --> 0:16:58.120
<v Speaker 10>We're very happy to receive them.

0:16:58.320 --> 0:17:02.400
<v Speaker 8>Maximilian Bitner is the CEO a Vestier Collective, a platform

0:17:02.440 --> 0:17:05.240
<v Speaker 8>for pre owned designer and luxury products founded in two

0:17:05.280 --> 0:17:08.959
<v Speaker 8>thousand and nine, aimed at making fashion more sustainable and

0:17:08.960 --> 0:17:11.639
<v Speaker 8>a more strained consumer means. The second hand market is

0:17:11.640 --> 0:17:15.439
<v Speaker 8>seeing significant growth, expected to reach three hundred and fifty

0:17:15.480 --> 0:17:18.960
<v Speaker 8>billion dollars globally in twenty twenty eight. That's up from

0:17:18.960 --> 0:17:22.080
<v Speaker 8>one hundred and ninety seven billion dollars in twenty twenty three,

0:17:22.280 --> 0:17:25.720
<v Speaker 8>with Vestier estimating eighty two percent of its orders prevent

0:17:25.800 --> 0:17:26.960
<v Speaker 8>a first hand purchase.

0:17:27.560 --> 0:17:32.520
<v Speaker 10>We definitely do cater to the demand of the aspirational customer,

0:17:33.440 --> 0:17:37.560
<v Speaker 10>as certain brands are more affordable, more accessible than they

0:17:37.600 --> 0:17:39.719
<v Speaker 10>would be in a first hand store. And I think

0:17:39.760 --> 0:17:42.800
<v Speaker 10>we've especially seen this over the last one or two years.

0:17:43.320 --> 0:17:45.879
<v Speaker 10>You know, in a period of economic uncertainty, which in

0:17:45.960 --> 0:17:50.440
<v Speaker 10>parallel has seen luxury brands increase prices you know, significantly

0:17:50.720 --> 0:17:53.359
<v Speaker 10>over the last four or five years. When I joined

0:17:53.400 --> 0:17:56.640
<v Speaker 10>vis Year at the end of twenty eighteen early twenty nineteen,

0:17:56.800 --> 0:18:01.399
<v Speaker 10>you know, I recognize the incredible brand and community, but

0:18:01.480 --> 0:18:04.440
<v Speaker 10>I also recognized the need for us to build a scalable,

0:18:04.560 --> 0:18:08.119
<v Speaker 10>profitable business you know, for the next twenty thirty forty years.

0:18:08.400 --> 0:18:13.040
<v Speaker 10>Even the last two years, the business has proven extremely resilient,

0:18:13.160 --> 0:18:16.720
<v Speaker 10>growing with more than twenty percent revenue growth. So the

0:18:16.760 --> 0:18:20.280
<v Speaker 10>business has been you know, throughout the up and down

0:18:20.359 --> 0:18:25.000
<v Speaker 10>cycles of pre COVID COVID post COVID remained extremely resilient,

0:18:25.280 --> 0:18:27.040
<v Speaker 10>which is great for us to see.

0:18:27.560 --> 0:18:30.080
<v Speaker 8>Vestier is not alone in writing the second hand wave.

0:18:30.440 --> 0:18:34.400
<v Speaker 8>The Real Real and Rebag offer similar services, and Rebag's

0:18:34.400 --> 0:18:36.760
<v Speaker 8>reach got a lot bigger this year when it partnered

0:18:36.800 --> 0:18:39.639
<v Speaker 8>with Walmart to sell its catalog of about twenty seven

0:18:39.680 --> 0:18:44.440
<v Speaker 8>thousand items on the retail giant's website, targeting the aspirational customer.

0:18:44.560 --> 0:18:47.320
<v Speaker 8>What might seem like a threat to luxury retail, in

0:18:47.400 --> 0:18:50.720
<v Speaker 8>reality could be a mutually beneficial relationship.

0:18:51.240 --> 0:18:55.000
<v Speaker 10>I think overall, the mood and the attitude of luxury

0:18:55.040 --> 0:18:59.240
<v Speaker 10>brands have dramatically improved over the last five six years

0:18:59.560 --> 0:19:04.959
<v Speaker 10>towards secondhand because you know, fundamentally, we are not cannibalizing

0:19:05.000 --> 0:19:09.399
<v Speaker 10>their sales. If anything, you know, we pay homage to

0:19:09.960 --> 0:19:13.679
<v Speaker 10>their brands by showing to the consumers, both the buyers

0:19:13.680 --> 0:19:18.480
<v Speaker 10>and the sellers, how much value is retained in these

0:19:18.520 --> 0:19:20.159
<v Speaker 10>products that they're buying firsthand.

0:19:20.720 --> 0:19:23.160
<v Speaker 8>Norma Kamali rose to the top of high end fashion

0:19:23.240 --> 0:19:26.280
<v Speaker 8>with the iconic Sleeping Bag coat that she designed in

0:19:26.359 --> 0:19:29.520
<v Speaker 8>nineteen seventy three. Since then, the New York based designer

0:19:29.600 --> 0:19:33.080
<v Speaker 8>has proven her ideas fresh and innovative time and time again.

0:19:33.760 --> 0:19:36.800
<v Speaker 8>Like Bittner, Kamali sees the value of secondhand markets in

0:19:36.880 --> 0:19:37.760
<v Speaker 8>luxury fashion.

0:19:38.160 --> 0:19:43.840
<v Speaker 11>I think anything that's a creative process that's fun is

0:19:44.119 --> 0:19:48.960
<v Speaker 11>good for people, right And if in that secondhand you

0:19:49.040 --> 0:19:52.719
<v Speaker 11>get a great better price and you get a brand

0:19:52.800 --> 0:19:57.359
<v Speaker 11>that you haven't been able to buy before. There's a

0:19:57.440 --> 0:20:01.640
<v Speaker 11>whole cult of people who look for Norma Kamali vintage

0:20:02.280 --> 0:20:07.760
<v Speaker 11>and it's fascinating to me. But I see how great

0:20:07.840 --> 0:20:12.240
<v Speaker 11>that is because in that generation, there's something I did

0:20:13.560 --> 0:20:17.359
<v Speaker 11>when I was that age that is connecting with them.

0:20:17.480 --> 0:20:20.560
<v Speaker 8>Would you say, Norma Kamali is also luxury.

0:20:20.960 --> 0:20:30.800
<v Speaker 11>Luxury to me is something that is accessible, affordable, and

0:20:31.080 --> 0:20:35.680
<v Speaker 11>will last in your wardrobe forever. It can't be a

0:20:35.720 --> 0:20:40.240
<v Speaker 11>purse that you spend thirty thousand dollars on and sort

0:20:40.240 --> 0:20:43.080
<v Speaker 11>of collect in a closet with other purses.

0:20:43.359 --> 0:20:46.240
<v Speaker 8>How do you strike that balance then, of being both

0:20:46.359 --> 0:20:49.040
<v Speaker 8>accessible but not oversaturated.

0:20:48.280 --> 0:20:48.840
<v Speaker 12>In the market.

0:20:49.080 --> 0:20:53.560
<v Speaker 11>It's an important thing to do, and I think first

0:20:53.600 --> 0:20:59.480
<v Speaker 11>of all, knowing your distribution, being careful about the distribution,

0:21:00.000 --> 0:21:05.080
<v Speaker 11>make sure the distribution is to your customer, the person

0:21:05.160 --> 0:21:10.200
<v Speaker 11>who connects with you. And we have a global distribution

0:21:10.720 --> 0:21:15.600
<v Speaker 11>and we could still be reaching many, many more people.

0:21:16.080 --> 0:21:18.960
<v Speaker 8>There's no question that more consumers are exposed to and

0:21:19.040 --> 0:21:22.040
<v Speaker 8>have access to luxury than ever before. But at least

0:21:22.080 --> 0:21:25.359
<v Speaker 8>one icon of the industry admits that change is inevitable.

0:21:25.800 --> 0:21:26.440
<v Speaker 4>We start this.

0:21:26.400 --> 0:21:30.439
<v Speaker 8>Conversation with this idea of luxury doesn't mean exclusivity. Do

0:21:30.480 --> 0:21:33.080
<v Speaker 8>you think some of those secondhand apps are also changing

0:21:33.119 --> 0:21:34.240
<v Speaker 8>the conversation.

0:21:33.840 --> 0:21:38.760
<v Speaker 11>That reguly totally. I think the fashion industry clearly is

0:21:38.840 --> 0:21:44.000
<v Speaker 11>going through a huge, huge change, and it's long.

0:21:43.760 --> 0:21:46.040
<v Speaker 3>Overdue, it really is.

0:21:46.600 --> 0:21:50.680
<v Speaker 11>And I think when an industry can have a lot

0:21:50.720 --> 0:21:53.560
<v Speaker 11>of variety and a lot of choices and a lot

0:21:53.600 --> 0:21:54.640
<v Speaker 11>of price ranges.

0:21:55.880 --> 0:21:59.840
<v Speaker 8>Then it's healthy, healthy for the consumer, but a challenge

0:21:59.840 --> 0:22:02.760
<v Speaker 8>for the luxury brands to overcome as they look to

0:22:02.800 --> 0:22:05.119
<v Speaker 8>rediscover the growth of the last five years.

0:22:06.560 --> 0:22:11.160
<v Speaker 2>This is a story about unintended consequences. Sometimes even the

0:22:11.200 --> 0:22:15.359
<v Speaker 2>best intention to government regulations can do more harm than good.

0:22:15.920 --> 0:22:19.200
<v Speaker 2>But then again, cutting back on regulation can also do

0:22:19.440 --> 0:22:20.320
<v Speaker 2>real mischief.

0:22:20.560 --> 0:22:22.560
<v Speaker 13>We did the right thing, that was a very important

0:22:22.560 --> 0:22:25.240
<v Speaker 13>thing to get right finis and it was also a waste.

0:22:25.280 --> 0:22:27.240
<v Speaker 4>I mean, number one, it was a bad group of

0:22:27.240 --> 0:22:28.040
<v Speaker 4>people running it.

0:22:28.080 --> 0:22:32.480
<v Speaker 13>If the CFPB is not there examining these giant banks

0:22:32.880 --> 0:22:35.399
<v Speaker 13>to make sure they are following the laws on not

0:22:35.920 --> 0:22:39.040
<v Speaker 13>cheating consumers, who is doing that job?

0:22:39.320 --> 0:22:41.200
<v Speaker 4>I can say, no other federal regulator.

0:22:41.960 --> 0:22:45.400
<v Speaker 2>So which is it? Is government regulation holding the US

0:22:45.440 --> 0:22:48.920
<v Speaker 2>economy back? Or is it an important foundation for much

0:22:48.960 --> 0:22:51.960
<v Speaker 2>of the economic benefits we've reaped? And if it can

0:22:52.000 --> 0:22:55.760
<v Speaker 2>be both, how can we tell the difference. Jeff Myron

0:22:55.960 --> 0:22:59.359
<v Speaker 2>is Director of Undergraduate Economics at Harvard and the director

0:22:59.400 --> 0:23:02.080
<v Speaker 2>of Economics Studies at the Cato Institute.

0:23:02.560 --> 0:23:05.240
<v Speaker 5>I don't think there is a definitive study on productivity

0:23:05.280 --> 0:23:09.800
<v Speaker 5>and regulation. There are many studies of individual industries, of

0:23:09.880 --> 0:23:14.000
<v Speaker 5>specific time periods, of special cases, but those are all

0:23:14.200 --> 0:23:19.960
<v Speaker 5>relatively small pieces of information. Finding an overall clear assessment

0:23:20.040 --> 0:23:23.080
<v Speaker 5>is pretty hard. I think many people would point to

0:23:23.560 --> 0:23:26.600
<v Speaker 5>key environmental regulation in the United States, the Clean Air

0:23:26.640 --> 0:23:30.440
<v Speaker 5>and Water Acts, as having been quite successful, but even

0:23:30.520 --> 0:23:33.720
<v Speaker 5>those are not without some degree of controversy. One certainly

0:23:33.760 --> 0:23:36.639
<v Speaker 5>finds that as a result of those acts, which are

0:23:36.640 --> 0:23:40.000
<v Speaker 5>passed in the early nineteen seventies, air got cleaner, water

0:23:40.080 --> 0:23:42.639
<v Speaker 5>got cleaner. But if you then go the next step

0:23:42.680 --> 0:23:46.840
<v Speaker 5>and say, were those improvements worth the extra cost, because

0:23:46.840 --> 0:23:50.000
<v Speaker 5>of course putting restrictions on what firms do and what

0:23:50.240 --> 0:23:54.520
<v Speaker 5>cars can do raises the cost, and there the assessment

0:23:54.720 --> 0:23:59.199
<v Speaker 5>is still probably beneficial overall, but not so obviously not

0:23:59.320 --> 0:24:03.880
<v Speaker 5>so dramatic. So even for one of the relatively clear successes,

0:24:04.520 --> 0:24:07.960
<v Speaker 5>I'd say there's still some room for reasonable people to

0:24:08.000 --> 0:24:09.640
<v Speaker 5>disagree about how effective they were.

0:24:10.800 --> 0:24:14.920
<v Speaker 2>Myron has harsher criticism of food and drug regulation, where

0:24:14.960 --> 0:24:19.160
<v Speaker 2>there has been mission creep delays and political and legal tangles.

0:24:20.040 --> 0:24:24.760
<v Speaker 5>So the very first major attempt federal attempt to deal

0:24:24.840 --> 0:24:27.640
<v Speaker 5>with dangers of drugs and food was all the Pure

0:24:27.640 --> 0:24:30.639
<v Speaker 5>Food and Drug Act of nineteen oh three, and it

0:24:30.680 --> 0:24:35.119
<v Speaker 5>did something very mild. It said that medicines and food

0:24:35.320 --> 0:24:38.760
<v Speaker 5>substances had to include a list of the ingredients on

0:24:38.800 --> 0:24:40.879
<v Speaker 5>a label on the outside of the package.

0:24:41.080 --> 0:24:42.080
<v Speaker 4>That's pretty innocuous.

0:24:42.119 --> 0:24:44.119
<v Speaker 5>Even if you're a hardcore libertarian, it's be hard to

0:24:44.119 --> 0:24:48.199
<v Speaker 5>get too exercised about that. But that notion that the

0:24:48.240 --> 0:24:52.679
<v Speaker 5>government was going to protect people from dangerous products evolved

0:24:52.720 --> 0:24:55.640
<v Speaker 5>into creating the Food and Drug Administration in nineteen thirty eight,

0:24:56.240 --> 0:24:58.600
<v Speaker 5>which then had the power to keep things from being

0:24:58.680 --> 0:25:01.480
<v Speaker 5>on the market at all. That's a much higher bar

0:25:01.840 --> 0:25:05.160
<v Speaker 5>Now we have the current system, which involves years of delay,

0:25:05.520 --> 0:25:09.520
<v Speaker 5>sometimes billions of dollars in testing before thinks can go

0:25:09.560 --> 0:25:12.920
<v Speaker 5>on the market, and that probably prevents some bad drugs

0:25:12.920 --> 0:25:15.159
<v Speaker 5>from ending up on the market, but also delays all

0:25:15.240 --> 0:25:16.400
<v Speaker 5>the good drugs from getting on.

0:25:16.320 --> 0:25:17.040
<v Speaker 4>The market.

0:25:18.400 --> 0:25:21.879
<v Speaker 2>Coming up. They are called zombie companies for our reason.

0:25:22.320 --> 0:25:24.920
<v Speaker 2>There are more companies who don't make enough to pay

0:25:24.960 --> 0:25:27.760
<v Speaker 2>their bills than you might think. But we bring you

0:25:27.800 --> 0:25:30.160
<v Speaker 2>the story of one of them that came back from

0:25:30.160 --> 0:25:34.280
<v Speaker 2>the dead Barnes and Noble. That's next on Wall Street Week.

0:25:36.680 --> 0:25:40.240
<v Speaker 1>You're listening to Bloomberg Wall Street Week with David Weston

0:25:40.600 --> 0:25:49.040
<v Speaker 1>from Bloomberg Radio. You're listening to Bloomberg Wall Street Week

0:25:49.160 --> 0:25:51.840
<v Speaker 1>with David Weston from Bloomberg Radio.

0:25:53.119 --> 0:25:56.960
<v Speaker 2>This is a story about the corporate living dead. Companies

0:25:56.960 --> 0:26:00.920
<v Speaker 2>that don't make enough money to cover their debt after year,

0:26:01.680 --> 0:26:06.040
<v Speaker 2>many of them ultimately giving up the ghost end of

0:26:06.080 --> 0:26:06.480
<v Speaker 2>an era.

0:26:06.520 --> 0:26:08.560
<v Speaker 8>Off for retail Giant, bed Bath and beyond.

0:26:08.400 --> 0:26:10.320
<v Speaker 4>We have breaking news the party is over.

0:26:10.359 --> 0:26:13.360
<v Speaker 12>As count retailer Big Loss is closing all of its

0:26:13.400 --> 0:26:14.520
<v Speaker 12>stores nationwide.

0:26:14.920 --> 0:26:18.080
<v Speaker 2>The annals of business are full of stories of companies

0:26:18.080 --> 0:26:22.159
<v Speaker 2>that fought the good fight but ultimately lost. The number

0:26:22.200 --> 0:26:25.000
<v Speaker 2>of business bankruptcies in the United States is on the rise,

0:26:25.440 --> 0:26:28.840
<v Speaker 2>up over seventy percent in the past two years, and

0:26:29.000 --> 0:26:32.439
<v Speaker 2>corporate delinquency rates are the highest they've been in eight years.

0:26:33.080 --> 0:26:36.000
<v Speaker 2>Bankruptcy usually is the end of life, at least in

0:26:36.040 --> 0:26:39.480
<v Speaker 2>the company's current form, but maybe you've noticed that some

0:26:39.640 --> 0:26:43.480
<v Speaker 2>stick around, and there's a term for them, zombie companies.

0:26:44.800 --> 0:26:48.720
<v Speaker 2>Vincenzo Spizato is a partner at Carne, writing a yearly

0:26:48.800 --> 0:26:51.760
<v Speaker 2>report on zombie companies and their effect on the health

0:26:51.840 --> 0:26:53.240
<v Speaker 2>of the overall economy.

0:26:53.680 --> 0:26:57.919
<v Speaker 14>A zombie company, it's fundamentally a financially unsustainable company with

0:26:57.960 --> 0:27:01.679
<v Speaker 14>these are companies that are not producing enough operating profit

0:27:01.760 --> 0:27:04.000
<v Speaker 14>to pay the interest on their loans, and they've been

0:27:04.000 --> 0:27:06.800
<v Speaker 14>in that position for at least three consecutive years. So

0:27:07.040 --> 0:27:09.320
<v Speaker 14>when we talk about a zombie, it's not a company

0:27:09.320 --> 0:27:12.000
<v Speaker 14>that had a bad year or a startup or anything

0:27:12.040 --> 0:27:16.320
<v Speaker 14>like that. We're talking about sustained material underperformance. These are

0:27:16.640 --> 0:27:19.159
<v Speaker 14>publicly traded companies that have been in business for at

0:27:19.240 --> 0:27:21.800
<v Speaker 14>least ten years that have revenue for each of those

0:27:21.800 --> 0:27:24.560
<v Speaker 14>ten years. These are real companies that are having profound

0:27:24.800 --> 0:27:25.679
<v Speaker 14>financial issues.

0:27:26.800 --> 0:27:29.760
<v Speaker 2>You study these zombie companies, how many are there?

0:27:30.600 --> 0:27:34.080
<v Speaker 14>Just looking back to put this in perspective, in twenty ten,

0:27:34.240 --> 0:27:38.760
<v Speaker 14>there were under two percent of publicly traded companies globally.

0:27:39.000 --> 0:27:42.399
<v Speaker 14>We've seen around ten percent annual growth since then, and

0:27:42.480 --> 0:27:46.120
<v Speaker 14>so we're up to around six percent of all publicly

0:27:46.119 --> 0:27:49.720
<v Speaker 14>traded companies globally. Six out of one hundred are currently zombies.

0:27:49.720 --> 0:27:52.640
<v Speaker 14>So we're talking about an not insignificant number of companies.

0:27:52.640 --> 0:27:56.880
<v Speaker 14>It's sort of all industries, all company sizes, they're sort

0:27:56.880 --> 0:27:57.440
<v Speaker 14>of everywhere.

0:27:58.000 --> 0:28:01.679
<v Speaker 2>In twenty twenty three alone, Arney identified eight hundred and

0:28:01.680 --> 0:28:05.520
<v Speaker 2>twenty seven new zombie companies, taking the total number to

0:28:05.560 --> 0:28:10.480
<v Speaker 2>almost twenty five hundred globally, with real estate and manufacturing

0:28:10.720 --> 0:28:11.360
<v Speaker 2>leading the way.

0:28:12.359 --> 0:28:14.840
<v Speaker 14>A lot of zombies are companies that should not have

0:28:14.880 --> 0:28:17.800
<v Speaker 14>gotten financing to begin with, given the sort of easy

0:28:17.840 --> 0:28:20.360
<v Speaker 14>access to capital that we saw coming out of two

0:28:20.359 --> 0:28:23.040
<v Speaker 14>thousand and eight and the financial crisis, and those are

0:28:23.080 --> 0:28:25.639
<v Speaker 14>companies that are going to be very difficult to turn around.

0:28:26.000 --> 0:28:28.919
<v Speaker 2>Normally we think those companies get weeded out, you.

0:28:28.920 --> 0:28:31.600
<v Speaker 14>Would think so, and yet a lot of times they'll

0:28:31.640 --> 0:28:34.800
<v Speaker 14>carry that interest forward, the interest payable as a loss.

0:28:35.359 --> 0:28:40.320
<v Speaker 14>Capital markets are incredibly rewarding and have been very forgiving recently,

0:28:40.920 --> 0:28:43.960
<v Speaker 14>particularly coming out of the financial crisis. There's been just

0:28:44.120 --> 0:28:48.240
<v Speaker 14>real easy access to financing to a lot of companies

0:28:48.280 --> 0:28:52.160
<v Speaker 14>that one may argue shouldn't have actually received that financing

0:28:52.800 --> 0:28:55.120
<v Speaker 14>at such low interest rates that they were able to

0:28:55.120 --> 0:28:57.160
<v Speaker 14>sort of kick the can on the issue and move

0:28:57.200 --> 0:28:59.760
<v Speaker 14>things forward. So a lot of zombies have in fact

0:29:00.080 --> 0:29:02.640
<v Speaker 14>business for a long time. Many of them do ultimately

0:29:03.440 --> 0:29:06.680
<v Speaker 14>they either go bankrupt, they get acquired, or every once

0:29:06.720 --> 0:29:08.640
<v Speaker 14>in a while they're able to turn themselves around.

0:29:09.480 --> 0:29:12.320
<v Speaker 2>One of those so called zombie companies that's come back

0:29:12.360 --> 0:29:15.520
<v Speaker 2>from the dead is the well known bookseller Barnes and Noble,

0:29:16.200 --> 0:29:19.560
<v Speaker 2>back in twenty ten, it teetered on the brink, closing

0:29:19.720 --> 0:29:23.240
<v Speaker 2>hundreds of stores and laying off thousands of workers, and

0:29:23.280 --> 0:29:26.840
<v Speaker 2>then in twenty eighteen became a full blown zombie.

0:29:27.640 --> 0:29:30.200
<v Speaker 15>We've definitely seen an increase in the number of people

0:29:30.200 --> 0:29:33.280
<v Speaker 15>coming through the door, that sense of discovery. You know,

0:29:34.120 --> 0:29:37.000
<v Speaker 15>it's a different experience, you know, to go from table

0:29:37.040 --> 0:29:41.080
<v Speaker 15>to table or day to day and find something new.

0:29:41.360 --> 0:29:44.400
<v Speaker 12>I think people have attachments to to like their neighborhood

0:29:44.440 --> 0:29:46.040
<v Speaker 12>or their corner books. So even if it's like a

0:29:46.120 --> 0:29:49.320
<v Speaker 12>larger company like this, it feels warm to be able

0:29:49.360 --> 0:29:52.280
<v Speaker 12>to come to an actual location and do exploration in person.

0:29:53.920 --> 0:29:56.120
<v Speaker 16>I think there was a number of things that went

0:29:56.160 --> 0:29:58.440
<v Speaker 16>on Amazon came and that took a chunk of the

0:29:58.480 --> 0:30:03.560
<v Speaker 16>easy sales disappeared, a fear that people were no longer

0:30:03.600 --> 0:30:05.240
<v Speaker 16>going to read physical books, they were just going to

0:30:05.320 --> 0:30:08.920
<v Speaker 16>read ebooks, Kendall, Nook and all of that. As people

0:30:08.960 --> 0:30:11.800
<v Speaker 16>lost confident in books, they then started selling other things,

0:30:12.160 --> 0:30:14.880
<v Speaker 16>which then compromised the ability to present.

0:30:14.640 --> 0:30:15.720
<v Speaker 4>Really good bookstores.

0:30:16.200 --> 0:30:20.080
<v Speaker 16>Publishers panicked books. That has panicked, everybody panicked, and I

0:30:20.080 --> 0:30:23.840
<v Speaker 16>think when you lose your compass, then you go off

0:30:23.880 --> 0:30:26.920
<v Speaker 16>in really in the wrong direction, and it was that

0:30:26.960 --> 0:30:29.400
<v Speaker 16>it was a fundamental loss of confidence. And it happened

0:30:29.440 --> 0:30:31.320
<v Speaker 16>not just in the United States, so it happened pretty

0:30:31.360 --> 0:30:34.719
<v Speaker 16>much worldwide, and most large books selling chains got themselves

0:30:34.720 --> 0:30:35.400
<v Speaker 16>into big trouble.

0:30:36.720 --> 0:30:39.600
<v Speaker 2>Elliott Management stepped in with a six hundred and eighty

0:30:39.640 --> 0:30:43.960
<v Speaker 2>three million dollar takeover and appointed James Daunt as CEO,

0:30:44.480 --> 0:30:49.320
<v Speaker 2>and the resurrection began. Since twenty nineteen, foot traffic has

0:30:49.320 --> 0:30:52.479
<v Speaker 2>increased seven percent at Barnes and Noble, and the company

0:30:52.480 --> 0:30:56.120
<v Speaker 2>has opened one hundred and thirteen stores across the United States,

0:30:56.520 --> 0:31:00.880
<v Speaker 2>with another sixty due to open this year. When you

0:31:00.920 --> 0:31:03.560
<v Speaker 2>came in, what did you do? I mean, what were

0:31:03.600 --> 0:31:05.080
<v Speaker 2>your priorities? What did you focus on?

0:31:05.160 --> 0:31:05.400
<v Speaker 4>First?

0:31:06.920 --> 0:31:10.040
<v Speaker 16>Can't sort of dodge around this in any euphemistic way.

0:31:10.120 --> 0:31:14.680
<v Speaker 16>We had to cut costs, and that meant reducing dramatically

0:31:14.760 --> 0:31:19.000
<v Speaker 16>the head office structures healthfully. My other core principle was

0:31:19.040 --> 0:31:21.480
<v Speaker 16>to allow the booksellers in each store to get to

0:31:21.520 --> 0:31:23.080
<v Speaker 16>grips with and start working.

0:31:22.800 --> 0:31:23.800
<v Speaker 4>On their bookstores.

0:31:24.000 --> 0:31:25.959
<v Speaker 16>Now, if you do that, you need far less central

0:31:26.000 --> 0:31:28.520
<v Speaker 16>direction because you're letting the guys in the stores do

0:31:28.600 --> 0:31:31.320
<v Speaker 16>the work. So we were able to reduce our costs

0:31:31.320 --> 0:31:36.280
<v Speaker 16>substantially and then turn to the individual bookstore teams and

0:31:36.320 --> 0:31:39.760
<v Speaker 16>say sort out your stores. And we just started to

0:31:39.800 --> 0:31:42.000
<v Speaker 16>sort of preach that message and put a few practical

0:31:42.040 --> 0:31:44.640
<v Speaker 16>steps in place when COVID came along. So we then

0:31:44.720 --> 0:31:48.600
<v Speaker 16>had a pandemic when all our stores closed. Turns out

0:31:48.640 --> 0:31:50.680
<v Speaker 16>to have being actually a huge stroke of fortune.

0:31:50.880 --> 0:31:52.640
<v Speaker 2>Why was it a huge struggle fortune?

0:31:53.000 --> 0:31:55.440
<v Speaker 16>What we really needed to do was work on the stores,

0:31:55.920 --> 0:31:59.400
<v Speaker 16>and that's quite difficult to do if you're still also

0:31:59.480 --> 0:32:02.760
<v Speaker 16>running your store. It's full of customers. Suddenly we were

0:32:03.360 --> 0:32:05.640
<v Speaker 16>literally having to close our doors, but we kept the

0:32:05.680 --> 0:32:07.560
<v Speaker 16>lights on, we kept the people in the stores. So

0:32:07.560 --> 0:32:11.200
<v Speaker 16>we kept our experienced booksellers and they worked through the

0:32:11.240 --> 0:32:14.880
<v Speaker 16>pandemic inside the stores, moving the furniture around, going through.

0:32:14.720 --> 0:32:15.280
<v Speaker 4>All the books.

0:32:15.760 --> 0:32:17.440
<v Speaker 16>By the time we were allowed to open again, we

0:32:17.480 --> 0:32:21.120
<v Speaker 16>had much better bookstores, just through moving, changing, getting rid

0:32:21.160 --> 0:32:24.240
<v Speaker 16>of the books that shouldn't be there, presenting better.

0:32:24.440 --> 0:32:25.120
<v Speaker 4>Low and behold.

0:32:25.200 --> 0:32:28.080
<v Speaker 16>During provid lots of people discovered reading and the joys

0:32:28.080 --> 0:32:32.479
<v Speaker 16>of reading, and we opened to that re energized customer

0:32:32.520 --> 0:32:34.480
<v Speaker 16>base who were coming back on to high streets with

0:32:34.640 --> 0:32:35.680
<v Speaker 16>much better bookstores.

0:32:36.120 --> 0:32:38.120
<v Speaker 14>The story of Barnes and Nobles obviously a very famous one.

0:32:38.120 --> 0:32:40.120
<v Speaker 14>It's a very popular one, and I think they went

0:32:40.120 --> 0:32:42.640
<v Speaker 14>back to the basics. They looked fundamentally at what customers

0:32:42.680 --> 0:32:44.760
<v Speaker 14>were looking for, They looked at what worked, and they

0:32:44.800 --> 0:32:48.480
<v Speaker 14>spent the time focusing on the areas that were impactful.

0:32:48.000 --> 0:32:53.400
<v Speaker 2>Those keys to success. Understanding customers and individualizing stores was

0:32:53.480 --> 0:32:56.800
<v Speaker 2>something brought with him from his experience owning his own

0:32:56.800 --> 0:33:00.880
<v Speaker 2>independent bookstore in London, and then apply as the recipe

0:33:00.920 --> 0:33:04.840
<v Speaker 2>for success to restore and reinvigorate the Barnes and Noble brand.

0:33:05.840 --> 0:33:08.440
<v Speaker 16>I have the firm belief that if you leave it

0:33:08.480 --> 0:33:11.600
<v Speaker 16>to the books team, and it is a team, they

0:33:11.600 --> 0:33:14.920
<v Speaker 16>will put the best possible bookstore in front of you.

0:33:15.040 --> 0:33:17.560
<v Speaker 16>It is all about recommending the books to the community

0:33:17.600 --> 0:33:21.280
<v Speaker 16>that you know and understand. What we've benefited from is

0:33:21.320 --> 0:33:24.000
<v Speaker 16>because we relaxed and because we've let the store teams

0:33:24.040 --> 0:33:27.560
<v Speaker 16>do pretty much whatever they want, trusted in their common sense,

0:33:27.640 --> 0:33:31.240
<v Speaker 16>trusted in, and we have a vocational group of books

0:33:31.240 --> 0:33:34.160
<v Speaker 16>that's out there. They love books, and they love talking

0:33:34.200 --> 0:33:36.640
<v Speaker 16>about books. They're not selling books, and they also love

0:33:36.680 --> 0:33:40.320
<v Speaker 16>getting on social media and being quite fun and foolish

0:33:40.480 --> 0:33:43.440
<v Speaker 16>about books, and fun and foolish turns out to be

0:33:43.680 --> 0:33:45.240
<v Speaker 16>absolutely what you need to be doing.

0:33:45.360 --> 0:33:47.560
<v Speaker 4>So a lot of our success.

0:33:47.200 --> 0:33:49.600
<v Speaker 16>Has come from us being actually at the forefront of

0:33:49.640 --> 0:33:53.120
<v Speaker 16>things like BookTok and that's our booksellers. As I always say,

0:33:53.520 --> 0:33:54.960
<v Speaker 16>give it to the one with the blue hair.

0:33:54.840 --> 0:33:55.600
<v Speaker 4>And leave them alone.

0:33:55.680 --> 0:33:58.440
<v Speaker 16>It's going to go well. You don't need people with

0:33:58.480 --> 0:34:01.000
<v Speaker 16>gray hair looking like me running a social media and

0:34:01.320 --> 0:34:03.800
<v Speaker 16>that's when you're trying to control things that tends to

0:34:03.840 --> 0:34:05.760
<v Speaker 16>be what it is. When you just let them get.

0:34:05.600 --> 0:34:11.640
<v Speaker 4>On with it, Miss you forgot something, Thank.

0:34:11.440 --> 0:34:14.399
<v Speaker 16>You, now we will have the odd sort of foolishness.

0:34:14.480 --> 0:34:17.400
<v Speaker 16>And again minus, let's not ever react. We know that

0:34:17.520 --> 0:34:21.839
<v Speaker 16>fundamentally our booksellers are hugely motivated in everything they do.

0:34:22.200 --> 0:34:24.920
<v Speaker 16>Support them, encourage them, and when they make us really mistake,

0:34:25.040 --> 0:34:27.120
<v Speaker 16>just get them back into line.

0:34:27.360 --> 0:34:30.360
<v Speaker 2>So if not all zombie companies are headed toward failure,

0:34:30.840 --> 0:34:33.919
<v Speaker 2>if some like Barnes and Noble can not only come

0:34:33.960 --> 0:34:37.120
<v Speaker 2>back but come back strong, how can we tell which

0:34:37.160 --> 0:34:40.240
<v Speaker 2>ones are worth the effort and which ones are better

0:34:40.280 --> 0:34:43.560
<v Speaker 2>off put out of their misery. Angela Demartis is an

0:34:43.600 --> 0:34:48.319
<v Speaker 2>economist who studies zombie companies globally, using machine learning to

0:34:48.400 --> 0:34:52.359
<v Speaker 2>identify zombies and detect patterns in which survive and which

0:34:52.440 --> 0:34:52.680
<v Speaker 2>do not.

0:34:53.080 --> 0:34:57.080
<v Speaker 17>If we compare zombie companies to recover, one of the

0:34:57.120 --> 0:35:00.759
<v Speaker 17>first things that we see is that there are differences

0:35:00.800 --> 0:35:04.920
<v Speaker 17>with respect to leverages, so leverage ratio, but also total assets.

0:35:05.000 --> 0:35:08.680
<v Speaker 17>We see that those are one of the first characteristics

0:35:08.719 --> 0:35:13.040
<v Speaker 17>that change when a company is in the recovery zone

0:35:13.120 --> 0:35:16.719
<v Speaker 17>versus in the zombie in the zombie status. When we

0:35:16.760 --> 0:35:21.120
<v Speaker 17>look at other factors in terms of zombies that recover

0:35:21.840 --> 0:35:24.799
<v Speaker 17>from the zombie status, there are also other characteristics that

0:35:24.800 --> 0:35:28.160
<v Speaker 17>play a role, not only leverage and total assets, but

0:35:28.200 --> 0:35:32.799
<v Speaker 17>also for example, how they use cash, for example, how

0:35:32.840 --> 0:35:39.560
<v Speaker 17>they use equity taxes, working capital, and other characteristics. What

0:35:39.640 --> 0:35:42.960
<v Speaker 17>we find is that the share of zombie companies in

0:35:43.000 --> 0:35:47.000
<v Speaker 17>the United States is much lower compared to zombie companies

0:35:47.000 --> 0:35:51.360
<v Speaker 17>in Europe, so their prevalence is way higher in Europe

0:35:51.440 --> 0:35:54.960
<v Speaker 17>and also emerging countries, and this is mostly relate to,

0:35:55.520 --> 0:36:00.120
<v Speaker 17>for example, differences in the characteristics of these companies. We

0:36:00.120 --> 0:36:04.200
<v Speaker 17>always look at listed firms and we see differences between

0:36:04.239 --> 0:36:07.440
<v Speaker 17>the United States and Europe with respect to, for example,

0:36:07.640 --> 0:36:11.920
<v Speaker 17>their financial structure, but also the capital structure of the company.

0:36:12.160 --> 0:36:15.520
<v Speaker 17>And also what plays a role is differences with respect

0:36:15.560 --> 0:36:19.400
<v Speaker 17>to the institutions, and so this might also explain why

0:36:19.480 --> 0:36:23.120
<v Speaker 17>we see a much lower share of zombie companies in

0:36:23.160 --> 0:36:27.160
<v Speaker 17>the United States with respect to other European countries in

0:36:27.200 --> 0:36:29.480
<v Speaker 17>which the phenomenon is way more prevalent.

0:36:30.320 --> 0:36:33.520
<v Speaker 2>Could a factor be the different ways that companies finance

0:36:33.560 --> 0:36:36.680
<v Speaker 2>themselves in the United States versus Europe. My understanding is

0:36:36.719 --> 0:36:39.880
<v Speaker 2>banks play a much larger role as opposed to capital

0:36:39.920 --> 0:36:41.760
<v Speaker 2>markets in the United States. Exactly.

0:36:41.880 --> 0:36:44.520
<v Speaker 17>Yeah, this is one of the things that we argue

0:36:44.640 --> 0:36:46.920
<v Speaker 17>is one of the main points and one of the

0:36:46.960 --> 0:36:50.280
<v Speaker 17>main difference that we see. So in one of the studies,

0:36:50.520 --> 0:36:53.000
<v Speaker 17>what we do is we look at listed firms in

0:36:53.040 --> 0:36:56.640
<v Speaker 17>the United States and in Europe, and we use machine

0:36:56.719 --> 0:37:00.680
<v Speaker 17>learning methods to sort of develop an early worm system

0:37:01.160 --> 0:37:06.200
<v Speaker 17>that is able to identify zombie companies and also separate

0:37:06.280 --> 0:37:09.120
<v Speaker 17>them from the non zombies and also from the recovered

0:37:09.960 --> 0:37:12.480
<v Speaker 17>and so at the firm level, for example, we see

0:37:12.520 --> 0:37:18.080
<v Speaker 17>that beyond leverage and total assets, there's other characteristics that

0:37:18.120 --> 0:37:22.520
<v Speaker 17>do pray our role, like for example, working capital, for example, taxes,

0:37:22.560 --> 0:37:26.600
<v Speaker 17>for example, shareholders, equity, And we do see differences between

0:37:26.800 --> 0:37:30.960
<v Speaker 17>the United States and Europe that go back to for example,

0:37:31.320 --> 0:37:34.520
<v Speaker 17>differences with respect to capital markets, with respect to the

0:37:34.520 --> 0:37:39.240
<v Speaker 17>financial structure of the company, and also with respect to institutions.

0:37:40.239 --> 0:37:43.520
<v Speaker 2>Back in the United States, James Daunt sees only one

0:37:43.680 --> 0:37:47.080
<v Speaker 2>true threat to his Barnes and Noble falling back into

0:37:47.080 --> 0:37:49.520
<v Speaker 2>its former zombie status.

0:37:49.640 --> 0:37:51.920
<v Speaker 16>For a large book seller. The only thing that we

0:37:52.040 --> 0:37:54.640
<v Speaker 16>can really trip up on is if we lose our confidence.

0:37:55.280 --> 0:37:58.919
<v Speaker 16>That's what happened before, and hopefully it won't happen again.

0:37:58.960 --> 0:38:01.239
<v Speaker 16>But if it did, if you lose your confidence and

0:38:01.280 --> 0:38:03.240
<v Speaker 16>you stop being a really good bookstore, then people stop

0:38:03.239 --> 0:38:03.640
<v Speaker 16>coming to you.

0:38:06.239 --> 0:38:08.040
<v Speaker 2>That does it for us. Here at Wall Street Week,

0:38:08.200 --> 0:38:11.399
<v Speaker 2>I'm David Weston. This is Bloomberg. See you next week

0:38:11.480 --> 0:38:28.440
<v Speaker 2>for more stories of capitalism.