WEBVTT - Bloomberg Businessweek Weekend - December 9th, 2022

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<v Speaker 1>This is Bloomberg Business Week Inside from the reporters and

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<v Speaker 1>editors who bring you America's most trusted business magazine, plus

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<v Speaker 1>global business, finance and tech news as it happened. Sloomberg

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<v Speaker 1>Business Week with Carol Messier and Bloomberg Quick Takes. Tim

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<v Speaker 1>Stinovic on Bloomberg Radio. Hi everyone, Welcome to the weekend

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<v Speaker 1>edition of Bloomberg Business Week. Difficult week for markets with

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<v Speaker 1>Treasury signaling the growing concern about a recession next year

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<v Speaker 1>amid tightening monetary policy, and of course the Fed's final

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<v Speaker 1>rate decision of two. It is scheduled for this coming Wednesday. Thankfully,

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<v Speaker 1>this week's issue of the magazines at least a bit

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<v Speaker 1>of good news for readers and listeners. Yeah, okay, you're happy.

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<v Speaker 1>Hold about good news. It's the annual Good Business Issue.

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<v Speaker 1>It features subjects from tackling inequality to saving the planet

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<v Speaker 1>with more sustainable practices. Take some optimism. Also in this

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<v Speaker 1>week's issue, air Boss is making plans to take the

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<v Speaker 1>lead from Boeing in the commercial aerospace duopoly. Plus, we'll

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<v Speaker 1>hear from a series of executives in the travel and

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<v Speaker 1>transportation industries, including both the CEO and CFL of Royal

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<v Speaker 1>Caribbean as well as the president at Audi of America.

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<v Speaker 1>We begin with a couple of stories in the Good

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<v Speaker 1>Business issue. This one among the most read on the

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<v Speaker 1>Bloomberg this past week, how renowned Yale professor Jeffrey Sonnenfeld

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<v Speaker 1>became an enemy of the Russian state simply by making

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<v Speaker 1>a list. With more, we turned to Bloomberg Business Week

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<v Speaker 1>contributor Rob Mandelbaum and senior editor Dimitri Cassedis, who starts

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<v Speaker 1>us off with who is Jeffrey Sonenfeld. He has the

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<v Speaker 1>ear of many CEOs around the world and have been

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<v Speaker 1>contacted if I'm not mistaken by some folks saying, you know,

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<v Speaker 1>this is something we need to look at, is which

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<v Speaker 1>what what companies are pulling out of Russia and what

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<v Speaker 1>companies are staying behind and how do we how will

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<v Speaker 1>we make these distinctions? Right after Russia invaded Ukraine. Um

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<v Speaker 1>so he got a little bit of play about this,

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<v Speaker 1>But as we expanded our look at business school stories,

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<v Speaker 1>he became somebody that I was focused on, and I thought, well,

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<v Speaker 1>I'm curious to know what what jeff sannon Felt was

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<v Speaker 1>up to. And I saw little snippets about some of

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<v Speaker 1>this work, but nothing really that delve deeply into how

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<v Speaker 1>this all became such a big list and became such

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<v Speaker 1>a powerful list, And that is how he got onto

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<v Speaker 1>my radar with this. And then I contacted Rob, who

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<v Speaker 1>has been a regular contributor to Business Week, and asked

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<v Speaker 1>him that he would be interested in taking a closer look.

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<v Speaker 1>And I think that from the first minute, we'll let

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<v Speaker 1>Rob answer this, but I think he was intrigued given

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<v Speaker 1>that there were certain aspects of the story that had

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<v Speaker 1>not been covered at all out there and that really

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<v Speaker 1>were very meaningful to again, like what is it that

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<v Speaker 1>this list is really? What kind of power does it? Wiel?

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<v Speaker 1>So I will let Rob talk about that. The list

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<v Speaker 1>itself was actually something that came from his sort of

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<v Speaker 1>correspondence with c e O s. It wasn't something that

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<v Speaker 1>he started to do. It was something that they asked

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<v Speaker 1>him to do because the were CEOs who had pulled

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<v Speaker 1>out of Russia and they felt like the business media

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<v Speaker 1>was conflating what they were doing, actually pulling out with

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<v Speaker 1>you know, other companies that were sort of you know,

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<v Speaker 1>sending thoughts and prayers to the Ukrainian people, but you know,

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<v Speaker 1>counting their Russian roubles and that sort of thing and

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<v Speaker 1>and so that's where the list started for him, was

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<v Speaker 1>just sort of trying to figure out who was actually

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<v Speaker 1>leaving Russia and who was sort of making noise like

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<v Speaker 1>they were leaving Russia but not really. It's pretty incredible

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<v Speaker 1>because you know, sander Felt is certainly Professor soner Felt

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<v Speaker 1>was certainly associated with the list as you write, But

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<v Speaker 1>at the same time he's got a research assistant and

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<v Speaker 1>then all of the volunteers who ended up helping with

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<v Speaker 1>this list, So who actually worked on it and work

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<v Speaker 1>is working on it? Rob There were at one point

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<v Speaker 1>up to forty two I think other people working on it,

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<v Speaker 1>and many of them were undergrads at Yale and other schools.

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<v Speaker 1>They were people like a guy I talked to named

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<v Speaker 1>Frank Sokovowski, and he was a freshman at the time.

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<v Speaker 1>He was studying economics. He had actually heard about some

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<v Speaker 1>of Sonenfeld's earlier work sort of organizing c e O

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<v Speaker 1>s after election to sort of protest, you know, the

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<v Speaker 1>overturning of the election, and he had heard about that

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<v Speaker 1>even before he got to New Haven and resolved to

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<v Speaker 1>work with Snenfeld and it find it happened that this

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<v Speaker 1>was the project and you know he's from Poland, uh

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<v Speaker 1>and so very close to Ukraine. He ended up getting

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<v Speaker 1>so involved with it that he reschedules his classes, you know,

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<v Speaker 1>for the spring, some of them for the summer, so

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<v Speaker 1>he could work on the list in the spring. And

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<v Speaker 1>he recruited a bunch of other students at Yale and

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<v Speaker 1>at other schools to work on the list for him.

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<v Speaker 1>And a lot of those people were Poles who spoke

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<v Speaker 1>not just Polish, but Russian, and that gave this team

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<v Speaker 1>and you know, an inside edge, you know, able to

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<v Speaker 1>analyze Russian material that doesn't normally get translated. So how

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<v Speaker 1>did he ultimately then become an enemy of the Russian

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<v Speaker 1>state as a result. It's just where they so ticked

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<v Speaker 1>off that he was accumulating this list. Why he well,

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<v Speaker 1>he had started with the list, but then he started

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<v Speaker 1>doing some research and he had published research i think

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<v Speaker 1>in late May indicating you know that if you were

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<v Speaker 1>a company pulling out of Russia, you saw a benefit

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<v Speaker 1>to your stock price or you paid less for debt,

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<v Speaker 1>like there was a market reward for pulling out of

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<v Speaker 1>Russia that you could sort of tie to the announcement

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<v Speaker 1>that you were leaving Russia and he ended up on

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<v Speaker 1>a stop list. Uh, this was in June of people

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<v Speaker 1>who weren't allowed to go to Russia. I don't think

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<v Speaker 1>that bothered him too much, you know, I don't think

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<v Speaker 1>he was planning to go to Russia any type of suit.

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<v Speaker 1>They're about a thousand people on that list now. At

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<v Speaker 1>the time there were far fewer. Bloomberg Business Week contributor

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<v Speaker 1>Rob Mandelbaum and senior editor for the magazine Demitri Cassoni's

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<v Speaker 1>with us. There the full story online on the terminal

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<v Speaker 1>and in the Good Business issue. It's out on newsstands now.

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<v Speaker 1>All right, Tim, let's move to another one of this

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<v Speaker 1>week's features. It's all about a one point one billion

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<v Speaker 1>dollars startup net working group that is only for women executives.

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<v Speaker 1>It's called Chief, and it's really a mechanism for women

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<v Speaker 1>who are already on the other side of that glass

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<v Speaker 1>ceiling to collaborate. It's got a lot of people listen

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<v Speaker 1>to this. Chief has roughly twenty members Carol in sixty

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<v Speaker 1>women on its wait list. That's thanks in large part

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<v Speaker 1>to a COVID related pivot away from in person meetings.

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<v Speaker 1>Bloomberg News Managing Diversity reporter Jeff Green has the details.

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<v Speaker 1>They started kind of playing around with the model and

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<v Speaker 1>decided ultimately to just make it a national kind of

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<v Speaker 1>virtual model UM and that made a huge difference for

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<v Speaker 1>how the participation could could happen. And I mean the

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<v Speaker 1>key thing here is that, in addition to being a

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<v Speaker 1>large organization for a lot of people, it's focused on

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<v Speaker 1>very small groups called core groups that have about ten members.

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<v Speaker 1>And that's why you have sixty people wanting to get

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<v Speaker 1>in because they want to be part of these little groups,

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<v Speaker 1>not necessarily the big group. I mean, the big group

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<v Speaker 1>I'm sure is attractive to but everything I hear and

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<v Speaker 1>I've spent some time with some of the members is

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<v Speaker 1>this little group well, and I want to get into

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<v Speaker 1>that because Jeff, I feel like when you're at a

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<v Speaker 1>big conference and then you're invited to a special lunch

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<v Speaker 1>or a breakout right where smaller members where you actually

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<v Speaker 1>face to face time with some really prominent people. One

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<v Speaker 1>thing I want to ask you, though, is I feel like, Jeff,

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<v Speaker 1>there are so many women only professional networks out there.

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<v Speaker 1>It is that core group that makes this a little

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<v Speaker 1>bit different, as well as being very senior people. Yeah,

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<v Speaker 1>and it's not just random. I mean, these are curated

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<v Speaker 1>groups of ten people that are all around the same level.

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<v Speaker 1>This is not a mentor mentee relationship. This is meant

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<v Speaker 1>to be. These are people who will benefit as if

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<v Speaker 1>they were all men on a board together in the

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<v Speaker 1>same sort of way women in a boardroom, except coming

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<v Speaker 1>from a whole bunch of different companies. And that is

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<v Speaker 1>the key here is that it's it's curated. It's also moderated.

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<v Speaker 1>There's a professional um who is there to kind of

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<v Speaker 1>keep the conversation focused and help people to have sort

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<v Speaker 1>of you know, topics to talk about and to keep

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<v Speaker 1>things moving along. How did she not only survive the

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<v Speaker 1>endemic that's thrived during it. Well, I think part of

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<v Speaker 1>the key was going virtual. I mean the idea that

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<v Speaker 1>the people who I talked to in fact, who were

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<v Speaker 1>in a I spent some time with three members of

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<v Speaker 1>a core group over almost a year. We just kind

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<v Speaker 1>of talked from time to time and while we were

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<v Speaker 1>you know, they had never met I mean one of

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<v Speaker 1>them in Philadelphia, two of them are in New York,

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<v Speaker 1>but they had never met physically. They only meet on

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<v Speaker 1>this call, and I mean from any hour of the night,

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<v Speaker 1>from any location. One member kind of left a dinner

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<v Speaker 1>for her daughter's softball banquet, another would do it from Switzerland,

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<v Speaker 1>and me, this was like a very important way to

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<v Speaker 1>kind of focus on very important topics. So for those

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<v Speaker 1>who are involved in it, you know, what do they

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<v Speaker 1>feel like they're getting out of it? Well, I mean,

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<v Speaker 1>for one, one of the people who we kind of featured,

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<v Speaker 1>she's a CFO of Novocure. There are no women other

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<v Speaker 1>than her in the C suite, so she gets to

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<v Speaker 1>be kind of in her own sort of specialized C

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<v Speaker 1>suite with a whole bunch of other people who are

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<v Speaker 1>at the same level and can talk about how what

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<v Speaker 1>they bring to the table and how they would react

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<v Speaker 1>to a specific situation. And they all so we'll have

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<v Speaker 1>certain activities that they kind of bring in as conversation

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<v Speaker 1>starters that give them something to kind of like different

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<v Speaker 1>ideas to test among themselves. Carol and I were at

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<v Speaker 1>Stanford Graduate School of Business interviewed Mary Barra, and one

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<v Speaker 1>of the questions that we asked her was, you know,

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<v Speaker 1>she's the only female executive of the Big three automakers,

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<v Speaker 1>And we asked for a question in the context of okay,

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<v Speaker 1>business school has gotten more diverse in terms of gender,

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<v Speaker 1>but we haven't seen that transit. Half men half women

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<v Speaker 1>getting their nbas, but we haven't seen that translate. So, Carol,

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<v Speaker 1>I thought you asked a great question, which was, you know,

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<v Speaker 1>what's the right conversation that we need to be having

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<v Speaker 1>about this? And and my question for you, Jeff is

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<v Speaker 1>is kind of similar to this. When do we start

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<v Speaker 1>to see the organization that's happening sort of outside of

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<v Speaker 1>the c suite here really translate into numbers that show

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<v Speaker 1>that women are actually getting a foothold in some of

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<v Speaker 1>these biggest companies. Yeah. Well, part of the problem, and

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<v Speaker 1>I've done some reporting on this, is the NBA's are

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<v Speaker 1>not actually where they should be based on or the

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<v Speaker 1>rest of the college education system. Is women still lag

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<v Speaker 1>in the NBA's. It's only just recently we're starting to

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<v Speaker 1>see parody. I think in the Business Week measure there

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<v Speaker 1>were six schools that had parity or better. So that's

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<v Speaker 1>still that is part of the problem is it's kind

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<v Speaker 1>of built into the system. But I mean that is

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<v Speaker 1>the question. It's like, Okay, what's coming and when once

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<v Speaker 1>you start to reach parody at the schools, how are

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<v Speaker 1>you going to work that into the c suite? That.

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<v Speaker 1>You know, people say it's a pipeline problem or whatever,

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<v Speaker 1>but it's it's a prism problem. And I think that's

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<v Speaker 1>what Chief is trying to basically solve, is finding all

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<v Speaker 1>these people and putting them together so they can better

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<v Speaker 1>leverage these opportunities. I mean, you really need to know

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<v Speaker 1>that everyone is there. You need a bit of a

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<v Speaker 1>different rolodex. And that's what Chief is is. Basically, it's

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<v Speaker 1>really big, diverse rolodex for women trying to figure out

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<v Speaker 1>how to break into this system. That was Bloomberg News

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<v Speaker 1>Managing Diversity reporter Jeff Green. Coming up, we touch on

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<v Speaker 1>the end of an era for American industrial icon Boeing

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<v Speaker 1>and explore plans by its European rival Airbus to take

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<v Speaker 1>the global lead in commercial aviation. You're listening to Bloomberg

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<v Speaker 1>this week. This is Bloomberg. This is Bloomberg Business Week

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<v Speaker 1>with Carol Messer and Bloomberg Quick Takes Tim Stenovik from

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<v Speaker 1>Bloomberg Radio. Among the great business rivalries of our time

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<v Speaker 1>is the duopoli of Airbus versus Boeing. Tim, you know

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<v Speaker 1>this so well. You love planes. Those two essentially own

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<v Speaker 1>the commercial aerospace industry. Each planemaker has a lineup of

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<v Speaker 1>products that compete with one another. Airbus has answered to

0:11:33.280 --> 0:11:36.400
<v Speaker 1>Bowing seven thirty seven family, for example, is that are twenty?

0:11:36.679 --> 0:11:38.640
<v Speaker 1>Then for the A three fifty, Bowing has got the seven.

0:11:39.440 --> 0:11:42.520
<v Speaker 1>But that's about to change. Boeing recently revealed it won't

0:11:42.559 --> 0:11:45.000
<v Speaker 1>design a new aircraft this decade, leaving it without a

0:11:45.000 --> 0:11:47.920
<v Speaker 1>competitor to Airbus. A smaller A to twenty, and that

0:11:48.040 --> 0:11:50.920
<v Speaker 1>narrow body design could be the next go to model

0:11:50.960 --> 0:11:54.920
<v Speaker 1>in air travel. Bloomberg News aerospace reporter Julie Johnson writes

0:11:54.960 --> 0:11:57.120
<v Speaker 1>about it in the business section of this week's issue

0:11:57.200 --> 0:12:00.440
<v Speaker 1>of the magazine, What's the Fantastic Plane? I I've I've

0:12:00.480 --> 0:12:03.240
<v Speaker 1>flown on it a couple of times as well, and

0:12:03.440 --> 0:12:05.360
<v Speaker 1>I'm a big fan. There's a window in one of

0:12:05.360 --> 0:12:10.760
<v Speaker 1>the bathrooms that's like the one of the big highlights, right, yeah,

0:12:10.800 --> 0:12:15.160
<v Speaker 1>I guess. So I'm just gonna warn you, Julie um

0:12:15.360 --> 0:12:17.719
<v Speaker 1>Tim is really really into play. I know she knows

0:12:17.760 --> 0:12:19.920
<v Speaker 1>I bother her all the time with like non work stuff,

0:12:20.120 --> 0:12:22.120
<v Speaker 1>but we're picking flights to go places. He's like, well,

0:12:22.120 --> 0:12:24.240
<v Speaker 1>you know what kind of plane that is? Anyway, So

0:12:24.280 --> 0:12:26.240
<v Speaker 1>go ahead, tell us about your story and what you

0:12:26.320 --> 0:12:29.040
<v Speaker 1>what you dug into. And by the way, Tim, I

0:12:29.040 --> 0:12:34.280
<v Speaker 1>approve of this behavior, thank you. Yeah. So so anyway,

0:12:34.360 --> 0:12:39.480
<v Speaker 1>the product strategy gamesmanship is really fascinating between these two

0:12:39.600 --> 0:12:43.240
<v Speaker 1>and as you hinted at, they've had you know, pretty

0:12:43.320 --> 0:12:48.240
<v Speaker 1>much a fifty fifty do Appoli planemaking for years decades,

0:12:49.000 --> 0:12:52.880
<v Speaker 1>and that started to change recently. Air Bus has taken

0:12:53.000 --> 0:12:57.320
<v Speaker 1>control of the most important segment of the market, which

0:12:57.360 --> 0:13:02.120
<v Speaker 1>is narrow bodies, with a plane that has called the

0:13:02.400 --> 0:13:06.640
<v Speaker 1>three Neo that has just been a runaway sales success.

0:13:06.679 --> 0:13:09.320
<v Speaker 1>So air Bus is doing really well at the top

0:13:09.360 --> 0:13:13.600
<v Speaker 1>of the market. And weeks after Boeing CEO basically said, look,

0:13:13.640 --> 0:13:16.800
<v Speaker 1>we're just not doing a plane this decade, air bus

0:13:16.840 --> 0:13:22.319
<v Speaker 1>is CEO told Bloomberg, Hey, well, funny enough, we are

0:13:22.360 --> 0:13:26.840
<v Speaker 1>looking really closely at um a new member of the

0:13:27.040 --> 0:13:29.400
<v Speaker 1>twenty family that would go right at the heart of

0:13:29.480 --> 0:13:33.680
<v Speaker 1>Boeing's product lineup. Now just a little bit of history here,

0:13:33.720 --> 0:13:36.760
<v Speaker 1>but air Bus got the A to twenty at a

0:13:36.880 --> 0:13:39.240
<v Speaker 1>fire sale. I mean I think it was a dollar

0:13:40.040 --> 0:13:44.880
<v Speaker 1>or euro, I forget the currency from Bombardier. Um just

0:13:45.080 --> 0:13:48.680
<v Speaker 1>it was really it was a pittance back in total

0:13:48.720 --> 0:13:51.920
<v Speaker 1>fire sale. And when they picked up those first to

0:13:52.120 --> 0:13:57.400
<v Speaker 1>A to twenty models. They also inherited really detail, detailed

0:13:57.679 --> 0:14:02.400
<v Speaker 1>engineering designs for a third and largest member of the

0:14:02.440 --> 0:14:07.679
<v Speaker 1>family called There and so that's the plane that air

0:14:07.760 --> 0:14:12.120
<v Speaker 1>Bus is now talking up publicly. First of all, what

0:14:12.160 --> 0:14:13.600
<v Speaker 1>does it mean for Boeing if they don't have a

0:14:13.640 --> 0:14:16.640
<v Speaker 1>comeback against it? So there are a couple of things

0:14:16.679 --> 0:14:20.640
<v Speaker 1>going on, and basically this is a classic pincer move.

0:14:21.200 --> 0:14:24.520
<v Speaker 1>Airbus has the top end of the most important market

0:14:25.160 --> 0:14:29.440
<v Speaker 1>in aerospace narrow bodies with THEE and they would be

0:14:29.480 --> 0:14:33.360
<v Speaker 1>coming back with a smaller plane that's targeted right at

0:14:33.440 --> 0:14:38.520
<v Speaker 1>Boeing's best seller, which is the Max eight. So um,

0:14:38.920 --> 0:14:42.360
<v Speaker 1>So Boeing doesn't have a comeback, that means, you know,

0:14:42.440 --> 0:14:45.000
<v Speaker 1>they continue to bleed even more market share to air

0:14:45.040 --> 0:14:48.720
<v Speaker 1>Bus and it's not good. Julie, you mentioned the Max eight,

0:14:48.800 --> 0:14:51.000
<v Speaker 1>So we got to go in on the seven seven

0:14:51.080 --> 0:14:53.520
<v Speaker 1>Max and all the problems that Boeing has had. How

0:14:53.600 --> 0:14:57.840
<v Speaker 1>much of Boeing's history of mismanagement with regard to the

0:14:57.880 --> 0:15:00.560
<v Speaker 1>seven thirty seven Max and the way of the two

0:15:00.600 --> 0:15:03.720
<v Speaker 1>crashes that killed hundreds of people a few years ago

0:15:03.760 --> 0:15:06.120
<v Speaker 1>in the twenty month grounding of the plane, how much

0:15:06.120 --> 0:15:07.960
<v Speaker 1>of that has to do with Boeing not coming up

0:15:08.000 --> 0:15:13.240
<v Speaker 1>with a competitor to this. Well, Boeing's got fifty seven

0:15:13.240 --> 0:15:16.120
<v Speaker 1>billion in debt right now and that's a result of

0:15:16.720 --> 0:15:20.120
<v Speaker 1>COVID and the Max crisis. They had just stopped building

0:15:20.160 --> 0:15:24.760
<v Speaker 1>the Max um for a few months, but they were

0:15:24.840 --> 0:15:26.880
<v Speaker 1>knocked out of sales for a long time. So anyway,

0:15:26.960 --> 0:15:30.240
<v Speaker 1>the financial damage is going to be with Boeing for

0:15:30.360 --> 0:15:33.280
<v Speaker 1>most of this decade, and that's a really big factor

0:15:33.360 --> 0:15:36.360
<v Speaker 1>as to why they're you know, they're just not in

0:15:36.400 --> 0:15:40.160
<v Speaker 1>a position right now to do do a new plane. Um.

0:15:40.240 --> 0:15:44.320
<v Speaker 1>But the Max eight has done really, really well in

0:15:44.360 --> 0:15:49.640
<v Speaker 1>the market and I believe it's outsold the A three two,

0:15:49.840 --> 0:15:55.280
<v Speaker 1>so that's the comparably sized Airbus model. So it's it's

0:15:55.360 --> 0:15:59.120
<v Speaker 1>definitely a success in the marketplace. And right now Boeing's

0:15:59.120 --> 0:16:02.800
<v Speaker 1>finances are writing on that plane. And the story that

0:16:02.840 --> 0:16:06.880
<v Speaker 1>you guys report out says that that Max eight that

0:16:07.040 --> 0:16:10.480
<v Speaker 1>sales restart um handed Bowing a victory over Airbus last

0:16:10.520 --> 0:16:13.320
<v Speaker 1>year the competition for the most aircraft orders. So, Julie,

0:16:13.640 --> 0:16:17.000
<v Speaker 1>the back and forth, I feel like, you know, anybody

0:16:17.000 --> 0:16:21.120
<v Speaker 1>who's been in this industry of covering business news business stories.

0:16:21.440 --> 0:16:23.880
<v Speaker 1>You know, from year to year, it's like Boeing got

0:16:23.920 --> 0:16:26.680
<v Speaker 1>this order, you know, Airbus got this order, and kind

0:16:26.680 --> 0:16:28.960
<v Speaker 1>of the back and forth. But I do wonder is

0:16:29.000 --> 0:16:32.400
<v Speaker 1>it potentially setting up for you know, Airbus to have

0:16:32.480 --> 0:16:35.280
<v Speaker 1>a longer term advantage here or how do you see it?

0:16:36.000 --> 0:16:40.040
<v Speaker 1>You know, everything goes Airbus is way the They will

0:16:40.680 --> 0:16:44.520
<v Speaker 1>dominate the market, not just this decade, but into the

0:16:44.560 --> 0:16:47.600
<v Speaker 1>next decade as well. And so I think some people

0:16:47.600 --> 0:16:51.160
<v Speaker 1>are really worried that, you know, Boeing might be facing

0:16:51.200 --> 0:16:55.520
<v Speaker 1>sort of a slow slide into mediocrity. But then I've

0:16:55.560 --> 0:16:58.720
<v Speaker 1>got to just throw out just a grain of salt here,

0:16:58.800 --> 0:17:01.200
<v Speaker 1>because none of this is going to happen anytime soon.

0:17:01.400 --> 0:17:04.480
<v Speaker 1>Air Boss has got some huge issues of its own,

0:17:04.560 --> 0:17:07.280
<v Speaker 1>and you know, its production system is a mass right now,

0:17:08.480 --> 0:17:10.879
<v Speaker 1>so they're not in a position to take on a

0:17:10.880 --> 0:17:16.159
<v Speaker 1>new plane. And if they pursue there, they're going to

0:17:16.320 --> 0:17:20.199
<v Speaker 1>cannibalize one of their most profitable bowl models, which is

0:17:20.240 --> 0:17:25.600
<v Speaker 1>the Neo. So it's risky for them as well. That

0:17:25.640 --> 0:17:27.960
<v Speaker 1>was Bloomberg News aerospace reporter Julie Johnson. I have to

0:17:27.960 --> 0:17:29.480
<v Speaker 1>say we had so much fun with her. I mean,

0:17:29.560 --> 0:17:32.520
<v Speaker 1>you guys, you I know are so into planes in

0:17:32.560 --> 0:17:34.760
<v Speaker 1>a big way. She obviously is too well. Speaking of that,

0:17:34.800 --> 0:17:37.359
<v Speaker 1>it was a huge weekend for planemakers. Tuesday night in

0:17:37.440 --> 0:17:41.680
<v Speaker 1>ever Washington, the last seven ever assembled left Boeing's factory.

0:17:42.080 --> 0:17:44.040
<v Speaker 1>The freighter is going to be used by the cargo

0:17:44.119 --> 0:17:47.000
<v Speaker 1>carrier Atlas. There we did a feature over at Bloomberg

0:17:47.040 --> 0:17:49.320
<v Speaker 1>Quick Take about the jets more than fifty year history

0:17:49.600 --> 0:17:52.199
<v Speaker 1>and the way the airplane changed air travel forever. You

0:17:52.240 --> 0:17:54.520
<v Speaker 1>can see that on our Twitter feed just use the

0:17:54.560 --> 0:17:56.760
<v Speaker 1>handle at quick Take. I think about so many movies

0:17:56.840 --> 0:17:58.920
<v Speaker 1>right that they use that plane, like to show people

0:17:58.960 --> 0:18:01.560
<v Speaker 1>going up up this dares right to the bar or whatever,

0:18:01.840 --> 0:18:03.760
<v Speaker 1>and it's not going anywhere. I mean, it's hard to

0:18:03.800 --> 0:18:06.240
<v Speaker 1>find a passenger airline. They're none in the US that

0:18:06.320 --> 0:18:08.800
<v Speaker 1>actually fly it. But you know it's going to be

0:18:08.840 --> 0:18:11.119
<v Speaker 1>used as cargo plans for years to come. All right,

0:18:11.200 --> 0:18:13.800
<v Speaker 1>good to know. Still ahead on Bloomberg Business Week, from

0:18:13.840 --> 0:18:16.880
<v Speaker 1>airplanes to automobiles, we'll hear from the CEO of car

0:18:16.920 --> 0:18:19.920
<v Speaker 1>Parts dot Com and the president of Audi of America.

0:18:20.320 --> 0:18:23.520
<v Speaker 1>As the paradigm in the global car business continues to shift,

0:18:23.920 --> 0:18:26.480
<v Speaker 1>we continue to see more and more consumers wanted to

0:18:26.520 --> 0:18:29.600
<v Speaker 1>go into electrification, and that's something where we well prepared.

0:18:29.920 --> 0:18:33.640
<v Speaker 1>We're gonna invest also going for nineteen billion euros over

0:18:33.680 --> 0:18:35.959
<v Speaker 1>the next few years to make sure that there's a

0:18:35.960 --> 0:18:39.280
<v Speaker 1>car electric car for every consumer out there. This is

0:18:39.280 --> 0:18:48.680
<v Speaker 1>Bloomberg Broadcasting from the financial capital of the world, Bloomberg

0:18:48.720 --> 0:18:52.200
<v Speaker 1>eleven Rio in New York to Washington, d C. Bloomberg

0:18:53.160 --> 0:18:56.400
<v Speaker 1>to Boston, Bloomberg one O six one does San Francisco,

0:18:56.480 --> 0:19:00.440
<v Speaker 1>Bloomberg nine sixty to the country Sirius xm jem one team,

0:19:00.560 --> 0:19:04.040
<v Speaker 1>and around the globe the Bloomberg Business and Bloomberg Radio

0:19:04.200 --> 0:19:08.280
<v Speaker 1>dot Com. This is Bloomberg Business Week with Carol Messer

0:19:08.520 --> 0:19:14.960
<v Speaker 1>and Bloomberg Quick Takes Tim Stinovian on Bloomberg Radio. All right, so,

0:19:15.000 --> 0:19:17.200
<v Speaker 1>in our last segment we spoke about the changing competitive

0:19:17.280 --> 0:19:20.120
<v Speaker 1>landscape in the skies between bog and Airbus. We now

0:19:20.160 --> 0:19:22.240
<v Speaker 1>turn our attention to the changing rules of the road,

0:19:22.480 --> 0:19:25.679
<v Speaker 1>the difference. There are a lot more players involved. Pretty

0:19:25.720 --> 0:19:29.400
<v Speaker 1>much every automaker, from established companies to startups, is following

0:19:29.440 --> 0:19:33.200
<v Speaker 1>Tesla down the path of electrification. Bloomberg New Senior Markets

0:19:33.200 --> 0:19:36.160
<v Speaker 1>reporter Katie Gratfield and I recently spoke with Daniel Weissland.

0:19:36.200 --> 0:19:38.640
<v Speaker 1>He's the president of AUDI of America, and he says

0:19:38.640 --> 0:19:41.280
<v Speaker 1>the luxury brand is more than ready for the transition.

0:19:41.760 --> 0:19:43.879
<v Speaker 1>Over the last few years, we have learned how to

0:19:43.960 --> 0:19:47.679
<v Speaker 1>manage COVID, We have learned how to manage supplied challenges,

0:19:48.080 --> 0:19:52.320
<v Speaker 1>and we also manage economical challenges. UM. And as what

0:19:52.760 --> 0:19:54.920
<v Speaker 1>we can see as for AUDI right now, we see

0:19:54.920 --> 0:19:57.119
<v Speaker 1>a high demand. Actually our demand is high us in

0:19:57.200 --> 0:20:01.040
<v Speaker 1>the supply and especially for electric vehicles or consumers want

0:20:01.080 --> 0:20:05.240
<v Speaker 1>to buy more and more electric vehicles. Well, that's what

0:20:05.320 --> 0:20:08.800
<v Speaker 1>I want to dig into this sort of shift to EVS.

0:20:08.880 --> 0:20:11.440
<v Speaker 1>What I was going to ask is with the inflation

0:20:11.600 --> 0:20:15.280
<v Speaker 1>that we've seen throughout the economy, hottest inflation in a generation,

0:20:15.640 --> 0:20:18.320
<v Speaker 1>do you think that that has it all slowed this

0:20:18.480 --> 0:20:20.959
<v Speaker 1>timeline down when you think about you know, the average

0:20:20.960 --> 0:20:27.320
<v Speaker 1>American driver adopting EVS. Actually, I think it's is accelerating

0:20:27.400 --> 0:20:30.320
<v Speaker 1>the way towards electrification. That's what we see at AUDI

0:20:30.640 --> 0:20:33.080
<v Speaker 1>over the last few months. Uh, you know, with the

0:20:33.119 --> 0:20:35.560
<v Speaker 1>introduction of the que for Eatron and the Audi que

0:20:35.640 --> 0:20:37.880
<v Speaker 1>for each one sport back. Now we have the largest

0:20:37.920 --> 0:20:40.840
<v Speaker 1>but if any auto maker here in the industry. UM

0:20:40.920 --> 0:20:43.600
<v Speaker 1>and the last months we had a seventy increase with

0:20:43.640 --> 0:20:47.399
<v Speaker 1>our better electric vehicles last squart it was so again

0:20:47.440 --> 0:20:50.040
<v Speaker 1>we continue to see more and more consumers wanted to

0:20:50.040 --> 0:20:53.160
<v Speaker 1>go into electrification, and that's something where we well prepared.

0:20:53.440 --> 0:20:57.160
<v Speaker 1>We're gonna invest also going forward, nineteen billion euros over

0:20:57.200 --> 0:20:59.439
<v Speaker 1>the next few years to make sure that there's a

0:20:59.520 --> 0:21:01.840
<v Speaker 1>car like trick Car for every consumer out of there.

0:21:02.320 --> 0:21:05.640
<v Speaker 1>Hey Daniel, what is the internal data tell you about

0:21:05.840 --> 0:21:08.199
<v Speaker 1>your portion of vehicles that you sell will be evs

0:21:08.240 --> 0:21:12.760
<v Speaker 1>by the year, Because according to Bloomberg any f only

0:21:13.040 --> 0:21:15.320
<v Speaker 1>just over half of passenger cars sold in the US

0:21:15.400 --> 0:21:18.879
<v Speaker 1>will be evs and that's by the year. And I

0:21:18.880 --> 0:21:20.640
<v Speaker 1>don't know about you, but that seems kind of slow

0:21:20.680 --> 0:21:24.000
<v Speaker 1>to me. Yeah, I expect that it's going to happen

0:21:24.080 --> 0:21:27.040
<v Speaker 1>the most much fast, especially in the premium segment. For

0:21:27.119 --> 0:21:29.800
<v Speaker 1>Audi predict already in the next five years the tipping

0:21:29.840 --> 0:21:33.400
<v Speaker 1>point that it was more better electric vehicles than internal

0:21:33.440 --> 0:21:37.560
<v Speaker 1>combustion vehicles, and by twenties thirty the last majority will

0:21:37.600 --> 0:21:40.560
<v Speaker 1>be better electric. Big. So let's talk about the supply

0:21:40.640 --> 0:21:43.240
<v Speaker 1>chain here. It's something that we have been talking about

0:21:43.320 --> 0:21:47.240
<v Speaker 1>four years on Bloomberg, specifically when it comes to chips

0:21:47.240 --> 0:21:50.479
<v Speaker 1>and what that has meant for automakers. But from your

0:21:50.560 --> 0:21:53.280
<v Speaker 1>vantage point, I mean, where are we in the supply

0:21:53.359 --> 0:21:57.840
<v Speaker 1>chain story? Has peaks supply chain already passed for your business?

0:21:59.240 --> 0:22:02.000
<v Speaker 1>I I thinking forward, we still see some challenges in

0:22:02.040 --> 0:22:04.800
<v Speaker 1>the whole supply chain around the globe, but I think

0:22:04.840 --> 0:22:07.680
<v Speaker 1>they also managed to adopt according to our customer needs

0:22:07.680 --> 0:22:10.520
<v Speaker 1>and expectations. So for example, now we're trying to pre

0:22:10.640 --> 0:22:14.080
<v Speaker 1>sell cars before they even arrived the country here and

0:22:14.119 --> 0:22:17.080
<v Speaker 1>that helped us obviously to to fulfill the demand or

0:22:17.119 --> 0:22:20.520
<v Speaker 1>certain extent um. And we managed this way also that

0:22:20.640 --> 0:22:23.160
<v Speaker 1>certain challenges if the car is not in the country, Yeah,

0:22:23.160 --> 0:22:25.280
<v Speaker 1>and we can still sell it even if it's outside

0:22:25.320 --> 0:22:27.600
<v Speaker 1>of the country. What are you seeing as an entry

0:22:27.640 --> 0:22:30.040
<v Speaker 1>point for people when it comes to e vs? You

0:22:30.040 --> 0:22:31.760
<v Speaker 1>said that premium end of the segment, and Audi is

0:22:31.760 --> 0:22:34.399
<v Speaker 1>certainly a premium brand, But what do you see as

0:22:34.440 --> 0:22:36.880
<v Speaker 1>the entry point in terms of dollars? Where how low

0:22:36.920 --> 0:22:40.000
<v Speaker 1>could you go in terms of prise? So we started

0:22:40.040 --> 0:22:44.360
<v Speaker 1>in twenty our Audi Eatron price point around eighty thousand dollars.

0:22:44.720 --> 0:22:47.280
<v Speaker 1>Then last year we brought in the Audi Eatron g

0:22:47.440 --> 0:22:50.000
<v Speaker 1>t is electric car to the market. Yes, price point

0:22:50.040 --> 0:22:52.359
<v Speaker 1>above hundred thousand, and now we use a que for

0:22:52.440 --> 0:22:54.600
<v Speaker 1>eachron and the queue for each one squad where we

0:22:54.760 --> 0:22:57.880
<v Speaker 1>brought down the entry price level below fifty thou dollars

0:22:58.320 --> 0:23:01.480
<v Speaker 1>um and that's one thing that the retail price, but

0:23:01.480 --> 0:23:04.560
<v Speaker 1>you also need to look at the cost of owning

0:23:04.600 --> 0:23:07.399
<v Speaker 1>the car and with you know, with electric vehicles, it's

0:23:07.400 --> 0:23:10.399
<v Speaker 1>a lot less than it is with internal combustion engine vehicles.

0:23:10.560 --> 0:23:13.440
<v Speaker 1>You know, the gas prices wherever you live have increased

0:23:13.520 --> 0:23:16.720
<v Speaker 1>throughout the last few years, and with electric cars, obviously

0:23:16.720 --> 0:23:19.200
<v Speaker 1>it's a lot cheaper to maintain and run those cars.

0:23:19.359 --> 0:23:21.520
<v Speaker 1>That's a concern though to a lot of dealerships that

0:23:21.600 --> 0:23:26.600
<v Speaker 1>make money by maintaining people's internal combustion engines and vehicles.

0:23:26.840 --> 0:23:28.840
<v Speaker 1>What are the conversations that you guys are having with

0:23:28.880 --> 0:23:31.479
<v Speaker 1>dealerships right now about how they need to be prepared

0:23:31.480 --> 0:23:35.120
<v Speaker 1>for a future that's electric. Our dealers are an essential

0:23:35.160 --> 0:23:37.240
<v Speaker 1>part of our strategy and of our future and be

0:23:37.359 --> 0:23:41.000
<v Speaker 1>discussing with our dealers constantly how we increase and improve

0:23:41.040 --> 0:23:44.320
<v Speaker 1>our business. So actually it's welcome with a better electric

0:23:44.359 --> 0:23:48.000
<v Speaker 1>vehicles because you know, they're very loyal those customers say,

0:23:48.080 --> 0:23:51.840
<v Speaker 1>not going to any different you know, garage to to

0:23:52.000 --> 0:23:54.639
<v Speaker 1>fix the car. And we should not forget we have

0:23:54.720 --> 0:23:58.080
<v Speaker 1>so many non electric vehicles on the road which they

0:23:58.119 --> 0:24:01.760
<v Speaker 1>can maintain and and and make profits from. So we're

0:24:01.760 --> 0:24:03.560
<v Speaker 1>not concerned about the future of this a would he

0:24:03.600 --> 0:24:06.119
<v Speaker 1>actually be excited about the future because our business is

0:24:06.119 --> 0:24:09.159
<v Speaker 1>going to grow. That was Out of America President Daniel

0:24:09.160 --> 0:24:12.240
<v Speaker 1>weiss Land with me and Bloomberg's Katie Greifeld. Tim, you

0:24:12.240 --> 0:24:14.600
<v Speaker 1>guys spoke a lot about supply chains. Our next guest

0:24:14.680 --> 0:24:17.320
<v Speaker 1>is very much in tune with that integral Harry of

0:24:17.359 --> 0:24:19.280
<v Speaker 1>the car market, to say the least. We're talking about

0:24:19.320 --> 0:24:22.440
<v Speaker 1>David Mignon, the CEO of car Parts dot Com. It's

0:24:22.440 --> 0:24:25.320
<v Speaker 1>a publicly held small camp about three hundred million dollars

0:24:25.320 --> 0:24:28.440
<v Speaker 1>in market. Camp stock is off about fifty so far.

0:24:28.560 --> 0:24:33.119
<v Speaker 1>Here in The company provides access to literally hundreds of

0:24:33.160 --> 0:24:37.120
<v Speaker 1>thousands of aftermarket automobile components online. It's an increasingly tough

0:24:37.160 --> 0:24:40.680
<v Speaker 1>task when it comes to this environment. The consumer is

0:24:40.680 --> 0:24:43.200
<v Speaker 1>getting pinched right at the gas bomb at the grocery

0:24:43.240 --> 0:24:46.520
<v Speaker 1>store with interest rates. So you know, it's an opportunity

0:24:46.520 --> 0:24:49.520
<v Speaker 1>for companies like us to double down on efficiencies and

0:24:49.600 --> 0:24:52.640
<v Speaker 1>double down on continuous improvement and figuring out a way

0:24:52.640 --> 0:24:55.000
<v Speaker 1>how to pass on savings to the customers and give

0:24:55.040 --> 0:24:57.560
<v Speaker 1>them a reason to shop with us. So when you

0:24:57.640 --> 0:25:01.360
<v Speaker 1>are doubling down and thinking about where to conserve or not,

0:25:01.840 --> 0:25:05.080
<v Speaker 1>are you guys bracing for a recession and might layoffs

0:25:05.080 --> 0:25:07.879
<v Speaker 1>be a part of that? You know, I think the

0:25:08.000 --> 0:25:10.439
<v Speaker 1>environment is definitely changing and it's a good time to

0:25:10.680 --> 0:25:14.240
<v Speaker 1>double down on you know, free cash flow, staying debt free,

0:25:14.400 --> 0:25:17.679
<v Speaker 1>positive unit economics and really really go back to the

0:25:17.720 --> 0:25:20.880
<v Speaker 1>fundamentals of serving the customer needs. So for us, it's

0:25:20.920 --> 0:25:24.480
<v Speaker 1>been a laser focus on number one, customer experience and

0:25:24.600 --> 0:25:28.000
<v Speaker 1>number two being fiscally conservative. So we've always been very

0:25:28.040 --> 0:25:31.119
<v Speaker 1>fistfully conservative, especially over the last three years. You know

0:25:31.160 --> 0:25:33.800
<v Speaker 1>we have we're free cash flow positive, we're virtually debt free.

0:25:34.040 --> 0:25:37.359
<v Speaker 1>But as we get into three which might be a recession,

0:25:37.920 --> 0:25:40.199
<v Speaker 1>it's an opportunity to really double down on that. All right.

0:25:40.240 --> 0:25:43.120
<v Speaker 1>So but as you double down, as you said, I mean,

0:25:43.359 --> 0:25:46.080
<v Speaker 1>customers come first, you need people to make sure customers

0:25:46.119 --> 0:25:48.919
<v Speaker 1>come first. But if you are feeling the pressure, I mean,

0:25:48.960 --> 0:25:51.440
<v Speaker 1>are all bets often meaning that if you need to

0:25:51.480 --> 0:25:55.120
<v Speaker 1>cut costs, and if that means workers, that could happen Yeah,

0:25:55.119 --> 0:25:57.120
<v Speaker 1>I don't think we're in that position. I think we've

0:25:57.119 --> 0:25:58.840
<v Speaker 1>been in a good spot for the last three years.

0:25:58.840 --> 0:26:02.480
<v Speaker 1>We've been very disciplined about, you know, increasing headcount. Uh

0:26:02.520 --> 0:26:04.359
<v Speaker 1>So right now we're in a good position, and we

0:26:04.400 --> 0:26:08.240
<v Speaker 1>also have a ton of opportunities operationally to find deficiencies,

0:26:08.520 --> 0:26:11.159
<v Speaker 1>not only on the marketing side, on the technology side,

0:26:11.480 --> 0:26:15.639
<v Speaker 1>using data science, using continuous improvements. So i'd say, you know,

0:26:15.680 --> 0:26:17.199
<v Speaker 1>for us at car parts dot Com, we're in a

0:26:17.200 --> 0:26:22.320
<v Speaker 1>good spot. You guys offer hundreds of thousands of skiers

0:26:22.960 --> 0:26:25.879
<v Speaker 1>give us a percentage. Though in the last couple of years,

0:26:25.920 --> 0:26:28.560
<v Speaker 1>in this supply chain crunches, prices have gone up. How

0:26:28.640 --> 0:26:30.600
<v Speaker 1>much your costs have gone up on these parts? How

0:26:30.640 --> 0:26:34.920
<v Speaker 1>much have you to raise prices for the consumer? Yeah, definitely,

0:26:34.960 --> 0:26:37.399
<v Speaker 1>we've seen some pressure on the supply chain, not only

0:26:37.440 --> 0:26:40.960
<v Speaker 1>in the cost of raw materials, but also inbound transportation

0:26:41.040 --> 0:26:44.280
<v Speaker 1>and outbound transportation. So it's been across the board. Not

0:26:44.440 --> 0:26:47.879
<v Speaker 1>unlike the other traditional retailers were brick and more retailers,

0:26:48.080 --> 0:26:50.760
<v Speaker 1>it's been in the double digits. Now. Obviously, we have,

0:26:51.200 --> 0:26:53.480
<v Speaker 1>you know, what we think is a competitive advantage. We

0:26:53.520 --> 0:26:56.280
<v Speaker 1>have a vertically integrated supply chain and We always try

0:26:56.320 --> 0:26:59.120
<v Speaker 1>to pass on whatever savings we can get to the customer.

0:26:59.400 --> 0:27:01.000
<v Speaker 1>But to your point point, yes, the last couple of

0:27:01.080 --> 0:27:03.120
<v Speaker 1>years have been tough for the customer and it's been

0:27:03.320 --> 0:27:05.520
<v Speaker 1>you know, double digits for sure, double digits. Like are

0:27:05.520 --> 0:27:11.680
<v Speaker 1>we talking somewhere between ten and twenty over the last

0:27:11.720 --> 0:27:15.159
<v Speaker 1>couple of years, so we could say teens, Yeah, we

0:27:15.280 --> 0:27:17.760
<v Speaker 1>like to we like to zero in there, we do.

0:27:18.000 --> 0:27:20.639
<v Speaker 1>You're you're being a good player, David. Hey, what I

0:27:20.640 --> 0:27:23.480
<v Speaker 1>am where? You know? As to mention lots of skews,

0:27:23.920 --> 0:27:29.119
<v Speaker 1>lots of manufacturing, how has the geopolitical instabilities, the trade pushback,

0:27:29.240 --> 0:27:32.720
<v Speaker 1>the pushbacks against globalization, how is that impacting you about

0:27:32.760 --> 0:27:36.160
<v Speaker 1>where you want to manufacture everything. Yeah, that's a very

0:27:36.160 --> 0:27:38.560
<v Speaker 1>good question and it's something that we've been thinking about

0:27:38.600 --> 0:27:40.760
<v Speaker 1>for a very long time. Uh. You know, we source

0:27:40.840 --> 0:27:44.080
<v Speaker 1>parts globally. Now obviously there is a high concentration in

0:27:44.480 --> 0:27:46.600
<v Speaker 1>you know, in Asia, and so we've been looking to

0:27:46.720 --> 0:27:49.399
<v Speaker 1>diversify our supply chain and over the last couple of

0:27:49.520 --> 0:27:52.680
<v Speaker 1>years we added some supply out of South America, out

0:27:52.680 --> 0:27:55.359
<v Speaker 1>of Europe, and I think long term, as the business

0:27:55.440 --> 0:27:57.560
<v Speaker 1>continues to grow, you know, we're always going to be

0:27:57.560 --> 0:28:01.240
<v Speaker 1>sourcing parts from Asia, but there's opportunity in other places.

0:28:01.680 --> 0:28:04.159
<v Speaker 1>So for us, we built we've actually made some investments

0:28:04.160 --> 0:28:08.439
<v Speaker 1>to build a global sourcing team. The main focus is quality, right,

0:28:08.440 --> 0:28:11.400
<v Speaker 1>We're always looking for quality parts, but obviously the global

0:28:11.680 --> 0:28:14.600
<v Speaker 1>geopolitical environment comes into play for sure. David, when you

0:28:14.640 --> 0:28:18.959
<v Speaker 1>say Asia, do you mean China manufacturings in particular. Actually,

0:28:19.000 --> 0:28:21.880
<v Speaker 1>a lot of what we source is from Taiwan. So

0:28:22.080 --> 0:28:25.320
<v Speaker 1>you know, we carry about eighty tho skews individual skews

0:28:25.320 --> 0:28:27.159
<v Speaker 1>in our supply chain and a lot of those come

0:28:27.200 --> 0:28:30.679
<v Speaker 1>from Taiwan, which historically has been a very good partnership

0:28:30.680 --> 0:28:33.920
<v Speaker 1>for us. That's David Magnon, CEO of car Parts dot Com.

0:28:33.920 --> 0:28:36.960
<v Speaker 1>He also mentioned Mexico as a procurement source, so will

0:28:36.960 --> 0:28:39.360
<v Speaker 1>continue to watch how he and others are managing their

0:28:39.400 --> 0:28:42.160
<v Speaker 1>supply lines. You're listening to Bloomberg Business Week up decks.

0:28:42.240 --> 0:28:44.760
<v Speaker 1>New York City's homebuyers and sellers are both trying to

0:28:44.840 --> 0:28:47.680
<v Speaker 1>time the market and that's leading to a lot of frustration.

0:28:48.000 --> 0:28:59.120
<v Speaker 1>Will explain on the other side. This is Bloomberg. You're

0:28:59.200 --> 0:29:03.080
<v Speaker 1>listening to Berg Business Week with Carol Messer and Bloomberg

0:29:03.160 --> 0:29:08.360
<v Speaker 1>Quick Takes, Tim Stinovich from Bloomberg Radio. So, US mortgage

0:29:08.440 --> 0:29:10.080
<v Speaker 1>rates have fallen for a fourth week in a row.

0:29:10.240 --> 0:29:13.280
<v Speaker 1>It's the longest such stretch of decline since May of nineteen.

0:29:13.840 --> 0:29:17.280
<v Speaker 1>So a thirty year fixed mortgage easing to six point

0:29:17.320 --> 0:29:20.400
<v Speaker 1>four in the weekending December two TIMP. That is the

0:29:20.480 --> 0:29:24.120
<v Speaker 1>lowest since mid September, according to Mortgage Bankers Association data.

0:29:24.160 --> 0:29:26.240
<v Speaker 1>We got that data earlier in the week. Speaking of

0:29:26.280 --> 0:29:28.040
<v Speaker 1>interest rates in real estate, we wanted to get an

0:29:28.080 --> 0:29:30.240
<v Speaker 1>update on the home market in one of the highest

0:29:30.280 --> 0:29:32.840
<v Speaker 1>priced big markets in the world. We're talking about New

0:29:32.920 --> 0:29:36.040
<v Speaker 1>York City. Back with us as Barbara Fox, she's president

0:29:36.080 --> 0:29:38.800
<v Speaker 1>of the Fox Residential Group. It's a small boutique brokerage

0:29:38.800 --> 0:29:42.600
<v Speaker 1>firm that specializes in the sale upscale residential properties in Manhattan,

0:29:42.720 --> 0:29:46.560
<v Speaker 1>and she says economic uncertainty is stalling transactions across the

0:29:46.600 --> 0:29:50.960
<v Speaker 1>big Apple. This is a glitch here between buyers and sellers.

0:29:51.280 --> 0:29:55.400
<v Speaker 1>Buyers know that the market should be more favorable to them,

0:29:55.480 --> 0:29:59.240
<v Speaker 1>and sellers haven't really gotten it yet. So that's that's

0:29:59.280 --> 0:30:01.240
<v Speaker 1>what sort of ha happened in the market. So if

0:30:01.280 --> 0:30:04.160
<v Speaker 1>sellers started to get it now, I think sellers maybe

0:30:04.320 --> 0:30:06.640
<v Speaker 1>starting to get it but they haven't gotten it yet.

0:30:06.680 --> 0:30:09.800
<v Speaker 1>Here's what's tricky about this market is that we're in

0:30:09.800 --> 0:30:12.440
<v Speaker 1>an environment wherein the Bank of Americas at O'Brian moynihan

0:30:12.480 --> 0:30:15.040
<v Speaker 1>said this a few months ago in an interview with Bloomberg,

0:30:15.440 --> 0:30:17.680
<v Speaker 1>that there's so many people in the US who have

0:30:17.760 --> 0:30:21.360
<v Speaker 1>interest rates under four percent, even under three, that people

0:30:21.640 --> 0:30:24.960
<v Speaker 1>who would traditionally move are are are willing to stay

0:30:25.000 --> 0:30:28.120
<v Speaker 1>in their apartments because they don't want to go somewhere

0:30:28.400 --> 0:30:30.640
<v Speaker 1>and then pay a higher interest rate. Yeah, well that's

0:30:30.720 --> 0:30:34.760
<v Speaker 1>very true. I mean, it makes sense. So how do

0:30:34.800 --> 0:30:38.960
<v Speaker 1>you reconcile that with changing demographics, younger people who do

0:30:39.040 --> 0:30:41.680
<v Speaker 1>want to buy their first home and not necessarily having

0:30:41.680 --> 0:30:45.720
<v Speaker 1>that supply available. The only way to really justify it

0:30:46.040 --> 0:30:52.320
<v Speaker 1>is to make prices comparable UM to the interest rate increases.

0:30:52.520 --> 0:30:55.959
<v Speaker 1>And you know, when prices are lower UM, people like

0:30:56.120 --> 0:30:57.920
<v Speaker 1>to be able to get a goodbye, and if they

0:30:57.960 --> 0:31:00.200
<v Speaker 1>get a goodbye, then they can make it up. The

0:31:01.040 --> 0:31:03.640
<v Speaker 1>interest rate being higher doesn't really matter to them so

0:31:03.720 --> 0:31:05.840
<v Speaker 1>much as long as the price is lower. So, Barbara,

0:31:05.880 --> 0:31:07.320
<v Speaker 1>you know, I go to your website and I get lost.

0:31:07.360 --> 0:31:08.960
<v Speaker 1>I go down a rabbit hole because I love real

0:31:09.080 --> 0:31:10.920
<v Speaker 1>estate and just checking it out. But there's you know,

0:31:10.960 --> 0:31:13.400
<v Speaker 1>it runs the gamut. What are the typical properties that

0:31:13.400 --> 0:31:15.520
<v Speaker 1>are are moving right now? Give us an idea of

0:31:15.520 --> 0:31:19.240
<v Speaker 1>price range. Who's buying? Is it cash deals? What is it?

0:31:20.120 --> 0:31:22.959
<v Speaker 1>Let me start with what's not selling? Okay, all right?

0:31:23.560 --> 0:31:28.560
<v Speaker 1>What's not selling? Our apartments that need work or properties

0:31:28.600 --> 0:31:33.120
<v Speaker 1>that need work. Renovation is very expensive now. It's slower

0:31:33.160 --> 0:31:37.320
<v Speaker 1>than it ever was in terms of the supply chain issues.

0:31:37.880 --> 0:31:41.600
<v Speaker 1>And it's just um, it's a more difficult process right now.

0:31:42.080 --> 0:31:46.160
<v Speaker 1>And co ops in particular, which makes up a large

0:31:46.200 --> 0:31:50.240
<v Speaker 1>percentage of our real estate stock. Co ops have to

0:31:50.280 --> 0:31:54.120
<v Speaker 1>get approvals and the co op boards govern how many

0:31:54.240 --> 0:31:56.920
<v Speaker 1>days you can work, and they make life difficult. So

0:31:57.120 --> 0:31:58.800
<v Speaker 1>you maybe say, if somebody comes with a listing in

0:31:58.840 --> 0:32:00.760
<v Speaker 1>the kitchen needs to be readown bathrooms, you're like, I

0:32:00.800 --> 0:32:03.840
<v Speaker 1>don't even take it. A lot of people do that.

0:32:04.000 --> 0:32:06.520
<v Speaker 1>I mean I work with people every day that that

0:32:06.720 --> 0:32:09.800
<v Speaker 1>you know, want something that's in that they can move into.

0:32:09.920 --> 0:32:12.040
<v Speaker 1>They don't want to have to us someone who's a seller.

0:32:12.080 --> 0:32:14.080
<v Speaker 1>Will you say, I don't want to take those properties

0:32:14.120 --> 0:32:17.680
<v Speaker 1>as much? None? Okay, because we have we have ways

0:32:17.680 --> 0:32:20.440
<v Speaker 1>of making things look beautiful. I mean We take properties

0:32:20.440 --> 0:32:23.360
<v Speaker 1>that need work and we have them staged and painted

0:32:23.400 --> 0:32:26.320
<v Speaker 1>and cleaned, and they and they end up looking gorgeous

0:32:26.360 --> 0:32:30.600
<v Speaker 1>and and when it comes down to what's needed, really

0:32:30.800 --> 0:32:33.520
<v Speaker 1>less as needed than then they would have other than

0:32:33.560 --> 0:32:36.840
<v Speaker 1>the buyers would have otherwise thought. That's Barbara Fox, president

0:32:36.840 --> 0:32:39.000
<v Speaker 1>of the Fox Residential Group. For the full interview, check

0:32:39.000 --> 0:32:41.600
<v Speaker 1>out the Bloomberg Business Week podcast feed. And that wraps

0:32:41.680 --> 0:32:43.400
<v Speaker 1>up the first hour of the weekend edition of Bloomberg

0:32:43.440 --> 0:32:45.880
<v Speaker 1>Business Week from Bloomberg Radio. I'm Carol Masser and I'm

0:32:45.880 --> 0:32:48.200
<v Speaker 1>Tim Stanivik. Coming up in our next hour a group

0:32:48.200 --> 0:32:51.440
<v Speaker 1>of executives from the travel, media and retail industries. We're

0:32:51.440 --> 0:32:54.720
<v Speaker 1>gonna hear from both the CEO and CFO of Royal Caribbean,

0:32:55.000 --> 0:32:57.520
<v Speaker 1>the heads of Active Where apparel makers Ron and Fiori,

0:32:57.840 --> 0:33:00.600
<v Speaker 1>as well as the CEO of Loop Media. It's a

0:33:00.680 --> 0:33:05.640
<v Speaker 1>CEO palooza like that, It's always a CEO polooza for us,

0:33:05.800 --> 0:33:09.400
<v Speaker 1>it really really is. Plus Miami's crypto diehards they are

0:33:09.480 --> 0:33:12.840
<v Speaker 1>partying on in the wake of the ft X unraveling.

0:33:13.160 --> 0:33:16.600
<v Speaker 1>This is personal for them what's happened. There are people

0:33:16.640 --> 0:33:20.080
<v Speaker 1>who know Sam BigMan Fried who it's not just people

0:33:20.120 --> 0:33:23.400
<v Speaker 1>whose balance sheets are affected by him. This is Bloomberg.

0:33:30.240 --> 0:33:34.600
<v Speaker 1>This is Bloomberg Business Week inside from the reporters and

0:33:34.800 --> 0:33:38.400
<v Speaker 1>editors who bring you America's most trusted business magazine, plus

0:33:38.440 --> 0:33:42.400
<v Speaker 1>global business, finance and tech news as it happened. Sloomberg

0:33:42.440 --> 0:33:45.960
<v Speaker 1>Business Week with Carol Messer and Bloomberg Quick Takes Tim

0:33:46.000 --> 0:33:50.120
<v Speaker 1>Stinovic on Bloomberg Radio. Plenty of head in our second

0:33:50.160 --> 0:33:52.640
<v Speaker 1>hour of the weekend edition of Bloomberg Business Week, including

0:33:52.640 --> 0:33:55.600
<v Speaker 1>an excerpt from the latest edition of Chief Future Officer.

0:33:55.880 --> 0:33:57.920
<v Speaker 1>We'll get a double dose of c suite insights from

0:33:58.000 --> 0:34:01.880
<v Speaker 1>both the CEO and CFO Royal Caribbean. Plus we check

0:34:01.880 --> 0:34:04.240
<v Speaker 1>in on the retail space with the heads of competing

0:34:04.280 --> 0:34:07.000
<v Speaker 1>high end activewear apparel makers. We're talking about Ron and

0:34:07.120 --> 0:34:10.200
<v Speaker 1>Viori and how Miami's Crypto Faithful are coping with the

0:34:10.200 --> 0:34:12.800
<v Speaker 1>collapse of f TX the coup and I think, okay,

0:34:12.920 --> 0:34:16.120
<v Speaker 1>it sounds like party party on first up this hour.

0:34:16.200 --> 0:34:18.840
<v Speaker 1>He's an entrepreneur. He's co found of two companies, including

0:34:18.840 --> 0:34:22.000
<v Speaker 1>the one he runs now, president of Asia Electronic Arts

0:34:22.040 --> 0:34:25.120
<v Speaker 1>there for about seven years. Before that, he was president

0:34:25.160 --> 0:34:28.239
<v Speaker 1>of Asia Pacific over Walt Disney International. It was really

0:34:28.320 --> 0:34:31.120
<v Speaker 1>nice to have back with us. John Narman. He's chairman, CEO,

0:34:31.160 --> 0:34:33.680
<v Speaker 1>and co founder of Loop Media. It's a multi channel

0:34:33.719 --> 0:34:37.200
<v Speaker 1>streaming platform. It's got a three million dollar market cap,

0:34:37.280 --> 0:34:39.160
<v Speaker 1>so it's a small cap and it went public after

0:34:39.200 --> 0:34:42.239
<v Speaker 1>an uplisting as part of a twelve million dollar underwritten

0:34:42.280 --> 0:34:45.440
<v Speaker 1>public offering that happened back in September. We began by

0:34:45.480 --> 0:34:48.040
<v Speaker 1>asking for his thoughts on the pain being felt across

0:34:48.080 --> 0:34:51.640
<v Speaker 1>the digital advertising space. Everybody's it's all doom and gloom, right,

0:34:51.680 --> 0:34:54.120
<v Speaker 1>it's just falling apart, it's tanking. If you look at

0:34:54.480 --> 0:34:56.680
<v Speaker 1>if you hear from Snap now, I don't agree with that.

0:34:56.800 --> 0:35:01.600
<v Speaker 1>You're saying that. Now I'm not coming out strong like no,

0:35:01.760 --> 0:35:05.080
<v Speaker 1>I'm coming out saying that's not entirely accurate. I think

0:35:05.120 --> 0:35:07.839
<v Speaker 1>a certain segments if you look at advertising across the board,

0:35:07.880 --> 0:35:11.760
<v Speaker 1>you got the traditional advertising, linear TV, outdoor, et cetera.

0:35:12.239 --> 0:35:17.080
<v Speaker 1>Now people are doing digital advertising. So yes, social media

0:35:17.280 --> 0:35:20.799
<v Speaker 1>in that area, which has grown robustly, has taken a hit.

0:35:21.280 --> 0:35:24.760
<v Speaker 1>But areas like connected television, your Rocus, the Warrior, Pluto's,

0:35:24.800 --> 0:35:28.680
<v Speaker 1>et cetera, they're growing, digital out of home are also growing.

0:35:29.200 --> 0:35:31.560
<v Speaker 1>Those are the two areas we play in. So I

0:35:31.600 --> 0:35:34.879
<v Speaker 1>don't agree with this kind of blanket statement of it's

0:35:34.960 --> 0:35:37.120
<v Speaker 1>just all bad. But would you agree with the blanket

0:35:37.160 --> 0:35:40.160
<v Speaker 1>statement that companies are tightening their belts. And when companies

0:35:40.200 --> 0:35:42.040
<v Speaker 1>do tighten their belts, one of the first things to

0:35:42.080 --> 0:35:45.120
<v Speaker 1>go is marketing money. I would agree with that, yes,

0:35:45.160 --> 0:35:48.080
<v Speaker 1>but I also think they refocus it. So if you're

0:35:48.160 --> 0:35:50.319
<v Speaker 1>people are going out again, you know, as we know

0:35:50.440 --> 0:35:52.440
<v Speaker 1>and like a couple of years ago, even the past year,

0:35:52.680 --> 0:35:55.640
<v Speaker 1>people are going out. It's a great captive audience. They're

0:35:55.680 --> 0:35:57.560
<v Speaker 1>out for a good time, they're having a good time.

0:35:58.040 --> 0:36:01.279
<v Speaker 1>So targeting groups like that out home as opposed to

0:36:01.320 --> 0:36:04.080
<v Speaker 1>just your mobile phone all the time is something that

0:36:04.080 --> 0:36:06.880
<v Speaker 1>people are expanding into. How do you do that? So,

0:36:07.080 --> 0:36:09.960
<v Speaker 1>like loop Media, we have a platform that's advertising supported.

0:36:10.160 --> 0:36:12.719
<v Speaker 1>We're in any public venue as small as a pub

0:36:12.760 --> 0:36:15.480
<v Speaker 1>to as large as university campus. So whether you're a

0:36:15.520 --> 0:36:19.320
<v Speaker 1>dry cleaner, tattoo parlor, a CDB store, you name it. Uh,

0:36:19.360 --> 0:36:23.160
<v Speaker 1>they have screens. So we create a network basically out

0:36:23.160 --> 0:36:27.080
<v Speaker 1>of home. Previously these are all kind of disconnected. You know,

0:36:27.440 --> 0:36:30.360
<v Speaker 1>think about where homes where ten years goes cable and satellite,

0:36:31.000 --> 0:36:33.640
<v Speaker 1>that's still where businesses are. They don't really have a

0:36:33.680 --> 0:36:36.880
<v Speaker 1>streaming option, and that's what we're bringing to them. You

0:36:36.920 --> 0:36:40.040
<v Speaker 1>don't go to a restaurant and watch a movie, and

0:36:40.080 --> 0:36:43.000
<v Speaker 1>basically all streaming services or movies or TV series. If

0:36:43.000 --> 0:36:44.920
<v Speaker 1>you're seven year old, you do, yes, you do right.

0:36:45.000 --> 0:36:47.799
<v Speaker 1>Your parents give you, they say, watch this movie while

0:36:47.800 --> 0:36:50.319
<v Speaker 1>we have a nice peaceful dinner. Exactly, you go to

0:36:50.320 --> 0:36:53.319
<v Speaker 1>a sports bar and they're constantly playing Caddyshack the whole time.

0:36:53.400 --> 0:36:56.120
<v Speaker 1>There's nothing wrong with Wait, so help me understand so

0:36:56.160 --> 0:36:58.200
<v Speaker 1>exactly what you're doing. So you're going into spaces that

0:36:58.239 --> 0:37:02.160
<v Speaker 1>maybe typically did not have advertising before. Correct so previously.

0:37:02.200 --> 0:37:05.440
<v Speaker 1>So in our world, we're not really about subscribers. That's

0:37:05.480 --> 0:37:08.080
<v Speaker 1>the consumers. How many subscribers you have? For us, it's

0:37:08.080 --> 0:37:11.600
<v Speaker 1>how many locations are you in. So we provide that

0:37:11.719 --> 0:37:14.880
<v Speaker 1>as ads supported for free. Coming out of the pandemic,

0:37:14.880 --> 0:37:17.720
<v Speaker 1>people at all these costs to worry about labor, food,

0:37:17.880 --> 0:37:20.360
<v Speaker 1>et cetera. The last thing they're worried about is spending

0:37:20.360 --> 0:37:23.040
<v Speaker 1>money on a TV screen. But they didn't have that

0:37:23.160 --> 0:37:25.680
<v Speaker 1>free option before. So in order to get that free

0:37:25.719 --> 0:37:29.719
<v Speaker 1>content and digital signage, you need advertising to support it. Obviously,

0:37:29.840 --> 0:37:33.239
<v Speaker 1>so people are moving part of their media mix into

0:37:33.280 --> 0:37:35.759
<v Speaker 1>this digital out of home space, which you'll hear more

0:37:35.800 --> 0:37:38.600
<v Speaker 1>and more of. What's the growth that you've seen? Give

0:37:38.680 --> 0:37:41.719
<v Speaker 1>me where were you pre pandemic versus pre pandemic? Where

0:37:41.760 --> 0:37:45.360
<v Speaker 1>are you today? We're about three million dollars and acquired revenue.

0:37:45.360 --> 0:37:48.279
<v Speaker 1>We were basically a startup, you know, we had bought

0:37:48.320 --> 0:37:50.759
<v Speaker 1>a small company that provided music videos to out a

0:37:50.800 --> 0:37:54.360
<v Speaker 1>home and this past year we've finished five million. We

0:37:54.440 --> 0:37:58.520
<v Speaker 1>haven't released our fiscal however, the analyst estimate is around

0:37:58.560 --> 0:38:01.879
<v Speaker 1>thirty million RUST and it's a big gap go from

0:38:02.000 --> 0:38:06.719
<v Speaker 1>five to thirty you know last year. Yeah, so if

0:38:06.719 --> 0:38:09.160
<v Speaker 1>you if you kind of look at that, that's yeah,

0:38:09.280 --> 0:38:11.880
<v Speaker 1>that's the type of growth that you're looking at. Which

0:38:11.960 --> 0:38:16.720
<v Speaker 1>venues in particular are providing the biggest momentum for you guys?

0:38:16.760 --> 0:38:19.040
<v Speaker 1>You mentioned restaurants. Do you tell me if I go

0:38:19.120 --> 0:38:24.160
<v Speaker 1>to Danielle, you could go to Margaritaville Right down here

0:38:24.160 --> 0:38:30.680
<v Speaker 1>at Tide Squarelle we talked, So if I go to Margaritaville,

0:38:30.680 --> 0:38:32.279
<v Speaker 1>where am I going to see the screen at the bar?

0:38:32.600 --> 0:38:34.120
<v Speaker 1>Your seat at the bar. You're going to see it

0:38:34.120 --> 0:38:36.440
<v Speaker 1>in common areas You're going to see in the lobby.

0:38:36.560 --> 0:38:39.120
<v Speaker 1>You know, we're also in four in a thousand hotel rooms,

0:38:39.719 --> 0:38:43.960
<v Speaker 1>so you know, we provide largely about of our business

0:38:43.960 --> 0:38:46.600
<v Speaker 1>of bars and restaurants. The rest are just kind of

0:38:46.719 --> 0:38:50.319
<v Speaker 1>other retail John tracking r o I. How do you

0:38:50.360 --> 0:38:53.279
<v Speaker 1>tell clients what they get, what their return is? So

0:38:53.360 --> 0:38:55.120
<v Speaker 1>for them, it's really a couple of things. One, it's

0:38:55.120 --> 0:38:57.839
<v Speaker 1>about cost savings. So what used to cost them. They

0:38:57.880 --> 0:38:59.520
<v Speaker 1>can actually earn a little bit of money because we

0:38:59.560 --> 0:39:02.760
<v Speaker 1>do provide a rewards program. So would you use our service,

0:39:02.800 --> 0:39:04.840
<v Speaker 1>you keep the screens on, you have a chance to

0:39:04.880 --> 0:39:07.720
<v Speaker 1>earn some cash. So that's a great thing for their

0:39:07.840 --> 0:39:11.239
<v Speaker 1>balance sheet. Um. The second thing is really this the

0:39:11.239 --> 0:39:15.520
<v Speaker 1>opportunity for them to engage the customers. And you know,

0:39:15.560 --> 0:39:18.080
<v Speaker 1>when people are engaged, they stay longer and they spend more.

0:39:18.160 --> 0:39:20.040
<v Speaker 1>So there are quite a few studies that actually show

0:39:20.080 --> 0:39:23.240
<v Speaker 1>when that entertainment is good in house, people are sticking

0:39:23.280 --> 0:39:27.040
<v Speaker 1>around there. Well yeah, but we do have a trivia channel.

0:39:27.320 --> 0:39:29.160
<v Speaker 1>So when you like, you know, you're at a bar

0:39:29.239 --> 0:39:32.480
<v Speaker 1>with your best friend Joe or Jane, and they say,

0:39:32.520 --> 0:39:34.800
<v Speaker 1>what the heck do you do? Yeah, so you stream

0:39:34.960 --> 0:39:40.280
<v Speaker 1>videos your video streaming company into public spaces. So bars,

0:39:40.400 --> 0:39:43.239
<v Speaker 1>rest you know, any time. So any company can do it.

0:39:43.600 --> 0:39:45.520
<v Speaker 1>The company could do it, they just need to find us.

0:39:45.520 --> 0:39:47.279
<v Speaker 1>We get them a loop player. They plug in the

0:39:47.320 --> 0:39:50.800
<v Speaker 1>loop player. Previously you'd have these giant a v racks.

0:39:50.840 --> 0:39:53.320
<v Speaker 1>You know, you go to we we have dating yourself,

0:39:53.320 --> 0:39:55.759
<v Speaker 1>but I thank you, But even I go to the

0:39:55.920 --> 0:39:59.560
<v Speaker 1>yard house and a big Dell computer there and they're

0:39:59.640 --> 0:40:05.000
<v Speaker 1>clung gy and horrible and expensive. And now you just

0:40:05.000 --> 0:40:06.680
<v Speaker 1>plug and play like you do at home. Is the

0:40:06.840 --> 0:40:08.400
<v Speaker 1>is the is what you plug in a hard drive

0:40:08.640 --> 0:40:11.400
<v Speaker 1>or a you know, stored memory device or is it

0:40:11.440 --> 0:40:14.080
<v Speaker 1>does it give wireless access? It's a little well it's

0:40:14.080 --> 0:40:16.080
<v Speaker 1>an Android player. You're just plugging in the back like

0:40:16.200 --> 0:40:18.160
<v Speaker 1>size of an Apple TV, so kind of a three

0:40:18.160 --> 0:40:19.880
<v Speaker 1>by three thing. Does it connect to a network or

0:40:19.880 --> 0:40:22.640
<v Speaker 1>does it have a hard WiFi? You can also do Ethernet?

0:40:22.680 --> 0:40:25.120
<v Speaker 1>And it does. It does cash content because in case

0:40:25.280 --> 0:40:28.759
<v Speaker 1>WiFi goes down, you don't want to have be left

0:40:28.800 --> 0:40:30.520
<v Speaker 1>without content. I want to go back to the question

0:40:30.520 --> 0:40:33.320
<v Speaker 1>that I had before, because John, with all due respect,

0:40:33.360 --> 0:40:34.800
<v Speaker 1>you didn't really answer it, but maybe I asked it

0:40:34.840 --> 0:40:40.080
<v Speaker 1>in about in a bad way. Okay, but you know

0:40:40.800 --> 0:40:43.160
<v Speaker 1>the content that you play in these out of home spaces.

0:40:43.560 --> 0:40:46.799
<v Speaker 1>It's supported by advertisers. Correct. What I want to know

0:40:46.960 --> 0:40:50.759
<v Speaker 1>is how advertisers who work with you know they're getting eyeballs,

0:40:50.880 --> 0:40:52.959
<v Speaker 1>know they're getting a return on their investment that they're making.

0:40:53.120 --> 0:40:57.600
<v Speaker 1>So currently they basically put advertising in there to have

0:40:57.760 --> 0:41:01.640
<v Speaker 1>the opportunity to be exposed to multiple people in the room.

0:41:01.840 --> 0:41:03.680
<v Speaker 1>Think of it this way. When you're at home watching

0:41:03.719 --> 0:41:06.959
<v Speaker 1>your movie, it's you one on one, so advertisers paying

0:41:06.960 --> 0:41:08.719
<v Speaker 1>for that one on one. When you're out of home,

0:41:08.800 --> 0:41:11.480
<v Speaker 1>it's a multiplier. You could have fifteen people within the

0:41:11.600 --> 0:41:15.000
<v Speaker 1>range of that. Now we're working with com Score to

0:41:15.040 --> 0:41:17.400
<v Speaker 1>try to get some measurement in there. There's also third

0:41:17.400 --> 0:41:20.600
<v Speaker 1>parties like geopath that measure people that are in They

0:41:20.600 --> 0:41:23.640
<v Speaker 1>could cut basically through WiFi, can tell how many mobile

0:41:23.640 --> 0:41:26.000
<v Speaker 1>phones are in the room. This is new. I mean,

0:41:26.239 --> 0:41:30.240
<v Speaker 1>it's odd as it sounds. Everybody's been focused on consumer streaming.

0:41:30.680 --> 0:41:34.480
<v Speaker 1>It's Roku, it's Pluto, it's Disney Plus, it's everyone there.

0:41:34.520 --> 0:41:38.400
<v Speaker 1>But out of home, those things don't play, they don't work.

0:41:38.480 --> 0:41:42.359
<v Speaker 1>The content isn't right there, licensing isn't there. So we've

0:41:42.440 --> 0:41:45.240
<v Speaker 1>kind of quietly gone about finding that world of tens

0:41:45.239 --> 0:41:48.640
<v Speaker 1>of millions of screens, beautiful screens out there with tons

0:41:48.680 --> 0:41:52.600
<v Speaker 1>of eyeballs, providing content that works. Music videos. We lead

0:41:53.080 --> 0:41:58.120
<v Speaker 1>basically all fifty states national music video promotions. We're the

0:41:58.120 --> 0:42:01.520
<v Speaker 1>biggest TV now that's right, all right, bring me my

0:42:01.600 --> 0:42:06.200
<v Speaker 1>loop or whatever. So I gotta gotta Yeah, that's it,

0:42:06.800 --> 0:42:12.080
<v Speaker 1>so loop me in little You supply the hardware to

0:42:12.360 --> 0:42:14.759
<v Speaker 1>we do, so we can do it with our own

0:42:14.760 --> 0:42:17.600
<v Speaker 1>loop player, but we also wont we have a partner network.

0:42:17.880 --> 0:42:20.919
<v Speaker 1>So for example, we're about seventeen thousand convenience store point

0:42:20.920 --> 0:42:25.040
<v Speaker 1>of sales systems. Truly last model advertising. Think your in line,

0:42:25.680 --> 0:42:27.239
<v Speaker 1>you got the little thing at the end and say

0:42:27.400 --> 0:42:30.960
<v Speaker 1>itemizes your receipt. Boom, there's a Snickers commercial right there,

0:42:31.960 --> 0:42:35.200
<v Speaker 1>Snickers right here, impulse by. So it's really that last

0:42:35.239 --> 0:42:38.680
<v Speaker 1>opportunity for the advertiser to grab that consumer when they're

0:42:38.680 --> 0:42:41.760
<v Speaker 1>actually out making a purchase. So what does an add

0:42:42.120 --> 0:42:45.200
<v Speaker 1>spot rock costs? That's CPMs very you know, they're kind

0:42:45.200 --> 0:42:48.799
<v Speaker 1>of in between five to fifteen depending on the day. Yes,

0:42:49.160 --> 0:42:52.560
<v Speaker 1>but then a multiplier, So what you can do without

0:42:52.560 --> 0:42:54.200
<v Speaker 1>a home, if there's ten people in there, you can

0:42:54.239 --> 0:42:56.440
<v Speaker 1>put that ten times multiplier in the advertiser pay for

0:42:56.480 --> 0:42:58.920
<v Speaker 1>that our thanks to John Narman. He's the chairman, CEO

0:42:58.960 --> 0:43:01.719
<v Speaker 1>and co founder of the held company bloom Media. We

0:43:01.760 --> 0:43:02.960
<v Speaker 1>had a lot of fun with him, kind of going

0:43:03.000 --> 0:43:04.759
<v Speaker 1>back and forth right on the business model. He was

0:43:04.760 --> 0:43:06.880
<v Speaker 1>really candid. I loved it. Yeah, me too. All right,

0:43:06.880 --> 0:43:08.920
<v Speaker 1>you're listening to Bloomberg Business Week coming up. We hit

0:43:08.960 --> 0:43:11.840
<v Speaker 1>the High Seas with the executive team from Royal Caribbean.

0:43:12.200 --> 0:43:28.680
<v Speaker 1>This is Bloomberg. This is Bloomberg Business Week with Carol

0:43:28.719 --> 0:43:34.480
<v Speaker 1>Masser and Bloomberg Quick Takes Tim Stenovik from Bloomberg Radio. Well,

0:43:34.480 --> 0:43:37.880
<v Speaker 1>this past week, JP Morgan downgraded Royal Caribbean to underweight

0:43:37.880 --> 0:43:41.600
<v Speaker 1>from overweight, noting the cruising company's elevated leverage and this

0:43:41.719 --> 0:43:45.759
<v Speaker 1>is a quote, the magnitude and timing of future capital commitments.

0:43:46.080 --> 0:43:49.000
<v Speaker 1>Those were some of JP Morgan's concerns. This is despite

0:43:49.080 --> 0:43:52.120
<v Speaker 1>Royal caribbeans ten billion dollars of capital raises so far

0:43:52.200 --> 0:43:54.919
<v Speaker 1>this year, the company's cash and debt positions, or something

0:43:54.960 --> 0:43:58.040
<v Speaker 1>Carol recently talked about with both the Royal Caribbean CEO

0:43:58.160 --> 0:44:02.040
<v Speaker 1>Jason Liberty and the CFO IF Tally Holtz, respectively. The

0:44:02.120 --> 0:44:05.120
<v Speaker 1>latter conversation featured in Business Week Talks and this week's

0:44:05.120 --> 0:44:07.040
<v Speaker 1>issue of the magazine, and both are part of the

0:44:07.120 --> 0:44:10.560
<v Speaker 1>latest installment of Chief Future Officer. It aired on Bloomberg

0:44:10.640 --> 0:44:13.560
<v Speaker 1>TV just this past week. The conversation we covered a lot,

0:44:13.600 --> 0:44:15.840
<v Speaker 1>but it begins, as so many do these days, about

0:44:15.840 --> 0:44:19.360
<v Speaker 1>the pandemic and life after, which I put that question

0:44:19.440 --> 0:44:23.400
<v Speaker 1>first to Royal Caribbean CEO Jason Liberty. All of a sudden,

0:44:23.520 --> 0:44:26.200
<v Speaker 1>you know, the revenue just turns off. They did not

0:44:26.280 --> 0:44:28.520
<v Speaker 1>teach this in business school, by the way, So you

0:44:28.560 --> 0:44:30.960
<v Speaker 1>know it turns off, and you you have to figure

0:44:30.960 --> 0:44:33.799
<v Speaker 1>out how you're going to ensure that the company has

0:44:33.920 --> 0:44:35.680
<v Speaker 1>liquidity needs in order to be able to get to

0:44:35.719 --> 0:44:39.200
<v Speaker 1>the other side of it. No revenue at all, but

0:44:39.239 --> 0:44:42.120
<v Speaker 1>you have costs and expensive that what you learned in

0:44:42.120 --> 0:44:45.840
<v Speaker 1>the pandemic is that leadership really matters. For Royal Caribbean Cruises,

0:44:46.120 --> 0:44:49.520
<v Speaker 1>the lesson was stark and clear. After generating almost two

0:44:49.600 --> 0:44:53.600
<v Speaker 1>billion dollars an annual profit before COVID, the company lost

0:44:53.640 --> 0:44:58.719
<v Speaker 1>more than five billion dollars in both At the end

0:44:58.760 --> 0:45:03.720
<v Speaker 1>of longtime CEO Richard Fain stepped down after thirty three years,

0:45:04.120 --> 0:45:07.680
<v Speaker 1>handing the reins to CFO Jason liberty. What was it

0:45:07.760 --> 0:45:11.680
<v Speaker 1>like that transition going from CFO to Yeah, we were

0:45:11.680 --> 0:45:13.600
<v Speaker 1>still kind of coming out of the pandemic. We were

0:45:13.600 --> 0:45:17.080
<v Speaker 1>still ramping up our fleet, ramping up our occupancy, and

0:45:17.120 --> 0:45:18.640
<v Speaker 1>so we had to keep our eye on the ball

0:45:18.800 --> 0:45:22.520
<v Speaker 1>on because historically we would bring about three ships up

0:45:22.520 --> 0:45:24.640
<v Speaker 1>a year, and here we brought up sixty four ships.

0:45:24.760 --> 0:45:28.480
<v Speaker 1>And it's a big change to herculean efforts helping the

0:45:28.520 --> 0:45:32.560
<v Speaker 1>new CEO meet those challenges. New CFO and if Holly Holt,

0:45:32.840 --> 0:45:35.760
<v Speaker 1>who moved up from VP of Finance, I had hired

0:45:35.840 --> 0:45:38.560
<v Speaker 1>him I think about six months before the pandemic. I

0:45:38.560 --> 0:45:40.399
<v Speaker 1>was looking for somebody with with a lot of really

0:45:40.400 --> 0:45:43.520
<v Speaker 1>strong work ethics, somebody who was strategic um, you know,

0:45:43.560 --> 0:45:46.600
<v Speaker 1>somebody who understood how to get things done inside of

0:45:46.600 --> 0:45:49.360
<v Speaker 1>an organization. And I saw those qualities and off Tolly.

0:45:49.440 --> 0:45:52.120
<v Speaker 1>And he has done an exceptional job coming into the role.

0:45:52.560 --> 0:45:55.480
<v Speaker 1>He hit the ground running. That dynamic in the C

0:45:55.680 --> 0:45:59.480
<v Speaker 1>suite has helped Royal Caribbeans come back maintain momentum. What's

0:45:59.520 --> 0:46:04.279
<v Speaker 1>it like becoming CFO working for the individual who was

0:46:04.360 --> 0:46:07.800
<v Speaker 1>CFO and is now CEO. I feel very fortunate because

0:46:07.840 --> 0:46:09.880
<v Speaker 1>I have someone who has been in the job for

0:46:09.920 --> 0:46:13.080
<v Speaker 1>many years. Is still with a company obviously as much

0:46:13.160 --> 0:46:17.719
<v Speaker 1>more responsibly, but he understands what what I what what

0:46:17.920 --> 0:46:20.000
<v Speaker 1>it means to be in my job. So what was

0:46:20.040 --> 0:46:22.520
<v Speaker 1>that like for you having been in a CFO role

0:46:22.560 --> 0:46:24.279
<v Speaker 1>for so long? What did you expect of him? I

0:46:24.320 --> 0:46:26.400
<v Speaker 1>rely on him very much to be my eyes and ears,

0:46:26.400 --> 0:46:29.600
<v Speaker 1>my strategic partner. And I'm also very transparent with him

0:46:29.719 --> 0:46:32.160
<v Speaker 1>in terms of what I'm thinking about and doing um

0:46:32.160 --> 0:46:33.759
<v Speaker 1>and sometimes who sit there and did we really need

0:46:33.760 --> 0:46:35.319
<v Speaker 1>to spend money on that? And also yeah, we really

0:46:35.360 --> 0:46:37.240
<v Speaker 1>need to spend money on that. I'm a very direct

0:46:37.280 --> 0:46:40.279
<v Speaker 1>person and I care and I feel that that's that's

0:46:40.320 --> 0:46:43.000
<v Speaker 1>important for me to make sure that if I feel differently,

0:46:44.120 --> 0:46:46.520
<v Speaker 1>you know, at least we have a conversation. And you

0:46:46.560 --> 0:46:49.120
<v Speaker 1>know many times I would I would I would think

0:46:49.200 --> 0:46:52.120
<v Speaker 1>one way, and then he would point his point of

0:46:52.200 --> 0:46:54.680
<v Speaker 1>view and it would make sense and I would say,

0:46:54.719 --> 0:46:57.080
<v Speaker 1>you know what, You're right and and I get behind it.

0:46:57.400 --> 0:47:01.520
<v Speaker 1>Advancing the company's long term mission through honest conversation. That's

0:47:01.520 --> 0:47:04.800
<v Speaker 1>how n if tally Holt takes the CFO roll forward.

0:47:05.120 --> 0:47:08.160
<v Speaker 1>And maybe many years ago we was about making sure

0:47:08.200 --> 0:47:11.360
<v Speaker 1>that the numbers are correct and everything is on time

0:47:11.719 --> 0:47:14.840
<v Speaker 1>and and we report correctly, and I think evolved today

0:47:14.920 --> 0:47:16.719
<v Speaker 1>into much more than that. You know, what is the

0:47:16.760 --> 0:47:20.759
<v Speaker 1>strategy that we're going to embark on, What does that

0:47:20.800 --> 0:47:23.759
<v Speaker 1>mean to the financial performance of the company, and how

0:47:23.840 --> 0:47:27.120
<v Speaker 1>does how do we investor view dot Um. That's one

0:47:27.160 --> 0:47:29.439
<v Speaker 1>aspect of it, and the other is just making sure

0:47:29.520 --> 0:47:34.600
<v Speaker 1>that we are always on the poles with its full

0:47:34.640 --> 0:47:38.880
<v Speaker 1>fleet returning to the seas in. Royal Caribbean has enjoyed

0:47:38.880 --> 0:47:43.920
<v Speaker 1>a financial rebound booking or robust and they've been accelerating

0:47:44.000 --> 0:47:48.160
<v Speaker 1>every quarter. In November, the company announced the Trifecta Program,

0:47:48.200 --> 0:47:52.120
<v Speaker 1>a three year initiative designed to exceed performance in key

0:47:52.120 --> 0:47:57.040
<v Speaker 1>financial metrics by the end of Inside the industry, they're

0:47:57.040 --> 0:48:00.200
<v Speaker 1>confident because there's bent up demand. People want to We

0:48:00.480 --> 0:48:02.799
<v Speaker 1>have a hundred and thirty thousand people sailing with us

0:48:03.200 --> 0:48:06.000
<v Speaker 1>right now as we talked, and they are spending more

0:48:06.040 --> 0:48:08.160
<v Speaker 1>than they did a month ago. They're spending more than

0:48:08.200 --> 0:48:09.960
<v Speaker 1>they did a year ago. They're spending more than they

0:48:10.000 --> 0:48:12.880
<v Speaker 1>did pre covid Um on travel experience. We know the

0:48:12.880 --> 0:48:16.440
<v Speaker 1>ships that are coming in. These ships are huge money makers,

0:48:16.560 --> 0:48:19.000
<v Speaker 1>very high yielding. Because of the inventory mix, there's more

0:48:19.000 --> 0:48:22.440
<v Speaker 1>space for onboard revenue venues. They're very fuel efficient. Intent

0:48:22.600 --> 0:48:26.560
<v Speaker 1>to cruise is climbing. Whether or not that can be sustained,

0:48:26.760 --> 0:48:29.120
<v Speaker 1>I think is a question to be answered, and there

0:48:29.160 --> 0:48:33.560
<v Speaker 1>are a couple of different elements of that, the first being, UH,

0:48:33.719 --> 0:48:36.960
<v Speaker 1>the economy. Do you get a little nervous with all

0:48:37.000 --> 0:48:40.680
<v Speaker 1>the recession talk or another black swan who would have thought,

0:48:41.080 --> 0:48:43.600
<v Speaker 1>right what happened the last couple of years. It's hard

0:48:43.640 --> 0:48:46.200
<v Speaker 1>to plan for it right. So what we are focused

0:48:46.239 --> 0:48:49.680
<v Speaker 1>on is to making sure that we have the best

0:48:49.840 --> 0:48:54.560
<v Speaker 1>business right, so the business is run well. We are

0:48:54.719 --> 0:48:57.920
<v Speaker 1>obviously are focused on liquidity and and our our our

0:48:57.960 --> 0:49:00.000
<v Speaker 1>financial metrics, and we want to fix the balance sheet.

0:49:00.320 --> 0:49:04.320
<v Speaker 1>Fixing the balance sheet that's a heavy lift. Royal Caribbean

0:49:04.400 --> 0:49:08.200
<v Speaker 1>is carrying nearly twenty four billion dollars in debt. Though

0:49:08.200 --> 0:49:11.000
<v Speaker 1>it's paid down most of its short term obligations, the

0:49:11.040 --> 0:49:13.880
<v Speaker 1>debt still looms large. It's a dark cloud over the

0:49:14.040 --> 0:49:18.160
<v Speaker 1>entire cruise industry. The valuations for the major cruise lines

0:49:18.200 --> 0:49:21.440
<v Speaker 1>have gone down and UH, and the debt levels are

0:49:21.520 --> 0:49:25.760
<v Speaker 1>very high, so they will have difficulties to to receive

0:49:25.840 --> 0:49:28.879
<v Speaker 1>more debt and it might be very high interest rates.

0:49:29.080 --> 0:49:31.440
<v Speaker 1>The debt that we took on. Half of it was

0:49:31.480 --> 0:49:34.280
<v Speaker 1>in order for us to deal with UH not operating

0:49:34.280 --> 0:49:36.480
<v Speaker 1>for those for those eighteen months and ramping our business

0:49:36.480 --> 0:49:39.399
<v Speaker 1>back up, staying a lot, that's right. Um. The other

0:49:39.440 --> 0:49:41.920
<v Speaker 1>half of it was actually because we were growing and

0:49:41.960 --> 0:49:44.040
<v Speaker 1>we were taking on new ships, and those new ships

0:49:44.080 --> 0:49:46.879
<v Speaker 1>we get incredible export credit financing for and we've done

0:49:46.880 --> 0:49:49.400
<v Speaker 1>a lot of refinancing and we do believe over the

0:49:49.440 --> 0:49:51.480
<v Speaker 1>coming years we're gonna be in a much better place

0:49:51.480 --> 0:49:54.520
<v Speaker 1>to do two things. One is de leverage and also

0:49:54.600 --> 0:49:57.680
<v Speaker 1>improve our rating, and so that will also lower our

0:49:57.680 --> 0:50:00.359
<v Speaker 1>capital casts. Are you comfortable with that level of debt

0:50:00.400 --> 0:50:03.880
<v Speaker 1>and being able to service it, well, we were not

0:50:04.000 --> 0:50:05.880
<v Speaker 1>happy with it. We want to get Our goal is

0:50:05.960 --> 0:50:08.560
<v Speaker 1>to get back to the balance sheet we had UM,

0:50:08.560 --> 0:50:12.520
<v Speaker 1>which is an investment, great profile. We're back sailing UM

0:50:14.320 --> 0:50:18.920
<v Speaker 1>occupancies were generating cash flow from operations, so you know,

0:50:19.560 --> 0:50:22.600
<v Speaker 1>our goal is now to continue to grow Ibada, continue

0:50:22.640 --> 0:50:25.319
<v Speaker 1>to grow the cash low so we can pay down

0:50:25.360 --> 0:50:27.920
<v Speaker 1>the debt and bring the balance sheet back. This business

0:50:28.000 --> 0:50:30.719
<v Speaker 1>is very resilient. We always said that we wanted to

0:50:30.760 --> 0:50:32.880
<v Speaker 1>have a balance sheet that could take a punch, and

0:50:32.920 --> 0:50:34.799
<v Speaker 1>we proved that we had a balance sheet that could

0:50:34.800 --> 0:50:38.000
<v Speaker 1>actually take a meteor um and so I think that's

0:50:38.040 --> 0:50:40.480
<v Speaker 1>why you know, NOF is very focused. I'm very focused

0:50:40.520 --> 0:50:43.960
<v Speaker 1>on getting back to a investment grade balance sheet. I'm

0:50:43.960 --> 0:50:46.600
<v Speaker 1>getting back to an unencumbered balance sheet. You know that

0:50:46.600 --> 0:50:48.799
<v Speaker 1>that sets us up for events as they as they

0:50:48.880 --> 0:50:52.040
<v Speaker 1>as they come forward. Can Royal Caribbean perform its way

0:50:52.040 --> 0:50:56.200
<v Speaker 1>back to unencumbered financial stability. The cruise line generates about

0:50:56.239 --> 0:50:59.600
<v Speaker 1>six revenue from sales of tickets. Most of the rest

0:50:59.640 --> 0:51:04.160
<v Speaker 1>comes on board spending. At the moment, higher prices aren't

0:51:04.160 --> 0:51:07.680
<v Speaker 1>holding down demand in either category. On the ticket pricing

0:51:07.680 --> 0:51:10.000
<v Speaker 1>side as well as on onboard spend um you are

0:51:10.040 --> 0:51:12.799
<v Speaker 1>pricing is up versus nineteen. We use nineteen as our

0:51:12.840 --> 0:51:17.600
<v Speaker 1>reference point. Onboard experiences have really been become a much

0:51:17.680 --> 0:51:20.879
<v Speaker 1>more integral part of the experience. What we have seen

0:51:20.960 --> 0:51:23.960
<v Speaker 1>in the past couple of years is that we we

0:51:24.040 --> 0:51:28.360
<v Speaker 1>have a much more penetration of onboard board experiences for

0:51:28.480 --> 0:51:31.279
<v Speaker 1>a guest. So people just want to consume more, They're

0:51:31.280 --> 0:51:34.399
<v Speaker 1>willing to spend more and that's obviously much um. That

0:51:34.640 --> 0:51:37.520
<v Speaker 1>helps the the yields and the revenues as well as

0:51:37.560 --> 0:51:41.640
<v Speaker 1>the margin pre pandemic. Unalysts were impressed by Royal Caribbeans

0:51:41.680 --> 0:51:46.200
<v Speaker 1>margin expansion. Operating margins double during Jason Liberty's first seven

0:51:46.280 --> 0:51:49.880
<v Speaker 1>years as CFO. The voyage ahead may not be a

0:51:50.000 --> 0:51:54.600
<v Speaker 1>smooth especially if inflated costs eat into revenue gains. We've

0:51:54.640 --> 0:51:59.280
<v Speaker 1>seen huge inflation costs on the on the food. However,

0:51:59.360 --> 0:52:02.080
<v Speaker 1>you are supply chain teams have done really an exceptional job.

0:52:02.239 --> 0:52:04.800
<v Speaker 1>So we do believe as which is what the basis

0:52:04.840 --> 0:52:08.880
<v Speaker 1>of our Trifector program is moderate yields and good cost control.

0:52:08.920 --> 0:52:11.000
<v Speaker 1>And for us could cost control is is low single

0:52:11.040 --> 0:52:14.040
<v Speaker 1>digit um change you over here Those are the voices

0:52:14.080 --> 0:52:17.080
<v Speaker 1>of Royal Caribbean CEO Jason Liberty and CFO and F

0:52:17.200 --> 0:52:19.919
<v Speaker 1>Tally Holtz, part of the newest episode of Bloomberg's Chief

0:52:19.960 --> 0:52:23.000
<v Speaker 1>Future Officers series, and in there you also heard from

0:52:23.040 --> 0:52:25.399
<v Speaker 1>some watchers of the cruise industry. You can check out

0:52:25.440 --> 0:52:27.960
<v Speaker 1>the whole show at Bloomberg dot com. Still to come

0:52:28.000 --> 0:52:30.319
<v Speaker 1>on Bloomberg Business Week, A pair of competitors in the

0:52:30.320 --> 0:52:33.799
<v Speaker 1>director consumer segment of the retail market, both founders and

0:52:33.880 --> 0:52:36.920
<v Speaker 1>CEOs of their own companies, runs Nate Check It to

0:52:37.000 --> 0:52:46.439
<v Speaker 1>Fiori's Joe Kubla are up next. This is Bloomberg Broadcasting

0:52:46.520 --> 0:52:49.680
<v Speaker 1>from the financial capital of the World, Bloomberg Eleve in

0:52:49.880 --> 0:52:54.360
<v Speaker 1>Rio in New York to Washington, d C. Bloomberg to Boston,

0:52:54.480 --> 0:52:57.879
<v Speaker 1>Bloomberg one oh six one does San Francisco, Bloomberg nine

0:52:58.400 --> 0:53:01.640
<v Speaker 1>to the country, Sirius XM Jomber one nine and around

0:53:01.680 --> 0:53:05.640
<v Speaker 1>the globe the Bloomberg Business and Bloomberg Radio dot Com.

0:53:05.800 --> 0:53:09.840
<v Speaker 1>This is Bloomberg Business Week with Carol Messer and Bloomberg

0:53:09.920 --> 0:53:15.840
<v Speaker 1>Quick Takes. Tim Stenovian on Bloomberg Radio. A couple of

0:53:15.840 --> 0:53:18.239
<v Speaker 1>great interviews coming up with a pair of executives and

0:53:18.280 --> 0:53:21.120
<v Speaker 1>the activeware business. We're talking about roans, Nate check its

0:53:21.160 --> 0:53:24.399
<v Speaker 1>and theories. Joe could La NATed last Joint Business Week

0:53:24.440 --> 0:53:26.920
<v Speaker 1>back in August of That was when many of us

0:53:26.960 --> 0:53:30.760
<v Speaker 1>were living in yoga pants. Well I wasn't you that's sweatpants.

0:53:30.840 --> 0:53:33.800
<v Speaker 1>You know, I had some joggers, all kinds of comfy

0:53:33.800 --> 0:53:36.279
<v Speaker 1>at leisure close. Of course, Now the company he co

0:53:36.400 --> 0:53:39.280
<v Speaker 1>founded is adapting to meet the changing needs of the consumer,

0:53:39.360 --> 0:53:42.640
<v Speaker 1>with more people returning to the office. Bloomberg Market Senior

0:53:42.719 --> 0:53:45.799
<v Speaker 1>editor Mike Reagan and I spoke with Nate just before Thanksgiving.

0:53:45.960 --> 0:53:48.799
<v Speaker 1>We wanted to know how Ron is making the transition.

0:53:49.320 --> 0:53:52.600
<v Speaker 1>We make everything from underwear to outerwear, and we you

0:53:52.640 --> 0:53:55.279
<v Speaker 1>know we we do activewear really really well, and that's

0:53:55.320 --> 0:53:58.319
<v Speaker 1>what was selling during the pandemic was our activewear and

0:53:58.360 --> 0:54:00.719
<v Speaker 1>our loungeware and then all of this out and you

0:54:00.760 --> 0:54:03.880
<v Speaker 1>saw huge surges and kind of back to work clothing,

0:54:03.960 --> 0:54:08.000
<v Speaker 1>but the styles that everybody wanted to wear was really comfortable,

0:54:08.040 --> 0:54:11.120
<v Speaker 1>basically our commuter program. So Len say, your commuter shirt

0:54:11.200 --> 0:54:14.200
<v Speaker 1>is like it's taking on the transparency. It's a killer. Yeah.

0:54:14.280 --> 0:54:16.799
<v Speaker 1>I mean I I just ran the London Marathon and

0:54:16.840 --> 0:54:19.239
<v Speaker 1>it just to show what you can do. Yeah we did,

0:54:19.360 --> 0:54:24.919
<v Speaker 1>um we did in two months. Yeah, in two months

0:54:24.920 --> 0:54:27.719
<v Speaker 1>of two we sold as many commuter shirts as we

0:54:27.719 --> 0:54:30.680
<v Speaker 1>did in all of I mean, the volume just increased.

0:54:30.719 --> 0:54:32.800
<v Speaker 1>So the challenge for us from the supply chain standpoint

0:54:32.920 --> 0:54:35.160
<v Speaker 1>was how do you keep up with the inventory mix

0:54:35.200 --> 0:54:38.960
<v Speaker 1>of going from chasing hard after Actwaar loungewear to all

0:54:38.960 --> 0:54:42.400
<v Speaker 1>of a sudden chasing down Italian button downs and you know,

0:54:42.480 --> 0:54:45.919
<v Speaker 1>Japanese knit stretched fabrics. So for us, it was it's

0:54:45.960 --> 0:54:48.080
<v Speaker 1>been kind of the inventory planning in the mix in

0:54:48.120 --> 0:54:51.120
<v Speaker 1>the different factory they're an uncomfortable, uncomfortable moment where you

0:54:52.080 --> 0:54:54.640
<v Speaker 1>I mean, we couldn't keep We could not keep up

0:54:54.680 --> 0:54:57.120
<v Speaker 1>with the demand in the beginning of this year on

0:54:57.120 --> 0:55:00.480
<v Speaker 1>our commuter program. I mean people were buying it. You know,

0:55:00.520 --> 0:55:02.680
<v Speaker 1>they weren't just buying one or two pairs of commuter

0:55:02.719 --> 0:55:04.839
<v Speaker 1>pants or commuter shirts. They were buying eight to ten

0:55:05.360 --> 0:55:07.279
<v Speaker 1>and we could not keep up with a volume. Nate,

0:55:07.280 --> 0:55:09.279
<v Speaker 1>I always wonder because you guys are director consumer, right,

0:55:09.320 --> 0:55:11.359
<v Speaker 1>You've got your website we know well, but you also

0:55:11.400 --> 0:55:14.480
<v Speaker 1>you're selling in bluemies, You're at Equinox like, you're also

0:55:14.600 --> 0:55:18.000
<v Speaker 1>got retail outlets that so where is most of the

0:55:18.080 --> 0:55:20.200
<v Speaker 1>selling going on? The majority of our sales is in

0:55:20.239 --> 0:55:22.960
<v Speaker 1>our directed consumer channels. It's it's still, you know, the

0:55:23.000 --> 0:55:25.680
<v Speaker 1>biggest channel by far as e coom. But our retail

0:55:25.960 --> 0:55:30.239
<v Speaker 1>is what's most exciting. Our retail has been growing this year,

0:55:30.560 --> 0:55:32.839
<v Speaker 1>is going to grow another hundred and sixty percent next year.

0:55:32.880 --> 0:55:35.440
<v Speaker 1>It'll be triple digits the next three years. So our

0:55:35.520 --> 0:55:37.479
<v Speaker 1>our head of retail extra mind me, at some point

0:55:37.480 --> 0:55:39.360
<v Speaker 1>it will be as big as our eCOM business. So

0:55:39.400 --> 0:55:42.560
<v Speaker 1>what's the strategies for sort of bouncing the two out?

0:55:42.680 --> 0:55:45.759
<v Speaker 1>I mean It's still a fairly limited number of retail locations, right,

0:55:45.880 --> 0:55:47.799
<v Speaker 1>Is there a sort of a perfect number in your

0:55:47.800 --> 0:55:49.880
<v Speaker 1>mind that that you don't want to there's definitely a

0:55:49.880 --> 0:55:52.279
<v Speaker 1>cap um. I don't think we know exactly what that

0:55:52.320 --> 0:55:55.000
<v Speaker 1>cap is yet, but we're far from it. Every single

0:55:55.040 --> 0:55:57.680
<v Speaker 1>store that we've opened is for wall profitable and is

0:55:57.719 --> 0:56:00.879
<v Speaker 1>doing quite well. And the rationale is there. We've seen

0:56:00.880 --> 0:56:04.160
<v Speaker 1>a significant rise in digital acquisition costs we can't keep

0:56:04.200 --> 0:56:06.600
<v Speaker 1>up with. You know that we're not going to overspend

0:56:06.600 --> 0:56:08.920
<v Speaker 1>on media. We don't believe in losing money as a business,

0:56:09.360 --> 0:56:12.040
<v Speaker 1>and so for us to go to the next level,

0:56:12.320 --> 0:56:15.319
<v Speaker 1>we think we can acquire customers, do it profitably, and

0:56:15.360 --> 0:56:17.920
<v Speaker 1>get this halo effect every time we open a retail store.

0:56:18.239 --> 0:56:20.880
<v Speaker 1>So that's why we're leaning into retail aggressively. With all

0:56:20.960 --> 0:56:25.000
<v Speaker 1>the geopolitical turmoil, the pushback against globalization, Um, we're still

0:56:25.000 --> 0:56:27.600
<v Speaker 1>a global market. But I'm curious, have you changed your

0:56:27.600 --> 0:56:29.560
<v Speaker 1>supply chain at all over the years. We've had to

0:56:29.600 --> 0:56:32.200
<v Speaker 1>diversify it a bit, you know, I think we had

0:56:32.360 --> 0:56:37.200
<v Speaker 1>huge concentration risk, certainly in Southeast Asia, and that to

0:56:37.280 --> 0:56:40.520
<v Speaker 1>your China specific in China a bit in China about

0:56:40.560 --> 0:56:43.040
<v Speaker 1>thirty percent of our production was in China. It just

0:56:43.080 --> 0:56:45.920
<v Speaker 1>real risk and so we've tried to move production as

0:56:45.960 --> 0:56:49.840
<v Speaker 1>close to home as we realistically can without sacrificing quality.

0:56:50.360 --> 0:56:53.000
<v Speaker 1>And um, we've you know, we've started to do a

0:56:53.040 --> 0:56:56.359
<v Speaker 1>bit more in Vietnam, but Vietnam was a country that

0:56:56.480 --> 0:57:01.040
<v Speaker 1>was completely locked down during the pandemic multiple times. So, um,

0:57:01.080 --> 0:57:03.760
<v Speaker 1>it's it's challenging and it continues to be a challenge.

0:57:03.960 --> 0:57:06.880
<v Speaker 1>Do you manufacturing the US. We don't do manufacturing in

0:57:06.880 --> 0:57:10.239
<v Speaker 1>the US really, you know, for the technical quality that

0:57:10.280 --> 0:57:12.840
<v Speaker 1>we do, it's very very hard to find, um, the

0:57:12.880 --> 0:57:15.120
<v Speaker 1>manufacturing in the US that we would want. And that

0:57:15.160 --> 0:57:17.520
<v Speaker 1>was Rowan, co founder and CEO night Check. It's with

0:57:17.560 --> 0:57:19.480
<v Speaker 1>me and Mike Regan. We also talked about brick and

0:57:19.560 --> 0:57:23.240
<v Speaker 1>mortar expansion, the critical holiday sales season, and tim increase

0:57:23.320 --> 0:57:27.200
<v Speaker 1>competition from other brands like Vory and Joe Coudla runs

0:57:27.200 --> 0:57:30.600
<v Speaker 1>the Southern California inspired activewear brand. This past week he

0:57:30.640 --> 0:57:33.040
<v Speaker 1>told us that his company is firing on all cylinders

0:57:33.120 --> 0:57:36.840
<v Speaker 1>at exactly the right time. Yeah, you know, going in

0:57:36.960 --> 0:57:40.520
<v Speaker 1>we were cautiously optimistic. We've seen great trends in our

0:57:40.560 --> 0:57:44.760
<v Speaker 1>business this year. However, with all the discussion around promotion

0:57:45.360 --> 0:57:48.720
<v Speaker 1>and you know, the inventory glut that existed at retail,

0:57:49.160 --> 0:57:51.160
<v Speaker 1>we were a little worried or as a full price

0:57:51.280 --> 0:57:54.000
<v Speaker 1>brand and we intended to stay full price through the

0:57:54.040 --> 0:57:59.840
<v Speaker 1>holiday with minimizing promotions. But we've been really happy with performance.

0:57:59.840 --> 0:58:02.440
<v Speaker 1>We came out and we exceeded our you know, kind

0:58:02.480 --> 0:58:05.080
<v Speaker 1>of best case forecast for Black Friday that carried through

0:58:05.080 --> 0:58:08.560
<v Speaker 1>Cyber Monday, and it's both online and in our store.

0:58:08.680 --> 0:58:12.680
<v Speaker 1>So you know, we've been very happy with performance thus far. Alright,

0:58:12.720 --> 0:58:15.360
<v Speaker 1>so happy, but drilled down for us. So Black Friday

0:58:15.400 --> 0:58:20.560
<v Speaker 1>Cyber Monday better than what you saw back in pre pandemic. Absolutely,

0:58:20.600 --> 0:58:22.840
<v Speaker 1>you know, it's it's a little bit different this year.

0:58:22.920 --> 0:58:26.800
<v Speaker 1>Last year, we saw holiday shopping start earlier, as early

0:58:26.880 --> 0:58:30.400
<v Speaker 1>as October, as you know, the message was, you know,

0:58:30.480 --> 0:58:34.640
<v Speaker 1>their supply chain challenges, logistical infrastructure was going to be stressed,

0:58:34.680 --> 0:58:37.560
<v Speaker 1>so get your holiday shopping done earlier, and that message

0:58:37.560 --> 0:58:40.640
<v Speaker 1>really resonated, so we saw the trends start earlier. This

0:58:40.720 --> 0:58:43.800
<v Speaker 1>year was a return to kind of pre pandemic um

0:58:43.960 --> 0:58:47.000
<v Speaker 1>kind of seasonality in terms of holiday shopping cadence. So

0:58:47.040 --> 0:58:50.640
<v Speaker 1>it really did start, you know, with that Black Friday

0:58:50.880 --> 0:58:56.240
<v Speaker 1>um weekend. All all things materially considered UM, but once

0:58:56.320 --> 0:58:58.760
<v Speaker 1>it started, it has really come on strong. I mean,

0:58:58.800 --> 0:59:01.960
<v Speaker 1>we're seeing data from the National Retail Federation that they're seeing,

0:59:02.280 --> 0:59:06.360
<v Speaker 1>you know, really great growth. Adobe reported as well as

0:59:06.360 --> 0:59:09.080
<v Speaker 1>shop if I reported great sales, and we're seeing the

0:59:09.080 --> 0:59:11.080
<v Speaker 1>same thing here at Vioria. It's been a really encouraging

0:59:11.080 --> 0:59:14.440
<v Speaker 1>holiday this far. What about discounting. You mentioned that you're

0:59:14.440 --> 0:59:17.200
<v Speaker 1>a full price brand. Have you discounted anything or did

0:59:17.200 --> 0:59:18.920
<v Speaker 1>you have to discount anything in terms of what you

0:59:18.960 --> 0:59:20.960
<v Speaker 1>see an inventory. We've heard a lot about companies that

0:59:21.000 --> 0:59:24.400
<v Speaker 1>have excess inventory right now, what's your status? Yeah, you know,

0:59:24.560 --> 0:59:27.280
<v Speaker 1>we definitely have a higher level of inventory than we've

0:59:27.320 --> 0:59:31.520
<v Speaker 1>been sitting on in year's past. However, all things considered,

0:59:31.560 --> 0:59:33.760
<v Speaker 1>we're in a really healthy place and so we have

0:59:33.920 --> 0:59:36.280
<v Speaker 1>maintained a full price business. Sure, we have a sale

0:59:36.280 --> 0:59:38.400
<v Speaker 1>page on our website where we move a couple of

0:59:38.440 --> 0:59:41.000
<v Speaker 1>things at the end of a season to that page,

0:59:41.280 --> 0:59:44.120
<v Speaker 1>but as far as holiday promotions, we have stay full price.

0:59:44.160 --> 0:59:47.520
<v Speaker 1>We've offered a gift with purchase UM for for customers

0:59:47.560 --> 0:59:50.200
<v Speaker 1>who spend over a certain threshold, which has been received

0:59:50.240 --> 0:59:52.760
<v Speaker 1>really well. UM, but that's always been our mantras to

0:59:52.880 --> 0:59:54.920
<v Speaker 1>stay full price, and that's what we did this year

0:59:54.960 --> 0:59:58.200
<v Speaker 1>as well. You're, you know, director consumer, you're also in retail.

0:59:58.560 --> 1:00:01.200
<v Speaker 1>Where's the bulk of it? Joe kind from just remind

1:00:01.280 --> 1:00:06.040
<v Speaker 1>us is it basically online or no? Yeah, it's predominantly online.

1:00:06.080 --> 1:00:08.840
<v Speaker 1>You know. We launched as a dt C brand, although

1:00:08.840 --> 1:00:12.160
<v Speaker 1>we've opened thirteen stores this year, so we're gonna end

1:00:12.160 --> 1:00:14.520
<v Speaker 1>there just shy of thirty stores around the country and

1:00:14.840 --> 1:00:17.480
<v Speaker 1>one abroad in London. One of the stores you recently

1:00:17.480 --> 1:00:19.479
<v Speaker 1>opened is here in New York City. How's it doing.

1:00:20.720 --> 1:00:23.480
<v Speaker 1>It's off to an incredible start. Give us some numbers

1:00:25.080 --> 1:00:28.840
<v Speaker 1>I wish I could share, but it's exceeding all of

1:00:28.840 --> 1:00:32.240
<v Speaker 1>our expectations. You know, we came into the into New

1:00:32.320 --> 1:00:35.520
<v Speaker 1>York knowing we had a strong eCOM customer there, but

1:00:36.000 --> 1:00:38.320
<v Speaker 1>it's emerged as one of our top three stores in

1:00:38.320 --> 1:00:42.120
<v Speaker 1>the country. Um and and exceeding all of our expectations.

1:00:42.240 --> 1:00:44.600
<v Speaker 1>I'm gonna put you on the spot here, Joe uh.

1:00:45.000 --> 1:00:48.520
<v Speaker 1>We often times here you're a in comparison to a

1:00:48.560 --> 1:00:51.960
<v Speaker 1>company like Lulu, Lemon or Nike, but also makes me

1:00:52.000 --> 1:00:54.480
<v Speaker 1>think of an East Coast competitor Roan. We had Night Check.

1:00:54.520 --> 1:00:56.320
<v Speaker 1>It's on our program just a couple of weeks ago.

1:00:56.640 --> 1:00:59.360
<v Speaker 1>How do you think of a competitor like Roan Do

1:00:59.400 --> 1:01:03.440
<v Speaker 1>you see yourself competing in the same place in some respects,

1:01:03.440 --> 1:01:05.800
<v Speaker 1>I think Nate and I both had a similar vision

1:01:05.920 --> 1:01:09.480
<v Speaker 1>in terms of our launch to focus on men's first. UM.

1:01:09.520 --> 1:01:12.320
<v Speaker 1>You know, we saw an open space there. We felt like,

1:01:12.400 --> 1:01:16.000
<v Speaker 1>you know, the mail consumer was underserved in that market. UM.

1:01:16.040 --> 1:01:18.600
<v Speaker 1>As we've you know, launched our businesses, we have very

1:01:18.640 --> 1:01:21.680
<v Speaker 1>different aesthetics. You know, Viewory is based on the West coast.

1:01:21.800 --> 1:01:24.560
<v Speaker 1>You know, Nate and Rowan are based on the East coast. UM.

1:01:24.640 --> 1:01:26.040
<v Speaker 1>And then you know, I would say that, you know,

1:01:26.120 --> 1:01:28.800
<v Speaker 1>we've really evolved to a dual gender brand. Fifty of

1:01:28.800 --> 1:01:31.800
<v Speaker 1>our business today comes from women's UM. It's a very

1:01:31.800 --> 1:01:34.880
<v Speaker 1>strong and fast growing aspect of our business. But you know,

1:01:34.920 --> 1:01:38.200
<v Speaker 1>we both compete in this kind of you know, Wake

1:01:38.360 --> 1:01:40.840
<v Speaker 1>that was created by Lulu Levin. You know, they were

1:01:40.880 --> 1:01:45.200
<v Speaker 1>the first to kind of introduce um premium active in

1:01:45.200 --> 1:01:48.440
<v Speaker 1>our in our category, and UM, you know, brands like

1:01:48.480 --> 1:01:51.120
<v Speaker 1>FIORI have our own take clearly where we have a

1:01:51.200 --> 1:01:54.760
<v Speaker 1>very differentiated proposition centered around our built to move in

1:01:54.880 --> 1:01:58.520
<v Speaker 1>styled for life, philosophy. It's all about versatility. I think

1:01:58.520 --> 1:02:01.480
<v Speaker 1>in a lot of respects Rown saw a similar opportunity

1:02:01.520 --> 1:02:04.080
<v Speaker 1>back when they launched. That's Joe cood Love, the founder

1:02:04.080 --> 1:02:06.360
<v Speaker 1>and CEO at VIORI. All right, you're listening to Bloomberg

1:02:06.360 --> 1:02:08.720
<v Speaker 1>Business Week. Coming up by the crypto scene is alive

1:02:08.720 --> 1:02:11.280
<v Speaker 1>and well in Miami, even after the collapse of f

1:02:11.440 --> 1:02:14.000
<v Speaker 1>t X, which had pledged to make it the US

1:02:14.040 --> 1:02:17.439
<v Speaker 1>crypto capital. A dispatch from the Magic City is coming

1:02:17.520 --> 1:02:30.560
<v Speaker 1>up next. This is Bloomberg. You're listening to Bloomberg Business

1:02:30.640 --> 1:02:34.400
<v Speaker 1>Week with Carol Messer and Bloomberg Quick Takes Tim Stinovik

1:02:34.640 --> 1:02:38.880
<v Speaker 1>from Bloomberg Radio. As we wrap up our program, we

1:02:38.920 --> 1:02:40.880
<v Speaker 1>want to bring to your attention one of the most

1:02:40.920 --> 1:02:42.920
<v Speaker 1>read stories on the Bloomberg from the week. That was

1:02:43.200 --> 1:02:45.680
<v Speaker 1>Sam Bateman freed in his crypto exchange. F t X

1:02:45.800 --> 1:02:48.720
<v Speaker 1>may have crashed and burned, and yet one city's digital

1:02:48.760 --> 1:02:51.920
<v Speaker 1>asset Faithful are vowing to move forward with the disgrace

1:02:52.000 --> 1:02:55.240
<v Speaker 1>company's plans to turned Miami into the U S crypto capital.

1:02:55.520 --> 1:02:58.680
<v Speaker 1>Bloomberg Wealth Team reporter Amanda Gordon headed to Miami to

1:02:58.760 --> 1:03:01.640
<v Speaker 1>check it out. Well for one thing, Why is something

1:03:01.680 --> 1:03:05.120
<v Speaker 1>most read, it's because people feel a need to understand

1:03:05.160 --> 1:03:08.680
<v Speaker 1>and process something that's going on that they know is relevant.

1:03:09.200 --> 1:03:12.800
<v Speaker 1>And for the community of people who are in blockchain,

1:03:13.920 --> 1:03:17.360
<v Speaker 1>who are you know? This is very new compared to say,

1:03:17.520 --> 1:03:19.720
<v Speaker 1>the Wall Street dinner that I went to in New York.

1:03:20.360 --> 1:03:23.280
<v Speaker 1>Still partying in New York too, But in any case,

1:03:23.720 --> 1:03:28.760
<v Speaker 1>they um this is personal for them what's happened. There

1:03:28.760 --> 1:03:32.120
<v Speaker 1>are people who know Sam Bankman Freed who it's not

1:03:32.200 --> 1:03:34.800
<v Speaker 1>just people whose balance sheets are affected by him. There's

1:03:34.800 --> 1:03:38.400
<v Speaker 1>an arena right there with FTX on it exactly. So

1:03:38.520 --> 1:03:41.520
<v Speaker 1>I think what I learned in my travels is that

1:03:41.640 --> 1:03:45.240
<v Speaker 1>Miami was a great place this past week for people

1:03:45.360 --> 1:03:48.880
<v Speaker 1>in this field to get together and process what it

1:03:49.080 --> 1:03:51.440
<v Speaker 1>what it means to them and their community, and to

1:03:51.480 --> 1:03:57.160
<v Speaker 1>sort of defend the for with fervor, the optimism and

1:03:57.280 --> 1:04:02.400
<v Speaker 1>excitement that they have for this actually being a really viable,

1:04:02.440 --> 1:04:06.120
<v Speaker 1>important thing. It sounds like Amanda, so, was it awake

1:04:06.280 --> 1:04:08.160
<v Speaker 1>or was it like a think tank? Or we have

1:04:08.240 --> 1:04:10.560
<v Speaker 1>to double down after a crisis and figure it out?

1:04:10.640 --> 1:04:14.280
<v Speaker 1>What do you do it awake? You drink? Right? I

1:04:14.320 --> 1:04:17.000
<v Speaker 1>think it is that weird amalgam of you know, no

1:04:17.040 --> 1:04:21.800
<v Speaker 1>one's like, you know, like flippantly ignoring what happened, um,

1:04:21.840 --> 1:04:24.160
<v Speaker 1>And they understand the seriousness. And I know, I said,

1:04:24.200 --> 1:04:27.320
<v Speaker 1>I sound serious for someone who got to see Grimes

1:04:27.320 --> 1:04:34.960
<v Speaker 1>perform under Palm trees. Um. But it's like when I

1:04:35.000 --> 1:04:37.560
<v Speaker 1>was talking about it with my co writer Phelippe Marcus,

1:04:37.600 --> 1:04:40.840
<v Speaker 1>who's our new Miami bureau chief, super fun to pall

1:04:40.880 --> 1:04:44.320
<v Speaker 1>around Miami with him, I said, it's laughing and crying

1:04:44.760 --> 1:04:50.320
<v Speaker 1>that they're that they're doing. So that said, what about

1:04:50.360 --> 1:04:54.320
<v Speaker 1>the hype of Miami as a crypto hub? And I

1:04:54.320 --> 1:04:57.400
<v Speaker 1>think one thing I learned is that's a great place

1:04:57.440 --> 1:05:00.640
<v Speaker 1>to gather in process, like any conference right eight. Like

1:05:00.680 --> 1:05:04.000
<v Speaker 1>I was at the Versace Mansion talking to a producer

1:05:04.040 --> 1:05:06.680
<v Speaker 1>for Beyonce album who wants to do a record on

1:05:06.720 --> 1:05:09.200
<v Speaker 1>the blockchain, and I was like, how did you get

1:05:09.240 --> 1:05:11.880
<v Speaker 1>into that? He's like, well, it's someone an entrepreneur on

1:05:11.920 --> 1:05:14.440
<v Speaker 1>the blockchain that I met at Davos. But it's like

1:05:14.480 --> 1:05:16.680
<v Speaker 1>a part of a circuit, like with milk in and

1:05:16.720 --> 1:05:21.520
<v Speaker 1>so on, and a lot of interesting people to meet

1:05:21.600 --> 1:05:24.960
<v Speaker 1>and to follow. That was Bloomberg Wealth Team reporter Amanda Gordon.

1:05:25.120 --> 1:05:27.880
<v Speaker 1>Check out her full story online and on the Bloomberg Terminal,

1:05:28.040 --> 1:05:31.120
<v Speaker 1>a really fun story and Carol, there's some great visuals

1:05:31.120 --> 1:05:33.520
<v Speaker 1>in there too. Visuals. I mean she found F t

1:05:33.760 --> 1:05:36.600
<v Speaker 1>X T shirts and garbage bags. She actually brought it

1:05:36.640 --> 1:05:38.640
<v Speaker 1>in and you can find that on our twitter feed

1:05:38.640 --> 1:05:40.480
<v Speaker 1>because we took some pictures. We were like, what do

1:05:40.520 --> 1:05:42.640
<v Speaker 1>you have F d X T shirt? She promises she's

1:05:42.640 --> 1:05:44.520
<v Speaker 1>not going to sell it on She's putting it in

1:05:44.560 --> 1:05:47.400
<v Speaker 1>an a vault, giving it as a gift. I think

1:05:47.480 --> 1:05:49.040
<v Speaker 1>you're right. She A'm not going to say who it's too,

1:05:49.040 --> 1:05:50.480
<v Speaker 1>because it's one of our colleagues and I don't want

1:05:50.560 --> 1:05:52.840
<v Speaker 1>him to, you know, I wanted to be surprised top secret.

1:05:53.080 --> 1:05:55.040
<v Speaker 1>And that wraps up the weekend edition of Bloomberg Business

1:05:55.080 --> 1:05:57.480
<v Speaker 1>Week from Bloomberg Radio. Thank you so much for joining us.

1:05:57.520 --> 1:05:59.560
<v Speaker 1>A big thanks to Katie Greifeld and Mike Reagan for

1:05:59.640 --> 1:06:01.640
<v Speaker 1>their how up over the last couple of weeks. I'm

1:06:01.680 --> 1:06:04.160
<v Speaker 1>Carol Masser and I'm Tim Stanovik. Be sure to tune

1:06:04.160 --> 1:06:06.560
<v Speaker 1>into Bloomberg Business Week Monday through Friday. It starts at

1:06:06.560 --> 1:06:08.960
<v Speaker 1>two pm Wall Street Time on Bloomberg Radio. You can

1:06:09.000 --> 1:06:11.640
<v Speaker 1>also watch your daily broadcast on YouTube. Just search Bloomberg

1:06:11.680 --> 1:06:14.520
<v Speaker 1>Global News and check out our Bloomberg Business Week podcast.

1:06:14.600 --> 1:06:16.840
<v Speaker 1>You can find that at Bloomberg dot com, Apple, or

1:06:16.840 --> 1:06:19.600
<v Speaker 1>wherever you get your podcast. Bloomberg Business Week is available

1:06:19.640 --> 1:06:21.920
<v Speaker 1>on newsstands now, at Bloomberg dot com and always on

1:06:21.960 --> 1:06:24.360
<v Speaker 1>the Bloomberg Terminal. You can also see me on Bloomberg

1:06:24.400 --> 1:06:27.720
<v Speaker 1>Quicktake available at bloomberg dot com, slash Qt, and streaming

1:06:27.720 --> 1:06:31.360
<v Speaker 1>platforms like Roku, Apple TV, Samsung TV, and more. Have

1:06:31.400 --> 1:06:34.040
<v Speaker 1>a great weekend everyone, Stay safe. This is Bloomberg