WEBVTT - Galloway Calls out Facebook for 'Non-Decision'

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<v Speaker 1>So in our world, there are folks that don't need

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<v Speaker 1>any introduction. That really include Scott Galloway, author of many books,

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<v Speaker 1>The for the Algebra of Happiness, most recently Post Corona.

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<v Speaker 1>He's Professor of Marketing at n y U Stern School

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<v Speaker 1>of Business. He has founded several companies, and he's host

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<v Speaker 1>of the upcoming The prop g Show right here on

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<v Speaker 1>Bloomberg Quicktake. Delighted to have him back with us. Scott

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<v Speaker 1>Galloway on the phone in Florida. How are you, um, great?

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<v Speaker 1>Thanks for setting out him. Possibly no pressure there, Mr Galloway,

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<v Speaker 1>I'm not worried, so so listen, we want to hit

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<v Speaker 1>you on a couple of things. First of all, um,

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<v Speaker 1>the Facebook news today, It kind of I think we

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<v Speaker 1>thought there was going to be a solution of Trump

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<v Speaker 1>on or not the platform, and he's banned, but the

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<v Speaker 1>company still has to make a decision down the road

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<v Speaker 1>about ultimately long term. Why do you make of this

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<v Speaker 1>news and how should social be treating people like Donald

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<v Speaker 1>Trump and others? Well, they should be. Anyone who is

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<v Speaker 1>responsible for us sort of misinformation around a specific domain,

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<v Speaker 1>in this case election interference should be banned from the platform.

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<v Speaker 1>So you know this is this is Facebook's attempt to

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<v Speaker 1>abdicate responsibility. This oversight board. I think it's got the

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<v Speaker 1>charm of the legal of Nations, with the effectiveness of

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<v Speaker 1>the United Nations. I think it's a total abdication of responsibility.

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<v Speaker 1>And what they said was we're going to hurry up

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<v Speaker 1>and do nothing. We're going to make them. It's kind

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<v Speaker 1>of the mother of all non decisions. I'm glad he's

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<v Speaker 1>not back on the platform. But it's typical, It's typical Facebook.

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<v Speaker 1>It's it's kind of just more delay an obfuscation. Well,

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<v Speaker 1>how how has it been so easy for Twitter and

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<v Speaker 1>Snap to make their decisions about President Trump, but it's

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<v Speaker 1>been so tortured for Facebook and for Google's YouTube. You know,

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<v Speaker 1>That's that's a really interesting question. I think I think

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<v Speaker 1>Google and uh, Facebook, to a certain extent, are still

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<v Speaker 1>trying to hold onto this myth that they're just a platform.

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<v Speaker 1>I think that they are. They aren't niche kinds. What's

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<v Speaker 1>interesting is that there's definitely sort of a purity trade.

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<v Speaker 1>And what do I mean by that? If you look

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<v Speaker 1>at pinterestome Snap, they've outperformed their peer group and they're

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<v Speaker 1>largely seen as having less noxious, toxic content, and Twitter

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<v Speaker 1>since kicking Trump off the platform had sort of the

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<v Speaker 1>strongest run in several years. So it appears there's sort

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<v Speaker 1>of an immunity trade or a purity trade. I think

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<v Speaker 1>Facebook and Google still want to try and cling to

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<v Speaker 1>the notion that we want all content, all the time, anyone,

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<v Speaker 1>regardless of the damage it does, and they're still kind

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<v Speaker 1>of holding to that kind of zeitgeist there. Um, they

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<v Speaker 1>don't see themselves as niche players. I think they're they're more,

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<v Speaker 1>they're they're less less focused on pleasing anyone audience just

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<v Speaker 1>don't want to just they'll be mildly upsetting to everybody,

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<v Speaker 1>you know. Sarah Fryar Bloomberg News putting out a story

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<v Speaker 1>saying that maybe Facebook has to provide more options for

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<v Speaker 1>Donald Trump types, saying that there should be a way

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<v Speaker 1>for Donald Trump, his thoughts and other Trump figures to

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<v Speaker 1>exist on social media without kind of all the amplification

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<v Speaker 1>that many of these platforms provided. These are sours words

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<v Speaker 1>to be fair, Um, do you agree with that that

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<v Speaker 1>there needs to be another option if we believe in

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<v Speaker 1>freedom of speech? And I understand your point about misinformation,

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<v Speaker 1>but how do we treat this? Scott? Yeah, that's a

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<v Speaker 1>tough problem. But I think we can inflate freedom of

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<v Speaker 1>speech with freedom of reach, and that is the conversation

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<v Speaker 1>around anti vac is a worth while conversation we should have.

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<v Speaker 1>There are people who want to have a conversation around

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<v Speaker 1>white supremacy, and those conversations should be had. The question

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<v Speaker 1>is whether for profit entities should have algorithms that purposely

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<v Speaker 1>seek out that type of controversial, very upsetting content and

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<v Speaker 1>elevate it exponentially beyond what it would get organically because

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<v Speaker 1>it is so noxious, because it is so heinous, it

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<v Speaker 1>creates enragement. An enragement equals engagement, which equals more Nissan ads,

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<v Speaker 1>which means that Facebook gets wealthier. So the question is

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<v Speaker 1>should we have this miss models that purposely linked profits

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<v Speaker 1>to the enragement, division and polarization of our society. Should

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<v Speaker 1>there be some sort of tax? But there's notions somehow

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<v Speaker 1>that everybody deserves voice, These firms have, these individuals have

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<v Speaker 1>massive voice. The question is should we the most profitable

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<v Speaker 1>companies in the world be engaged in a business model

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<v Speaker 1>with the end up being handmates This edition or where

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<v Speaker 1>a capital police officer is bludgeon to death with a

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<v Speaker 1>fire extinguisher because these algorithms are amplifying the most controversial content.

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<v Speaker 1>So in our world there are folks that don't need

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<v Speaker 1>any introduction. That really includes Scott Galloway, author of many books,

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<v Speaker 1>the for the Algebra of Happiness, most recently Post Corona.

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<v Speaker 1>He's Professor of Marketing at n y U s during

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<v Speaker 1>School of Business. He has founded several companies, and he's

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<v Speaker 1>host of the upcoming The prop g Show. Right here

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<v Speaker 1>on Bloomberg Quicktake. Delighted to have him back with us.

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<v Speaker 1>Scott Galloway on the phone in Florida. Scott Galloway, Um,

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<v Speaker 1>is Apple taking too much? Does Does Epic have a

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<v Speaker 1>point here? Because at the end of the day, you know,

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<v Speaker 1>Apple's argument is, hey, we are giving you access to

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<v Speaker 1>the customers, and we're making this a safe place for

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<v Speaker 1>our customers to to access your apps. Yeah. I think

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<v Speaker 1>that's the argument. That they've made a staggering investment to

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<v Speaker 1>ensure safety, and they've made a huge investment in laying

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<v Speaker 1>down the rails, and they should be able to charge

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<v Speaker 1>what they want to access those rails. The question is

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<v Speaker 1>if you start seeing everything that's being transported on those

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<v Speaker 1>rails and you see that certain goods are going to

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<v Speaker 1>a certain area and you decide wow, based on that. Inside,

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<v Speaker 1>we'd like to start a competitive business Apple Music, and

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<v Speaker 1>we're going to tax our competitor and maybe promote our

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<v Speaker 1>own products. Are you, in fact in a monopoly position?

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<v Speaker 1>The app store really is the regulatory achilles heel. I

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<v Speaker 1>think they're gonna lose on this one. I would have

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<v Speaker 1>gone further than this, but this is it's very difficult

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<v Speaker 1>to argue that they're not imposing or not taking advantage

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<v Speaker 1>of the fact they own the rails to compete with

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<v Speaker 1>the with the other products that access those rails. So

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<v Speaker 1>it's in fact there's monopoly power here at scale, and

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<v Speaker 1>an argument that they need to have one player and

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<v Speaker 1>that size is good for everybody. Then they're a utility

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<v Speaker 1>and their prices should be regulated. I think they're all

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<v Speaker 1>wet on this one, all right, playing a little bit

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<v Speaker 1>of Devil's Advocate, And maybe it's not apples to Apple, Scott,

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<v Speaker 1>But what about a Walmart that you know how it

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<v Speaker 1>squeezes its suppliers or an Amazon where it gets a

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<v Speaker 1>piece of everything that's sold on its platform. Um, I

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<v Speaker 1>know it's not, like I said, maybe an equal comparison

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<v Speaker 1>but is it that much different? Yeah, I think it is, Carrol,

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<v Speaker 1>because I think Walmart is about eight or nine percent

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<v Speaker 1>of retail and the app store on iOS is about

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<v Speaker 1>of all dollar volume that goes through apps. So if

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<v Speaker 1>you want to be a player in the app economy,

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<v Speaker 1>there really is only one place. An iOS is where

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<v Speaker 1>the majority of people go to actually spend money on apps.

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<v Speaker 1>So if Walmart gets market share of all retail, then

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<v Speaker 1>it's apples to apples, all right, So listen, one thing

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<v Speaker 1>you know. I wanted to ask you. Tim and I

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<v Speaker 1>both wanted to We were thinking about coming off of

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<v Speaker 1>Warren Buffett and Brickshire Hathaway's annual meeting this past weekend,

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<v Speaker 1>and Warren Buffett put up a slide. It was the

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<v Speaker 1>top twenty market cap global companies in nine. It was

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<v Speaker 1>named like Toyota, General Motors x on, IBM, six U

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<v Speaker 1>S companies fourteen from other countries. He pointed out Scott

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<v Speaker 1>that none of the twenty are on today's list of

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<v Speaker 1>the top twenty market cap companies, and he says it's

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<v Speaker 1>a reminder of extraordinary things that happen in nine. Not

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<v Speaker 1>the Dark Age is not a backward time. So I'm curious,

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<v Speaker 1>how do you think about today's top ME market cap companies,

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<v Speaker 1>whether it's Apple, Google, Amazon, you wrote about them in

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<v Speaker 1>the four Should we think in twenty years from now

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<v Speaker 1>or I don't know, ten years, they're not going to

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<v Speaker 1>be the juggernauts that they are. Well, look, a basic

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<v Speaker 1>truism is that everything everywhere eventually ends, and at some

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<v Speaker 1>point these companies will be de thrilled. The question is

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<v Speaker 1>what kind of damage do they do between here and

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<v Speaker 1>now by not returning to our proud legacy of anti trust.

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<v Speaker 1>And that is a T and T eventually would have

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<v Speaker 1>been unseated, but we went in and broke it up

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<v Speaker 1>into seven companies and we on unleash treme disinnovation, cell data, Fiber.

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<v Speaker 1>Each of those seven companies ended up being worth more

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<v Speaker 1>than the original within ten years. So my argument is sure,

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<v Speaker 1>at some point everyone is dethroned. But between now and then,

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<v Speaker 1>is there an opportunity to oxygen a the economy, to

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<v Speaker 1>increase job growth, increased taxation, increase M and A by

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<v Speaker 1>doing what we have always done, and that is when

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<v Speaker 1>a company becomes an invasive species, we go in and

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<v Speaker 1>we break it up. It's overdue. Anti trust is absolutely

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<v Speaker 1>overdue here which companies need to be broken up right now?

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<v Speaker 1>The answer is yes, but like I mean, well, except

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<v Speaker 1>for Apple. Apple would be hard to break up because

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<v Speaker 1>elegant anti trust means you unlock value. It's not a punishment,

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<v Speaker 1>it's a liberation for all stakeholders. All stakeholders except the

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<v Speaker 1>CEO who wants to sit on the iron throne of

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<v Speaker 1>Olive Estro. It's not just the king of the North.

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<v Speaker 1>Apple would be tough because who would get rights to

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<v Speaker 1>the brand? So Apple ends up You regulate the app store.

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<v Speaker 1>But Amazon gets broken up, as does Facebook and Google. Wow.

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<v Speaker 1>And by the way, yeah, I owned shares and all

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<v Speaker 1>those companies except Facebook, and we're all going to make

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<v Speaker 1>money on the day of their breakups. Talk about that though,

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<v Speaker 1>Is it because you know a w S by itself

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<v Speaker 1>is worth more than a w S as part of Amazon?

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<v Speaker 1>That's that's exactly the correct question. In two the most

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<v Speaker 1>valuable company in the world will be an AWS. It

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<v Speaker 1>was fun prophylactically, the fastest growing, largest player and the

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<v Speaker 1>most profitable, most fastest growing sector in history. The cloud

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<v Speaker 1>will be the stock that every hedge fund manager, every

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<v Speaker 1>girl who gets her bombits that gets as a gift.

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<v Speaker 1>Everyone will own a w S stock. Most valuable company

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<v Speaker 1>in the world in four years is AWS. It'll be

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<v Speaker 1>an n f T though right it's not going to

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<v Speaker 1>be an actual certificate. We're back at it, Carroll. I know,

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<v Speaker 1>I know, well, you know you wrote about these four companies.

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<v Speaker 1>I mean, who are the companies who are there? What's

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<v Speaker 1>the technologies that you think are going to be kind

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<v Speaker 1>of the replacement for the Apples and Google? Today you

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<v Speaker 1>talked about the cloud. I get that. Are there other

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<v Speaker 1>things on your radar that you're thinking Listen, we're just

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<v Speaker 1>not talking about it enough. But these are the ones

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<v Speaker 1>that are going to be the big market gap companies

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<v Speaker 1>of the future. There's a lot of incredible companies. The

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<v Speaker 1>incredible technology is. The unfortunate thing is it's usually the

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<v Speaker 1>same players that we're The biggest unlock coming out of

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<v Speaker 1>the pandemic is we might have an opportunity. Virtual visits

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<v Speaker 1>to doctors went from less than one percent. There's an

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<v Speaker 1>incredible opportunity to start pushing out primary healthcare to hundreds

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<v Speaker 1>of millions Americans and take healthcare from the disease driven,

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<v Speaker 1>defensive industry to a defensive, health driven industry. That's a

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<v Speaker 1>good news, it's going to create trillions of dollars in value.

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<v Speaker 1>The bad news, the company that will be the fastest

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<v Speaker 1>growing healthcare company in the world will be Amazon. The

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<v Speaker 1>voice is the most exciting technology. Who dominates that? Amazon?

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<v Speaker 1>The cloud? Who dominates that? Microsoft? Amazon? And oh y

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<v Speaker 1>a Google. So there's some incredible companies just off the list.

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<v Speaker 1>The shopifies the rope, who's the salesforces the Ali baba.

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<v Speaker 1>But these companies continue to outpace all the rest. A

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<v Speaker 1>lot of big numbers doesn't seem to apply to these guys.

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<v Speaker 1>I don't know if we've watched Apple's earning of fifty

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<v Speaker 1>plus percent of the revenues I phone up sixty plus

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<v Speaker 1>percent sales in China, when they increase their margins and

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<v Speaker 1>their services revenue, it's just it's just staggering. Hey, Scott,

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<v Speaker 1>I want to end just with a personal question to you.

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<v Speaker 1>So I know it's something that you think about a lot.

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<v Speaker 1>After I read the Algebra Happiness. You talked about it

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<v Speaker 1>with Jacqueline Novograts on your podcast The Prop Show a

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<v Speaker 1>couple of weeks ago, um about what it means to

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<v Speaker 1>be a good parent. You asked her that question, and

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<v Speaker 1>I know it's something you think a lot about. But

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<v Speaker 1>as I'm raising my young son, talk to me about

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<v Speaker 1>what you've learned raising a couple of kids. And we

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<v Speaker 1>have about asked you and you got, oh gosh, we're

0:11:38.320 --> 0:11:40.400
<v Speaker 1>gonna need a bigger bout. So first off, if you

0:11:40.640 --> 0:11:42.600
<v Speaker 1>if you drove by my house and you heard the screaming,

0:11:42.640 --> 0:11:45.400
<v Speaker 1>you might not want to ask you that question. Look,

0:11:45.520 --> 0:11:48.760
<v Speaker 1>I think what I've the takeaway I've got coming out

0:11:48.760 --> 0:11:51.599
<v Speaker 1>of this pandemic as a dad is that my I

0:11:51.600 --> 0:11:54.360
<v Speaker 1>always saw my role is to discipline and to teach

0:11:54.720 --> 0:11:57.480
<v Speaker 1>and to backup mom and to set boundaries. And what

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<v Speaker 1>I've come to the conclusion of is that what I

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<v Speaker 1>need to do more of is just be someone who

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<v Speaker 1>loves them and demonstrates and cements that every day we're

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<v Speaker 1>going to leave it on that. That's a great, great

0:12:08.480 --> 0:12:10.600
<v Speaker 1>way to finish up. Hey, Scott, thank you so much,

0:12:10.679 --> 0:12:13.240
<v Speaker 1>take care of yourself and and look forward to uh

0:12:13.320 --> 0:12:15.680
<v Speaker 1>talking to you again. And I always appreciate all the

0:12:15.679 --> 0:12:18.240
<v Speaker 1>time you give us. Scott Galloway, Professor of Marketing, ny

0:12:18.320 --> 0:12:20.400
<v Speaker 1>uster In School of Business, author of many books check

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<v Speaker 1>them all out, and uh he's doing things in education

0:12:24.160 --> 0:12:27.120
<v Speaker 1>too with his Section four companies so highly recommend you

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<v Speaker 1>Google that as well.