carol: hello and welcome to "bloomberg businessweek." coming up, big business is bytting roughed up republicans and democrats this year. we take a look at how the lobbying group to get their act together. the amazing story of the south china tiger, he is trying to save the cap from extinction. -- the cats from extinction. take the spring fashion quiz. all that and more as we go behind the scenes of the latest issue of "buisnessweek" right here on bloomberg television. ♪

♪ carol: economics editor looks at how corporate america is responding to criticism from u.s. presidential candidates including democrat bernie sanders. republicans such as donald trump and ted cruz as well. >> the screaming you here now from across the potomac is the washington cartel in full terror at the conservative grassroots are rising up. carol: peter, you write about in your story how the people are controlling the pitchforks at this point. controlling the story on the campaign trail. how is big business responding? peter: very quietly. it has been fascinating. you would expect that with their integrity being impugned it is -- they would have something to say, yet they have chosen to

take an extremely low-key approach. for example, jamie diamond was asked what pieces of this guy bernie sanders? he is saying you have a fraudulent business model. every day he hits them with this. jamie dimon is not known for being the most calm person in the world. he responded that he thinks he can change bernie sanders his -- bernie sanders' mind. carol: interesting. peter: and the ceo ford motor, donald trump is hitting him again and again from and factoring outside the united states. he sent a note to donald trump that said "donald, thank you," etc. "we are actually hiring in the united states as well." donald trump sent him a note saying "yeah, i am a big customer." or something. the point is, the ceos don't want to get in a twitter war with donald trump.

carol: it seems like big business is staying calm. based on what you have said, they have a lot of victories in washington. peter: why should they go public with a brawl when they can get what they want quietly through lobbying, talking to congress, and working the system? that just infuriates the tea party types even more. people on the left and right to feel business is too cozy with government. when they see business is succeeding anyway it really drives them bonkers. but over the last year that have been signature successes for business. i go to the export/import bank as the one that ted cruz lights into every chance he gets. carly fiorina, that was one of her top issues. they provide financing for americans to export to other countries. companies like boeing, and caterpillar consider very important. ted cruz will call it crony

capitalism or corporate welfare. it looked like it was going down. it expires last june -- out of business. then it came back. it came back to life in congress, signed back into law by obama in december. carol: it is a fascinating cycle. you have these candidates bashing big business. at the same time, business is doing just fine in washington. as news of that comes out of -- comes out about this, it fuels the campaigns. peter: as i was saying, business should not assume it is business as usual. i think things change. every year, one or two candidates will get up there and bash big business. you're hearing it from everyone, even jeb bush, who was considered the good candidate big business would have showing he is his own man. hillary clinton and marco rubio have even been pulled -- hillary clinton came out skeptical of

the transpacific partnership the big trade deal that business is counting on. carol: you said that big businesses are not extremists. stick out their neck like tim cook of apple. peter: cook is opposing the fbi's efforts to get apple to unlock the iphone. there is an example of the world's most valuable company taking on the federal government. so few companies are willing to do that. they are nonideological. they want to just please their shareholders, and employees and board of directors. just to get their work done. the last thing they want to do is go into a big fight with anybody. carol: does history tell us anything? can we learn anything? peter: i think you can. there was an organization formed organizationd the

of economic development, because people were concerned that as soon as the stimulus of war spending ended, the u.s. would lapse back into another great depression. that was a serious concern. it didn't happen, but at the time we did not know that. this committee was made up of prominent ceos and their objective was to make sure that the economy would be strong for the good of all. they were incredibly international monetary fund, and the marshall plan and saved europe. a very enlightened, self-interest, big picture group. you don't see that much of that anymore. ceos have their heads down in the books focusing on quarterly earnings. i am not sure it is the right strategy. if you don't have a good positive message -- if you can't persuade the public that your acting in the best interest, you do invite to the pitchforks. carol: there is a lot of

momentum against big business right now. a fascinating story come out cover story. peter, thank you. remember, you can read his cover story fellow online and on newsstands. coming up, few with a 100 south china tiger's exist on the planet. -londonan unpopular ex banker trying to save them from extinction? we had the story when we return. ♪

carol: welcome back to "bloomberg businessweek." david is off this week. stewart is a rich, unlikable london banker who has 12 tigers.

china tigers south on a ranch in south africa. does he do it because it is noble, to turn a profit, or to anger his wife? this is a great story. we spent some time that this guy, who is stewart bray? kit: he is a very interesting guy. he actually is a likable person. he is very driven, very passionate. he is fundamentally a city guy who spent a career in banking. very clever, capable, and passionate about things that matter to him. it still happens that one of the things that is important to him right now is tigers. he spent 10 years of his life, and a huge sum of money, try to rescue this rare species. carol: they are considered extinct at this point. what has the process been for him to do it? it involves money, south africa, and chinese officials. tell us a little bit about that.

kit: the south china tiger is functionally extinct. they're probably aren't any animals left in the wild. the doesn't mean that aren't any animals left. there are 100 left in zoos in china. what stewart had to do was to persuade the chinese government to give him some cubs, and his plan was to rear them, raise them, and breed them in the in south africa, increase their numbers, and eventually he would return them back to about habitat in china. carol: he is doing that, right? he has already brought some to china? kit: he hasn't brought any back to china. he has 19 animals at his reserve in south africa. the question is what happens to these animals now? now they have a great home in south africa and a wonderful reserve. they can hunt, breed, and are in wonderful condition. the question is, what happens next?

finding space for them in china will be difficult. arranging for them to be sent back. carol: the chinese want them, correct? kit: stuart's project has had quite a lot of attention in china. the tigers are a hugely important animal. he has had the animals for 10 years now, and there is genuine pressure to bring them home. lots of people in china want to see these animals come back to china. there is an idea that if it is a chinese tiger should be on chinese soil. it is a difficult thing to do. they need a lot of room, tigers, because they are solitary animals. there just aren't many places in china where there is enough good habitat for them to go. carol: what is interesting, a fair amount of drama. he has a girlfriend, or former wife, he is going through a divorce, and that is woven through your story as well. he has a lot of litigations and lawsuits going on as well. kit: one of the things about stewart bray is that he is a

very passionate, driven man. that leads him to be successful in many things, but also results in him falling out with people that he works with. most recently falling out with his wife who is going to a divorce and the london court system. i asked him about this and he described himself as a crusader when it comes to things that matter to him. he will pursue an idea vigorously, even if that means potentially clashing with people. he has a long history of litigation and legal feuds. carol: you talk about the divorce, it was initially kind of her idea to do this, correct? kit: he was a banker, it was the late 1990's when they were together. he had a busy career in finance. his wife had ended her career in marketing and was looking for something else. she had always been a huge fan of conservation. especially big cats. it was her idea to do this.

he got gradually more involved as the project went on. when he lost his job, he really started getting involved in the project. now it has taken over his life. carol: where is he financially? he did walk away from deutsche bank. he's age millions of dollars, but he is running out of money, isn't he? kit: it is hugely expensive doing what he is doing. he has 19 tigers and an area four times the size of manhattan. they need a full-time staff to look after them and manage them. they have dozens of kilometers of electric fences that need to be maintained. he has been doing it for 10 years with its own money. at some point, the charity will run out of funds. he is trying to work out a way to fund it going forward permanently. carol: where is he today at this point in his mission during the south china tiger's back to

-- his mission to bring the south china tigers back to china? kit: we are at a critical project right now. the first stage has been a success. he has increased the number of tigers, they can hunt, which is important. the next stage is getting them back to china. they are negotiating with the chinese to find a suitable habitat for them. that is the difficult bit. dealing with the chinese government is extremely difficult for a westerner. there are many murky political currents that are hard to understand. it might go home next year, or in 10 years. it is very hard to know. carol: it is a fascinating read. i know you spend time with them. he is certainly on a mission. safe to say this is taking over his life. kit: this, and the divorce take up most of the time now.

the divorce is linked to the tiger charity, because part of what they are arguing over is the assets in the charity. carol: interesting to hear about this individual. kit, thank you so much. joining us from melbourne, australia. we go to the back of the book for the etc. segment next. if you're suffering from the winter blues, we have just the thing to cheer you up. take the etc. spring fashion quiz. details when we come back. ♪

carol: welcome back to "bloomberg businessweek." david is off this week. nascar is doing a 180 and steering itself towards a new ownership structure. the auto racing organization introducing a franchise type model and handing out charters. those guarantee a slot in every race in the top circuit.

it may rev up profits for the sponsors, but what is it for drivers? i want to take a step back. what has been the nascar model 4-wood it comes to the teams? ira: it is been really simple, the teams and show up with a car, driver, and crew and they compete for prizes. they had one-year rolling contracts with nascar that laid out the terms for racing enterprises. they had no stake in nascar. it is not like the nba or the nfl with the owners of the board of governors run the whole enterprise. they are the league, they control it. their revenue coming in reliably. carol: that is a really different structure from a lot of organized sports. this has changed recently. right now, they're handing out charters. ira: that is a half step towards a franchise model. they give 36 teams a guaranteed spot in every race. they can be bought and sold, which is new.

in the past, if you are an owner, you had a team that was losing money and you wanted to get out or whatever reason, you had nothing to sell. you had a driver contract, auto parts, but in many cases no real equity. this provides a transferable thing that an owner can presumably -- there is a limited number. there was 36, they won't add to them. it is the only way you can guarantee you'll be into it. it will build some enterprise value. carol: i didn't understand the financials of this industry. i thought there is a ton of money, broadcast coverage, what is the money in this business? what does it cost to have a team? ira: it costs as much as $25 million. the range is $15 million to $25 million. most are around 18 million. they don't make that much of prize money come even the best teams are only $10 million in

prize money. they depend on sponsorship, that is the model. that brand on the hood is supposed to cover your costs. that worked while nascar was booming in the late 1990's. then it went into a slight decline around the financial crisis. .hat had sponsors retreating only the top teams could get a check from a sponsor at the beginning of the year and cover the cost of doing business. as that went away, a lot of teams were losing money or surviving year-to-year. they went to nascar and said, we need stability. carol: how does this provide stability and long-term for the -- a long-term visibility for the nascar industry? to a sponsor and say you are going to be on tv and in the race every week for nine years.

they plan to keep this model going after that. that was the first to go. the thought is that when you go to pennzoil, whoever it may be -- is big money that they spend. sometimes they cover the $20 million. you can now say, let's do a five-year deal, and maybe give a signing bonus up front. the idea is they could be more willing to advance. carol: any sign this is a smart strategy? ira: one of the people i spoke to was a marketing agency from motorsports. he said they are already seeing teams invest in a more long-term way. some of the lesser-known teams are able to go out and hire slightly better drivers. there was a team that did this in january knowing they were about to get a charger and that would give them some more stability. the upgraded their driver, now in the come back their sponsors

the sponsors are happier because they have a guide to look at them and more top tens and get them in tv. hopefully there's a snowball. carol: bottom line, it is a new business model. ira: it is more like the rest of the u.s. port. carol: and that you have an exit strategy. interesting stuff, thanks. now let's look at the etc. part of the magazine. the back of the book stories. for that we bring in brett who edited the section. we begin the cover story. one of the first signs of spring's is the etc. spring fashion quiz. listen, right now, around the globe there are all these fashion shows going on. you decided to do a quiz for everybody. how come? brett: we want to do a fun with it. it allows the reader to make also, in doing a quizit allows the reader to make, decisions about where they are comfortable, where they are not comfortable with fashion, and

still find something that works for him or her. we didn't want anyone to feel left out. carol: you wanted to be nice. let's talk about the quiz. you go through a couple of things, you talk about denim. you ask what it is to everybody. bret: denim could be your uniform, your indulgence, or something you're on the -- your only comfortable with on the weekend. for instance, if denim is your uniform you might be comfortable , wearing a full denim skirt. the same way you would any other fabric. if it is an indulgence, maybe you are thinking of a navy suit four days a week and then one day and indigo suit. there are a lot of people for whom that would ea massive step -- that would the a massive step out of their comfort zone so he wanted to make sure they had something. we're also talking about -- carol: this is me, find for the weekend.

brett: maybe into your footwear, or pants. carol: maybe. one of the question that that was fun -- you say when you see a cow with a messenger bag you think what? bret: you can either think i really love that due to style, you can also say i remember the days when i use a messenger bag. -- used a messenger bag. you can also say i wouldn't get anywhere near a messenger bag. a proper work bag has handles not have a shoulder. carol: couple of bags lucrative -- i couple the bags kind of look like a pocketbook. bret: a little bit, we would consider them brief cases. european carryall's, yes. they are a little smaller and slightly more elegant. carol: are you a risk taker? how much color is too much color? risk taker? i guess it is what your comfort level is, right? bret: we are going out a little bit on a limb and saying you could wear a blazer and a shirt with shorts. there would be a lot of people that would say absolutely not.

maybe we suggested a pleated pant if you're not comfortable with the short. for women, bare shoulders is a huge trend for the spring. carol: we do not do that a bloomberg. interesting, interesting. you end up with color. i thought this was interesting. bret: for guy's, green is the new navy. not a leprechaun green, greens that bring out a lot of blue, brown, pretty muted greens. for women, we see a ton of color. really in the sort of orange, coral theme. also, you can be most comfortable wearing a charcoal gray suit to work if you are a guy. even wearing a light gray suit maybe. then white and khakis are the combination. by the end i think it is , interesting and a fun section

to go through. it is not your typical etc., but it is really fun to go through. what were you? bret: i want out mostly in the a section, forward. but, also, i found myself answering b and c to some questions. i think we're all mostly a mix. carol: i was tentative. fashion can be fun. you make it fun. thank you, so much. that does it for this weeks ' edition of "bloomberg businessweek." a reminder, the latest issue of "bloomberg businessweek" on the big lobbying groups is available online and on newsstands. the will see you again next week. ♪

>> our world today is wealthier than ever. but not everyone shares in this wealth. today's young business leaders are challenging this, changing the way we think about money. its power and its purpose. this is a new generation. this is the new philanthropy. ♪ dehli, india, home to 25 million