carol: welcome to "bloomberg businessweek" i am carol massar. oliver: i am oliver renick. carol: trump force one ready for takeoff. domino's does some soul-searching and comes up with a new recipe for success. oliver: all that ahead on "bloomberg businessweek." ♪ carol: we are with the editor in chief megan murphy. you guys look at korea. there is a lot going on in south and north korea. megan: we have seen the ouster of the first female president, president park. we have seen a corruption scandal, particularly samsung

electronics. in north korea, we've face a new wave of concern in terms of what will happen to them internationally, what their places with china flexing their muscles. with that this nuclear threat and with this playing out with the new trump administration, it is all eyes on china and the u.s. and how they will grapple with the north korean threat moving forward. oliver: it is interesting that one piece of this puzzle that is coming undone is the stability in south korea. you talk about the ouster of the president. that is a region that has been a middle ground between two parts of the world. megan: this is south korea par for the course. one of the things this article draws out is that even though we have seen the ousting of president park and samsung being charged with this corruption scandal, this has happened decades before and south korea with the same family.

it is something that happens quite frequently. what is different this time is democratic forces in south korea are looking at this as a launchpad to break off a corporate system in terms of these massive south korean conglomerates which control 58% of the country's gdp and saying is that the most efficient, effective way of structuring the corporate sector in the country. oliver: let's us they outside the u.s. and the global economic section. india, you described it as a soda war. carol: and a water shortage? megan: there is this ongoing problem in india, water shortages, it has led people to start think about banning the use of pepsi and coke. they have a huge market in

india, as they do in so many developing economies. it is people saying they believe those companies, which the companies deny, are draining water off, water that may in fact be contaminated, groundwater that may have other elements in it and using it in the soda process, but this is not so much an issue against these two companies, though it is playing out like that. it is the issue of ongoing water shortages and what india is doing to combat them and how it flows through in its corporate sector and public sector. carol: can we talk about the cover story in the united states. i heard you guys were sampling domino's for this? megan: we ate all the pizza. this company, which in 2009 did something that no company ever does. it admitted its pizza was bad. they have this video that have gone viral about somebody

putting cheese in his nose and it made its way through, and since 2009 they have embarked on this resuscitation. they radically improve their product and cap experimenting, moving to higher quality ingredients. they tested different formats, and they ramped up their tech. they have 400 people devoted to technical innovation, automated cars, pizza by app, mobile, and we ordered in everything away you could. domino's at 10.5% same-store sales growth in its market last year. that is the highest of any restaurant chains. its revenues continue to increase and its share of the market continues to grow year on year. the company is doing something

right. not everyone may like the pizza, but what they have done on the tech front and their willingness to admit their product was not good as it should have been has paid huge dividends. oliver: it is an incredible corporate turnaround. >> domino's had a problem with sales, and that began before the economy went down. their first full year of declining sales was 2006, generally a good time for the economy, so it wasn't that people did not have money to eat out, they just are not want to eat out at domino's. domino's is franchise, and so franchisees were having trouble making a go of it, closing stores. all those are real problems, but especially of fast food change. at the same time, tastes were changing, social media was emerging, the food porn was a big deal. right, so they realize they had

to up their game. carol: it's funny you say that about pictures of food. i love this part. in terms of marketing, when you open a magazine and there is a burger or piece of pie and it looks so perfect come and they made fun of that in their advertising, the perfect picture of a piece of pizza. >> that round of advertising worked well for them. then they had a conversation about what else we can do that makes fun of us and that we can change and show we have changed? the photography was something that is pretty obvious to everybody. my pizza has never looked like that. what is going on? they add extra cheese and they blow it dry, and it is styled. exactly. the people in the ads aren't real, and so was the food, so

they admitted that and started showing pizzas that their own employees made. then they asked customers to send in pictures of pizzas that had been delivered to them. not all of them looked great, and then they put some of those on air and made a campaign of that too. oliver: who were the minds behind the strategy? was it within domino's? today look outside for marketing guidance? who deserves the credit for that turn around? >> they had a chief marketing officer came from pepsi. he is now president of u.s. operations, and they had a well-known advertising agency who they have continued to use. in describing the campaign, it seems like it was very much a joint effort. the chief marketing officer at

the time said just before they were going to put out those first ads admitting their pizza was bad and the new pizza was so much better, alex called them up and said, so you are sure the pizza is better, right? we are taking a big risk here come all of us. >> you also pointed out that when they did this alternative marketing campaign, and whether announcing the mistakes they did, owning up to it, morning talk shows latched onto it was so the momentum fueled in terms of marketing. they got a huge amount of free publicity, i'm sure from us included. everybody thought it was funny and something worth talking about. so they have continued that. the next step after reinventing the pizza coming out with this. we will be honest, transparent come all the buzzwords, but then they started to realize that they could advertise their technology, and that could be the kind of new product. it didn't have to be on artisan of pizza.

so they have spent a lot of money and effort and fully half of their staff and their headquarters are involved in technology in some way. so they have created an image of themselves as being early adopter, cutting edge in terms of technology. carol: you guys play this out whether it is ordering on twitter, watch. i've been talking to some of the folks at the businessweek team. so what did you find? >> some of them are easier than others. they are at the extreme end. you can order by emoji on twitter. slice of pizza, right, and they say are you sure? and you send a thumbs up. can you do pepperoni, egg plant?

you have to set up your account, pick your favorite, putting your payment and tell them where that will be delivered, and none of that can change. oliver: that's an interesting gimmick because at the end of the day some of it may seem trivial, a different way, at hip way you are going to do something anyway, order pizza. when you make this easier, suddenly there is brand loyalty that emerges, customers coming back and getting a return rate on people that ordered with you. carol: and ease of ordering. oliver: definitely. their brand loyalty is highest among the pizza chains, so it is partly for that reason. the truth is that most people use the very basic kind of app that you download on your phone or go to the website, so half of

domino's orders come from online, and half of those are mobile. twitter, facebook messenger, they have a voice activated app are fun, but most people don't use them. most people still order pepperoni pizza. carol: turning it into a cover image was the job of rob vargas. rob: when we heard the story was about pizza, that was great news, and unlike a lot of our stories, this was a success story. domino's wasn't always doing well, and so this image gets to the fact that the current management revived it. carol: the pizza looks awfully good, but you say that is one you folks ordered? rob: it's one that we ordered. we did not do any food styling

or retouching. this is how the pizza came. carol: grease on the box included. oliver: that's funny. that is the subject on the article itself, why did you choose to represent the resurrection and the way you did with the defibrillators? rob: we played with a couple of ideas come alike coming out of a grave, but that seemed to morbid. carol: up next, the law firm where the trump administration recruits most of its attorneys. oliver: carl icahn's crusade against the epa. this is "bloomberg businessweek." ♪

♪ carol: welcome back to "bloomberg businessweek." i am carol massar. oliver: i am oliver renick. carol: the white house and the justice department are hiring more than a dozen lawyers, one place. oliver: we talk to a reporter

about the law form. >> an extraordinary number of lawyers are taking prestigious positions in the trump administration, both the white house and the justice department. and while it is not unusual for the white house counsel to bring a couple, three subordinates with him, this is an unusual number coming from one law firm. carol: how many are coming? >> 14 so far, and since trump is still staffing up, that number could grow. carol: what do we know about jones day? >> jones day is an old firm with its roots in cleveland, but now has more than 2500 lawyers and 44 offices in 19 countries around the world. it has become one of the biggest and largest law firms, not only in terms of personnel, but also in terms of its revenues. it has $1.9 billion in revenues in its most recent accountings.

oliver: tell us what these roles are going to be. >> the two most prominent roles are the president's lawyer, in-house lawyer, and then there is a different gentleman who has been nominated to be the solicitor general, that would be the administration's main representative before the supreme court and appellate courts around the country. oliver: i find it ironic that the last time we were talking about jones day was about trump's executive orders, his people in the white house talking out of line with kellyanne conway, so there has been a lot of legal run-up, but apparently trump feels good about this guy's background or there is something else going

on. >> he signed on early with trump to be his campaign counsel, and the two formed a close relationship, and he is a loyalist to the trump campaign, and now trump administration, and as a result, he has been able to serve as a bridge the tween his law firm and administration in bringing over other people. the fact there has been controversy and people have raised questions about his role has not hindered him in facilitating the hiring of others from his firm. carol: what kind of cases has jones day worked on in the past? is there a lot of room for potential conflicts between what the firm has been working on and what is going on within the administration? administration? >> right, they have a huge client list ranging from goldman sachs to starbucks to

volkswagen, all across the economy, and so that means that there will be a number of occasions when the lawyers who are public facing lawyers like the solicitor general has to take positions on cases, file briefs, that kind of thing. there is the potential for the need for recusal. that has already come up. the fight over the president's travel ban, a lawyer had to step aside because jones day had represented several legal scholars who were opposed to the administrations position. assuming he is confirmed, i'm sure there will be other situations like that. oliver: in the policy and politics section, carl icahn is bringing his brash style to washington. >> carl icahn is a billionaire many times over. in fact, one of the wealthiest people in the world. oliver: roughly 20 times over, right? >> that's right.

he has what seems almost the perfect decision and the trump administration, because he is a special advisor to donald trump, which means he does not, he is not a government employee and is not to sell any of his vast holdings, which encompasses industries across the board, and yet he can give advice to the president on regulatory reform. that is his portfolio, but he is not a member of the trump administration. he is essentially a regular citizen just like you and me, only trump has designated him as someone who's advice matters and who will help the government undo what icahn calls the strange late in regulations holding back the economy. oliver: trump admires him. he talks about him. carol: how close are these guys? >> they have known each other in new york business circles for decades.

icahn helped trump hold on to the taj mahal when it was flirting with bankruptcy in the early 1990's, so they go way back. later on, trump was icahn's landlord when he owned the general motors building. oliver: icahn, he obviously has his hands and a lot, but what is particularly salient in terms of where potential conflicts could arise, or whether they are conflicts? can you walk through how he has to balance his own business interests with his advice he is giving? >> it's hard to find any big company where government regulation does not play some kind of role in government policy, and you can go through his portfolio and see all the different ways in which he could interact with government, a big position in aig where he forced out the ceo.

that is a company designated as systemically important, so it is subject to enhanced regulations. donald trump has talked about doing away with dodd-frank, which could affect that. they all have something where they could be hurt by government policy, but icahn's focus is almost on one regulation inside the epa that he does not like. he is doing everything he can to get rid of this regulation. carol: talk about this regulation. >> he says this is costing them more than a couple hundred million dollars a year. he'll owns a couple of oil refineries and oklahoma and kansas. there is this ethanol mandate, we have to have ethanol in our cars made of corn, and these refineries are on the folk to reinforce this policy. they either have to blend the ethanol into their gasoline or buy credits from somebody else who did. for various reasons, he has to

buy it, and so -- carol: it costs him money. >> yes, the price of these credits skyrocketed and that's causing him a lot of money. he doesn't want to get rid of the ethanol mandate. he just want somebody else farther down the field supply chain to comply with this law, so he is on this crusade to change the rules so it is not refiners on the hook to enforce this mandate. it is somebody else on down the road. oliver: up next, who angela merkel might be rooting for in france's presidential election. carol: a nonprofit trying to retrain manufacturing workers in kentucky. oliver: that is ahead on "bloomberg businessweek." ♪

♪ oliver: welcome back to "bloomberg businessweek." i am oliver renick. carol: i am carol massar. you can also catch us on the radio in new york, boston, washington, d.c., and the bay area. oliver: and in london and in asia on the bloomberg radio plus app. carol: germany has a lot of stake in the upcoming french presidential election. oliver: and emmanuel macron may be the candidate that angela merkel wants to win. >> the top three candidates are marine le pen, emmanuel macron, and francois fillon. marine le pen and macron are essentially tied for the first round vote, which means they are

likely to go on and face each other in the second round. then pulls a show that macron should win by a large margin, but it is always difficult to get the psychology of a second round vote when you are not there yet. carol: that outcome of how the french elections might ultimately result in macron winning, that would be a good thing for angela merkel? >> i think we can say that would be a good thing for europe. we are talking populism here. the thing to understand is that marine le pen is a populist who wants to pull france out of europe. to cut a long story short, the euro probably cannot survive with france pulling out, and you're looking for significant financial turmoil. we've gone through brexit and trump and there is a lot of

gloom and doom, and then it didn't happen, so you have people in france saying people are doing just fine so it should be fine for us, but it is not that simple because we have this common currency, and pulling apart the currency union is very difficult. i think what the germans and angela merkel wants is a stable reformist french government, and macron has made all the signs to be essentially that sort of candidate, so i think germany and the angela merkel government will be read short if we get a president in emmanuel macron next may. oliver: up next, did uber steal the driverless future from google. carol: google makes a big push into artificial intelligence. oliver: this is "bloomberg businessweek". ♪ live-stream your favorite sport

at the airport. binge dvr'd shows while painting your toes. on demand laughs during long bubble baths. tv everywhere is awesome. the all-new xfinity stream app.

xfinity. the future of awesome. ♪ oliver: welcome back to "bloomberg businessweek." i am oliver renick. carol: i am carol massar. google and over fight for driverless dominance. oliver: the presidential airplane fleet gets an upgrade. carol: disney wants more than a box office win with his live action remake of "beauty and the beast." oliver: all that ahead on "bloomberg businessweek." ♪ oliver: we are back with editor in chief megan murphy to talk about must reads in the magazine. one story looks at a new sort of manufacturing and where people might be up to get jobs. tell us about this story.

megan: this addresses one of the critical gaps in the american labor force. when we talk about ringing manufacturing jobs back to america, that sounds well and good. the problem is most manufacturing jobs are mid skill to high skilled jobs which require a significant amount of technical training and engineering work, so what this program looks at is bringing people of who may have been out of the workforce, who may have been working at lower skilled jobs and giving them the training and education they need to secure jobs at plants that have openings, that have openings at many places throughout the south, but are people who have the extra training they need. this is a small group. this is a very experimental program, and so far it is working, but if it can be rolled

out in other areas, then this is something that other companies and other states will be looking at as a template. america's growth isn't dependent on it. if we do not equip our workers to compete for the jobs of the future, everything we say about making america great again is simply not going to work. carol: you mentioned faultlines. megan: this is a great story. for people who don't know the big short, this is the famous that against the residential mortgage bond sector prior to the financial crisis where several people became incredibly rich betting against the ability of the american household to survive in terms of how overleveraged that sector was. this is a much smaller segment of the market. many of the traditional anchor tenants have got up and left. i don't know how many people you know who still do physical shopping and department stores.

several hedge funds are taking a bet that the bond supporting these companies will take a dive. oliver: another reason to keep an eye on those retail numbers. let's look at two tech-focused companies and disruptive companies now butting heads perhaps. megan: uber and google once again in a fantastic feast that looks at this new lawsuit which poses huge risks for them over driverless cars. this is one of their former employees going to uber. google filed suit saying he took sensitive technology, the system that allows them driverless cars to avoid pedestrians and other cars and mapped out that sensor project over at uber.

it is a market that will be hundreds of billions of dollars in the future of autonomous cars, and this guy is one guy who caused a tremendous amount 666666666666666666666666666of controversy at google and now rattles chains at uber. fascinating figure who has basically been around driverless cars since the very beginning. he brought with him a team of google people come and it looks like this huge coup, and google is saying he stole some technology along the way.

and so we don't know how this will play out, but it could be a huge deal. oliver: is there a non-compete at google? had you take files and half a team with you? >> yes, there are non-competes. however as we reported in this story, they tend to take a much more relaxed attitude. one of the wrinkles is that he appears to have done this several times in the past, and google allowed him to start the side projects, and sometimes bought the side projects back from him, so again, it is a thing where google was content to allow some stuff to happen in a gray area and now seems to -- oliver: the suit to be clear is against him, google, or is it directly uber? >> both uber and his company are

named. the company is owned by uber, so uber is the main party. stealing trade secrets is potentially criminal as well, although as far as we know no one has brought an investigation. carol: talk about how this came to light. it is any mail from a supplier of google that was supposed to go to uber, correct? >> that's what we think happened. from google's complaint basically, probably an engineer sitting in mountain view getting any mail from one of their suppliers for their radar system come up one of the most important centers on a driverless car. the engineer gets this email, opens it up and it doesn't have google's name on it. he goes into the attachment and sees a picture of a circuit board. the circuit board looks like a google circuit board but has a different company's name on it,

otto, which is owned by a uber. that plus some forensic work that suggested he downloaded some 14,000 files, including a file that was in the same design file that was in that email, has led google to accuse uber of stealing. oliver: how essential is that technology to the autonomous vehicles they are building? >> it depends on who you ask. elon musk is not a huge believer, but most of the car companies rely heavily on it. google's car uses it. uber uses it. the cars gm is playing around with use it.

it is the main way the car sees. the better it is, the less computing power you need, which makes sense. if you are using a digital camera, then you need a much better computer to pick out the difference between a pedestrian in a car, where as with the radar you can see all the contours of the car and its movement. google's radar is way cheaper than what is on the market, at least according to google. if uber were able to acquire this or develop their own and bring the cost down, that would be a huge competitive thing that could allow them to -- carol: speaking of taking cues from google. oliver: baidu is making a big bet on artificial intelligence. >> baidu is that google of china and has expense rapid growth in recent years, but last year that growth slackened into single digit percentages. they are seeing some of their key business is under attack from other players, so they see artificial intelligence is where they can regain the lead.

carol: what specifically is baidu doing? >> the cornerstone of everything there are doing has to do with language, so they started with transcription. you can speak into your phone and it would transcribe what you are saying accurately. then they parlay that into translation services. on top of that, they're building a whole bunch of different services, so you can key in medical conditions into a system and it will come up with some sort of diagnosis for you. that is the cornerstone on which they are building other products. oliver: you have a really interesting anecdote that shows the labor intensive methods to which they have been building

out their ai system and technology. tell us about that. >> for a lot of these companies working on ai, it is really about getting a lot of hate a through which to train your system. what they did is offered a cheap translation service for people in china. you would submit documents in english, then people would translate that into chinese. they were getting a cheap translation services. what baidu was getting was this translation data. everything that was translated, they could put both sides of the translation into that system and the system could learn how various phrases interact. carol: in china, people are much more willing to share information. if you are trying to do that in

the u.s., there would be a lot of privacy issues. in china, to have people willing to share that information and their materials, it is much more easily done. >> if you look at apple for example, apple, some people have criticize apple for saying siri was the first product and it lost ground to google and amazon. one of the reasons for that is because apple is really concerned about privacy, so they have gradually introduced a system that anonymizes data. and that was the way they've gone around it, but it is a complicated process to do so. carol: up next, the true cost of upgrading air force one and the major business behind the presidential fleet. oliver: virtual reality treatment for ptsd. carol: this is "bloomberg businessweek." ♪ oliver: welcome back to "bloomberg businessweek." i am oliver renick. carol: i am carol massar. oliver: in the features section, the president's fleet is finally getting an upgrade. carol: will the white house derail the project? >> this is a two decade-long project to try to upgrade both the presidential helicopter fleet and the presidential aircraft fleet, but it does mean president trump, particularly if he wins the second term, might be the first president in 60 years to fly a new helicopter and have a new plane. oliver: isn't there a certain degree of irony here? trump has either tweeted or spoken directly to audiences about the cost for planes and

what he deems as being excessive. >> what has been funny is that throughout the campaign and throughout the years when president obama was in office, president trump was a regular critic of air force one, and now he is a very public fan and bragging about as he says, "what

♪ oliver: welcome back to "bloomberg businessweek." i am oliver renick.

carol: i am carol massar. oliver: in the features section, the president's fleet is finally getting an upgrade. carol: will the white house derail the project? >> this is a two decade-long project to try to upgrade both the presidential helicopter fleet and the presidential aircraft fleet, but it does mean president trump, particularly if he wins the second term, might be the first president in 60 years to fly a new helicopter and have a new plane. oliver: isn't there a certain degree of irony here? trump has either tweeted or spoken directly to audiences about the cost for planes and what he deems as being excessive. >> what has been funny is that throughout the campaign and throughout the years when president obama was in office, president trump was a regular critic of air force one, and now he is a very public fan and bragging about as he says, "what else could look this good 30

years old." carol: talk to us about the history of air force one and marine one. a lot of people don't understand what is in use now has been around some time. >> what is fascinating about this is that the presidential helicopter has not been upgraded since richard nixon did his famous walk up those stairs, throwing the victory sign come on the day he resigned. there is still one of the helicopters in the fleet is one of the ones used by president nixon. the presidential airplanes, the planes that make up air force one, were designed by nancy reagan in the 1980's and have not been substantially upgraded since. oliver: donald trump originally said he thinks his own personal playing is better than air force one. it sounds like he has changed his mind on that, but where does it stand with the boeing ceo about how they are going to build the plane and at what

cost? are they trying to shape costs down, or have they moved beyond that? >> president-elect trump in december tweeted that the cost for air force one were out of control and he wanted to cancel the whole order. that number was never real. no one knows where that number came from. it was more like $3 billion, but knowing executives leapt into action and met with president-elect and now president trump multiple times at different trump properties in new york and mar-a-lago and announced some very vague plans that are still under way to reduce the cost of the plane, and that was enough to get

president trump to declare victory and to appear at a boeing facility in south carolina, using air force one as a backdrop and to actually utter the words, god bless boeing. carol: this isn't just about doing air force one or marine one, the companies that by, it is a drop in the bucket in terms of revenues on their balance sheets, but this is about having a relationship with the government and getting access to other contracts, whether in the united states are having the ability to do stuff overseas. >> absolutely, and for boeing particularly that is true. boeing actually lost money on the last air force one contract. they really see it as air force one as the most famous plane in the world, and where ever it lands anywhere in the world to mystically or internationally is an advertisement for boeing's signature product.

carol: how virtual reality is being used to treat ptsd. >> professor skip rizzo is a psychologist working with medical applications of the are for the past two decades. around the time of the first wave of troops into iraq in 2003, he started thinking about how to adapt what was nascent vr technology for use in treating ptsd. oliver: we have now had on the gaming side come of the are taking steps, playstation, oculus, facebook, what strides has the technology taken on this side with the immersion and treating goes veterans suffering from ptsd? >> sort of academic pentagon joint venture called brave mind that puts vr technology on

military bases and hospitals in an effort to essentially treat veterans for ptsd and a handful of other disorders with what amounts to prolonged exposure therapy. the idea being that in relatively controlled settings, being able to dip into or trigger a dramatic memory will help of veteran confront and deal with them. carol: i want you to go into detail what happens to a veteran who has ptsd. what did they see by using virtual reality? where do they go and how does it help them? >> the brave mind system allows the clinical psychologist to choose from one of 14 scenarios scattered throughout to remake the memories that veterans had that there are finding

traumatic. carol: you can be taken to iraq with the street scenes and the people, it is just created over? >> that's right. the software allows the clinical psychologist to tolerable on and off various settings, smoke, fire, blood. carol: they get sound, vibrations, all of that? >> that's right. on top of the usual sights and sounds of consumer vr, there are a handful of systems that allow the duplication of sense, vibrations, and other things. oliver: up next, disney's gamble on a live-action remake of "beauty and the beast." carol: this is "bloomberg businessweek." ♪

♪ carol: welcome back to "bloomberg businessweek." i am carol massar. oliver: i am oliver renick. you can also catch us on serious xm 119, new york, boston, washington, d.c., and in the bay area. carol: and in london and in asia on the bloomberg radio plus app. in the companies and industry section, how disney is counting on more than ticket sales for its "beauty and the beast" remake. >> she not only has to save herself and bad from the clutches of the beast, but help turn around the disney consumer products division, the largest licensing operation in the world, and they are in a bind right now. oliver: heavy lies the crown. disney has had some big successes of late.

obviously the star wars franchise is a moneymaking machine. they also had a major hit with frozen. what did they learn from this two experiences come and will it be hard to keep up that momentum going for it? >> it is definitely hard. they are having this problem called tough comparisons. their sales in the last quarter were down 23%, and that is because they did so terrifically well with this surprise hit frozen and the star wars, which was expected come up with the executed in an interstellar fashion, so had to keep that momentum going? they are learning a bit from what they did with star wars. the strategy was to take a boy's brand and expanded to girls and two adults, and they are doing a similar thing with the princess line, and "beauty and the beast" is number one off that, so you

are taking a preschool girls line and find a way to get boys and adults to buy into the merchants as well. carol: you talk about disney targeting millennials with "beauty and the beast," how so? >> this is a remake of the 1991 animated musical, a live action remake, so you have a lot of customers who grew up watching the original movie who now can relive their childhood in a new fashion or share this story with her own kids, so that is the millennial mom that disney calls the generational pull they are targeting. carol: talk to us about the products, because the swag is kind of fun, and is kind of pricey. $700 track jackets? >> there is a strategy at work here. disney calls at the halo effect.

they target high-end designers to give cachet to the "beauty and the beast" brand. one of the guys i talked to is a scottish designer, and he has products out there, a $6,000 silk coat with a blue bow. he said there is an element of fantasy in fashion, so it is not unlike the little girl putting on the yellow dress to get her mom to buy this more expensive item. so those designers get there by income and you are rolling stuff out at the cap and other mass-market stores. carol: "bloomberg businessweek" is available on newsstands now. oliver: and online at bloomberg.com. carol: i like the story about the upgrade of the presidential fleet, the helicopter, air force one. the helicopter design is the same design president nixon signed off on in 1974. president trump has come out and

question some of the costs involved in these programs, so there is some fun details, but we are talking over a decade and maybe $11 billion spent on this new fleet. how about you? oliver: domino's. carol: pizza. oliver: i love a good underdog story. they did something very few companies have ever done when they come out and said our product stinks and we will redo it. there is the owner element of customer satisfaction, and i think that is really cool. i saw their commitment to customer service, so the company has taken big strides. oliver: you just eat a lot of pizza. carol: more bloomberg television starts right now. ♪

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