emily: i am emily chang in san francisco. this is "bloomberg technology." ube driving forwardr -- uber driving forward with a takeover. and plus, first production, nondelivery a problem for tesla. elon musk tweets an apology to a customer waiting for her car. and it is the 60th birthday of --, we talked the ceo about staying competitive.

first to our top story, uber said to be in talks to purchase its rival kareem, which could rival $2 billion. kareem says it has 50 million users and almost one million drivers across 14 countries. not the first time they have considered a deal. in july, the company's were talking about merging their middle east operations. joining us is our tech reporter, eric newcomer, so what do we know? eric: uber is insistent on only growing at this point. for much of its history, it sold its businesses in china and southeast asia, so now india and the middle east are areas where uber is competing fiercely and now there are talks about whether uber could purchase kareem, its main competitor. emily: talk about how the strategy differs with what they did in china and southeast asia, because it shows what they have learned it doesn't work.

eric: they took stakes in those companies, but had super fierce competitors that were spending a ton of money and had a local advantage. in the middle east and india, uber has felt like it was better positioned internally, like it has more than half of the chips in the middle east -- trips in the middle east, so it felt like it had a strong positioning and did not need to yield to the local rival in the same way. emily: so they are in the midst of a rivalry with this company, it is a competitor, but how bitter is the rivalry? eric: i think it is fierce until it is not. i think that founders like to run their own country. this is an important start up in the region. so the celtic uber would certainly be a bitter pill to swallow, but at the same time it were has a huge balance sheet it is continuing to spend. and at some point you make the calculations better to work with your enemy. emily: you mentioned india, where uber is competing with

other companies, could it happen there? eric: nothing specific to report you havet no question, to believe it is a matter of price and their willingness to come to the table. of, wantsants to sort india and the middle east have a presence, and certainly m&a is part of that strategy. emily: what has the new ceo said about his a strategy for international expansion and how it might differ from the way that travis approached it? eric: it has been one defined by cooperation. it is going to london and meeting with regulators there. it is also a matter of more creative strategies. using uber eats to get a foothold in places where they may not be otherwise able to operate, and towing with taxi like -- toying with taxi like businesses. it is an open is the different

strategies to compete all over the world. emily: ok, eric newcomer, i know you will continue to keep us posted. well, it is one thing after another for tesla. while production may have been a nightmare for the electric carmaker, car delivery is now proving to be equally as difficult. in a tweet, elon musk apologized to a woman can call it -- complaining about delivery delays. the problem is far more tractable, he says, making progress and it should be solved shortly. now even more uncertainty surrounds the company as saudi arabia sovereign fund invested in uber, this after he talked about taking the company private. here is max. talk about housing to forget the delivery issues are, on top of the production issues. max: it is not that surprising, given that we know they have been in a matter scramble, and they were a little bit out of their depth.

at the end of last quarter, there was this thing where they made more cars than they delivered and it appears now they are really scrambling to get those cars out the door. and clearly they just, elon musk and his team do not have the infrastructure quite yet to do this at the scale they hope to do. so it is one of these things where it is not a huge problem, we saw at various times the stock had been down and up earlier today, but i think it is one thing to keep an eye on because as tesla tries to become "a real car company" as elon musk has put it, there are going to be on these ways where they will be tested. one of those is the kind of service, customer service and kind of the ability to just bring the cars to the customers. emily: some other things the company is doing, limiting the number of paint colors you can get in your choice of car, and elon musk tweeting a limited time offer to give new buyers

free charging for life. are these good moves or are they a sign of desperation? bulls would say one way and the bears the other. unless you really wanted one of those colors, that is probably good news for most tesla supporters. in also the boys, the company -- all sorts of ways, the company bit off more they could chew and i think the limit that is a good thing. i looked at the kind of limited time, supercharger offer as a little bit of a red flag, because it is starting to feel like you are pulling out all the stops, doing everything you can to boost sales and a sell as many as you can this quarter, and you wonder how many levers they will have to pull next quarter and in the one after that. emily: what is your take on this investment in lucid by the saudis, and what it means further continued -- for their

continued interest in tesla. you have them investing in a competitor formally. max: i would not read that much into it. there are a lot of these companies trying to build luxury electric vehicles, in other words competing with tesla. neo in japan just went public. i think the real players are the big automakers. bmw, audi, etc, so that is where i would sort of think about this sort of competitive stuff. i do think that this is, you know, this is another way in which the drama over the previous month, where elon musk claimed he secured a funny from saudi arabia, does not look good, because clearly they were talking to his competitor. emily: when we talk about the space x even coming up tonight, pretty big event for the company and for elon, who has used these opportunities to sort of pop up tesla. what do we know that will be

happening tonight and what will you be listening for? max: we know they will announce a private space traveler. and this has been promised for some time. and last week, you know, possibly in an attempt to change the narrative, elon musk tweeted that they would be making the announcement. i think that one thing both companies have used to their advantage is that one company's accomplishments can have a positive impact on the other one, because you see elon musk is capable of sending a tourist to space, then investors might feel more confident he can get a midsized car out the door. so i think there is that. assuming it is a good show and everything, that that should be good for both companies. you never know, elon musk is a master of these kinds of launch events and you wonder if there is some kind of trick that either tesla or space x has up their sleeve. this: i have to ask about

latest headlines crossing about diver, who led that operation, who is now suing elon musk for defamation. the same person that he called a "pedo," but he apologized and then elaborated in an email the buzzfeed. how significant is this? max: the diver had already said he planned on suing. the main thing is elon musk, if you are friends with him you would hope somebody would grab the phone and not let him use it for the next 24-48 hours, because the back and forth he has had with him has been incredibly distracting for his company. so we will see. in any other situation this would be sort of a small-scale dispute between two individuals, but he has over the past few months been able to turn these into major news cycles. we will see. emily: the cave explorer vernon

unsworth looking for $76 million. we will follow that. and max, thank you for stopping by. coming up, visa shares up over 40% in the last year as the company faces new competitors, thanks to new technology. we will check in with the ceo. and if you like bloomberg news, check us out on the radio, you can listen on the bloomberg app, on bloomberg.com and on sirius xm in the u.s. this is bloomberg. ♪

years,over the last six visa has become the biggest payments network in the world with 3.2 billion cards driving over $10 trillion in payments a year, and shares are up 40% over

the last year as they fight a backlash over the so-called interchange fees retailers are charged every time a card is swiped or inserted. all this changing as new technology continues to disrupt. and he with me we have the visa ceo, al kelly. thank you for joining us. >> my pleasure. emily: you are celebrating your safety of anniversary and you have been running the country for two years, you're on the board before that and you work that amex for many years. >> all true. emily: as the landscape shifts as a result of the tech disruptions, what are your visions for keeping these a competitive? >> the exciting thing is that 60 years is just the beginning. i think that the payment space is getting more exciting everyday. number one, we have the ability to continue to displace cash and check, which is still $17 trillion spent last year. and the ability to open new segments, it is not just about consumers buying at businesses, but not governments are

distributing funds to citizens and we have the b to b space which is exciting, and the cash and check displace opportunity there is larger than in the consumer space. we are working on having our network rails work in the other direction, rather than pulling funds, we are pushing money to people's bank accounts and creating new use cases there. and we continue to partner with a lot of new exciting players coming into this space, so the future is bright. and i look at us as 60 years very young. emily: the payment business is interesting because it involves a lot of friend amaze -- frenemi es, there are companies you compete with like stripe and paypal, so how do you plan to use technology to compete with technology? >> it is a community of a lot of frenemies. the ecosystem is interesting because it requires a lot of

players to come together to mick at work. -- to make it work. and people who are together make the difference. paypal, i spent hours on friday with dan schulman, and we have a wonderful relationship with them where together we are trying to grow the ecosystem space and we're working with other players to do the same. my view on these it is that we should be open to talk to anybody about anything, you'd we should assume everybody can be a friend until they prove otherwise. i think that is the only way to move ahead, by making sure you have wonderful engagement with as many people as he possibly can. emily: on that note, we know that all my checkout experience has become a little bit cluttered. you see so many icons when you do the checkout. visa with mastercard and discover, working together to come up with a unified button, so what have you learned since you announced that decision? >> it is a standard coming out of em-veco, the standard-setting body that those participate in. i think where all united in the

fact that there is a nascar-ization of this, with all these different labels. the e-commerce experience is lousy, too many people shop and do not get to the point of actually buying. consumers get confused when they get to the actual situation where they have to pay for whatever it is they bought. it is lost volume, less volume to the retailers, to the networks, to the bags. so we are trying to make things an experience for the consumer that much better, and it makes it better for everybody. we are in a lot of discussions in the standard-setting group about making sure that the technology is ready and we are excited about the prospect of having to start to come to market probably sometime in the early to middle part of 2019. emily: but there is still a war for dominance, whether it is paypal or amazon. you mentioned paypal as a frenemy, could they be included

in the unified button in the future? >> i think we are involved to anything that makes it the ecosystem better, as we look to advance. i think that the reality is paypal has started with a lot of -- with being the kind of button if you will in the e-commerce space, and whether they would look to this a second button, i do not know, but i think the reality is our goal is to make the payment ecosystem as easy as it can be for the people playing in it, the most important link for the buying consumers around the world. emily: does the button have a name? and how have the retailers responded? >> it is caustic are remote commerce -- secure remote commerce, but we will have to do a better job marketing when we decide to come to market. that is a tbd. we are still working and explaining to merchants how it works. most actually wanted better experience at the checkout, at the point of checkout, and they

want to make sure that consumers are enabled to buy as much as possible, everything from having a great website to great navigation integrate checkout experience. so i because we learn and have more discussions with merchants, they will understand our motivation is simple, to make the expense for the user that much better when they go to check out and buying whatever good or service they are looking to buy. emily: multiple payments have been slow to take off, by visa's own estimates less than half a percent of volume on your network comes from mobile. how quickly and how much do you see that actually growing? as you probably know, we are on a crusade to promote contactless payments. al: in many countries they have started to take off. one country behind much of the rest of the world is the united states. the reality is the infrastructure is largely plum to be able to facilitate contactless payments.

many of the terminals and merchants are ready, but the reality is we we have this set of cards, the 3.3 billion visa cards, many of those in the u.s. , only fairly recently did people start putting a chip on the card. issuersrsst -- most are committed to as we replace cards over time, they will embed the committee cases abilities that enable these contactless payments. and as the takeoff, the formfactor of the card and the mobile phone where the experience is a sibling better, will both be -- the experience is better, will be aided by the contactless taking off in the united states. emily: what it further hinder the adoption, apple pay? it seemed to be the declared a leader in contactless pay. al: i think the reality is that they are partners, as well as

many other partners in this space, many of the samsung phones, apple phones have them embedded with visit cards and to the degree that this helps facilitate mobile payments that have these the cards stored in their wallets, that is good for us and perfectly good for the ecosystem. emily: amazon has shown no lack of ambition in getting into new markets and they will be a huge player in the payment space. what sort of threat are you preparing for from amazon? al: amazon is a wonderful partner of the visa, we have a terrific relationship with them and have for some time. they are very customer focused and they want to have the customer use whatever product they are most comfortable with. i think it remains to be seen exactly what amazon does with the payment space, and he would have to ask them. emily: what is it they use their muscle to muscle you out of some fees? al: the reality is i think they want what is best for their customer, and if their customer

wants to use visa, wants to use their visa card issued by our banks around the world, their customer centric approach to business facilitate them wanted to make sure that they were quick us and work with others to make sure that they offer the widest array of options to their customers, so they do not turn away anybody. i think that is central to their strategy. emily: you are working with car companies to load payments onto the dashboard, can you give us more specifics on hugh you're working with and how you expected to evolve? al: when i talk about the future being bright, i do not talk about the internet of things and i think connected offices and cars, connected homes, are an incredible growth opportunity for us. we are the largest network in the world, as he said, 46 million merchants around the world accept these a, but we think it should be 10 times that and the internet of things will be one of those things that does it.

we are talking to a manufacture in the automotive space, as was manufacturers of home appliances and office equipment, and our task at this point is to make sure that we are creating an on-ramp for payments, so payment facilitation happens as these manufacturers build the next generation of cars and equipment and appliances that payment -- that are payment enabled so that when you realize you are out of milk at your refrigerator, right there you can make a payment without having to go to your desk and jot down a note and then go buy it later online or at the physical store. so we are not at this stage prepared to talk about who we are talking with, but i will say we are working with a wide range of manufacturers around all the connected space that transcends consumers lives. emily: you have a unique perspective on macroeconomic trends, this as there is a lot of political uncertainty, the u.s. in the middle of a trade

war, said you have concerns on how it will affect your business? al: we expect growth to be about 3.2% this year, as we look around the world and as we look at 19 and 20, we say is slowing a little bit, but still north of 3%. sa we look at the u.s. -- as we look at the u.s., the impacts of tax reform have been a real positive. it has increased government spending, that helps. and certainly trade wars, potentially some inflation, could damper the positive tail winds that exist out there and it is something we are watching, but right now as we look into the future i think that the economic situation is looking pretty bright, as long as we do not run into geopolitical risks, which is one of the things that concerns me when i look ahead. emily: blockchain, bitcoin, is it a threat or opportunity? al: opportunity. i think that it remains to be seen exactly what happens in cryptocurrencies and whether they really can move from being

more of a commodity and get into payments, but i think the blockchain technology is something that we are looking closely at, as are we machine language and artificial intelligence. in palo alto, we have a visa research center focused on all of those things. emily: ok, great to have you al kelly. al: good to be with you. emily: much more ahead. member, bloomberg tech is on twitter, check us out at technology and follow our network tictoc on twitter. this is bloomberg. ♪

emily: coming up, eight years ago google left china over security concerns, now it is planning to go back. but one research scientist is quitting because of it. will others follow? that is next. later, the venture capital fund with automation here with a

major announcement. find out what it is all about. this is bloomberg. ♪

emily: this is "bloomberg technology." i am emily chang in san francisco. in august, it was revealed google wants back into china and according to reports they were willing to work with the chinese government to censor search results. one the very things that led google to leave china eight years earlier. now i go research scientist has left the company in protest saying, "i have cherished working at google and hold my colleagues in very high regard, professionally and ethically, but i cannot work at a company that will not internally clarify its ethical redline in areas it is actively engaging." the words of jarrod polson, who joins us now from toronto.

thank you for joining us. walk us through your decision to resign rather than protesting from within. ck: i thought about this to the interceptor reporting on august 1. i will say it was a very vocal three weeks following that. within that we can was tried to raise concerns internally. there was a lot of pushback in talking about it, it was phrased as an exploratory project and not many managers knew about it. when you try to raise concerns, you are essentially told to just wait for a companywide discussion and then your concerns will eventually be handled. a fee days of this, i submitted a conditional resignation saying if this turns out to be true, i will be forced to resign for ethical reasons. still, even after submitting that conditional resignation, still i essentially received no

clarification on what red lines might be crossed. and after enough time passed, another week and a half, i submitted a formal resignation. i wrote a five page well cited document explaining my reasons, some of which you quoted at the very end, then circulated throughout the company. emily: another part of that document that you wrote, you say, "i am forced to resign in order to not contribute to the emergence of protections for dissidents. there is an all too real possibility that other nations will attempt to leverage our actions in china in or to delay compliance with their demands." google says we have been investing for many years to help chinese users to use apps and the developers tools, but our work has been exploratory and we are not close to watching -- launching a search product in

china. what are your thoughts on them going back to china and sensory results in accordance with chinese law? jack: i would refer to the letter written on august 28, by 14 organizations, including amnesty international, electronic frontiers foundation, human rights in china, the list goes on. they laid out their concerns pretty clearly and can say it much more eloquently and with more authority than i can, so i would: everybody to read that, and in particular part of the reason i ended up resigning is before i left, the letter came out. and i tried to raise it as a point as to whether human rights concerns are in issue -- an issue, and that letter was not responded to internally or publicly. to your point about this only being exploratory, i think it is important to call attention to the a.i. principles, which were laid out in earlier efforts, in particular surrounding project

naven. what was stated explicitly in the principles is that google commits to not designing or deploying technologies used - - whose purpose contravenes human rights concerns. now, i would say that there is a lot of push for this to be deemed exploratory, but i do not think it is debatable, this is past the design phase. that the human rights letter is a pretty clear crossing of the currently written down redlined. s. to quote meredith whitaker, "i do not think companies should accept feel-good statements." i am calling for many full accountability, in particular if we are stating we care about human rights, we need to respond human rights organizations. emily: by our last count, more than 1400 employees signed a letter demand in that google appoint somebody to assess the "urgent moral and ethical

issues" raised by this plan. do you have new metrics about the skill of the frustration there, any stories you can share about your colleagues and how they are feeling? jack: i do notice become my colleagues, except to tell them that they are not alone. and if this is something you have concerns with, there is a broad movement you can join, including the tech workers solidarity. and as i stated earlier, there are various internal organizing surrounding project maven, and most recently with the ethics code yellow call, that was leaked with the 1400 signatures to the new york times. emily: we have seen those i google protest the company's work with the pentagon, google decided to let that contract lapse. and there has also been argument on both sides on how google handles diversity, where you have a diversity advocate in the company saying the company is not doing enough, and james

damore who feel like they are being ostracized in these efforts. do you think google cares about the scent -- dissent? jack: i would say that that is almost besides the point. i care about accountability as opposed to what the care is or is not. and i think in this case it is clear there has not been accountability so far and that is part of why i am resigning, to call for accountability and a response to the human rights organizations. emily: what will you do otherwise, now that you have resigned? jack: i will say that it has been surprising exactly how positive the response has been. within the last two or three days i have had 30 job offers, an illicit stream of positive -- an endless stream of positive emails, and i think i have received only one hate mail and at least 100 positive messages, so i am not worried to say the least. i would encourage other employees thinking of speaking

out to realize that it is not as scary as it may sound. emily: jack, former google research scientist. thank you for sharing your side of the story. a vc fund making waves with $137 million announcement aimed at automation. find out why. and another tech executive follows the lead to journalism. what to expect from time magazine's new silicon valley owners. this is bloomberg.

emily: i am emily chang in san

francisco. this is "bloomberg technology." base10 partners has raised $136 million for their fund focused on automation for the row world. it is the largest fund of its kind led by a black investor. and it will work with early-stage companies with checks ranging from $500,000 to $5 million. adeyemi ajao, you've been on the show before, you launched workday ventures and have spent the last 18 months putting this new fund together. automation for the real world, what does that mean? >> focusing on companies helping the lightest effectors, like construction, real estate, by waste management, as well as automation. we like to think about it like those companies solving problems for the 99%, and are thinking about the problem they are solving more than the technology first. emily: what are the 1% problems

too many investors are focused on? >> we think the next network is super exciting for the 1%, vertically for those -- but is unlikely to have an immediate effect in the light waste management. so we are actually focused on the 99% that think of things like, where do i find a home, how do you get rid of your trash, and what about crops? we think there is not enough focus on silicon valley on those problems and there was no fund that had an inclusive focus on that. emily: you have a raising money for the last 12 months, what was the reception mike? ade: it was very good. we are extremely happy and proud of those who have supported us. i think a lot of them describe our focus on the real economy versus a.i. like a breath of fresh air in a world that is always talking about the machines are coming and taking everybody's jobs. we are like, no, automation

could be a good thing if we work with those companies that believe we should all benefit from it, rather than the 1%. emily: so, you make a point to point out that this is the first fund, the largest of its kind, led by a black investor. why is that important? ade: for me it has been a journey realizing that is important, because where i grew up, i am half spanish and the nigerian, and because i grew up in spain i was the only black kid around and it made me not to have a racial identity. but the u.s., i have found over the last decade, is the u.s. gives you a racial identity whether you want it or not, and we are in a place where historically people have been treated differently because they look different, and that has resulted in these issues like the ones you have been talking about with lack of diversity in tech. infamy in a unique position, and i realize it is important to move that conversation forward.

emily: is it something that you play up now? summoning women investors have told me, i do not want to be the woman investor, i want to be a good investor. ade: when we are fundraising, it was not until we had 95% of the funds completed, about $120 million, that one investor told us have a thought about talking to investors about the diversity focus? more like, i realized that could be an advantage for us, but we didn't. part of that was because we are i i prideful about the fact am black and i am here and i am investing in other people like me, that it does not need to be our main focus because what we believe is that in doing -- that in investing for people that are solving problems for the 99%, you will end up with a diverse group, because those are the folks that will internalize those problems. emily: you have a fascinating background, because not only did you emigrate from spain, you

founded a rival to uber in latin america called cabifi. ade: i was a founding investor. and i had a couple of friends from stanford. it is a fantastic company, one of my friend and ceo is definitely giving a run for its money in latin america and spain. what makes a successful is the focus on the communities, where the drivers hav true pridee in what they do for the community, the region and for their families. and a deep understanding of the problem you are solving, in people you are serving. it has meant a huge difference for the company over the last seven years. emily: we have seen uber expand to other global regions, where it was not able to compete, whether it is china or southeast asia, and we just reported about uber in talks to purchase a middle east competitor, careem. how do you expect uber versus

others to evolve america? ade: i am not here today for cabifi, that would be more for juan to speculate, but what i can say is the numbers of the company, and in general the excitement of the company goes up month by month, so it is definitely a very important region for anyone. but we feel very good about where it is. emily: ok. adeyemi ajao, thank you so much. great to have you. owners,p, time's newtek the legendary magazine being sold to a silicon valley billionaire. this is bloomberg. ♪

emily: first it was jeff bezos buying the washington post, now another billionaire is buying a journalistic institution. this time marc benioff it his wife buying time magazine for $190 million. they will be unloading it from meredith media. a personal purchase, meaning it is unrelated to salesforce. why are they doing this? to answer that i want to bring in john cryan. he was president of cnn. and with me i have nico grant who covers salesforce and marc benioff. i was trading messages with marc last night. he is very excited. why are they doing this? crucial,hink that is

that his wife is involved. he has tried to pitch himself as a civic leader and i think you want to be part of the conversation, whether it comes to criticism of president trump and his policies, where when it comes to sharing his percussive values, he tends to be outspoken. one of the tenants of that is that he appreciates a free press. right now people on the left tend to -- the press as an important check on power. and i think when you see an institution like time magazine, he thinks that this is a perfect brand, perfect opportunity to save a news outlet that has been really great work. and give him an additional platform. emily: the power of time has always been in its unique storytelling of the people and issues that affect us all, and connect us all, a treasure trove of our history and culture, we have respect for their organization and are honored to be stewards of this brand, says marc benioff.

you have jobs in the atlantic, and as nico said, many of these magnates are not shy at all about the political views. what does it mean for this publication and the media? >> not sure if this has much to do with politics of the -- other than there has been a major trombone -- trump bump in covering what has been going on with the administration. time magazine has not had the resources to do aggressive reporting and investigation. and this may give them a chance to get back in that game. emily: the relevance of the magazine, though, has shifted. how much do you believe time magazine and the time cover still matters? jon: the cover, interestingly enough, has far more impact than the magazine itself. it still has a lot of cultural currency. the president cares about how many covers he has been on and

people talk about it a lot. and i think that they could do a lot more with it and leverage that power. i think this is really kind of a moneyball play by marc benioff. that is, he understands the power of artificial intelligence really well. salesforce has a very sophisticated in-house artificial intelligence program. and i would not be surprised if he was looking at time magazine as a very powerful brand that given the proper dose of artificial intelligence enabling it to understand its consumers and find new audiences, could become even more valuable over the next 20-25 years that the current editor said marc benioff has been encouraging them to think. emily: do you think they will run this as a business, or as a leader? nico: i think they will stay away from operational matters. they said they won't make editorial decisions.

at the same time, i think it will be important to them to make sure that time has the resources needed. they know they do not have the expertise, they are still partnering with meredith in making sure distribute and advertising will go forward. but regardless of any of the details, this is really the debut of marc benioff in some ways on the national stage. salesforce as in enterprise can be on the inside, but people around the country today are talking about marc benioff. emily: and he has been outspoken about his politics, about things like equal pay, he has been critical of facebook for example. jon, they are saying they will not get involved in the editorial decisions, but do you think that is really possible in this day in age, that their personal views could have no impact on the publication? jon: i think it is possible and critically important for the credibility of the publication.

they probably know that better than anyone. we have the example of jeff bezos with the washington post, there has not been evidence of him tampering on the editorial side. i think there would be a lot of noise, starting with the time magazine employees themselves if there was any kind of attempted interference. he knows what he has bought, one of the beacons of independent journalism that has fallen on harder times, and if he really wants to revive it he will have to arm them with the tools they need. they cannot afford to triple the size of their washington reporting staff, for example, and they can know more about their audience than they have ever known before, so they can invest in technology in order to get there. if he is smart that is what you will focus on. emily: would you expect to see this when it comes to other publications? there are other struggling publications -- fortune comes to mind -- will we see more of

this? jon: i think so. it is appealing on a personal level, but it also provides a legacy of sorts. when you have made a few hundred gazillion dollars, you are probably thinking what it is all going to add up to and what impact it might have. especially for those who understand technology and its potential to take brands to the next level and beyond, it may become irresistible for them to adopt one of these struggling publications. we see every day these giants of publishing looking to sell off individual titles. so i think that we are, i think that there are sellers in the marketplace and i do think that there will be more buyers. bezos's purchase of the washington post has not been without controversy from within and outside the organization, and the president has changed

his ire on jeff bezos and the washington post, could we see something similar here? nico: if it does, i do not think marc benioff would mine. but i think the big distinction that i see between those two is that amazon permeates every aspect of american life these days. and when it comes to salesforce, it is a much smaller player and he bought a national newsmagazine, rather than a tech magazine for instance, but this is ultimately a prestige play for him. this is a man who just sponsored a new transit center in san francisco to be named after his business. his company has the naming rights of the largest office tower that is west of the mississippi. so this is a man who really appreciate prestige and has a personal family history of these run out folks -- of these renowned folks in san francisco. emily: do you think we could see

a similar pattern in tv? jon: that would be interesting. maybe broadcast tv, which is the area of the business that is struggling the most, or maybe some cable channels. i hear from well-to-do individuals all the time who are interested in a buying the cable-tv network, because that is a tougher business these days. but time magazine itself was a bit of a vanity play, once it got going. at the beginning, it was a true startup in the 1920's, but eventually henry luce was using it as a vehicle to enhance his own reputation and pushes on politics. so the more independent-minded publication that we know today is very different from the one that he ran when he was alive. and nico, john kline grant, i know you will continue to keep us posted. that does it for this edition of "bloomberg technology." be sure to tune in tomorrow,

a makings founder jack m the announcement he will step down. we will have full coverage. i'm emily chang. this is bloomberg. ♪

>> welcome to "daybreak australia." shery: and i'm shery ahn in new york. >> we are counting down to asia's major market opens. >> the top stories we are covered in the next hour. donald trump promises a new move on china's tariffs. we are waiting. the uncertainty for the readily the markets, already u.s. stocks falling the most in a month and the dollar sliding. and