carol: welcome to "bloomberg: businessweek." jason: we are here in new york. carl: in this week's issue, a new product that plans to get superhero like powers to the masses. jason: in the next biggest thing in social media. anyone under 15, we know you are watching, probably already knows about it. carol: and the global cover, is inflation dead?

this new era is confounding economists and calling into question the independence of the federal reserve. >> the fed is having a series of conferences culminating in chicago. it is calleded listens. it is a combination listening tour with a talk to people of -- with talking to people of all walks of life and economists. they are trying to figure out what they are doing wrong. it is not just inflation by the way, it is broadly monetary policy, but inflation is at the heart. >> that leads us to an important point, monetary and fiscal policy. monetary being what a central bank does and fiscal being the

government, tax and spending. we have an administration that would be very ok if those two were done a little more hand-in-hand. there is a case to be made for that. >> lefties hate donald trump, and yet share some interest. both of them believe the economy can run hotter. trump is all over jayowor what he says is throttling the growth we deserve, holding back the stock market. with trump very little also believe the economy can run hotter. so the fed finds itself being attacked two very different -- from two very different directions. jason: running hotter would basically mean do not raise interest rates or cut them. that would mean the unemployment could fall.

>> maybe people are ok with at. carol: but this idea of combining federal reserve policy, the idea of giving up the independence and working with congress, or something, or the government on fiscal spending policy. >> larry summers is one of the people talking about secular stagnation as a persistent chronic threat. kind of saying that the fed alone cannot tackle that. there is a chronic shortfall of private investment demand. more savings in investment that pushes interest rates down and the government can come in. by spending more, investing, soak up some funds. put a floor under the interest rate. carol: we talk about that with infrastructure. there is all of this private

money waiting to be put to work, and yet the government has not moved. >> one thought is that you could crowd in. by having more government vstment, rather than crowd out private investment, it might induce investment. jason: taylor riggs is here with another look at low inflation. >> lowflation. this is interesting because despite all of the comments from the federal reserve, we can see their target or 2% inflation. white here is , their preferred measure, you have janet yellen and jerome powell. cutting rates and not eve al to push inflation off. even to 1.8%. conundrum. what do you do? carol: exactly right.

up next, spies and refugees make bogota, the new casablanca. jason: and the new risk all nuclear power plants face thanks to climate change. carol: this is "bloomberg: businessweek." ♪

carol: welcome back to "bloomberg: businessweek." jason: join us for bloomberg everyday on the radio. and catch up by listening and subscribing to our podcast. carol: and you can find us online at businessweek.com and our mobile app. mercenaries, spies, double agents and refugees are all gathering in bogota. jason: the troubles in venezuela are turning the colombian capital into something like casablanca.

carol: seemingly everyone is trying to help or take advantage of the crisis. >> something like 1.3 million immigrants have moved. refugees have left venezuela. next-door neighbor. moved toolombians venezuela when it was rich, oil paradise. columbia is relatively stable, i don't want to overstate that. jason: after years of being the opposite. >> that is right, these marxist guerrillas. farc. suddenly, you have a country that has come into its own in a position to be welcoming of refugees. unlike syrian refugees in germany, they all speak the same language and have a similar culture.

there has been a generous opening of doors. carol: immigration has never been an issue, correct? >> they have never passed an immigration law because nobody wanted to move there. carol: he says that if this continues, venezuela will surpass syria in the scale of its crisis. >> it is amazing. if this situation with maduro continues, they will reach from 3 million 6 million refugees. jason: this is much bigger than those two countries. united states has taken a strong stance. how does the rest of the world play into this narrative? >> great question. i think there are several key points in the world today. north korea, syria, venezuela is not alone. it has really become a central

superpower rivalry hotspot. the russians are really resisting the american effort, the trump administration, which does not have an active foreign policy, has taken a deep interest. jason: why do you think that is? >> several reasons. the whole shift in the region which was focused on leftist populism has begun to shift. cuba,, argentina, peru, venezuela. that fits with the ideology of this administration, which is very conservative. a great believer that socialism has seen its last days and that the united states need to help push it out of the region. there's also the revitalization of the munro doctrine. without any sense of it being old-fashioned has said that we need to say that maybe not in

syria we will not be dominant but this is our region. we cannot let the russians show us around here. and with more work, we can get the cubans to play a big role. and in nicaragua. john bolton has picked a venezuela, nicaragua, and cuba troika. us play a role in turning the region around. jason: nothing dangerous could be named pizza bottom, right? carolwe have got an interesting map that shows the u.s. nuclear power plant that may be facing risk. jason: and if you look at the red dot, those are the real danger zones. it incorporates the number of flood risks that were not incorporated. you can see a lot of nuclear power plants and a lot of red. carol: conditions have gotten worse because of climate change.

more on this from chris. >> the whole point of the exercise is post-fukushima u.s. look athe , what is the most extreme event that is possible enough that it is worth accounting for? the industry makes a point that, in any industry, there is always a question of how safe is safe enough? no perfect answer, but at least they are trying to get the data. give us your best guess about what kind of flooding. storm surge flooding. rain flood. ice flood. the criticism is not around the process, so much what happened -- so much as what happened afterwards. in january, the commission said the steps taken to address these updated risks would not be mandatory. they remain voluntary. critics say that is not good enough. jason: these guys are not deeply incentivized to give a worst case scenario.

>> to be fair, they have a pretty strong incentive to avoid a meltdown. in japan and germany, they can lead to the entire industry being shut down if public opinion sways against it. there is an insistence in this country and a reliance on regulation. what is important is it is an example of the way climate change makes regulation more difficult. you have the system of risks and costs and climate change and throws it off. you have additional risk getting worse but no one knows how fast. what do you want to do? you cannot reduce the risk to zero, how much can you spend for the marginal increase in safety?

carol: the owners have said that rather than redesign plans to address increased flood risks that it would be enough to store emergency equipment in concrete bankers. the commission agreed with the industry finding, saying emergency agreement was adequate. january, they rolled it would be -- ruled it would be voluntary. is there political pressure? what happened? >> five-member commission, three of whom appointed by republicans. the current majority says the current system is safe enough. they do not have evidence that is necessary to impose this requirement. two minority members disagreed. democratic appointees. there is this question of how much of that is just a function of the fact? how much of it is this new deregulatory philosophy we're seeing under the trump administration? it is hard to separate the fact from the baggage. the people who are saying this

is not enough tend to be environmentalists, i've talked to them at length, they know their stuff. but their frame of reference is the priority of safety. for industry, arguably shared by the current commission, frame of reference is, let's keep this working. this is a tough time for nuclear, they are under pressure from natural gas industry and from environmentalists. new industry has never won navorite withdustry has never environmentalists despite their claim that they provide more carbon free energy than any other source. that is true. that has not gotten the many -- them many points. jason: up next, we are able to keep phones secure, but cannot do the same thing with handgun. carol: and a french tycoon host -- hopes lady gaga can turn his year around. ♪

jason: welcome back to "bloomberg: businessweek." carol: you can also listen to us on the radio on sirius xm channel 119, and on a.m. 1130 in new york, 106.1 in boston, 99.1 f.m. in washington, d.c. jason: a.m. 960 in the bay area, london on dab digital, and through the bloomberg business app. carol: in the technology section, why we have smartphones but not smart guns. jason: firearms makers have resisted digital innovation that could transform public safety. >> the clinton administration cut a deal with smith and wesson, one of the oldest gunmakers in the united states. they said they would put in 2% of revenue, a substantial sum, into finding out whether there was a research path for smart guns. the administration really supported this. the nra did not.

if this was said smith and wesson was being traitors, not loyal to the base of the nra. siding with the opposition. they put out a call to their members saying we don't support smith and wesson anymore. overnight, they saw sales plummet and were sold for pennies on the dollar. carol: there is a statistic that says half of gun owners with it -- within the u.s. are considering buying a smart gun. >> part of the studies is that orgizations.e from different there are some studies that come from lobbyists, but the reality is there is a lot of interest, but the people that are the most diehard proponents are either very opposed or very for it. we might have a lot of middle-of-the-road own might have one shotgun in their

home, they might feel a little more open to it. but then you have what we call super owners, people the 17 or -- with 17 or more firearms. those are people spending money. those might be the most loyal. if the nra says we are not on board with this, that is going to be difficult to sell. jason: tell us about some legislation came through new jersey. a lot of this hinges on that particular law. >> you are right. there was an effort to bring them forward in legislation however, the way legislation was written stated that if a smart firearm is available, it must be sold in new jersey. it would be the main firearm of new jersey. in california and maryland, there were relatively small gun stores that started carrying this one firearm that the nra

tested and found it was somewhat faulty. arol: a smart gun? >> yeah. it relied on rfid technology, a bracelet the owner would wear. they would try to shoot it and they said it would either be glitchy or faulty and would not work quite right. soon after, other reviews from less partisan organization found the same thing. they found magnets could unlock the gun, thereby defeating the purpose. you have these very loyal people -- see this law in new jersey that says you will make us have to buy this gun? and they really were very unhappy. they wanted the legislation done away with. jason: speaking of politics, i love this. on our podcast, we were joined by a pantsuit politics cohost. now she and her cohost

aims to talk about both sides of an issue in a respectful way. carol: to find some common ground. jason: here she is. >> because of my spirits, i --my experience in politics i thought i would do a podcast about women in politics. and i have all of these fabulous friends. i will start interviewing women. i did an interview, and i like to give answers more than ask questions. when beth came along i thought this was a good idea. we had good rapport and chemistry. we did a test run on kentucky politics. carol: terrific. you started how many years ago? >> 3.5. carol: what was the first podcast like? >> matt bevan had just been elected governor of kentucky, he was pretty trump. can i be honest? it was a good conversation in that it took off quickly. we stayed committed to just talking to each other.

the important part is the vulnerability between the two of us. carol: and you come at it from two different ways. you are more liberal and that is -- beth is more conservative. how do you keep it civil? this has become more difficult today in the u.s. and globally. >> we talk about this in our book. sauce it is acret , practice. it is not a one time you have a conversation. you're going to get it wrong, but your committed to the practice of listening. about engaging and curiosity. that grander vision about where we are going, instead of feeling like every time we have to come to an agreement about health care, that will not go anywhere. jason: and for more of our interview, check out our extra podcast. download that and subscribe at bloomberg.com. carol: in the finance section,

a french billionaire has had a tough year. implicated in a bribery scandal. jason: one of his companies shut down. carol: he is still the number one shareholder in vivendi. jason: it may help his family regain and hold onto control of that empire. >> vincent bollore is dynamic. he is a throwback. his style is going in with a minority stake. he's done this in multiple companies but the big one is vivendi. it is a media conglomerate. one of the biggest in europe, and back in 2014, he started with a small stake but exerted influence. he took over the board, became chairman, and now he has started

a strategy to try and build something modeled on disney. carol: they call him the smiling killer. >> has a reputation of being a tough customer when it comes to taking over companies. the big one he has done is telecom italia. it used to be the state-run monopoly and he wanted to use the distribution to put vivendi content. that will be familiar to a lot of us. it is universal music, youtube, lady gaga, taylor swift. it iso stuio canal, the biggest film production studio in europe. he had this dream of becoming a disney in southern europe, but it has gone sideways. jason: enter paul singer, not a phone call you want to get. elliott management.

>> yeah. for the last year, europe has been watching this amazing battle between the hedgfund manager and bollore. italia has loads of debt. 26 billion euros. you are dealing with an old technology. land lines in the age of global, it is tough. singer smelled blood and saw value. he wanted to go in and take the board away and then spin off the landline business. he has succeeded, he has won a succession of battles in taking control of the company. vivendi has 24-25%, but it cannot control the fate of this company. that has been a rare thing. jason: tell us about the kids and the roles they play. >> his 39-year-old son is now

the chairman of vivendi and his younger brother just went on the board. bollore has stepped down officially because of all of these problems. his daughter runs the electric car company and sebastian, the oldest, is involved with a gaming company. he wants to do nothing less, it is similar to the murdochs, he wants his children to pick up where he left off and his family has controlled, the wealth originally came from a paper company. they made cigarette papers. papers in bibles. he has taken this small company and transformed it into the empire. he wants to pass that on to his kids, but the question is investors want to know if they have the chops?

carol: up next, call it an apple watch or fitbit for your ears. jason: and the electric carmaker outselling tesla at a massive base. carol: this is "bloomberg: businessweek." ♪

comcast business built the nation's largest gig-speed network. then went beyond. beyond chasing down network problems. to knowing when and where there's an issue. beyond network complexity. to a zero-touch, one-box world. optimizing performance and budget. beyond having questions. to getting answers. "activecore, how's my network?" "all sites are green." all of which helps you do more than your customers thought possible. comcast business. beyond fast.

jason: welcome back to "bloomberg: businessweek." carol: still ahead in this week's issue, dominating the global ev market. jason: and lamborghini and bugatti both made big splashes at the auto show. carol: and in our features section, the entrepreneurial success story. jason: they have outfitted

presidents with hearing aids and are preparing a new product for people who don't even need hearing aids. carol: it is fascinating. >> william austin started a hearing aid company in his basement in the '60's. he had this vision that he was making money helping a guy and he watched what it did. he says he saw how a transformed -- it transformed a life and thought, if i'm a doctor, i can only change one life a day, if you're lucky. with hearing aids, i think it is a thousand times. literally, he has a vision, he sees this saying on the side of the bus. he sits on his bed and gives himself a pep talk. being a doctor is great, but if i want to change lives, i can bring hearing to the world. jason: they are rethinking the entire relationship and purpose of this thing. >> and everybody has always

thought of it that way. but austin says his first vision was in the '70's and again in '98, very clear that the future was not a hearing aid but a communications device. he thought if it is in your ear, you should get medical data and translate languages, and all these things that were not possible in 1998. here we are years later, that is what they are doing. what starkey has realized is that this is a good place to take body readings. jason: when you take your kid to the pediatrician, that's how they take the temperature. >> exactly. with bluetooth and other echnogy you can connect your phone to it. they looked at the various ways they could leverage the tech. chips, sensors smaller and , smaller, mostly because of your iphone, all of these are tiny.

they have turned it into a little computer. carol: this is a way to get so much information. >> they hired a guy who headed an innovative group at intel. they did drones, tip of the spear technology stuff at intel. you can think of it like a little iphone. you wonder now, and i asked him, are your competitors going to be apple or google? you're putting technology in a place apple was not thinking about. carol: this is a cool story, you can tell we love it. they also went through a tough time. >> some executives were caught defrauding the company. jason: just flat out stealing. >> $20 million. while on the payroll, recruiting

others to start a competitor. various things that are in clear violation of fiduciary duties. we're talking president, human resources chief, cfo. jason: a conspiracy. >> i refer to it as a palace coup at one point. that is not quite the right term. jason: trying to create their own palace. carol: by that happening, as they brought in a bunch of new senior executives, is this what is moving the company to the next stage? >> yeah austin and his divine intervention idea, he spends most of his time flying in a gulfstream around the world fitting low income people with hearing aids. he felt like that is what i should be doing but i lost track of the company. i fell asleep and look what happened. because of this, he flew back in, tore up the sea suite, brought in new people.

saying that was terrible, but it was meant to be, because otherwise, he may have found that three years later when they had taken a bunch of his employees, who knows. jason: staying in the features, americans think of tesla when we think of electric cars. carol: but warren buffett knows better. this chinese company is the global leader in electric vehicles. we have a chart showing projected sales and it is no surprise we expect ev to grow a lot. this goes out to 2040. what is significant is the chinese share. jason: that is why byd is such an important player. they have even bigger ambitions. >> byd is a big name, one of a few chinese auto brands that have taken off.

what is interesting is it is pumping out more plug-in vehicles, forklift vans, trucks, than any other in the world, including a company run by a certain twitter addicted south african. it has done a lot to amplify electric vehicles in china. carol: why hasn't it received more attention than someone who is on twitter an awful lot? >> for one thing, it is in china, a long way from english language media. byd doesn't really export cars outside china. th d export buses and taxis. the passenger car business is essentially chinese, so unless you are there, it is not something you are exposed to. and until recently, they have

not been in the glamour business. they are not trying to create status symbols. it is utilitarian, reasonably priced electric vehicles and they have been quite successful. son: take us to the beginning. the battery pieces. the origins. how do they become what they are today? >> byd started in the batteries business. mid-1990's. a chemist started it. ceo. the chairman and essentially, it was a company supplying batteries for nokia feature phones. laptops, cordless drills, gadgets that emerged in the the 1990's.in byd purchased a pretty troubled state owned carmaker, a really

small company. they were producing a version of the ford pinto, a bit of a joke. people were bewildered by the acquisition. but right at the time, and they are on record, they said they would make electric cars. we intend to make the cars and the batteries. that did not look like such a great bet until a little earlier when ev took off with byd at the heart of the boom. carol: a retailer breaking all the rules. jason: restaurants embrace the gig economy. workers call foul. carol: this is "bloomberg: businessweek." ♪

jason: welcome back to

"bloomberg: businessweek." carol: join us every day on the radio from 2-5 p.m. wall street. or catch up on our daily show by listening to our podcast. jason: and you can find us online at businessweek.com and through our mobile app. in the business section, you may be overwhelmed to ever step into one of these japanese retailers stores. carol: and that's just how they like it. the chain -- >> the chain bases itself on the fact that don quixote was unconventional and so are they. they are breaking a lot of the rules retail has had. when you think about large retail, consistency is something you impose. you have products in one location, you have them in 500. stores are arranged in the same, that is not the way it works. carol: chaos, it feels like. >> floor-to-ceiling sensory

overload. carol: you have been there? >> i have been to one in thailand. this is the made in japan phenomena. japanese love quirky, and this is quirky. it allows staff at each store to decide what the product mix ought to be, how to be merchandised, and even allow them to purchase on a local level. carol: like letting store managers fill out the product mix lets them react to their customers in real-time. >> it is a place where if your local market wants to have dried, sliced plums, you will have those. if your market is very fashion conscious, will give a lot more clothing. what they have done, they have expanded to singapore. in singapore, 80% of the store is centered around food.

that is different than what they do in japan, where it is 30%. what they discovered is people want food in singapore and like the idea of a lot of japanese snacks and things. it appeals to chinese tourists. they are crazy about japanese snacks. you can change and turn on a dime. it looks like the weather is raining, all of a sudden, store manager says bring out rain gear. not just umbrellas. if it is sunny, bring out all sorts of sun cream and umbrellas. it just gives you the ultimate control, as if each store is its own entrepreneurial outlet. carol: i think i saw a revenue number forecast, something like $12.6 billion. >> it is very large, not just a couple of guys. this is, in its own way, a very unusual, but disciplined, retail strategy.

by pushing decision-making as low as you can, it basically gets you closer to a consumer and makes the consumer want to shop there. and by having so much merchandise in a way that it is difficult to get through, you have built the sort of treasure hunt feel. carol: i love that line that describes it as a mashup of t.j. maxx, dollar tree, and the no-frills grocery with japanese eccentricities. >> it is this mishmash of retailing styles. but that is what draws people, it is unpredictable. carol: and the solution section, this is an app that restaurants can use to fill vacancies. jason: but the service is not free and some workers are not happy with the disparity in pay.

>> it is an app created to solve staffing issues but it is good for both as well. employers and employees. carol: how? >> it happens more frequently than you know, someone is a no-show. but there are crazy statistics that the average restaurant employee has less than one month in 22 days, and within 16 months, most will experience a complete turnover. imagine that. it costs close to $6,000 per employee. carol: that is not easy. >> to the rescue, this app called paired started by industry experts. started by a guy who knew what was going on behind the scene's

and a technology expert. you can get on the app and say i need a dishwasher, and within an hour, some people walk in the door. jason: how does this work? i am a cook or i'm running the kitchen. carol: how about you are the cook and i am running the kitchen. >> you say what you need and they have algorithms that match you with somebody who has experience similar to the restaurant. fine dining or small place -- they will match you with somebody who is in sync with your needs. carol: what will i pay jason and the dishwasher? jason: i thought i was a cook. carol: jason is doing it all. >> that is actually, there is an issue. they pay $20 an hour and most people in the kitchen are not getting paid that much.

jason: interesting point, let's say i dishwasher for carol. am a[laughter] i'm in the kitchen and my buddy does not show up. i show up. she goes on the app, recently brings someone in an island that this guy is getting 20 bucks an hour but only getting 15 or 16. >> you take your apron off and say i'm out of here. there are some things going on, you are not getting your taxes withheld so come april 15, you have a big bill, but it could definitely cause problems in the kitchen if people are comparing salaries. jason: speaking of apps, have you heard of kids singing and doing jumping jacks? carol: we will introduce that plus, the cars showed off at the auto show this week. carol: welcome back to "bloomberg: businessweek." jason: this is bloomberg

businessweek. ♪

carol: welcome back to "bloomberg: businessweek." jason: you can also listen to us on the radio on sirius xm channel 119, and on a.m. 1130 in new york, 106.1 in boston, 99.1 f.m. in washington, d.c. carol: a.m. 960 in the bay area, london on dab digital, and through the bloomberg business app. the next global big thing is made in china. jason: it is fun. >> tiktok, no relation to bloomberg's tictoc service, is an app that was a little bit like vine, little bit like snapchat. it basically lets kids to do live streams and music videos. big with the teens and tweens.

what is interesting is it is the first time one of these chinese internet companies has had a hit. jason: that is an important point. we talk a lot about alibaba, but those are essentially as big as they are. domestic chinese companies. >> the chinese market is so huge you can build a company just on the backs of those users. but what is interesting here is tiktok, which grew out of a chinese app, was grown through the acquisition of another company called music.ly. and if you are a social media user you have seen a deluge of ads trying to get you to check out this app. people are doing it.

in according to one analytics january trackers, it was the biggest app in the u.s., which is stunning. carol: 13% of all facebook ads that ran on android phones were for tiktok. >> this company has raised an enormous amount of money, mostly from chinese investors. the valuation last year with 75 billion, putting it in uber territory. carol: what is facebook saying? they have got to be watching. >> they probably have a room full of people watching this. during the analytic hearings, mark zuckerberg getting into an interesting exchange with a senator who is talking about his journey from the dorm room to becoming this tech mobile. he said only in america. zuckerberg said there are some impressive companies in china. obviously, he's talking about tencent and baidu. it is also talking about tiktok.

and last year, facebook created a knockoff service called lasso. it did not go anywhere, but shows they had interest. carol: tiktok has tapped into tons of data, using ai to maniuplate the data. but all of this information has caught the attention of regulators. >> it is not like they are just an american style social network, it really is chinese through and through. one of the ways it is chinese is it has this sort of data first idea. rather than focusing on social connections, the backbone of twitter, facebook, snapchat, it is focusing on ai and recommending content. it is also much more into censorship and privacy. there is no controversial content, it is not a political app.

carol: online, a reporter got a first look at the lamborghinis new car. jason: and here she is with lamborghinis ceo of the americas. >> the goal is to create a winger on the front number and on the rear hood where the car has more downforce, allowing the driver to be in the best conditions while driving. this has been further improved. so agility, speed, and ease of driving, and control. and control here is the big factor of the evolution. because we have the ldi, the lamborghini dynamic intergraph. it is an integrated vehicle assistance system that manages the entire dynamic behavior of the car.

the brain is not anymore a reactive, but it is predictive. this means that in this car we fit a lot of sensors with intention to read data and the attitude of the driver at the same time the car anticipates the steps of the driver. we used to say in lamborghini it was artificial intelligence. not at that level, but as already a step ahead of what we launched two years ago. and the suspension, the steering system, four-wheel steering system altogether and the active vectoring works together, managed by this brain, to give the utmost experience.

jason: and bugatti's head of americas showed hannah the limited edition car. >> the idea is to make something timeless. to connect the driver with the car without too much, too many items, but just the essentials. a design which will last forever. as you can see, this is the bugatti. you have some specific colors, you have the logo, 110, and the steering wheel is special. >> a unique shape. >> correct, like a formula one. you have for driving modes, and four driving modes, and very easy. maybe we can start? >> of course. >> it sounds good, very good. they will know you are coming. >> let's have an idea of the

sound systems. 16 cylinder. the only car with 16 cylinders in the world. carol: bloomberg businessweek is available now. jason: what is your must-read? carol: the story on hearing technology, it is a fascinating look at the hearing aid technology industry and of the man who built this incredible firm. created hearing aids for presidents, popes, celebrities, it is a fascinating story. jason: and looking around the corner, you start to think about that technology in an entirely different way. carol: yeah! yours? jason: tiktok, i felt so cool at home because my 14-year-old watches these videos. i felt pretty cool for being able to say i know the story. check out our podcast. carol: more bloomberg television

starts now. ♪

david: since you have been a leader in the house, you have dealt with three presidents. speaker pelosi: i completely and entirely respect the office of the president of united states. david: there was a tax cut in the first year of president trump's administration. speaker pelosi: this tax bill is a tax scam of the highest magnitude. david: would you call mr. mcconnell and say let's have coffee and talk about where things are going? speaker pelosi: i don't drink that much coffee. [laughter] david: you have been vilified by the republicans. speaker pelosi: once you get in that arena, you have to be prepared to take a punch. or prepared to throw a punch, too. >> would you fix your tie, please? david: well, people wouldn't recognize me if my tie was fixed, but ok. just leave it this way. alright. ♪