cow. cow. c...o...w... ...e...i...e...i...o. [buzzer] dangnabbit. geico. fifteen minutes could save you...well, you know. >> my mission is simple. to make you money. i'm here to level the playing field for all investors. there's always a bull market somewhere, and i promise to help you find it. "mad money" starts now. hey, i'm cramer. welcome to "mad money," welcome to cramerica. other people want to make friends, i just want to make you some money. my job is not just to entertain but to educate and teach you, so call me at 1-800-743-cnbc. why the heck weren't we selling off yesterday? what was it? the release of the old federal reserve minutes, where they debated ideas about how to keep the economy going a little bit.

something like that, helping the economy. jobs, what was it? today, of course, those minutes were forgotten and the dow soared 109 points, s&p climbed .81%. nasdaq surged. typical of what happens every single time with these minutes, and it is driving me crazy! especially after the dow closed above 16,000, and so many people have been left behind by this unabashed bull market. so i'm steamed. and tonight, i'm venting. i think there's a tremendous failure of imagination out there when it comes to the process of making money. so many people do a remarkable amount of obfuscation. they do little detective work that can lead to solid conclusions that, yes, indeed, can make you money. in some ways, this whole market can be explained by edgar allen poe's masterpiece, the purloined letter, and additionally his

singular beautiful tales of the detective stories. first, let's deal with the purloined letter factor. the federal reserve has been trying to figure out how to get this economy moving. it issues old minutes from previous meetings, issues them. come out at 2:00, right? they're all pretty much the same. people sitting around, smart people, talking about the best way to create jobs, spur new business formation and get people to spend more. that's what the minutes are, okay. and each month, pretty much like clockwork, the stock market trades down when these minutes are released. and suddenly everybody panics, they panic, why? because they panic when they read that the fed actually debated things. i mean, they debated talking about -- they debated changing strategy, and this is where the purloined letter comes in. the fed has said over and over again that the accommodative work can't be done until there's a lower unemployment rate. we just had janet yellen, the soon to be head of the federal reserve say she buys into this notion which happens to be the same as her predecessor, ben bernanke.

i don't know how they could be any clearer. yet somehow we twist these old meeting notes, right, the minutes, to find them at odds with their currently stated views. this exercise could not be more fatuous, and yet we do it every month. a meeting where target and dollar tree joined wal mart, kohl's and best buy in saying the consumer's struggling. that's not helping the economy. the consumer remains on the retail ropes, even after all that's been done to help her. i think we're actually looking at this problem entirely wrong. and we've got to stand the whole thing on its head. the fed knows this nation needs more jobs created and increase in purchasing power. right. we all agree with that? the fed knows the problem, it's too big for them to solve alone. it's doing its best at a time when no other part of the government is doing anything to stimulate jobs. the fed has hidden its agenda right in front of us in plain sight. it's just that so many people

simply refuse to see it. what's really needed? i think the fed is trying to keep this economy out of recession until we get bold action by the rest of the government to create jobs. i think the fed would love it if washington would embrace the natural gas resolution. natural gas powered trucks and cars for the vast vehicle fleets. while we can debate how much oil we have in this country, there's no debating we have a glut of natural gas. we have so much of this stuff we're literally burning off more than we can use as a natural byproduct of oil drilling. it seems so simple, doesn't it? the federal government stimulates demand for the fuel by buying cars and trucks that save the taxpayer money ultimately, which triggers orders for engines and a nationwide buildout of natural gas stations. the military should favor using natural gas powered vehicles to make our country less dependent on unstable foreign oil. but the religion of the anti-spending religion of the republicans has stopped this initiative from happening year after year. alternatively, now, i would have

to wonder if the president, maybe he'd be able to cross the aisle, call for a one-time only corporate tax cut, the international money that's overseas. the overseas taxes, and say cuts that rate to 10%. less than the current statutory rate to repatriate all the money our companies are keeping overseas to avoid a much larger tax bill. how about putting those tax proceeds, which could be as much as $1.5 trillion, into a gigantic infrastructure bank. lever it up, maybe 3 to 1. rebuild the roads, bridges, tunnels, you name it, we need to do it. it could be as successful as the interstate highway system. that was a republican project created by ike eisenhower in the 1950s when he realized that only federal spending was big enough to solve the country's unemployment problem back then. private industry wasn't able or up to the task. sound familiar? now, the federal reserve can't create jobs per se. it can't help start the hiring

needed to take care of some $4 trillion in identified infrastructure projects that are way too big for municipalities or private industry. that's up to the president and congress. only they have that kind of fire power. right now the parties seem incapable of doing something obvious like this corporate tax reform idea, even as i believe both parties want it done. and you have to stick with the idea that the fed can't let interest rates go up unimpeded. there simply isn't enough consumer spending going on as represented the last few days to justify a tighter fisted fed. yes, the problem is too big. the solution must come from other branches of government that are doing so much to frustrate growth, not create it. i think the fed's just waiting for the rest of the government to come to its senses and do something about the situation. until then, the plan's right in front of you just like poe's purloined letter. now, on the tails, if you're not blinded by the tapering, then you can play detective and come up with clues for making money every single day around here. let's take today so you know what i'm talking about. we've heard results from a whole

panoply of retailers. we can rerate and reorder the group from strongest to weakest. we know the consumer's tight-fisted. who does well in that scenario? companies who make private label store brands, the health and wellness like perrigo. that can go much higher. how much does a frugal consumer spend? well, don't they shop at amazon? how about stay at home and watching netflix? best buy says google. appliances are selling well, we buy whirlpool, the largest washer and dryer manufacturer. or jardon. it doesn't take a genius to find these terrific ideas. but it does take someone who isn't dissuaded by the taper obsession or the need to do homework in order to find the companies that are working, the costcos, the starbucks, they're working.

the fed's mission is like poe's purloined letter. it wants people to work as best as it can, which isn't congress wanting it to, don't outthink it. plus, a wee bit of estimation produces enough ideas daily to make boat loads of money. when in doubt, just quote the raven. never more be so obtuse as to miss the obvious ideas right in front of your nose. mike in virginia. mike, mike, mike. >> caller: boo-yah, jim. >> boo-yah. >> caller: hey, man, i got excited about chgg. i waited a couple of days like you always say to do and took a position around monday. i got in around $9 a share and it was down sharply today. oh, man, you know, so i'm just trying to figure out -- >> yeah, i don't know. you've got to stick with it. you've got to stick with it. it's ridiculously low.

it's trading like che guevara. like a confiscator of all your wealth. but i believe chegg has some value, the textbook network has value. i would not throw it away. i don't think it's going to be like a lifelock, but i do believe there's value here. i don't think you should get dissuaded. i don't know if you should buy more, but don't sell it. michael in florida, mike? >> caller: jim, boo-yah from florida, my brother and dad in phoenix, arizona, are also fans of your show. >> thank you. tell them thank you. >> caller: cramer, i've got to ask you, i got a sweet tooth this holiday season and i'm looking at kndi. they recently came out with earnings last week, what are your thoughts here? >> yeah, i looked at that company. it's interesting, and i've got to tell you, as good as it is, it's up a lot. why not go with polaris, why not go with best of breed? just had some new data coming out the other day about indian motorcycles selling well. my favorite, polaris, don't be dissuaded by the price tag, it represents real value.

when in doubt, refer to edgar allen poe. of course, do not outthink the fed. it's right there, a letter right in your face. "mad money" will be right back. coming up -- x marks the spot? it may be one of the most revolutionary devices to ever hit your living room, and it goes on sale at midnight tonight. but does the xbox 1 have what it takes to launch microsoft back to the front lines of innovation? plus business travel is a quarter of a trillion dollar industry and concur is turning it upside down. is it time to hop aboard? then the biggest names in health care are calling on the cloud to treat their data needs. and veeva systems is on the front lines. is the company strong enough to support the surge in patients? don't miss a second of "mad money." follow @jimcramer on twitter. have a question? tweet cramer #madtweets.

send jim an e-mail to madmoney@cnbc.com or give us a call at 1-800-743-cnbc. miss something? head to madmoney.cnbc.com.

tonight, the single most revolutionary device ever to hit your living room will go on sale. this gadget is the ultimate in in-home entertainment paradise. it remembers your voice and does what your voice tells it to do. and a video social component that is so advanced, it might never be equalled. yep, at midnight tonight, microsoft's xbox 1, an artificial intelligence marvel, hits the stores. and people will be lining up for hours to get this long-awaited new iteration which even its rivals agree is an amazing console. one has to ask, hmm, will its ceo, the man behind it be enshrined as some sort of technological hall of fame? nope, not at all. in fact, in an irony so quizzical it's difficult to get your arms around, the ceo

responsible for xbox one is widely derided as one of the worst in business. more a candidate for the wall of shame than any hall of fame accolades. steve ballmer is somehow more reviled than revered. one that with $300 billion in market capitalization has to be considered a success. and this is not just within the industry. this has become a pop culture thing now. on last night's episode of "south park," ballmer's assassination by an angry and disappointed bill gates was a major subplot. not only is steve ballmer viewed as a failure in his time at microsoft, he's sealed his deal where he says he recognizes that he's the person standing in the way of microsoft's progress. quote, maybe i'm an emblem of an old era and i have to move on. what was keeping microsoft from succeeding in this new world? quote, at the end of the day, we need to break a pattern. face it, i am a pattern.

and so even he admitted it was time to go. was ballmer too hard on himself? not to execs i talked to at dream force. to them he is a befuddled fool who didn't see cloud, didn't see social, didn't see mobile coming. and he thought he could ignore it or somehow build it all into xbox one. what i would ask these executives offline, what is the biggest nightmare? they almost all said the same thing, that they, too, would be a pattern that needed to be broken. they might wake up one day at 57 and find out that they are steve ballmer ii, blocking, standing in the way of progress, resisting innovation, carrying their own edifice asunder. perhaps because steve and i were friends at college, in my heart of hearts, i know he's a great guy. i find this whole exercise, including the one that steve's performing on himself, kind of ridiculously harsh, at least by the standards that most executives play by.

microsoft's up about 40% for the year. s&p's up 2%. microsoft is up more than the other old school tech companies. why aren't we calling for the heads of other chief executives? why does john chambers at cisco always seem to get a pass? certainly isn't because he's done much better than ballmer. cisco stands at $21, ten years ago, traded at $23.50 and that's despite tens of billions of dollars wasted buying the stock back at higher prices. microsoft has a much better return especially when you consider they pay hefty dividends. why is he so derided, so ridiculed? because tech is different than any other kind of industry. you fall behind in any other business, you can catch up with some smarts, good execution, not in tech. ballmer's microsoft got left behind by apple, amazon, facebook. failed to exploit the web, mobile or social to the satisfaction of the marketplace. here's the bottom line. to me, yeah, it is a little harsh. i want more heat on the other guys who aren't delivering.

plus, any other industry, he'd be lauded as a tremendous innovator. nevertheless, the market has spoken. the stock did rally after a bad earnings miss. if you don't mind, can i say as the keeper of the "mad money" wall of shame, i'm proud i never put ballmer on it. he just doesn't deserve the disrepute and infamy that even he seems, in the end, to embrace about his role at this still great american company. paula in florida. paula? >> caller: boo-yah, mr. cramer. how are you? >> real good, paula. how are you? >> caller: i'm doing well, thank you. and thank you for all you do. i'm a new watcher and i enjoy your show. >> that's great. >> caller: i'm a new investor. i inherited at&t at $37.75 per share and it makes up about 16% of my portfolio. i'm reading all these reports about it, and all the analysts, and i want to know where is it going and what do i do with it? >> well, it's not doing much at all. it's really much of a yield play.

it's got to show some genuine growth. maybe it needs to make an acquisition. paula, i've got to tell you, it's the equivalent of a bond with a little more upside. as long as you're comfortable with that, stay long at&t, otherwise, there's a lot better stocks out there. gamers across the country will be lining up for the xbox tonight and they have steve ballmer to thank. but it's time for us to turn our eyes on to the other guys who are delivering far less than steve ballmer did for microsoft. stay with cramer. coming up -- cloud care. the biggest names in health care are calling on the cloud to treat their data needs, and veeva systems is on the front lines. but is the company strong enough to support this surge in patients? find out when our weeklong series "invest in america: defining the future" continues. and later -- eye for innovation. warby parker is changing the way we see eyewear.

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dream force conference in san francisco, i told you that the cloud computing revolution will not be televised. it's all about helping businesses do things better for less money, which has nothing to do with capturing the imagination of the broader public. that's why all week i've been trying to draw your attention to the red hot cloud stocks you might not know about. stocks like veeva, that's the cloud-based software play that came public nearly five weeks ago and shot up 85% on its first day of trading. veeva helps pharmaceutical sales reps. it's like a big bio pharma, a big pharma version of workday, wday which you heard about earlier this week. and while veeva is expensive, it has something that many other cloud-based software plays do not have. veeva is profitable. it has no debt, and the company has a major runway for growth. veeva trades off the possibilities and the opportunities, not off the price to earnings multiple. at dream force on monday, i got to talk with peter gasner, the co-founder and ceo of veeva

systems. take a look. >> peter, there was a way that your industry that you're in was kind of been able to get sales. it was kind of one-on-one, go out to dinner, do you like my product. you have revolutionized the way that drug companies interface with physicians. >> yeah. you know what, what we're doing, this category of software called industry cloud. we're bringing cloud computing, technology, to very specific industries that need very tailored software. in this case, life sciences industry. they had old technology, client server technology. >> meaning an oracle technology, frankly. i'll say it, you don't have to. >> it could be oracle technology, legacy client server, often on these very old windows laptops that are ten pounds and they would go out and try to use this technology to explain to doctors about what their products were. just completely outdated. so we took these benefits of

cloud computing in our case, you know, life sciences. our customers are like amgen, pfizer, merck, et cetera. and we made this cloud software that's on the ipad and they can go out and educate doctors much more efficiently. we're a good example of somebody who is helping a specific industry. in this case, life sciences industry transforms the way they're doing things. >> now, a lot of the older companies have -- let's say they've been somewhat troubled and had to lay off a lot of salespeople. but their sales don't seem to be hurt. your software making the salesperson more efficient? >> yeah, that's what we're about. we're about helping our customers become more efficient and more effective in their most critical business processes. and that's a key point. we don't focus in sort of poor recordkeeping, you know, accounts payable, hr type of things. we focus in these business processes where they're trying to bring new drugs to market faster than before, trying to commercialize their products

before the patents come off, and trying to keep in compliance with government regulations around the world. so that's what we focus on. we help them do things faster and more flexible. when you think about it, today they're stuck on client server software, what i call pre-internet software. it was installed on a server seven years ago. when it was installed, nobody knew what the sunshine act was, for goodness sake. >> doctors can't necessarily take soft money, so to speak, to be able to use certain drugs. >> right. this sunshine act is a new u.s. government regulation to provide transparency into how doctors are receiving funds from the life sciences industry, which is a good thing, transparency. but your software, your technology needs to enable that. that's why people are moving to this cloud software to keep them up to date. >> let's talk about profitability. there's a lot of talk about bubbles everywhere. your company only needed $4 million to get going, and you're making money. >> yeah, we're doing things the old-fashioned way.

we feel like if you're going to sell lemonade, you better charge more than the cost of lemons. we've been profitable since our third year, consistently cash flow positive and we've also had high growth in profitability. and that's really a unique combination you don't see in cloud. but it's possible in this industry cloud because we know exactly, you know, who we're trying to serve. our customers, we're trying to help them be successful. we know we want to make software exactly for their business needs, and we know who we're trying to market and sell it to. it's not confusing, it's a nice simple business and therefore it allows us to be profitable. >> i always try to figure out what companies are levered to. more regulation of the fda, more creation of life science companies? we've had a real boom in ipos. >> yeah, what we're levered to is really the industry and this new movement, this industry cloud movement. as we get more and more life sciences customers using our software, our software gets

better and better, and we start to generate unique data about the industry that we can sell back to the industry. so we're -- the thing to know about veeva or industry cloud in general, is it's actually in the very, very early days. it's somewhat a little bit less predictable and quite exciting. >> well, one of the things that i've discovered about legacy systems, they're a bit pernicious. they're deep down in codes for that company. it's expensive to pull out. when a deal is over for the legacy, is that when you do best? because you can't really rip out these legacy systems. >> well, we actually do replace them. but you're right, it's not easy. there has to be a need to do it. there has to be a major need. usually might come from the top in the organization where they need to transform. >> right. >> and that's where we come in. and it is some heavy lifting, but we like it. >> where are you? idc recently did a study that says that if you continue the pace, you could pass oracle, but oracle's still the big daddy in

the industry. >> well, oracle is a big player in the industry. but we're actually number one in our segment of cloud computing into life sciences. we're doing something different than oracle. oracle, maybe they're on the client server installed software, this industry cloud is kind of a different thing. more specific. >> let's use an old line pharma company that i will tell you i love, i think they're brilliant but they've been having trouble developing new drugs. what do you do for ely lilly? >> great company. they use all three of our product lines. where we started was helping them revolutionize their field force globally. it's a global company. they have people in japan, europe, china, u.s., et cetera, we're delivering them a salesforce automation tool on the ipad that their people can walk into doctors offices around the world and show the benefits of their product, educate those doctors, so doctors can provide their medicine effectively.

that's the biggest thing we're doing. >> but the veeva network would be able to indicate where their return on investment is coming from. >> that's the next thing with eli lilly, is the veeva network product. that allows them to target the physicians more effectively. >> last question is a little difficult. you came from salesforce.com. people don't understand a lot of the dream force companies are on the salesforce platform, they have still connected to sales force. what are you doing with benioff? >> well, mark and i have had a relationship -- >> you worked there -- >> i worked there for ages. but in terms of veeva and salesforce.com, we leverage salesforce.com for the core platform. we wanted to focus on this very tailored applications and have salesforce focus on the platform, the security, customization, integration. it's a much better way of doing things that allowed us to leverage and go faster and allowed salesforce.com to build that ecosystem. >> well, congratulations for a successful ipo and making a lot of people a lot of money and

making money for the company, which i think matters tremendously. founder and ceo of veeva systems, it's a real life profitable company. stay with cramer. tomorrow, kick off the trading day with "squawk on the street." live from post nine at the nyse. >> we want to call him and see what he launched. >> it sounds like a spaceship. maybe they just launch.

it is time, it is time for the "lightning round" on cramer's "mad money." rapid-fire calls, i tell you whether to buy or sell. we play until this sound and then the "lightning round" is over. are you ready skee-daddy, time for the "lightning round" on cramer's "mad money." i'm going to start with greg in ohio. greg? >> caller: boo-yah, jim. >> boo-yah. >> caller: i'd like to -- >> love it! >> caller: ticker mtk. we bought in the low 90s and right now around 160. it's been one of our best performers and our biggest

holding in the portfolio. is now a good time to clip some gains? >> hold on to that. i cannot believe how good that is. these are remarkable companies that keep going higher. walgreen and cvs are also good. may i go to charlie in pennsylvania? charlie? >> caller: yes, jim, i was reading your great book "getting back to even," and your timing and insights were impeccable. >> thank you. thank you. i kind of nailed that, but thank you. >> caller: yep. i'm looking at a stock that's doubled in the past four years with a 5% increase. >> that's the ideal kind of bank to own, because they do better at slightly raising interest rate environment, which is what we have, and not in the cross hairs of the federal government which is what we also have. i say -- >> buy, buy, buy. >> john in new york. >> caller: professor cramer, how are you? >> real good. how about you, partner? >> caller: fantastic. i've a got to let you know one thing. you're in my house for breakfast in the morning and you're in my

house at dinner time at night. >> well, let's vary up the menu a little. thank you. >> caller: listen, i've been staying long on a couple of things, and one of them i don't want to bother with, which i love, vgs and number two, my favorite that's gone down, they're coming back up. boardwalk partners bwp. >> yeah. i have to -- let me opine on the boardwalk partners. i think it's okay. you know, these mlps, got to be very careful in the rising rate of environment. they've become really, really difficult to own. my charitable trust has been buying line, higher yield, with the deal closing in about three weeks. i think it should be a better buy than that. may i go to adam in florida, please, adam? >> caller: hi, mr. cramer, this is adam from the university of miami. >> wow. see what we're getting, man. >> caller: energy services,

ticker cjes. >> good company. good company. you know, let me see, i've got to tell you, if i'm going to be in that business, i can't rave about that. i can't rave about it because transocean system did good things today. i want to be with an oil company, i want to be at nbl. that's where you should be in the process. and that, ladies and gentlemen, is the conclusion of the "lightning round." >> the "lightning round" is sponsored by td ameritrade. coming up -- eye for innovation. warby parker is changing the way we see eyewear. they've slashed the price of your prescription by cutting out the middle man. tonight, cramer gets a read on how disruptive this could be when he goes off the tape.

all right. we keep hearing there's a bubble in the cloud computing stocks. you know what, honestly the valuations here have gotten pretty bubblicious. but sometimes the opportunity is so big, it simply can't be contained by the price to

earnings multiple analysis we like to do on the show. something i saw over and over again at dream force, the big tech conference we went to on monday. consider cnqr. here's a $5 billion company that provides corporate travel and expense management software through the cloud to over 15,000 businesses, growing fast. concur trades at 19 times next year's earnings estimates. that's incredibly expensive, even with the 20% long-term growth rate. but when you consider that these guys have the best travel and expense management software out there and that any business can access their stuff over the internet, the potential opportunity is pretty darn huge. and as expensive as the stock is, up 42% for the year, it's still down about 19 points from its high. and these stocks trade on these kind of opportunities. we may look back in a couple of years and think these levels were a steal. now, dreamforce, we got a chance to talk to the chairman and ceo of concur technologies. now, remember, think about the opportunity. take a look.

>> see, i've been talking a lot about disruptive technology. how the ecosystem is being upended by outfits like yours. what are you doing to change business travel? >> we have this amazing company, that's growing at increasing growth rates every year. >> accelerated revenue growth. >> accelerating revenue growth. and we're focused on how do you make business travel a better experience? we focus on a initiative we call a perfect trip, which is designed to make sure you and i, as we travel, it's a better experience for us. whether it's from the booking perspective or how we manage that trip while we're on the road or ideally, wouldn't it be great if you never filled out an expense report? if it's filled out for you? we're focused on how to make the entire business trip better. >> but this is a company initiative. i don't want people to think this is price line. >> the way to think about it, think about what price line has done for consumer travel. amazing innovation, amazing shareholder return, and we're focused on business travel, trying to drive the same kind of innovation and return for our customers and for our shareholders. but the difference is that corporate travel is literally

two x the size of consumer travel. >> that's why we're in a situation where the adjustable market is much bigger than people realize. >> we're talking about a business. concur, we've got decades and decades of growth ahead of us. think about us as a business that could easily be tens of billions a year in annual revenues. >> the analysts, some of them, have been critical saying you're spending too much, investing too much. given that addressable market, can you invest too much? >> it's almost impossible to invest too much. look, we are as focused on driving great return on invested capital as anybody else is. and the difference is that when you think about where we are in the early stages of our marketplace, we have 20,000 customers. in an addressable market of a million plus customers. we're so early in the market penetration of our opportunity, it makes sense to invest. a small amount of investment today for literally billions of dollars of revenues down the road. >> sap oracle have a model. one size fits all, one stock

fits all. i look at this one and i think maybe benioff was behind this, but there's just each segment has its own element. and you're travel, you're leisure. >> and i think mark and his team have done an amazing job really focusing on the value of cloud computing for corporate customers. he's got the sales cloud, service cloud, marketing cloud. the difference is, this is a marketplace that so large it would take us the next two decades just to focus on this market. >> you don't need to go up against workday to be successful. >> this is a big enough opportunity. >> i think this tripling product. i went the apps. the app, you can see it all in the app store. this tripling product, next level for you. >> yeah. i think trip link, we have two corporate goals. we want every company in the world to process their expense reports on concur. we're making great progress. 20,000 customers, on our way to hundreds of thousands. the second objective is why

can't we make the travel distribution system more efficient? today it's a ridiculously inefficient model. would have cost tens of billions of dollars a year to move to a buyer like you and i without understanding what our preferences are. what we think is the right approach is to say, look, how can we add value to that approach so when we present a recommendation to you, say, jim, here's a hotel that would make sense to you. based upon your spend pattern, corporate policy. and trip link is what enables that. >> it wouldn't be that flexible. >> you couldn't. in fact, the reality is you need an open platform, the unique cloud which allows us to innovate on top of it, but think about the world, it's an amazing place and you've got so many incredible companies that are driving innovation. why can't they drive that innovation on top of great platforms like concur? and we're opening up our

platform to enable. >> i've seen people falsify receipts. i've seen people put in for much too much. i have to believe that one of the great benefits of concur is elimination of -- close elimination of fraud. >> you're right. your instincts are exactly right. i'll give you an example on that. i want to make sure you understand. the vast majority of people in life are really nice, amazing people, they do the right thing. every once in a while you've got the bad apple who will do something wrong. we've seen companies who buy our product, they will see their expense behavior change literally overnight. we would see customers with expense reports being padded enough to buy cars and the like. that's a ridiculously hard thing to do in automated travel. >> you're the one that is actually getting into the oil and gas revolution. you're doing oil and gas? you're doing that industry, that vertical? >> it's a great vertical for us to serve. you think about the amount of travel that occurs in that vertical and how much of that is

not only last minute but automated. less than 10% of the world's companies automate the expense reporting process. go back to 1950s, think about the number of companies that automated payroll processing. most payroll is actually done by hand, right? >> hand. >> today, can you imagine any company not automating payroll processing? oil and gas happens to be a great vertical to focus on. >> is that because where people go in the bakken, or is it west africa? >> all over the world. and you want to bring in travel content from every corner of the world. we have this great company called clear trip. it's integrated into the cloud, so every major hotel you want to go stay at in india has integrated clear trip into our cloud. >> i want to talk about the notion of collaboration. i grew up in a zero sum world. if you're doing well, i'm doing badly, that's very much of wall street world, by the way. here there seems to be frenemies, collaboration, you don't seem to want to destroy each other.

>> the reality is, you think about how much of the world's problems are not really solved and we happen to be focused on a little bit of it in the technology world and in our space, even smaller, travel in the technology world. the reality it's a zero sum game is ridiculous. and what we're finding instead is that the more you open it up, the more you open up the platform. what's amazing is the amount of innovation that happens. today, we opened up the concur tne platform about a year ago and a half ago. today we have about 200 developers building great apps on top of it that we would've never gotten to. who's benefitting, though? our customer. anything from generic, not generic, but broad-based uses to specialty uses. >> aren't you competing against people to get these people? there can't be that many smart people around. >> come on, the world's an amazing place. so, yeah, we're competing. but what we are focused on is a very specific market called corporate travel. so anybody that wants to build applications for corporate

travel, what's the best place to go to innovate and drive distribution? concur. >> that's terrific. totally right. fast-growing. and yes, i'm still addicted to accelerated revenue growth. you've got it. thank you so much, sir. good to talk to you.

you don't have to be a pure technology company to come up with a disruptive innovation, to be a game-changer. there are plenty of other

industries that are just begging to have some outsider take the market by storm, change the way business is done in that market. that's why tonight we're going "off the tape." not with a publicly traded stock but with a privately held one, warby parker, and that's a way that is changing how people buy glasses. right now if you want to pick up a pair of high-quality prescription glasses, they'll set you back anywhere from $300 to $700, because a handful of large companies control pretty much the whole market. enter warby parker, where you can get stylish, high-quality glasses for as low as $95. either from the website, which was the original model or the newer showrooms. they've done a terrific job of using social media to help figure out what the consumer actually wants and they've raised money from mickey drexler of j. crew fame. i definitely think you should keep an eye on this guy. i've got to tell you, when i heard that drexler was in and i looked at the stuff, i said we've got to have him on. but it is still privately held. let's take a closer look with

the co-ceo and co-founder of warby parker. mr. blumenthal, welcome to "mad money." >> thanks for having me. >> i've got to tell you, neil, i was out west and people were disrupting oracle and disrupting s.a.p. and disrupting microsoft. who are these nameless people that you're disrupting? these companies that are charging too much versus what you're providing. >> i think it's more what rather than who. but it's the idea that shopping should be fun and you should be able to walk out without feeling like you got ripped off. $95 instead of $400. >> why? first thing i said, how can those other guys get away with it? is the answer that it's just always been that way and that's maybe enough? >> i think so. and i think a lot of the big guys sort of hide behind fashion brands that they license. >> right. >> they're licensing these brands and paying a fee between 10% and 15%. since we do it under the warby parker brand, we're able to give that directly back to our customers. >> now, i talked to a lot of technology companies, they're always afraid, drop box is worried about box.

does warby parker have to run scared because someone else can invent these and sell these for $85? >> i think that's why we focus so much on building a lifestyle brand. a brand is really defensible. we'll never be the cheapest out there, but we'll always provide sort of the most value. we're doing italian acetate, five barrel screws with teflon coatings and much greater quality than you'd expect for this price. but it's also just about what warby parker represents. ultimately these are accessories you wear, so they have to be part of your identity. >> so there's fossil, we like that name, there's toomey, which is a made up name, and warby parker which is a made up name. >> warby parker comes from two early jack kerouac characters. now, naming a company has to be the hardest thing on the planet. so my co-founders and i went through 2,000 different names and we kept coming back to literary heroes and my

co-founder -- >> what was rejected? moby dick. >> i think there was moxly and it's just like -- there were some bad ones. but dave had wandered into a new york public library exhibit on kerouac, and they had two characters that had never been published before, warby pepper and zag parker. so combine the two, we were at wharton at the time and getting our mbas. we asked 100 of our friends, and they loved it. but of course, being finance people, there were a couple that said warburg pincus. >> well, they're wearing tim geithner glasses there. how does mickey drexler find out about warby parker? >> we were actually introduced to him by somebody that works for him. and then we just started having lunch, sort of hit it off, i think he was excited what we were doing, especially combining sort of selling online with eventually sort of bricks and mortar, and thought we were being pretty innovative and loved the brand. >> now, have bankers contacted you?

because i'm sure someone -- the success of fossil, the success of toomey, the success of michael kors, i'm sure someone right now wants to back warby parker. >> we have had conversations with banks, all preliminary, i think it's relationship building for us, and for them. what's great, they're great at giving us a bunch of research on the industry. that's always helpful. >> they're doing it their way and you're doing it your way. congratulate you. you have a great, great concept. i've paid too much myself. that's neil blumenthal. check the website, buy the glasses. can i take back the ones i bought for $400? stay with cramer. i'm beth... and i'm michelle.

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customer erin swenson waordebut they didn't fit.line customer's not happy, i'm not happy. sales go down, i'm not happy. merch comes back, i'm not happy. use ups. they make returns easy. unhappy customer becomes happy customer. then, repeat customer. easy returns, i'm happy. repeat customers, i'm happy. sales go up, i'm happy. i ordered another pair. i'm happy. (both) i'm happy. i'm happy. happy. happy. happy. happy. happy happy. i love logistics. keep up with cramer all day long. follow @jimcramer on twitter and tweet your questions #madtweets. a real estate giant on the run after being accused of defaulting on millions of bank loans and wiping out his investors. the search is on for the man and the money tonight on the season finale of "american greed." what a great year it's been for that. now, we had high-profile disappointments. ross stores, a rare guide down.

take a hard look at that before you give up on it. it's a great regional, national story. and then the fresh market. that took my breath away. that was a real guide down and a cut. the price cutting in that natural and organic section of the supermarket business remains very powerful. i'd like to say there's always a bull market somewhere, i promise to try to find it for you here on "mad money." i'm jim cramer, and i'll see you tomorrow. paragon of efficient government spending in oregon. >> he was, within the state prison system, considered a hero. >> narrator: he saves the state department of corrections millions of dollars a year feeding the inmate population. but according to the fbi, monem is taking a little taste for himself. >> he committed bribery, money laundering, and a host of crimes. he stole at least $1.2 million from the taxpayers. >> narrator: but by the time the fbi tries to get him to face up to his alleged crimes, he's on a plane across the country. >> and before we could unravel it all, he was gone. >> narrator: and later, the father-and-son team of juan and harold rangel are the toast of the latin american community in