now it's got it working, jetblue. >> i'm melissa lee, thanks for watching. "mad money" with jim cramer starts right now. \s . my miss is simple -- to make you money. i'm here to level the playing field for all investors. there's always a bull market somewhere. i promise to help you find it. "mad money" starts now. hey, i'm cramer. we8 come to mumm. welcome to cramerica. other people want to make friends. i'm just trying to make you money. my job is not just to entertain you, but educate you and teach you. call me, or tweet me @jimcramer. when you see a powerful trend, you don't avoid it, you embrace it. when you get a negative trend, you don't question it, you flee from it.

those two tenets define the session today. nasdaq losing 5 pot 07%. the reminder that you have to heed the market unless, of course, you're willing to take a beating and may i say it's a needless beating that you can sidestep if you simply listen to the footsteps of the thundering herd. what were today's footsteps? for starters, let's respect the fact that once against our domestic oil and gas stocks, of which i am the only one who keeps talking about it, just won't quit -- buy buy buy, buy buy buy, buy buy buy, buy buy buy. many of seem to want to know when i'm going to drop my obsession with these stocks or something. the answer is perhaps when they start making you money? what caused them to go geren? fist new data from the permian basin. showing that once again there's going to be a giant guide up in the amount of recoverable oil

coming from that old-time basin. new pipeline coming in to relieve the gluttonous sprayberry field which pioneer says is the second biggest field on earth. and then the giant position along with several other plays is lagging considerably behind the group and is now about to play catch-up. wells fargo raised the price targets to 85 to 90. on a veal valuation of devin's holding. as for the natural gas sides of things, it's finally dawning on people. maybe it took a day, coal dead, okay? officially dead in this country, thank to the administration's new carbon pollution rules. you know, when you went through the fine print of what i bothered to do, the epa was lenient is allowing governors to determine how to reduce coal reliance over time. one thing is certainly.

if you're a utility, you cannot afford to build a coal plant in the united states of america. ever again. because you'll force the governors in your states into closing other coal plants given we're demissing nuke lab plants rapidly and limiting the permitting process is beyond the reach of pretty much anybody. it's game, set, match for natural gas. now, natural gas -- it's located right flat in the middle of -- whoever had spare natural gas? they're now going to have clients out the what zoo, why even a speculative company like magnum hunt ser makes so much sense. heard them last night, $8, i like. you might not have noticed, but the offshore oil drillers, which for ages have been the stepchildren -- no, the pa ryas of the groups, because drilling

rates have been declining, even which the energy 21 platform, that was like going down in value every day, it seemed. i think the longer oil -- the more likely it is that the big national oil companies will, and here we're thinking about the two cunning that crushed pricing, brazil and mexico, which needs all the rigs they can get once they go after the deepwater oil. now that interest rates appear to have bottomed and turned up, i think the overwhelming weight of the evidence -- of course we'll see that on friday with the employment number. we're seeing some outperformance in one of the worst groups imaginable. today, the f.t., "the financial times" reported that goldman sachs might be expanding the wealth management commercial banking business. they've been relying way too heavily on fixed-income trading for profits. that business is mad. it's time to start hiring and buying in west management of the that means growth is coming to

g.s., and the stock is beginning to reflect that nice rally today. i also like the way the regional banks? the tronge parts of the country are beginning to rock. suntrust, keycorp, now rebounding in the south wells fargo has been terrific forever, but have you noticed over the last few days jpmorgan has been creeping up too. remember them? they already preannounced terrible trading revenues, maybe this is damning with faint praise, but if you preannounced you're doing horribly, maybe you don't need to preannounce you're doing horribly again. remember how bad we were? well, we're still band. that hasn't been the trend. how about a third good trend. i like the way the airlines keep blowing through key levels. every 30 seconds on twitter people say, do you still like the stock of american air? i mean, c'mon! less competition, ticket prices

staying strong. good luck getting a new plane anytime seen, plus with oil so high, you can't do much with the older model. american and delta remain my favorite. delta over 40? how about that? finally the urge to merge or wither away in the food aisles continuing. pilgrim pride topping the offering from tyson food. to deal with who? to deal with your customers. who are their customers? walmart. do you know walmart is number one for these guys? and kroger. at what point does it say that's it, i'm going after bob evans farm, with the simple sell, yeah, you just sell off the restaurants. i love bob evans farms. it's good, man. try it. bob evans is only one fourth the size of jimmy dean when it comes to breakfast sausage and ham that could be blown ute by either aquirer. i like that idea.

hey, how much is oscar mayer worth, do you think? in it's higher than where the brand is currently being valued, buried deep within kraft. what about negative trends? you know i mentioned some at the top. first, the companies hiring not firing, the companies issuing share, not retiring. the companies that would never think of paying the dividend. well, guess what? they keep getting hammered. today "new york times," and my pretty peter evis published a piece on whether the model could be in jeopardy, because the symptom price no longer wants to go higher. and frankly if there's a their there, when it comes to turning a profit. "wall street journal" finally reporting what i've talked about endlessly. i've said it so many times, but not them. the secondary offers from software and big data companies counter killed the gold goose and there's way too much stock

to be sloshing around. tibco will be sloshing around tomorrow. it's hard to get footing when you don't know you'll be hit with insider selling. the moment it's so painful that the -- you've got to have fear even contemplating a splunk or fireeye. here's fire in your eye. momentum remains a dirty word. how about when we see real consolidation in the space? that's what's going on happen. there has to be a reason to believe that they'll use the best and most proprietary to nail down the vertical, so to speak, and acquire the way, taking over companies, like concur. cornerstone on demand, employer recruitment and training. human capital. of course these companies would have to be willing to sell themselves. it does take two to tango. i don't know if we have dancing

classes going on, and it's not clear how many people are taking seriously that whole apple/facebook/google food fight, kind of like, you know "animal house" last night. tim cook made some jokes at google's expense, but the jokes are that facebook plans to go after some of the google's advertising business, the direct response we call it, put the same kind of pressure we saw on apple yesterday. competition is a wonderful thing in the real world, but in the it's horrendous. here's the bottom line. we have had trend that work for you and against you. the foods, they're all roars, but momentum stocks remains in the tank. you know what? i've been thinking, do you following benjamin or warren buffett in vanguard? no, you follow tina turner. we don't need another hero. don't go buying the bad stocks, just followed leaders. john in california, john.

>> caller: boo-yah from sacramento valley out here. >> i love the sacto valley, the three rivers. wow, that was good. go ahead. i did my home work and checked out best buy. a lot of people are going back because of the service and if you buy something over the mail, you get no service, so it's done pretty well. what's your long -- >> i want you to stick with best buy. i think people are underestimating the tax when you buy amazon, that kind of thing. i don't know about your best buys, i kind of like them. i bought a go pro there. i was facing the wrong way, because i'm like way too old and couldn't remember kelly slater's name for the quicksilver, but i think you have game with best buy. larry? >> caller: jim, how does your quinoa grow? >> it's not growing that well. i'm not kidding. maybe it's because i've got it between the tobasco -- never mind.

you get maine on a garden tangent. and i've got to put up claymore minds, barbed wire, they are never getting near my stuff. go ahead. >> caller: hey, jim, when faber put you on the spot this morning, you said there was no good reason why dunk wasn't performing like krispy kremes. did you care if they brought the krispy kreme coffee? of course not. brian ashenburg, 49% ahead on it on breakout cost, hasn't dunkin' evolved into a coffee brand? >> remember you had to bring them at 4:00 a.m. if you wanted to see me if. moo i got all the well just go home if you were coming in at 6:00. man, was i a jerk. okay, dunkin' donuts i think is doing better. they are a better model and run. and by the way, may i just say,

they've got darn good coffee. i like the extra large with a bit of skim. what's hot and not? the oil and gas naismgs, banks airlines, foods are roaring. momentum tech, on the other hand? holy cow, and i certainly don't suggest tries to be a hero. from servers to well servers. tonight i've got it all. you probably have been eating at applebee's and i hop. should you stick with cloud computing like s.a.p.? or could palo alto networks disrupt the technology and become a better play. plus are ricos finally in the rear view mirror? mumm is hitting the road, after the break form. don't miss a second of "mad money" follow on twitter, have a question? tweet cramer, #madtweets.

send jim an e-mail to "mad money"@cnbc.com or give us a call at 1-800-743-cnbc. miss something in head to cnbc.com. ♪

[ girl ] my mom, she makes underwater fans that are powered by the moon. ♪ she can print amazing things, right from her computer. [ whirring ] [ train whistle blows ] she makes trains that are friends with trees. ♪ my mom works at ge. ♪

i told you that i'm not a fan of restaurant stocks in this environment, but i'm always willing to make an exception. you parent of both applebee's and international outs of pancakes, 3600 locations across both brands. 3.8% year old here. could be, when the company will be able to at a much lower rate. the company shot the lights out, $a 21 cent earnings beat. now, a 0.5% decline. meanwhile, the analysts thought ihot would have same-store sales

flat, but they're paying you handsomely while you wait to get their house in order. >> hear more about our companies future. welcome to "mad money." >> thank you very much. what's the deferring between what a server has to do, like you when you started. >> gosh, i started at 15 as a food server. i would tell you it was fun it was exciting. the biggest thing today, you have to be so educated they have to know the actual ingredients, how is it made? so i think it's much more educated about the food and able to give examples and suggestions.

>> even if the calories may be higher, they ordered more, they like it. >> we added the price of size and drinks. people knew what the cost of items were going to be. so it just goes to show you being absolutely honest and direct is the best way to be. >> you were the most technologically inclined, you talk about bit data, you talk about the need to have a customer face. the thing that really struck me. i don't like giving my credit card to people. you solved that problem, didn't you? >> the biggest thing we found out is consumers hate waiting for the check, and they don't want that credit card to leave them. i am the same way. >> hate it. >> so here's the thing.

we started the technological integrated solutions. one of the items is about pay at the table technology, but it's much larger than just pay at the table. it's everything from loyalty to mobile app. to online ordering. it's a large, broad, integrated strategy. part of that is this nose of swiping your card at the pay at the table technology. >> love that. >> you have been at the forefront of using social media, including one of the -- >> it's been terrific. so if you think about it, the large majority of what we do in social and digital we're not paying for, we're just interacting with the guest. the guest is talking about you, so you have a choice. you can ignore it or be part of the conversation. we've just decided to interject ourselves in the conversation. we get tweeted between both brands about every ten seconds. >> amazing. >> clearly we spend a bit of money advertising, maybe on the banner of the facebook, but by

and large, it's really just integrating ourselves into the dialogue that's going on about us. >> one of the things that struck me. i like the way my applebee's looks, but you weren't happy with it. you've redone it. why do you have to redo it? >> two things, one, there was nothing wrong with the applebee's before, but the idea is to be relevant, contemporary, to have guests say there's something new and exciting. they like that. that brings numbers up every time you do it. >> absolutely. >> the biggest thing i've learned is do something on the outside. you're saying, wow, what's different about that? so this latest applebee's renovation, which you can probably see here is really all about showing people something different on the outside, which is the only people on the doing l.e.d. lit, something uniquely different with the new logo. people drive by and say i want to go inside. inside all the work we've done on the bar and the interiors. >> you've also been committed to

the dividend, unlike many people in your industry, by the way, and also committed to getting a better balance sheet. am i wrong in presuming that the board might want to get the balance sheet even better after that big piece of paper comes due? >> you know the re-fi is something that we're very focused on. our hope is to be able to do that this year. all things being equal, that's what i would love to do. once that re-fi is complete, the idea is to come back out with a long-term what goes from here? >> a lot of companies don't have they have many, many little -- you were concentrated years ago we found we could focus on the things we do best, which is branding, technology,

operations, training, culinary, we put our focus into what most business men and women want. we said we're going to do the same thing. we're going to be focused on the things we do best, so we sold about all and so that being 99% franchised has enabled us to focus on what we do best and quite candidly it makes no capital needs, and frankly we're able to reinvest all testify into g & a, or technologies. so it makes us really virtually risk-free. now, there's no such thing as risk-free. >> but you're pretty close to it. >> but largely we're not impacted by what you'll hear and see in the industry. >> thank you for getting me that coffee the moment i walk in. it is what i want and that's

what you guys do. >> that's right. julia georges, you know them as ihop and applebee, if you're like me, you'll go to them too. after the break i'll try to make you more money. passion... became your business. at&t can help simplify how you manage it. so you can focus on what you love most.

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would have expected to have the worst may in aeons. general motors. that's right general motors reported may sales way ahead of wall street's expectations, up 12.6%, retail sales increasing by 9.7%. when you consider the relentless drumbeat of negative news about gm with millions upon millions of cars being recalled, these sales numbers are both eye-popping and eye-numbing. all four gm brands performed well, 17 vehicles showing doublechevy total sails, buick sales jumped 11%, while cadillac and gmc posted the stronger total sales since 2007. despite the million of recalled cars and the tragic fatalities from the faulty ignition switches, gm didn't have to -- they didn't have to get ultra-promotional. in fact, year to date gm's

average transaction prices is up, so the company is making a ton of money on each sale, nor is gm stock with a lot of excess cars. inventories fess down to 77 days. that's amazing. now, there are some incredible highlights within these figures that i've got to mention. retail sales of large suvs actually doubled year over year. the profit margin in those, immense. meanwhile, sales of chevy silverado and gmc sierra increased for the third consecutive months. buick encore doubled? while these are only u.s. numbers, it's important to point out that all of north america remains strong, as does china, and europe which has been a black hole, should break even next year. nearly a month ago with gm trading at, 47 cents below where it is now. i told you the stock had come down enough and the worth was

over. i said the articles about what hat, coupled with the investigations of the investigations of the faulty switches would keep a negative news cloud over the stock. bad headlines don't necessarily make for bad fundamentals here, people. many thought gm sales had to plummet last month, because you couldn't pick up a newspaper without hearing about how the company is in big trouble. i heard talk that the showrooms would be empty and incentives would need to be ultra-high. cramer, unsustainable. however, what these bears missed was that gm has spent a forting refreshing the product line. because the companies cut so much cost, they could afford to take the hit and even aenormous settlement. there were many analysts who downgraded them because they couldn't handle the pain. now though the pain hasn't

totally disappeared. but as for pain that could hurd earnings, that's become a thing of the past. ready yourself. so let me give you the bottom line. when i recommended gm four weeks ago, i took a chance for the monthly numbers for may would be good. the outstanding thing is those number were far better than even i expected. in many ways, that is the most absurd fact of all, which is why i am telling you right now, it is time, it is still time to buy general motors. paul in pennsylvania, paul? >> caller: hey, jim, semper fi hoo-ra. >> i like that. thank you for serving. >> caller: going back to your days with larry, thanks for your efforts. >> i see larry all the time. he's still going strong. what's happening? >> caller: your recommendation, i started to buy shaneer back in the 20s, in light of the recent

run and questions about executive compensation division forward, is it now a time to buy, sell or hold? >> no, it's hold. i like the limited partners. you no, sharif has done a remarkable job. one of the things that people don't realize is that plan was put into place long before the stock had a big run. i know everyone's decided he's public enemy number one. i regard him as a public servant form that's my kind of good guy, not bad one. tom in missouri. tom? >> caller: hi, i have a question about telsum motors. a couple things -- one, is their model at risk because of their sales model challenge? missouri's challenging their direct sales, along with a couple other states. and the other thing is he wants to commit a lot of cash and treasure to lithium battery goals, and recently power japan plus came out with this rye den

dual carbon battery. so i'm kind of wondering -- >> i have to tell you it has indeed become a show-me situation, so to speak. thom is from missouri. my friend walton who does unbelievable stuff is tell me, the lookout, the bmw plug-ins, yeah, starting to take share. that's something we didn't expect. circumspect on tesla. back in gear, general motors posted its best may in seven years, but the stock is hardly up. you know what that means. it's your opportunities to -- buy buy buy. still ahead, wall street has been flocking to old-school tech plays. why has s.a.p. fail to fly. is ittic around to see if that stock could be ready to play catch-up. "mad money" is back after the break.

at a time when so many portfolio managers have been flocking to old-cooled tech stocks like cisco, microsoft, intel, why is it that s.a.p. can't seem to get any love? in many ways s.a.p. is a classic old-tech play. these guys have been around for

ages, a huge established player. the company is plentiy profitable, but also s.a.p. has similarities with new-tech stocks that have become so hated by wall street the the company has made a big push into the data and cloud situation, two areas where the peer play has been eviscerated. now, s.a.p. is a $90 billion company with a ton of experience. i think they could blow away many of their neophyte competitors out of the water in these particular areas, but the fact remains this market is no longer giving companies credit. s.a.p. is caught in the middle beyond that, when the company reported its most recent quarter, it missed both of retch and earnings numbers, largely because of current fluctuations. up 38%. on top of that, there's been a lot of management turnover. a month ago, the chief technology office now stepping down, the former co-ceo has moved to a nonexecutive role announced last summer and the

chief financial officer is retiring in the summer. s.a.p. today kicked off the big sapphire conference. right now sentiment is so low, i think is the company has, let's check in with bell mcdermott mott, just the ceo knolls the co-ceo. welcome back to "mad money." >> thank you for having me, jim. great to be back. >> all right. bill, there is a terrific note out by morgan stanley. they're saying sentiment is the most bearish for some time going into sapphire. we believe this event is a great opportunity for s.a.p. to reassure investors on management change, cloud technology -- are you doing all three? >> yeah, we are, jim. we have 25,000 here live. there was 250,000 online for this morning's speech. i think we made it really clear that we're all about the customer, and the idea behind our business model is really dealing with the most intractable ceo issue of our

era, which is complexity. so we want to help businesses run simple, whether they do that in the cloud or they do that on premise, they should do it on hanna, so they can get everything in real time so swiftly grow their companies again. we will be the company that helps companies grow. >> are people asking about this change, the co-cfo, the chief technology officer, are they asking for reassurance? is this your team? the team that big mcdermott has picked? >> right on, jim. this is absolutely my team. i believe in this team, and one of the things that, you know, should be clear, the cfo change is based upon a very long-standing succession plan. so that really isn't part of the equation, but the success to our -- successor to our cfo is the best in, and as it relates to

the cto, michelle seeka, byrne is now in the job. he's been with the company all the his life, an unbelievable inoy investigator. all people that built hanna, that build or applications are with us, so it's natural when you have a move to a new ceo that things are going to shift. i actually think it's created a stir of excitement in the company. i expect it to show in the results. >> bill, a lot of the companies right now falling by the wayside, their stocks, make not the companies are pure software and service plays. periodically, you have felt it's going to inquisitive when the stocks go down, but i see you've unveiled a plan for simple cloud financial app. suite. this takes direct aim at a lot of the little players, so you're confident you can use your muscle and defeat the little players who have been nipping at your heels? >> i'm very confident in that, jim. if you remember back in the

1990s into the 2000, you'll recall the best of breed era. you know, when the software companies were the best, too? the problem was they didn't breed. what ceos want is they want to integrate their enterprise. as soon as the big one like s.a.p. can also do these line of business-specific applications p. plus integrate the enterprise into a core of your e.r.p. system, as an example. there really is no reason to go ahead and at more complexity to your business. think about this, jim. for every $1 billion in revenues, most companies run more than 50 disparate applications. it's chaos out there. there's a lot of data locked up in silos. it's not tagged, not being analyzed. it's very inefficient. we can bring the innovation, but we integrate everything on one data model, one application platform, one beautiful way to

execute in your specific industry. that changes the game for ceos. that's why ceos have always lufds s.a.p. i want to make it clear, yes, we are going to take care of business on the little ones, and we are going to grow this company. >> bill, we're seeing a lot of tie-ups, kinder, gentler microsoft being picture with mark ben off, with oracle teaming up, where are you on the frenemy/enemy games. >> we're friends with microsoft. from a ling our competition is feeling they need to do what they should do. if they feel they have a weakness, partnering with a strong partner is a smart thing to do. we partner with different competitors as well as friends like microsoft. it's not a bad thing to do. i believe the open echo approach is the right approach to take. so at the end of the day, we have to bring our own share of

innovation to the equation. the thing we're best known for is making the best business software in the world. the other thing we are known for is making the best in memory database platform in the industry. we now have over 1500 start-ups, building their future business models. it's a hana world now, so we're the one attracting more and more of the partnership,, while at the same time we're very respectful of the competition. many of them are good. it makes sense where they have weaknesses to partner with others. we're strong in most places, and we abide by the principles of open steds, open platforms and open partnerships. >> it sounds like you have the company we've been waiting for. now your name is on it, and i wish you the best of luck. thank you to coming to me from your sapphire conference in orlando, which i know is a huge deal for s.a.p. >> thank you, jim. i'm deeply honored to be a part of your so, and i'm very excited to be the ceo of s.a.p.

we're going to work hard for our shareholders, too. >> excellent. thank you, bill mcdermott. the cheapest in the group at this point, which is incredible. don't move. "lightning round" is next. ♪

[ girl ] my mom, she makes underwater fans

that are powered by the moon. ♪ she can print amazing things, right from her computer. [ whirring ] [ train whistle blows ] she makes trains that are friends with trees. ♪ my mom works at ge. ♪

it is time -- it's type for the lightning round. hey, what's that about? that's about rapidfire calls, when i say buy buy buy or sell sell sell, and then you hear this sound and the lightning round is over. time for the lightning round. let's start with tom in ohio. tom? >> caller: how are you doing, cramer? boo-yah. >> boo-yah, tom. >> caller: i want to say first i'm reading your book and i'm loving it. >> thank you very much. why a stock goes up and down. get rich carefully. how can i help? >> caller: i want to talk about new skin. it could be hit pretty good. >> i'm nervous about it. my friend herb greenberg has always made me feel perhaps that business model is not what it's

stacked up to be, and bill ackman believes it should go out of business. eugene in the u.s. virgin islands. eugene? >> caller: boo-yah. hey, cramer, how are you doing? what do you think about alcoa? >> i think it's good. it started going down today, because the f-150 numbers weren't what they we thought. i would say be careful. if it pulls back to 12, pull the trigger. juliet in new york. juliet? >> caller: cell decks. >> no, it came and went. we did the trade, we moved on and never look back on "mad money." stevere stevereno, in pennsylvania. steve? >> caller: a coupleiers devon energy, and it's starting to hit new highs. based on the chart scenario that you gave last week, i wonder if it's not time to cash some in. what do you think? >> steve, devon is the exact

opposite of the philadelphia phillies. they are pacifists, devon is a fighter. the fighting devons are going to 90. and that, ladies and gentlemen, is the conclusion of "the lightning round." ♪ [ bell ringing, applause ] five tech stocks with more than a 10%... change in after-market trading. ♪ all the tech stocks with a market cap... of at least 50 billion... are up on the day. 12 low-volume stocks... breaking into 52-week highs. six upcoming earnings plays... that recently gapped up. [ male announcer ] now the world is your trading floor. get real-time market scanning wherever you are with the mobile trader app. from td ameritrade. with the mobile trader app. you need to see this. show 'em the curve. ♪ do you know what this means? the greater the curvature, the bigger the difference. [sci-fi tractor beam sound] ...sucked me right in... it's beautiful.

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as someone always trying to help you pick winners, i'm constantly looking for outliers,

who are performing differently than other players in their industry. you find a positive outlier, gains can be enormous. take the cyber-security business. cisco security software business is chugging along in low single digits. i like cisco. checkpoint is growing in the mid single. jupiter division decline by 2% in its latest quarter, and then palo alto networks. not only does palo alto have terrific technology, but the platform also saves money. eliminating the need. when palo alto reported last wednesday, no surprise to me, the company blew away the numbers, one cent beat that rose

49% year over year. makes me think the company is taking share from the company in the division. palo alto reached a settlement with juniper networks, forks over much less than expected, but stock, at a time when high multiple tech stocks are having trouble getting traction. during the spring sell offfrom the high flyers, the stock dropped from $80 down to $58. it's already bounced back to $74 and change. that's right, pal pallet is only a few points off the all-time high. and pounded the table for you to buy. even though palo alto is far from cheap, i think it deserves to go higher. let's get a closer look with mark mcclakeland. welcome back to "mad money." >> thanks, jim. it's always great to be here.

>> you must be so relieved that this juniper lawsuit is behind you, and i bet potential customers are relieved, too. >> it's good to have it behind us, definitely a distraction. investors cared a lot about it for the last few years, which i understand. didn't impact the business in any way that i can tell, but it's good to stay focused on what we do best. >> do i have to worry as a potential shareholder that juniper registers the shares that they got and blows them out to kingdom come? >> that's of course a possibility that the shares will be registered and they'll have a small position in the company as a result of the suit. the calculus i went there you on that was the impact of having to share the lawsuit behind us from a dilution perspective, and at least in the last few days that appears to be the case. >> and i notice there's enough volume in the stock that it can handle it. >> i think it's very minimal. >> i thought you buried the lead, you have to go to page 18

on the thomson reuters to say as a general matter you should assume that regardless of where we are on the world, almost 100% of our sales are displacement sales. in other words, you're going in, and taking out an inferior product. is that what is happening with the vast majority of your sales? >> that is the vast majority of our sales. you can just see that from the numbers, the interest, the from growth rate is about 5% to 6% based on some third-party data. you just noted we grew 49% year over year, so when you compare those two numbers, you have to assume we're rapidly taking market share from all comers. we know our win rates against the competition, so we know that's actually happening. all the sales are very competitive. people are testing the technology and voting with their wallet. >> i think people have to understand why. you have a granularity of the solution, which includes what you just bought, which isn't just once they're in, you stop

them. it's about prevention, too. why is your model -- why is your product so much different and better than the other guy's mousetrap? >> because pretty much everybody in the industry for a long time has been focused just on detection capabilities. it's one thing to tell a customer i can detect what happened after the fact. you need to go fix that's correct right? it's a different thing to tell the customer, in addition to do fantastic detection, we're designing prevent technology so it's going to greatly reduce the amount of bad stuff that will happen in the first place. that's been the philosophy from the beginning, the platform is architected that way. and that's a huge differentiator for us in the market. >> we had a terrific guy on last night, ed herrer anyone, i'm sure you've bumped up against him. he ade made this point over and over again, look, you've got to be open. the customers want it to be open, except for when they're hacked, then they want it to be closed. how do you reconcile this desire to have hundreds of millions of people to have credit card for ease, with the idea that once

they find out their hacked, they don't want to go back to the store again? >> that's the problem. that's why you want prevention in the first place. if your business relies on getting personal or private information like credit card information, you'll put that in the datacenter. that's exactly where the bad guys want to go. so your business, as you can see from a lot of things that's happened in the industry lately, really relies on the reputational ability to secure that data. so you have to have a prevention approach in order to do that, not just the detection approach that says we got hacked and now we know why, because we went and studied it for a while. that's not good business pratt. >> is it fair to say we could have prevented what happened to ebay, what went on in target, or is that not the kind of thing you can do, because you just don't know if you could have nailed it? >> the reality is nobody's going to prevent everything. we never tell customer that is we have a technology that would protect you against everything. that wouldn't be true. we tell customers you built what

you design with. you will built detection types of technology if you start with a prevention philosophic looks we did, you'll build prevention and it will get better and better over time. i think that's something we've demonstrated for years now. >> the israeli acquisition, what does that bring? because i have to believe that they are constantly been innovators in security. they may have also some proprietary for you? >> just as a side, israel cybersecurity development innovation is off the charts over there. the company we found sivera is the only company in the industry paying attention to the exploit techniques. what we have done is to close the loop between the network, the cloud and end point to provide total protection. >> you guys have done a fabulous job. i a lot of people are saying, cramer, why are you sticking your head out? sometimes you have a superior management and product, you did all those. mark, thank you for coming on the show.

>> thanks for having me, jim. this stock is going higher. pallet alternate note works, probably the number one problem for the cloud, they've got the number one solution. stay with cramer. [ chainsaw buzzing ]

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gee, that is a good story. i always like to stay there's a bull market somewhere, and i >> tonight, on the profit, i go inside mr. green tea, a second-generation, family-run ice cream business that has hit a wall. >> we physically cannot fill our orders to the distributors. >> the fiery dynamic between the father and son is hurting any chance of growth. >> you are strangling the business. >> back up. you're crossing the line between father and boss. >> if i can't fix their relationship and business, this company will be swallowed by a competitor. my name is marcus lemonis, and i fix failing businesses. this business will never function well under the "green tea" name. i make tough decisions... >> it was a mistake. >> this is never gonna happen again. and back them up with my own cash. that's a real check, by the way. it's not always pretty...