started the show i'm looking forward to seeing you tomorrow on cnbc "fast money" and "options action", mel. >> thank you do you have a final trade. >> looking forward be here -- yes, i do have a final "fast." see you back here tomorrow night. "mad money" starts right now >> 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 i'm trying to make you money my job is not just to entertain but to educate and to teach you, so call me, or tweet m me @jimcramer. at first blush, might be the most important and dangerous

cliche in this market. the first blush is often so wrong that you need to do everything you can to avoid being drawn into the maw of lunacy or at least stupidity including on days like today where the dow gained 140 points, s&p advanced and nasdaq declined 1% what makes the first blush so unreliable why can't we just take earnings at face value and immediately decide if something is good or bad? because it takes time to assess new information. just like anything else, when you rush to judgment in the stock market, you're going to make mistakes. that's why you can't rely on the first blush to determine how a company is doing take snowflake last night, the cloud data analytics company reported the stock got hit immediately, but if you bothered to listen to the ceo on last night's show, you would have been a buyer, not a seller because it was a brilliant

quarter. and that's why the stock jumped more than 4% today after opening down nearly 4% the second blush, much more accurate at first blush, you might think beyond meat is setting itself up for a big quarter thanks to deals with mcdonald's and china kfc. that could explain why the stock is soaring, but then you find out it's the wall street bets gang they're simply trying to break the short sellers here because, well, 25% of the float is sold short. the actions tell you nothing about the fundamentals although i do predict like mr. t., in rocky, more pain for the shorts tonight is one of the most special nights we have ever had in 16 years. tonight, we're testing the first blush. the first blush thesis to destruction. we're tackling not one, not two, not three, or even four, but five ceos dealing with the pain

of first blush impressions about everything from earnings to acquisitions to esg concerns that have come into focus after a group of insurgents with not lot of money snagged board seats at exxonmobil. how important are environmental and social governance issues to a consumer focused industry? we'll turn to mondelez, the snacking kingpin that made one brilliant move after another we have williams-sonoma with a big yawn after an amazing quarter. well, then we have three first blush stories. salesforce, which reported great numbers and got credit for them. gap, which reported unbelievable numbers but confused people. and hp, which clobbered the numbers and saw its stock get clobbered. beginning with salesforce, yes, salesforce i want to start with what i call a blank slate, or maybe a blank

face, devoid of blush to find out what is really going on. not in a hurry but with some thought. here's the stock that's been stuck in a rut ever since it announced it's buying slack, but when they reported, they shot the lights out delivering a strong top and bottom line beat excellent guidance for this quarter and for the full year. you know what, for once, the market actually likes it wonder of wonders, the first blush actually feels right let's dig deeper with marc benioff, the cofounder, chairman and ceo of salesforce.com to hear more about the quarter and where his company is headed. mr. benny off, welcome back to "mad money." >> thanks for having me. >> look, there's so manyimaterics you have given me that are great i look at operating cash flow, i look at accelerating growth, but i look at european is up, asia

pac, but i also look at the fact that dream force is back and what will that mean? >> jim, this was the best first quarter we have ever had i think maybe it's the best quarter we have ever had in the company history, and exactly like you said, you can see these, the revenue, the margin, the cash flow, all vastly exceeded our expectations. and now, we're seeing we're getting back to work and we're going to have dream force in person in 2021 >> well, you know, that is just, i mean, it's heartfelt, but i want to go over some cold hard cash things. we have sonos recently they're humble but direct to consumer rocket mortgage, they're doing well honeywell, we have them on all the time 3m, i can't believe how well they're doing. these are all yours. they're always going to admit offline that they accelerated

because of salesforce. what aria doing for these companies that are so good for them >> well, i am grateful to all of those great customers of us. sonos is great story the revenue is up 84%. we were able to help them go direct to consumer so many companies are doing that but doing that at scale. 84% growth really driven by our cloud, our marketing cloud, our sales cloud. we're able to build a single source of truth for all those customers executed by sonos, they're able to precision market to every customer. sell them exactly what they need, and you know what, being at home, we needed more sonos. i'm sure you have more, too. >> you bet i did i have it in every place i just love it mark, i love a company overview, which has durable growth and scale, we all want that. we want the number one crm software provider, but there are three categories that make it so why do you feel like you shine leader in philanthropy, leader

in culture, leader in innovation i thought that the way to make money in this country is nose to the grindstone, profit, profit, pra profit, don't look out these are the opposite how do you meld these with making these kinds of numbers? >> we're getting excited because salesforce is getting ready to pass s.a.p. and become the number one enterprise applications company in the world. and we did it with this incredible new value system, just like you're saying. ee so strongly believe business is the greatest platform for change while we have this amazing quarter and while our results are beyond our expectations, also, our hearts are with everything that is going on in india right now, and we have so many employees in india who are suffering. and that's why we landed two aircraft in the last two weeks in india filled with oxygen concentrators and also pulse oximeteres, because we believe our role is to do well and do good at the same time. >> how did this become the way

of doing business? i had your friend frank on last night. snowflake, a little different way. just nose to the grind stone and give the money away if you want to, but salesforce has shown me that unless you do these things, you can't do great anymore >> well, our performance is incredible, and you have to include the values that we have been able to deliver that is we run 50,000 nonprofits and ngos for free on our service. we do more than 5 million hours of volunteerism. we have given away almost half a billion dollars in grants. this is in addition to becoming the number one enterprise application company in the world, the number one crm in the world, helping our customers, like you said, dell, honeywell, 3m, and like the country of japan, who has implemented our vaccine cloud and are managing all of the vaccinations going on in that country. or for example, just right here, lake county, in the united states, we talked about that,

helping them to do their contact tracing and also their vaccinations or what we see right now is another lockdown going on in melbourne. that is salesforces contact tracing system helping them isolate that virus so they can open back up all of this has to happen simultaneous we have 60,000 people, we're a fast growing company we can do it all we can do well and we can do good >> i know there will be people who are excited because you put a date to when slack is going to close. slack's last two quarters were the best two quarters it has ever had, and the idea that somehow you don't know how to integrate after some of the greatest integrations, will you please explain to people the potency of slack and salesforce? >> well, jim, we can see these incredible companies that we have been able to acquire, like exact target and meal soft and tableau have become a huge part of our performance and the ability to deliver to these amazing customers, the solutions

they need and slack will be part of that as well. all of our solutions will become slack first collaboration is the heart of the future and the heart of back to work. you know, as we go back to work, we're still going to be working at home and we'll be at the office and off sites and events and the next generation in training facilities and programs to onboard our culture we'll do all of that, but we'l all be integrated with incredible technology like slack. then, you take slack and integrate it with customer 360, you can connect with your customers in a whole new way, and that is why i'm so excited about this acquisition >> are you surprised, i know you focus on your business i focus on your stock. this is the cheapest your stock has ever been. in the -- look, we started talking in 2008. do you know, literally, on the numbers, it's the cheapest it's ever been. that has to end soon >> jim, you know, i don't understand the stock market, and you know that. we went public in 2004

that was after starting the company in 1999. we have delivered, you know, a tremendous number of public quarters since then. here we are, it's the second quarter for us coming in now to fiscal year '22, it's been an amazing ride for salesforce. i would have never thought we would become the number one enterprise applications company in the world i can't fathom that. it's incredible to me, and i'm so grateful to all of our employees and all of our stakeholders for all of the tremendous support they have given me i'm truly grateful to everyone thank you. >> i must tell people that those were not little planes that mark flew to india. they were the big ones, and they were filled. and maybe that's the takeaway right now. not just the great numbers marc benioff, chair and ceo, salesforce we have great show and it started right then with marc blowing out the numbers >> thank you so much, jim. >> making sure business is the greatest force for social change hooters, the ceo of gap,

mondelez, williams-sonoma, and hp all tonight. you stay with cramer, the most guests we have ever had. >> don't miss a second of "mad money. follow @jimcramer on twitter have a question, tweet cramer. #madtweets send jim an email to madmoney@cnbc.com. or give us a call. 1-800-743-cnbc miss something head to madmoney.cnbc.com. hannah speaking. when you're in a meeting, ashley can take a message. she's not available, but i'd be happy to take a message. and if you're stuck in court, lisa will let your clients know. thank you, mr. decker will call you back as soon as he's available. when you switch to posh, you could save up to 40% off your current service provider's rates. you can't be in two places at once, let posh answer. posh virtual receptionists.

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numbers from the gap one of our favorite reopening plays. this house of apparel brand reported what i think is an excellent quarter, but it is a little tricky. headline numbers were phenomenal a surprise 48 cent profit. analysts were looking for a 5 cent loss. radically higher thanks to the strength at old navy and athleta. management raised their forecast dramatically let's drill down with soap yeah sin gal, the ceo of the gap, to

get a clear picture of the quarter. welcome to "mad money. >> good to be here >> i'm looking at the numbers and i'm thinking, is this a brand-new gap. because i see a gap that is uniquely ready for the so-called hybrid world a gap that has clothes for home, clothes for work, clothes to work out in. and it all seems to be coming together and we can tell that from the first quarter numbers. how is this possible >> we feel great about our strategy we laid out the fact we have these four incredible purpose driven, powerful brands. lifestyle brands and they are growing and we delivered some great results for q1 that i'm really proud of, between old navy heading to its first $10 billion, athleta owning the female space in the active arena. and gap is healthy growing and cool in north america, and banana republic is poised for the recovery >> i also have to tell you that

when anyone partners with walmart, the world's largest brick and mortar retailer, it's going to go well gap and walmart partnered to introduce gap home is this another leg to the story of gap >> we have said partner to amplify is a key component of our strategy way back. and you have seen us make some big partnership decisions. this is a new chapter for us we're excited about the scale of walmart, coupled with the cool of gap and i'll tell you, the product is really great. it is relevant, it's modern. it reflects the brand. and it's made with the planet in mind so highly sustainable. highly cool. and the prices are awesome >> well, it does -- i know they're very excited about it when i talked to them. a couple things that are coalescing athleta, while there's nothing higher than that style, denim, you have always owned denim and it's an incredible thesis, but the price points and lifestyle

brand that is old navy demonstrates to me, again, the zeitgeist of america captured by one store. are these sustainable trends because boy, are they ever important right now. >> old navy is going from strength to strength it's had a phenomenal decade of growth, and this past quarter, we have seen the acceleration. and it's driven by multiple factors. one is the product the product, they are capturing the power of the and, which and what we're seeing in our consumers. the and of comfort and cocktail dresses and capri leggings and also the power of digital and stores right? people staying in and going out. so they're executing really well and then it's all being fueled by purpose driven marketing, such as their collaboration with magic johnson on disney. so it really pleased with the momentum and then the introduction of new categories, whether it is the intimates

launch, the fact that they're already in the top 20 intimate providers in the u.s and the upcoming body positivity launch in the fall so good momentum at old navy we expect it to continue >> now, gap is not afraid to change and you're not afraid to change. i remember when intermix was bought i was at the store in georgetown when it happened they were shocked. i know that you have made some other changes that are willing to dispose of situations if you don't think they can be fixed. i'm thinking about janney and jack then the question comes to be a place i like to shop at, but i'm not your demo, banana republic at what point do we say it's had a good run, but it's a distraction to ms. syngal's time >> i feel very excited about banana republic. there's no doubt it was hit hard by the pandemic. but look at what you're wearing, jim. look at the relevance of great

high stakes occasion dressing, and post pandemic, we're seeing that come back we're seeing now banana take hold of its positioning and accessible luxury and explore ethos that the brand has always had. i'm pleased with the new team and how they're executing. whether it was the flower -- incredible flower windows with spring that captured our customers, or whether it was the collaboration with steph curry we're seeing momentum build, and so more to come ahead. >> all right, now, my favorite actually is gap. i wear gap everywhere. my wife laughs because she says it fits so well, who is it, and she's always expecting it to be some italian brand that costs a fortune. i describe the price point to her, she's amazed. and now, you have yeezy. i feel grap is a brand of the balance, about to explode. especially with yeezy. how do you feel about the positioning of gap right now

>> i feel great about gap. you know, i z always said gap is one of the most iconic brands in the world. and brands don't die people kill brands what we have done is invested the creative audacity in the full potential of the brand, and we set a high bar around excellence we're going to have stores they're going to be light, bright, happy, and great if we're going to have product, it's going to be beautiful modern design, well executed, great quality, great fit if we do partnerships, they're going to be big ones that's what we're focused on really pleased with the gap team and how well they're executing >> how do you feel about international gap? >> if we're strong at home, we can extend the brand around the world with confidence and momentum and so as we're doing a strategic review, we expect that the partner to amplify model will take hold i think kids in france wearing gap logo as they head back to school, we see a lot of response

in markets in asia, in europe, for the brand. there's a lot of love for gap. what we're doing is restructuring the business model of how we monetize the brand i think that's really going to let us unleash the full potential of a globally recognized brand that shows up everywhere >> i happen to love the gap that is near the heart of rome, right next to the hotel, and that's the most expensive hotel in rome you're across the street it's two stores. two floors you have been there. why can't you replicate that, and swim suits are gorgeous there. >> well, thank you so funny you say that because i tell my team all the time. we must have this in common. it's my favorite store in the entire fleet there's rar great story about that i'll tell you about it offline some time. look, our brands, and the experience in stores matters and our stores are really, really important as well as our digital momentum, our $6 billion digital business around the world

so both matter, and showing up with excellence, with experience that is unique and honorable is a big deal so with that, i will say that more to come on raising the game on experience. >> well, i want to congratulate you on what you have done. a lot of people were worried about the brand because it is iconic, not just gap, but the whole shooting match it's coming together in a way a lot of people felt could not happen this quickly. a job well done. sonia syngal, great to have you on "mad money. >> thanks, jim take care. >> guys, this one, i have to tell you, don't judge about the numbers. the more you dig, the more you will like sonia syngal, ceo of gap, the new gap "mad money" is back after the break. >> home might be where the heart is but as the world reopens, is it still where the profits are? the ceo of williams sonoma joins cramer fresh off earnings to break down the numbers and how

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what do you do when a great company reports a magnificent quarter and the market doesn't care williams-sonoma delivered a stunning set of numbers. much higher than expetted revenue, fueled by 40% plus same-store sales that's right, 4-0. even better, management raised the four-year forecast they're talking about sales growth in the low double digits to mid-teens they're willing to give a forecast it's strong. williams-sonoma opened hard but reversed and finished the day down slightly. the stock is now up roughly 550% from its lows last year, although it pulled back from highs over the past couple weeks. could be an opportunity. store is not getting enough credit let's check in with laura alber, the president and ceo of williams-sonoma. welcome back to "mad money." >> thank you, jim. >> so laura, people tell me this is not going to work post pandemic when i come back and say oh, are

these post pandemic values in-house design, digital first, and a set of values that determines how the organization works? are those things that just went out of style because we're beating the pandemic >> no. obviously, they're getting stronger you can see right now, we're comping the pandemic time last year and really, i think, outperforming what anyone expected us to do. we don't see that stopping because we have so many growth initiatives that are ahead of target and they're all in their infancy. can you imagine as they get going? not to mention what you just said about retail. i mean, you know, the customer is telling you that they love online they also like to shop at retail and people who have both offer the customer a richer experience we're seeing retail sales come back, although even with the great numbers we just reported, our traffic is not back to where it was in 2019 so imagine as people get even more comfortable, how much more upside that channel has. >> i'm so glad you mentioned that at the end of the call, you say we're still very small in

comparison, not to other companies, but to how good our brands are and you're going to reach the $10 billion faster than people expect what gives you that confidence >> well, when you look at the strength of our core brands and you think about just west elm, for example, take west elm you know, people don't even know west elm there's not enough brand awareness, so as that grows and gets to a level of other brands, you can see that brand more than doubling then add on top of that, you know, inside our current brand structure, things like marketplace for pottery barn, things like the modern and the baby for the kids and children's home furnishing business williams-sonoma home, you know, we're seeing some incredible numbers there, and we're just getting going with the new strategy so there's a lot of upside a very small business and a very large market and so those are the things within our brands, but outside of that, you and i have talked about business to business what an opportunity that is for us such a large market that is ripe

for disruption business to business and let's not forget global, where we're doing very well and seeing great recovery, and new markets to go to, and improving margins. so there's a lot of runway for growth and a lot of different growth initiatives that have real legs that are proven. >> when i see a west elm number plus 50, i start thinking, wait a second, are whole companies just adopting west elm, writing a check and letting you take care of things >> there's a lot of people doing that we make it easy. there's not really anybody else who can design and customize for commercial spaces. and also, we do it soup to nuts. you imagine, you can go to somebody and get bedding or maybe you can get lighting, but you can't get the whole thing. it's much easier to come to us it's not just west elm they buy some at west elm, pottery barn, williams-sonoma. we're seeing them all grow >> you mentioned four things i cannot believe you were able to

triumph over they hit you all, suez canal, west coast ports, container shortage in china, india covid and you delivered these numbers? how is that possible and what happens when those things get solved? >> yeah, i was joking the other day that i have been doing this, i have been at williams-sonoma for 25 years, more than that, and there hasn't been a year are there aren't a ton of challenges there's always cost increases, always something we have to overcome, particularly in retail you sort of get used to it i'm not particularly phased by it what i have also learned about our team, super resilient, great operating model. we have people in asia, and we're usually able to overcome these things better than most, but almost, i hate to say this, but almost becomes an opportunity for us because we can get through it better than the rest of the people that are having to deal with the. >> i do remember there was a time when you were unhappy with your quarter because you couldn't triumph over those. now, when you go to your site, it comes faster than you say it's going to.

so you have really got the logistics down another thing you have got down, people say, well, hold it, post pa pandemic, i don't know how about dorms for school that's always a place people go. gift giving. there hasn't been a wedding, there hasn't been a party in a year 1/2 aren't these things that play to your skill sets? >> absolutely. let's go through it. hybrid work, here to stay in some form, right back to school, so backpacks, not a small business for us. gear and then as you said, the holidays easter was fantastic, but easter, we were still nervous. can you imagine thanksgiving, christmas, hanukkah, birthday parties, anniversaries, weddings and then, the gift giving, you know, here's my argument if you don't have to be with people in person, you buy them less if you have to open presents with your family, don't you buy them more? you don't want to be the one who didn't give the great gift if you have to be at the wedding shower in person, you're going to buy more. gift giving is going to be a big

season for us. >> another thing that really caught me by surprise, when i looked at what you guys are doing, i mean, each time it's -- i said, geez, i know she can't come from the bathroom, but what with pottery barn. people decide that's how you do a bathroom >> what it is is we're seeing everything google queries up on bath renovation, home renovation, so of course, rejuvenation, which is a brand we own, which is focused on renovation, is doing extremely well we also realized the big brands don't have enough bathroom accessories, hardware. lots of people sell towels but they don't sell the whole bathroom they don't do it at the same price we do it at. the same designs, and also sustainable products which is increasingly important to people. so we have this great team of incredibly talented people who put together a business strategy within businesses, and you can just see the fulfillment when they bring the business to life.

we're just at the beginnings of this with the bathroom and also the kitchen. >> well, i love what you said about, you mentioned values. what happens there is the way i look at it translates fewer promotions value proposition means fewer promotions which means full price, which means great gross margins. which means the lift you got in gross margins, these are numbers that aren't supposed to happen 950 basis point margin that's not supposed to happen. is that the solution a value proposition that people will pay because they think they're getting a good deal, but they're getting the best stuff >> they are getting a good deal. and you know, honestly, i think we didn't give ourselves enough credit before about our value proposition. i think the pandemic made us all think about what's important, what company we want to be, and we took some risks we took a lot of risks and they're paying off we decided that we're going to do all the things we always wanted to do with our people and with pricing and we decided that we're going to get away from these promos. and we have. and you know, there's going to

be markdowns, jim. if something doesn't sell, you mark it down, end of season, but what we want to do is give them a great value with the first price. and we also have been building opening price point businesses so at the same time, we're not running the promos we're giving you a cheaper sofa, a better sofa for that price than anybody else's that is sustainable, but by the way, we're doing some more of both at the entry but also at the high >> well, look, here's what i'm going to do, after the interview, i'm going to send you what my daughter did to my beachhouse to make it into the west elm house you'll very much appreciate it there isn't anything in there that isn't west elm. laura alber, the ceo of williams-sonoma. buy back of a lot of shares. she is right the brands are bigger than the stock price. it's so great to have you on the show thank you, laura >> thank you >> guys, this is another one i know it sounds tiresome, but it's also good to be right this one is going higher

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what just happened to the stock of hp inc. the pc and printing business of hewlett packard. they reported and the numbers looked great, but the stock got crushed. they had a terrific top and bottom line beat fueled by notebook and printing sales, there was hair in the quarter, too. the ceo and president of hp think, to see what he thinks mr. lores, good to see you enrique, this was a great quarter. you had strong double-digit growth on almost every single feature. beat on top and bottom line. and yet, some people were worried this is the last good quarter because we're going back to work. we don't need to develop new

home offices anymore what do you say to that thesis >> as you said, we're very pleased with the results we had this quarter but more important is that the underlying trends that are driving the performance are going to stay. we have seen that we are going to continue to be in a hybrid world even when people are coming back to the office. this will continue to drive demand for our products, for our printers, for our pcs. we're starting to see demand on the commercial side picking up that will help us within the next quarters. so we are pleased with the results this quarter i'm very confident with the performance of the company going forward. >> i know when we first met, i was concerned about printing it looks like a net revenue, $5.3 billion, up 23% printing obviously has come back and come back strong >> printing has come back strong if you go underneath that number, you will see that in the consumer side, we grew 70% we grew 40% on the commercial

side and on the investor side, the new categories, we grew 45%. so an already strong performance in printing, which proves that the strength of one of the key strengths of the company is the diversity of the portfolio and this has enabled us to drive strong results this quarter. >> what do we do with the fact there was an industry figure that came out that said notebook semi-conductors were down 9% in the last month is that something that might be the other guys and not you >> well, first of all, we should not look at the first to do this comparison what we see is the demand for pcs continues to be strong we have been talking about the backlog we have every quarter, at the end of the quarter. the backlog at the end of q2 was the highest we have ever had so we continue to see very strong demand on consumer. we are starting to see an acceleration of the demand on the commercial side. and this really makes us feel

very confident about the performance of pcs going forward. >> you have taught me that free cash flow is a great way to gauge your company you're saying you're going to have at least $4 billion you know the consensus was $4.56 billion. is that enrique's classic cautiousness or are there some worries about free cash flow >> there shouldn't be any worries about free cash flow we have proven in the way we guide, we have said that our guide is at least $4 billion we have done more than $2 billion in the first two quarters and we continue to be optimistic about the performance of the company through the end of the year >> now, i keep hoping that we will get together next -- i always want to get together withes with s you because you're a delight, and we'll see you as the leader of 3d everything is it on the horizon >> we continue to make very good progress on 3d printing. we shared also that this

quarter, our parts grew more than 40%, which is a very good number and we are expanding our focus from printers into end to end applications, which is really where we see the future of the category so we are confident on 3d, and we continue to see it as a growing opportunity for the company. >> you have driven this stock much higher than a lot of people thought it could go, through excellence, through execution, and also because of the pandemic you have put a lot of money in repu repurchases. in the first quarter, $1.6 billion. is it right to keep buying stock up this high >> we continue to believe that hp stock is undervalued. when we look at the growth opportunities we have in our core businesses, in print, in personal systems, we're starting to expand like gaming accessories that we announced a quarter ago. the opportunities we have in the new businesses, the investment in printing, in 3d, all these

make us be very optimistic about where the company is going to go and when we analyze that, we realize that the stock price is undervalued today. >> last question you know i am a big supporter of yours. i have a bunch of them, and one thing i would still love is that touch screen i do not like it when i go to a screen and i touch it and nothing happens. how much do these new features matter to your taking share at hp >> we continue to drive innovation across all of our pc portfolio. now we're designing products to be used as communication tools, adding features like better cameras, better audio, which is really helping us to continue to win innovation awards. so we have a very strong portfolio that we continue to make stronger every quarter. >> all right, well, thank you so much, enrique lores, president and ceo of hp, which has been a tremendous stock and such a better company under enrique really good. deion dia good job, too, but

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how important are environmental social and corporate governance issues to a consumer focused company for that, we turn to mondelez, the snacking kingpin that's made one brilliant move after another. including yesterday's $2 billion acquisition of european snack baker chipita. this stock just won't quit can it keep up the momentum? let's check in with dirk van de put, the ceo of mondelez mr. van de put, welcome back to "mad money." >> thank you pleasure to be here. >> all right, so dirk, a lot of people come on, and they talk about esg, they talk about socially responsible this and that but you know what, sometimes i think it's -- sometimes they say

it's green washing with your company, i think it's not only integral, but maybe even be the reason you're killing it in the industry >> well, we try to be honest and do the right thing i think it's the way you have to be as a company. and we strongly believe in shareholder and stakeholder interest, and we try to make sure we balance the two. we like to say that we have a different approach towards esg first, we try to understand the biggest impact we're not trying to do everything that we could possibly do, but try to focus on the areas where we have a big impact, and second, we try to make sure that we have a measurable impact within our solutions, and three, we want to collaborate. we don't think we can do some of the things we would like to do on our own and so we are totally open to collaborate with other ngos,

governments, other companies that's the way we think about it and we believe it needs to be integrated you cannot try to just achieve your financial results you want to do your financial results, but you want to do more than that. you want to make a contribution to the world, in my opinion, do what's right, and our employees demand it, our consumers demand it, our investors demand it more and more so i think it's just the right way to do things and it's going to become more and more important, in my opinion. >> let's talk this big acquisition you just made. $2 billion for chipita to me, this looks like a high growth european snacking company, but it's about eastern europe it's about greece. these are areas that i think needed help. you seem to have found a way to be able to help that country and also do well in those portions of europe that are underserved. >> yes, yes. it goes both ways, in fact this is a company that very strong in eastern central

europe, 40 years old good growth. they're in bakery products and in pastries, cakes and pastries. so we can build on that because we are biscuits and chocolate players. and so we can use their distribution and their presence to build our distribution, but we also can bring our brands to their products, on the other hand, they have done really well and the range of products that they have has potential in the rest of the world. particularly in emerging markets. not only are we trying to build our presence on their presence in central and eastern europe, we're going to bring their prun products to the rest of the world. it's a real win-win. >> a lot of people felt that snacking was something that really was a covid-19 stay at home thing i am beginning to believe you have a sustainable snacking company that will thrive even after the pandemic because of

the numbers i'm beginning to see. do you have confidence that the case, sir? >> yes, yes, i do. snacking was already doing well before the pandemic. in the sense that the categories were growing around 3% a year. during the pandemic, that went up but what we saw is that consumers have changed their behaviors. and so they were consuming more at home. we have seen it come down, but not to the levels it was before the pandemic when they're at home, they tend to graze more throughout the day. so snacking goes up. we see them declare a high percentage of consumers say they will snack more, that they believe that eating small meals is better than three big meals a day. and as mobility comes back, consumers tend to also snack a lot when they are mobile we don't expect the return to mobility to affect the snacking market

so we will see the continuation of the trends we saw before. >> we have to talk about something that i think epitomizes what you have done. i have a bad philadelphia accent so i'm going to call it hu, but i got your email today like i do. your emails are funny. they make me want to just go and buy, for instance, crunchy mint, which is my favorite, the dark chocolate, what does it say about it no weird ingredients ever. you are a whimsical company that recognizes that to come at us with some sort of strict i idealogical approach to these brands would be wrong. how did you figure this out? no one else is whimsical about the, let's say, the problems we have with the stuff that its junk food. >> i have to give all the credit to the people that founded hu. we acquired them we worked with them for two, three years. and then we saw all the good they were doing. and what they're building.

and we said, yeah, we would like you to be part of mondelez and they agreed to that, too they're the ones that have come up with the no nonsense say it like it is, be honest type of approach and that's the style of who they are, and what they are trying to communicate with consumers and it's clearly resonating, and i think it's the right way to say things and the products are excellent, by the way and so it's really the way consumers want to be spoken to and that's what they expect from a brand. total honesty, total clarity, and i think hu is a wonderful example of that. >> as your largest customer, you know i feel that way a fantastic report you're basically setting the industry you're telling people what is right. and i want to know how many people come to you, dirk, and say, you know what, i have to copy you because you figured it out, you're the thought leader how do i do it because you are. you have thought about this more

than anyone i have met >> i don't know about that, but we have a lot of people asking about it but it's a whole team that works on it. and i think the main thing is to listen to the stakeholders, have conversations with them, talk to consumers, talk to ngos. talk to governments. for instance, as it relates to our cocoa approach, i have been to ghana, the ivory coast, sat down with the government, visited farmers. it's about informing yourself, understanding what people really have on their minds, what's going wrong, what's going right, and then capturing that and having a clear program on how you're going to make progress, measure it, and that's really what we're doing so the advice i would have for anybody is talk to the people that are involved with your company, with your products. and see what they have to say. and you will learn a lot about what they have on their minds. >> well, sir, you are the classic example of what i believe, which business is the greatest force for social

change dirk van de put, chairman and ceo of mondelez, thank you for coming on the show always good to see you, sir. >> thanks for having me, jim always good to see you, too. >> i like to say there's always a bull market somewhere. i promise i'll find it just for you right here on "mad money." i'm jim cramer see you next time. the newsshshh h itit w wepard s starts now. next time. "the news with shepard smith" starts now \s traffic on the roads, crowds at the airports, a near normal memorial day weekend on tap. i'm scott wapner in for shepard smith, and this is the news on cnbc. the holiday rush begins. >> decided to get back to normal. tonight the push to get american back out. >> go on a plane, visit a restaurant, go to an amazing hotel. pushing to investigation january 6th, the call coming from the mother of fallen officer sicknick