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tv   Mad Money  CNBC  September 20, 2024 6:00pm-7:00pm EDT

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>> wow. guy. >> like the jet game last night talking about in the green room saying that's the road map for success this year, right. >> 100. >> throw the ball, good defense. mel's on it. my mission is simple. to make you money. i am here to level the playing field for all investors. there is always a bull market somewhere and i promise to help you find it. "mad money" starts now. hey, i am cramer. welcome to this west coast edition of "mad money". i'm just trying to make you some money. my job is not just a entertain, but to educate and teach you, so call me. 1-800-743-cnbc. at the end of the week it was totally defined by the fed. we finally got a respite from
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the fed chatter today. even when it is positive there is only so much i can handle before i break. without the introspection the averages took a breather, too. the s&p dipping 0.9%. going forward we are still very much in the hands of the federal reserve. when fed officials talk, the market will listen and it should listen. i have been through the cycle 70 times that i wish they left the public communications to jay powell. sometimes it feels like the market committee is a little too small and democratic. i'm not saying that german powell should take a page from chairman mao, but when it comes to free speech, maybe they should keep their mouths shut. all right, we have a lot of stuff for next week for this. you will see what i mean. on monday the fed resumes their dominance over the stock market media cycle. even as we parse the words of
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raphael bostic, the president of the atlanta fed. the president of the chicago fed. the double rate cut. not the 25 basis points that most of us were expecting until last week. i think this whole game is a sideshow. it is a sideshow that freezes you from buying the stocks of the companies when the stocks are down. the main event on monday will be the initial tally of how many iphone 16s apple sells over the weekend. i know this is a tawdry game where we are given more reasons to sell the stock than to buy it. that is how these launches have paid out, the good and the bad. don't let this interim data sucker you out of your position. again, own apple, don't trade it. we will also hear more about this possible acquisition of intel by qualcomm. the foundry business and intel is all in founders. maybe that is why intel is trying to separate out phantom trees in the last business statements i saw. let's just say i am suspicious,
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how about that? we lost two different streams of home sales in the last few years. people want to move up i can't because they will lose that low rate mortgage and the new loans have slowed to a trickle because builders are reluctant to build anything when rates are so high. i don't blame them. i will help us understand where we are in the housing cycle, because now that the fed is cutting rates you better believe that 2025 should be better than 2024. mortgage rates down, more sales. also the day when hp shows how the product line has been reengineered by a.i. and that since i've seen the future myself because we went to hp headquarters today. we will give you a sneak peek preview. you won't believe what you will see. you can dial up payroll numbers from paychecks, we like those, but you can also listen to the quarterly conference call from a company called cintas which
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delivers all sorts of things to the workplace. we've had strong small business formation, even during covid and also they keep taking a share. cintas does it better than anyone else and they are a pure joy on the show. after the close we will test out a theory of mine. this company makes basic memory chips and also high-bandwidth chips used in data centers, but the stock has been crushed. it has been annihilated to the point where it might be a buy no matter what the critics say about the quarter. i'm looking for a bounce even as the market is overbought. costco, core charitable trust owning reports and they will give us an update on what has been selling and what isn't. the stock itself is been amazing. that is why i've been telling you to hold on. as much as i want to take a break from fed talk, i probably won't provide that because we get the inflation data that the fed relies on the most.
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a series of numbers patched together including the personal consumption expenditures indices. a whole game of how many rate cuts we will get this fall and by how much if we get any rate cuts at all. i don't think anybody knows. focus on good companies and good stocks and you won't go wrong. here's the bottom line. no matter what happens next week i want to remind you that we are in a rate cut cycle. it is very different from the last couple of years. so the backdrop is now friendly. don't treated with hostility, please, even if it is overbought. when the fed wants to be your friend the best way to make money is embracing the fed's friendship. let's take calls. miles in louisiana. miles. >> this weekend the superdome is going to be rocking. >> i think my team right now, i am from philadelphia, so i will support my team. let's leave it at that. what's going on? >> i want your thoughts on chevron with the dollar getting
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weaker and a potential harris administration. what you think about chevron? >> i think that the wheels are a tough place to be. the fact that prices haven't gone up even though there are so many shorts has surprised me. you won't go wrong owning a stock with a 4.5% yield and they buy back a lot of stock, but be prepared. i don't think it will be the rocket that it was when it went from 100 all the way up to 171. i don't see that happening again. i want you to remember we are now in a rate cutting cycle, so the backdrop for this market is friendly. please don't treat it with hostility. you will miss a lot of opportunities if you do. on "mad money", powering up a new wave of pcs. i'm learning much from the hp ceo. then after soaring on earnings, is it a strong foundation and maybe a gold mine? i'm seeing if this home centric retailer can keep building higher. plus, we've got to hear about
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what they say about cybersecurity and identity, of which they are the dominant player, so stay with cramer. don't miss a second of "mad money".
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>> what is new for hp? the old hewlett-packard pc and printing business. now that we are in a new product cycle with a high- powered computers hitting the market. hp reported a mixed set of numbers, with pc selling well on the commercial side, but not so well on the consumer side. that changed with the fed trying to breathe new life into the market with rate cuts. while we were in the bay area we took the opportunity to sit down with enrique lores, the president and ceo of hp. take a look. >> thank you for having me. it is beautiful and insightful every time i come here. >> really thank you for coming. it is great to be able to show you the innovation will we be bringing to market. >> let's talk about that. have a good 3-year-old, i call it a covid pc. it has everything i think i need, but are there other things i don't know i need and therefore i should upgrade?
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>> i think you should upgrade as soon as you can. with the a.i. pcs we are going to improve productivity and satisfaction employees will have with work. they will be old to do things that today they don't even dreamer possible that will increase productivity, increase security and make it even cheaper for the companies. >> i have to tell you, people are getting jaded. they think why do i need a pc? i can go to gemini, i can go to chatgpt. it is on my current pc, why do i need to spend more money to do the same thing? >> i think the key drivers of the value proposition of the pcs. first of all, it is much faster and you can do things with your local pc at a much faster pace than you can do in the cloud. second is significantly lower cost because you don't need to pay the fees that you have to
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pay to use an a.i. platform and second it is more secure. you can use your local data to run your models and therefore you don't need to upload confidential equipment into the cloud and we have many applications to run a search on local data. to program managers and we will be able to create concepts in a much faster way than what they can do in the cloud or as we showed you, real-time translation that will help them connect with people in other countries without having to wait for the translations. many, many applications that will continue to grow as developers realize how important these improvements will be. >> people are telling me don't get the one now because if i wait three months it will be even better and that would mean the next three months i would then wait for another and
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another. what is the jumping off point where you think it is worth it to get it now for most people considering the uses? >> i think there is a reason why customers should not upgrade but we understand you need to go through an iteration process and make sure it is working for the applications and this is where we think it is coming together. if you ask me a year from now, two years from now, someone should by a pc that is not an a.i. pc, i cannot answer that question. >> i have terrible handwriting. can it recognize my terrible handwriting and understand data on me and summarize what i am writing? that is one of my biggest problems. i always have to take notes and the notes aren't legible. >> how you interact with computers is going to already change. we can make it digital and translate it to text. something much more difficult.
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it can understand my very poor english accent and translate that into words and text to make me much more understandable. >> so i would imagine this costs a dramatic amount more money than what i paid. >> it is not. our estimate is the price will be between 10 and 20% and this is why we talk about why people will not upgrade, there are not many reasons why someone should not do it. >> because this is an older pc, my battery last for about an hour and 15 minutes. i am in constant fury. what would my new one be? >> for us stability is really important and we designed a product that will not end up in landfills and when we are designing our product with stability in mind. for example the next generation
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of pcs will be user replaceable. you will be able to replace your battery and we will make sure that we get it back so e can recycle, because it is not only making your life easier, it is about making sure we don't have a bad impact on the environment. >> we are looking obviously at the personal. if i were the commercial, would there be enough that there would be time for ost enterprises to upgrade what they have? >> i think it is similar, in fact i believe that contrary to what has happened in the last 10 years, where innovation started on the consumer side and went to the commercial side, the impact of a.i. pcs will begin on the commercial side because of the productivity improvement and once the adoption will grow, the impact will go to the consumer. the reverse of what we have seen happening in technology in the last 10 or 15 years. >> are you happy with the pace of people getting new ones and the pc recovery?
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you told me that we will eventually get it where it is so dynamic that people say we've got to have it. are we almost there? are we there? what is the state of sales were pcs? >> we started to release the first a.i. pcs. we are launching in the fall and we will continue in the coming months. so i think the important thing is we are just at the beginning of a very big transformation and it is only starting and today we see the improvements that these products can bring from a productivity perspective. we can't imagine the impact they will have a year from now, two years from now, when more applications will be delivered. >> one last question. if i were to go to my best buy where i get things, would they have any of the things that i just saw today or that will be imagined next week? >> what you saw today is already available in the market. the applications we were
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showing our available. we have a big innovation event next week where we will be inviting developers and press to show what the new technology is going to be possible and we will show what we showed you and many more things because we are really at the edge of a lot of innovation that is going to be coming to our space, which is why everybody here at hp is so excited. the opportunities we have are endless and we think we will continue to transform and define the future of work. >> what i saw today is that the a.i. pc is different from what i thought, more useful and would make me more productive. so thank you. once again, how we do our work and our play. >> thank you. coming up, give your portfolio a new design. cramer catches up with our h next.
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a grand design to spruce up your home and renovate your portfolio. furnishing profits and letting investors in on high-end trends. is rh the stock to give your portfolio a classy edge? >> it has been a fabulous couple of weeks for rh. formerly known as restoration hardwa. soon i won't say that. last week the company reported a magnificent quarter, up more than 25%. they spend years investing
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correctly, preparing for when the fed would cut interest rates and kick housing into overdrive, which we have been waiting for. so the double rate cut was news for rh. the business was picking up before the fed did this thing, but don't take it for me. let's check in with the chairman and ceo of rh. first of all i want to congratulate you. you kept spending during the downturn, so when it turned up you had the right merchandise and therefore the right profits and it looks like as you say the vector size, the margins, everything is in the right direction for you. >> well, look, there is no big reward without big risk and we like to think deeply about making a few big moves. we have been working on this product transformation, platform expansion unveiling and it has been a big investment. also we bought $2.2 billion of
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stock back. we would not do that unless we had a lot of confidence about what was coming and while we can't control the interest rates or the housing market, it is a good sign to see the beginning -- >> you have been calling this the most challenging housing market in three decades and yet you still brought back a lot of stock. is that a bet on gary and his team? >> look, we only bet on ourselves. we don't really make investments anywhere else. we don't make investments of that size without a lot of thought or confidence and we just bought back 35% of the outstanding shares this time. in 2017, you know, we bought back i think 1 billion something in our stock. since 2017 we have bought back $3.75 billion of our stock. history would prove that we are
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generally, directionally right. when we make bets of that size. so are we excited? we could not be more excited. >> the september is continuing to be great. >> we have said that our business accelerated throughout the second quarter and even july up 10%, accelerated into the third quarter with august up 12% and we expect it to continue to be positive throughout this year and next year. >> you have a lot of things i find hard to describe. you have a 90,000 square foot property in newport beach, overlooking the ocean with bars and i said what is it? what is the analogy and the answer is so great, there is none, is there? >> you have to think until it
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hurt so you can see what others can't see, so you do what others can do. if you want to be the best in the world you can't be a follower, you have to be a leader and that is sometimes a little confounding to people in the public market, because people, you know, tend to like duplication, not innovation, but if you want to lead, you have to innovate and take risks. again, history proves all of these bets and all of these galleries that we have done our highly incremental and profitable. it comes from really deep thinking and not any kind of quick decision-making. i've been here as ceo for 25 years. we are not making this up. it is a lot of data. a lot of deep thinking. connecting a lot of dots and be willing to place a few big bets that can change everything. >> i think the data -- i've
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been to raleigh. i would not have thought it would sustain a 50,000 square- foot rh. but you have data nd you know that there are cities like raleigh that in new york we wouldn't know. that can be tremendous, can't it? >> we are lready there, that's the good news. almost every market that we are opening these larger, more immersive, galleries, we have the data on almost every market. one where we don't have data is montreal, but we know canada. we are in vancouver, toronto, so on and so forth. so we have data. we have been at this a long time and it is about understanding the math. connecting the dots. conceptualizing new and bigger and better versions of ourselves and somewhere like
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raleigh, we know the volume we do. when we open a new gallery, when we open a new restaurant in a market like raleigh, what is the restaurant going to do? we know what the incremental traffic that the restaurant drives is also going to drive incremental revenue in the gallery. all of that takes time. we opened our first restaurant in 2015. we have 22 restaurants today, so we have a real restaurant platform, too. that creates traffic and consumer awareness. >> now europe really gets you. everywhere you open, no one is further than you thought, but when you open, do they know it is american? do they understand? it does not seem to be what we think of as what we make. you appeal to, i would say, a well-off group everywhere, but also to the artistry. to the belief that picasso is right. you have to destroy to make and
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it works in europe almost perfectly. >> look, europe, like any new market, do we have some brand recognition? amongst designers and customers? of course we do, but you know it is going to take time for europe to scale and become known the way it is known in america. and i tell everybody that the time to really focus on europe is when we open london, paris, and milan. those are the three key cities to build the brand and we open paris next spring. we open london in late fall and milan in 2016 -- 26. those are meaningful galleries, integrated restaurants, wine bars. you know, the whole experience. so we have not opened that yet. we opened in the english countryside, 17th-century estate, 73 acres, but we said
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that was more for conversation then commerce and we wanted to make an impression, and inspiring and unforgettable first impression in europe, as i think we did, but we are going to know a lot more in the next 18 months. >> now are you concerned about tariffs and what it will mean for a person who is on the edge, trying to figure out whether they should reach for rh? which, by the way i know this is hard for people who are not regular shoppers at rh, but you are actually reasonable for the incredibly beautiful stuff that you make. you are not outrageous, but tariffs can make you be outrageous. >> i don't know if tariffs are an obstacle that are that difficult to overcome. supply chases demand. we are really good at creating demand. supply will move to appropriate places and countries.
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when the tariffs went up we moved a significant part of our upholstery business back to america. we are now the biggest importer of italian sofas in america and we have our own factory in north carolina making sofas. so you have to be flexible, you have to be fast. there are always going to be obstacles like that. there will be obstacles for everybody, so you have to be faster, smarter, more creative and taking lemons and turning them into lemonade. >> you don't do it the way others do, which is why we love you, frankly. one of the things you pointed out is that you have a great take on society. for instance you said that why do people pay a bunch of strangers, influencers to say they love your brand on tiktok? i mean we all know phony. something happened. what happened to make it so absurd things like that have
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some cogency? >> look, we are in a world where there was an explosion of social media. the digital visualization and conductivity is real, but the great brands stand the test of time and they earn it. they tell the truth. you know, having fake fans and people you pay to talk about you on instagram or tiktok or whatnot is not the truth. like we don't have a marketing department, we have a truth group and i tell everybody, look, if people aren't talking about is, if people aren't interested in the brand, don't pay them to talk about us. let's do better work. let's do inspiring work and let the world talk about us. so we don't have an instagram account and we don't have a pinterest account. we are not on tiktok ordinate -- or any of these. we are doing work that other
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people are talking about. so the key is, where do you want to focus your time and your money? i don't want to sit and think about what pictures are we going to put on instagram next week? let's talk about the product. let's talk about the platform. let's talk about creating authentic connections with consumers and let's tell the truth. let's not let somebody else that we don't really know make something up. talking about 100 brands, getting paid to get up and unboxed something. it is a different world and again you can't be a leader if you follow the crowd. you know, you have to take the path, the road less traveled and you have to define your brand your way and not let somebody trying to define hundreds of brands also define you. >> let me ask you a final
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question. what happens to people who wonder -- who underestimate the power of good people who don't know what can be done? >> you know, there is something about persistence and passion and deep belief in what you do that sometimes is tough to understand for other people who maybe don't have something like that that they feel that deeply about. a lot of people say you are a lifestyle brand. i say i don't even know what a lifestyle brand means. we do what we love with people that we love, for people that love what we do. it is that simple and we are passionate about it. we will move mountains. in our organization. it takes that kind of effort and it is sometimes not understood and if you want to do
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really great work it is not work that somebody else has done, so you have two believe what hasn't been done and you know you never want to bet against those kind of people, you will usually be wrong. >> that is gary freeman, chairman and ceo of rh. the numbers are getting better and better and "mad money" is back in a moment. >> coming up, cramer's west coast trip continues with a favorite. keep it here for a high-octane sit down, next. tony, its gone. no. how am i going to do this? welcome to the mdy mid-cap cup, presented by state street global advisors. today's challenge is to play 9 holes without the middle of your bag. how does that sound? that sounds terrible. ♪♪
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nate jones... steps up to the mirror... lines things up... towels off... checks his fidelity app... looks to outside analysts to get a second opinion. nate likes what he sees... same page? -[ dog barks ] and he places the trade... before anyone hears him talking to himself. [ dog whines ] buy u.s. stocks and etfs for as little as $1, with no commissions. talk about easier investing. last night crowdstrike told
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us that cybersecurity solutions are still in high demand, but is that true across the larger industry? okta, one of the leaders of identity verification gave what some people thought was conscious quarterly guidance for its current remaining performance obligation. a technical term basically of the subscription backlog. the stock plunged nearly 18% the next day. totally mystifying to me and the stock still hasn't recovered. could this be a buying opportunity or is there something i'm missing? let's dig in with the cofounder and chairman and ceo of okta. welcome back to "mad money". >> thanks for having me. >> there has been an evolution going on with companies in your industry where they were using one metric and that was reliable for a long time to prove growth and it seems to
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have failed us. it failed us for crowdstrike. it failed us for palo alto networks. it didn't show the true strength. is that metric failing to show okta's true strength? >> over the long term the trends are consistent and bullish over the long term. if you look at security breaches, 80% involved compromised identity. so for a company to really shore up its security posture, they have to shore up the identity posture and we provide identity technology from core access management for employees to strong authentication for employees, to customer identity. we can impact revenue. we can cut costs. long-term it is a very bullish outlook and i think the issue that everyone is working through is what that means over the near-term. >> what does it say that some companies are saying you can't do this piecemeal anymore? you can't put an identity
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vendor with another kind of vendor. it is better to have oup to nuts. what is the response to someone who says that is what i want to do? >> some customers can't have one vendor to everything. even a medium-sized company will have thousands of vendors. the challenge is what are you going to center on? one vendor for collaboration? one vendor for crm? one vendor for security? our position in the market is our customer standardize on one vendor for identity. workforce identity, customer identity. that is the right choice because it ot only solves your security problems, but it also gives you choice in technology. you can choose the network security. you can choose the applications. you can choose what kind of customer facing solutions you want to employ. it does not lock you in. it frees you up and enables you to use any technology that is best for you. >> i know you are bare knuckles, but very adamant about this. for instance you said that okta
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is a superior choice versus microsoft every time. the back-and-forth against microsoft and joining forces so to speak because he found they were worth dealing with. you also joined forces. you are not out there in a zero- sum game against microsoft, correct? >> microsoft's view of the world as they want to sell you everything. they want to sell you the cloud platform, the collaboration tools, the applications. >> don't they make it worth your while by bundling things? >> they can, but there is a trade-off. there is no such thing as a free lunch and if you buy identity and security bundled in one solution, you are going to forgo the choice for other things and it might be that for your company a better security posture would be to use crowdstrike and to use a.w.s. for your cloud infrastructure. they know if they sweeten the deal a little bit with identity they will make it back by
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foreclosing choice on customers and we have a very different view of the world. we believe identity is choice and customers need to and will make the right choice to free them to use technology over the long term. >> you did have a problem with your systems being compromised a year ago. to me when i look at the numbers that is something that you got past and it doesn't seem to be part of the conversation anymore when you are making your propositions. >> first of all we invested a ton of time and focus on not only shoring up our internal infrastructure and making sure we are one of the most secure companies in the world. we also poured tremendous resources into making sure our products are secure by default. leading the industry on setting design standards and implementation standards on how identity can be implement it securely. it is really our long-term commitment to fight identity- based attacks and that is resonating very positively with the market and customers.
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i think when people look at the near-term outlook with okta, we are being conservative about the next order to make sure that there is no impact of the breach from last october and i think once we get past that anniversary, we are going to take some of that conservatism out of the outlook and it will be better for everyone. >> excellent. one last question. what is your advice to large institutions about what they should tell their workers? because we don't want to be had. sometimes i feel like companies don't tell us the best way to protect ourselves and therefore to protect the institution. >> from a workforce security perspective, we have the tools. for example, a lot of companies try to prevent phishing attacks against employees by chaining them and not to click on links. you can take that approach, but a better approach is to deploy
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authentication and you can do that with okta. so you can't -- caution and knowledge is always good, but at some point you have to deploy the right technology to defend against the breaches and we have the technology. >> the bad guys are so significant now that we will make a mistake, but your software want. the ceo of okta with a conservative approach as we heard, but a superior product. "mad money" is back after the break. >> coming up, lightning doesn't just strike twice in cramerica. >> thank you for taking my call. >> it strikes every day. cramer is back in a flash with your questions, next.
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it is time. it is time for the lightning round. and then the lightning round is over. are you ready? let's go o ross in california. ross. >> booyah to you, jim. >> what's happening? >> my question to you is with the data centers and the need for energy, it appears that the largest competition is in northern virginia. what do you think about dominion energy? >> i think it is a buy.
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everyone is buying companies related to nuclear. dominion is fine. austin and oklahoma. austin. >> how was i going? >> i'm doing well, how are you, austin? >> not too bad. i was calling to ask you about a company. dutch brose. >> i like dutch brose. the expansion was willy-nilly. i feel that it is on steady ground now. let's go to larry in north carolina. >> hi. >> hi. i'm talking about super microcomputers. what do you think of it? >> you know, i need to see the financials file. i don't like to see a short seller go after a company and the next day the company put out a release saying they can't get the financials together. they get the financials
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together and this is a cheap stock, but i've got to be sure. let's go to james in virginia. >> thank you, i am a first-time color, longtime listener of the show. >> excellent. what's going on? >> i own a small position in jackson financial. i've doubled my investment over the past year. i'm wondering should i buy more, hold, or sell and take the profit? >> i don't understand a company that has a one pe. that does not sound like something i feel comfortable recommending without doing more work, but thank you. let's go to jonathan in my home state of pennsylvania. jonathan. >> a big thank you for all you do and a bucks county booyah to you. >> you know how much i love bucks county. i will be there in two weeks. how can i help? >> i look forward to seeing you. i love how the club is open to ideas from members. you guys give some fantastic
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education. my request is whether i should be concerned when looking at the operating cash low and net cash flow of a company? for example an operating cash flow -- versus net cash flow of negative day >> i don't like that at all. it actually is a very well-run company, so i would be more concerned if i did not think that management was real good, but it is not a stock i am recommending and that, ladies and gentlemen, is the conclusion of the lightning round. >> the lightning round is sponsored by charles schwab. coming up, just do it? lessons from this week's change at nike. next.
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after nike's ceo announced his retirement last night, the stock move today and for good reason. he never made sense as the ceo of a sneaker company, let alone the largest sneaker company in the world, but he was a long- standing board member who i am sure contributed a great deal. the problem is he was a consultant who made the switch 20 years ago and came to nike by way of servicenow, paypal, ebay and bain and company. that is not the resume of someone who should be entrusted with one of our national icons, nike. as we know from hsu doug, the terrific autobiography by overnight. you have to be a speaker had or an athlete who played or both in order to run this business. he seemed to e devoid of these characteristics. they would have been better off with someone modeled after
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steve fontaine. the legendary distance runner who was the first athlete to sign with nike way back in the early 70s. there is something ironic. when he took over servicenow, the cloud software firm, the outgoing ceo raved about it. john's extensive track record of creating value, driving innovation and scaling a technology organization will be critical as we move servicenow up the enterprise value chain. it's true, but it turned out to be a truncated launching pad on the top job of nike. a few months later, covid went on to swamp nike's operations, making the company less beholden to mall-based retailers. nike viewed these stores as to downscale. they were anxious to make the brand premium, so why not go all in on direct consumer? yes, digital direct sales with
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a tech guy. unfortunately he did it too well. when the pandemic ended nike have the finest direct consumer technology. two problems. after we beat covid, people turned to the mall in droves. nike had gone all in on digital in that period. even vans took critical shelf space in these stores. at this same time we started to hear that the nike innovation pipeline, at one time the envy of the industry, was drying up. it was about the previous incarnations that have been successful and somehow they seemed to be proud of that, to which i say what was nike thinking? how could they squander this great job with someone who understood how to improve corporate onboarding and i.t. ticketing, but not how to sell brand-new shoes and not just recycled old ones? it had nothing to do with nike. of course that is the fault of the board. i personally would not have picked someone so willing to leave servicenow after only
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three years on the job. took the stock to more than 930 today. he took over nike and his tenure saying no increase to the stock price. that is amazing when you remember the s&p 500 is up over 80%. he finally repaired a lot of the relationships he helped destroy, but it did not work and time. nike's rivals caught up and in many cases surpassed it. i think there is a real cautionary tale. starbuck said many of the characteristics. he was known as a consultant, not a coffee person. it would've been better to bring in a hospitality person or someone who could help draw a heart at the top of the cup of joe, foam in the cappuccino. the stock related that fact until he got ousted, which is what really matters. memo to the boards of directors out there, there are grades in this business. the stock market gives them.
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now maybe we will get one. my advice, go with what starbucks did. find someone steeped in marketing who knows how to make things fresh and loved by all. i like to say there is always a bull market somewhere and i promise to find it just for you right here on "mad money". i am jim cramer. see you next time. ..."shark tank" has been a champion for innovators, inventors, and small businesses chasing the american dream. [ screams ] we don't like to give up. we will do whatever it takes. for me, this is the american dream already. narrator: and this season, in an unprecedented collaboration, we've innovated with the venetian resort in las vegas to create a protected bubble environment to keep our entrepreneurs, sharks, and crew as safe as possible from covid-19. ♪♪ man: three, two, rolling. ♪♪ narrator: the world is a much different place now.

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