tablets and phones are flying off shelves. marvel founder weili dei my guest this morning and making money while making the world a better place. with reporters of tech crunch and from "forbes," this week on "press here." >> good morning, everyone. i'm scott mcgrew. at no time in human history have more people had more computers, in their pockets, purchases, cars and classrooms. you would think it would be a great time to be in the chips. but you would be wrong. chipmakers intel,&and m amd ands have warned investors. apple may sell a lot of devices but the chips inside your iphone are developed through an english

company called arm leaving remaining companies to wrestle for scraps. marvel is eyeing television as an alternate market, a smart tv. the company recently announced a deal with lenovo. weili dei is the first and only co-founder of a chip company and studied computer science at cal berkeley and the first and only woman to give an engineering address. joining us from "forbes." you have to find things to put your chips in. you're running out of things, aren't you? >> well, the exciting piece is we are moving into the new era o of digital lifestyle. >> are the chips that run the digital lifestyle going to be marvell chips? >> i think marvell will be one of the key leaders to empower the era of digital lifestyle.

we have the history of 17 years of marvell, we have invested it for a long term, from storage to communication, to mobile, to connectivity. today, our chips from cloud infrastructure to the mobility, so we are ready to empower and connect the lifestyle any ti timener. >> marvell is not necessarily a household word the way intel is and to a lesser degree. amd. there are a million marvell chips out there, right? >> yes. >> a tremendous number. >> the key is, as a semiconductor leader solution provider today, it's very very important we have to be very sensitive about having the software capability because today, it's no long ear stand alone chip, no longer building

blocks, about who can put product platform total solution togeth together. i use home for example and marvell is empowering homes into small home. what does that mean? that means small furnishings. i use the term small furnishings. your entertainment wall is going to be smarter and two-way streaming just like the old days you convert the feature phone to the smartphone of the world. >> i think it's very promising to look forward at this digital lifestyle. there are displacements when that happens, in the case of your business, you've always been a big player in discs for the disk drive business and having a hard time because of falloff in pc demands. do you get enough growth out of new areas, digital products to off-set the softness you've seen in disk drives and also you've

been making chips for the blackberry and that's fallen off and hurt your business to a certain degree. are you able to trade off one for the other? >> well, grade question. the storage market is very very important market. if you see the cloud, how it work, the information, the contents, marvell is number one in storage! that's the first market we enter and dear to our hearts. i'm very proud whether or not a disk drive capability, technology, and ast technology and marvell is leading the pack. we continue to drive this. >> i will jump in for a second. solid state drives, drives that don't have a platter, i never want anything to go out the door that somebody says what? continue. sorry. >> it sounds like your strategy now from what you said about

digital lifestyle, you have tvs, in-home technologies. are you trying to diversify now because some of these older technologies or other technologies are falling off? >> we actually, as a company, i believe, we're the only semiconductor today, we're the top five semiconductor, one of the youngest leader in the semiconductor industry. but in terms of technology, we have the most diversified and the most broad coverage of the industry because of that. therefore, today, we can address and we are prepared to address the new era of digital life better than any company, i believe. >> you're betting because so many things will have chips in them. dishwashers already have chips in them. who would have imagined that? coffee makers, television sets, all kinds of devices, that you'll have enough market out there you can put your chips in

all of those things? >> well, scott, this is a perfect question. i use it make to fit. so when you do a small furnishing, you come in to the home and depends on what features consumer want, it could be storage, it could be communication, it could be displaying the video and 3d could require all sorts of technology and could be the l.e.d. lighting, for example marvell leading that innovation. so with our overall total solution capability, one stop shop, we believe we can address this best. >> i wonder if you could talk a little bit about the current state of the pc market. we've had really soft pc sales by some measures pc unit volumes were down 8% in this third quarter, kind of unprecedented it's been that weak. you have ties particularly

because of the drive industry have ties to the pc industry, are you optimistic we will see a rebound in pc sales as we go to 2013 and more people adopt windows 8 and ultra book laptops, how do you feel about the pc market now? >> i look at whether pc or smartphone or tablet or the smart tv of the world, it is all going to be moving forward and turn into smart type of devices. it could be any size. any type of os, such as the window or the google village and apple of the world and also the rim as well. >> rim aside, you haven't got a good -- it's not that you don't have a good relationship with apple, you don't have a relationship with apple. that is not the tablet that has taken over the environment, it's the ipad that's taken over the

environment. do you have a relationship, you mentioned l.e.d. lighting, you mentioned smart tvs. had you already had those relationships in place the way you do disk drives and some of the other things you've been able to sell a lot or is this something you have to actually go in there and get your sales people in there and say, we are a chip company that can provide you? >> today, it's actually the way we engage and the way we empower the high-tech industry is going from real high, i call the top down approach. it's going from operator of the world because operators love to work with company like a marvell, because any type of technology they require and they look at the marvell mcgyver bag and they say, well, you've got all the tools! how wonderful. it's very efficient, very effective. our company invests deeply in software. we believe if we want to provide the total product platform

solution, software is a must. >> thank you for being with us.

welcome back to "press here." san francisco website allows a vacationer to rent a house or room or even just a couch. this past week they helped travelers find new features, hidden gems, coffee houses and they released new figures showing those visitors spend a great deal of money in those neighborhoods. nate blecharczyk is the founder of one of those. he says he wants bill gates to consider renting his mega mansion out. your study found $56 million

injected into the san francisco economy by b&b renters, is that right? >> right. over the last year. >> this did not take away from hotels at the same time. these were deficit types of guests. >> that's right. the majority of that spending was actually at local businesses. 13 million. >> they pay their rent and go downstairs and go to the coffee shop in that neighborhood. >> that's right. that was $43 million of it in local businesses. the $43 million people that travel are looking for local culture, they are not business travelers, the bread and butter of hotels. >> this is outside the neighborhood of hotels. >> absolutely. 72% of people stayed in neighborhoods outside the main hotel areas. >> these are -- if i'm going to travel to san francisco or some other city, and i choose to stay

at a b&b location, i'm still likely to do that at a hotel, right? some of that may not be additive, some may be -- >> we've surveyed our users. there's a few things we see. our users stay longer than the average hotel guests, spending 5.5 nights in the city. we also have surveyed what's important to them. there's a lot more interest in experiencing the true san francisco, for example. there's definitely characteristic differences i think leads to incremental travel. >> that study makes a san francisco scan feel good about b&b in a time when a city like san francisco and more import t importantly other cities and those like b&b and oober sharing and ride-share services try to make sense where they fit in. you're not a hotel company but you do pay a hotel tax, correct,

in san francisco? >> that's part of what we're talking about the city of san francisco. there's been a lot of -- the rules on the books have been around for decades and never anticipated this kind of model. they don't make it easy for people to do what a hotel would do, which is -- >> you tell san francisco, hey, we're bringing in $56 million worth of goods and services and economic good, this is an argument i think you need to be making with practically every city, here's what we do and why we do it. >> certainly. we have to educate the city about the opportunity, something that didn't exist a few years ago and the magnitude is quite large. >> i'm curious, scott mentioned lift and other collaborative consumption academies disrupting existing industries. at what point do you say, like, this is a disruptive service and we still need to continue with this even though you're getting incredible pushback from cities

across the country. >> i think it's really on us to demonstrate the opportunity, right. so luckily, the rules that do exist don't explicitly address us so we've been free to operate and demonstrate the opportunity. it's a lot easier when you can show there's been a $56 million impact on the city. >> i wonder, if i am from the city and feel a certain level of responsibility to set some rules how people can serve the public, in particular -- >> a fire extinguisher in every -- >> exactly. are there rules you apply. can any rent out? do you do any sort of decision making on, yes, that's an acceptable property but that one isn't. how do you look at that? >> we're all for rules, sure. part of what makes our platform unique is the amount of feedback we collect from the guests who

stay at these accommodations. many of the properties have dozens and dozens of reviews. based on that feedback, we will curate the inventory. we will remove inventory if we get feedback this is a place that isn't providing the best experience. >> you don't do it up front? >> you're asking do you inspect this property. >> you're not checking my house out first and going, ew, it's disgusting, which it isn't? >> one of the things we do, we offer free professional photography as a host. we will send a contract photographer to take photos and can label it being verified and we get a real authentic look into the accommodation. >> you are feeling your way into this. a disruptive industry doesn't know how this works out. san francisco has been friendly to you. maybe new york city has been a lot less friendly to uber and other similar idea, san francisco has been on your side

through much of this. >> absolutely. i think they recognize the opportunity, there is so much disruption and entrepreneurship in general, they don't want to act too quickly. to that effect they created a working group around the sharing economy, the concept that broadly involves other companies you mentioned. people have all these assets they're not fully utilizing and technology is making e ing it pe to share a slice of it. >> you in return are trying to work towards understanding cities do need to have certain criteria for cab companies and lift will point out they have far more insurance than regular cab companies do. >> the purpose of the working group is bring the stakeholders to the table and have a discussion rather than referring to the law around for decades. >> you have properties not just in san francisco, right? you're operating e ing iing in cities? >> 30,000 cities around the world. >> 20,000 rental properties.

200,000. >> 250,000 properties around the world. >> 250,000. 251,000. >> you just launched recommendations like more of a local guide. you're kind of going into yelps territory, these guide offerings. is this a new personalization area for you guys? >> there's certainly a lot of ways it could go. any number one reason for doing it was that customers, what's on their mind when we asked them, our properties are spread throughout the city, not just downtown. people want to know is this a neighborhood i wanted to be in. the purpose of providing neighborhood guides is add context and paint a picture for folks. secondarily, our travelers are looking to experience san francisco. even during the planning phase before they find accommodations, we're finding customers can use this to get inspired, what is the true san francisco. >> and that stay at fisherman's

wharf one more time. >> i need to cut you off because we need to pay for this television show with commercials. thank you for being with us. up next, doing well,doing good, when "press here" continues.

welcome back to "press here." a number of companies think of business as a mission. google wants to organize the world's information. making money apparently is just a side benefit. microsoft succeeded in its mission of a computer in every home. henry ford, a car any working man could afford. simon mainwaring says why stop there? why not pepsi or walmart and says brands can work to build a better world and make money for

shareholders in the process. thank you for being with us this morning. >> thank you. >> most companies have some sort of arm, department, community affairs, something like that and says, we do good, we spend x number of hundreds of millions of dollars every year on thus. you're saying more the entire company's mission can be to do good. >> absolutely. that doesn't mean these companies have grown a conscience in any way than in the past. the work usually left to the foundation or core marketing efforts or core social responsibility efforts is moving closer to the center of the brand. there's a reason for that. there's a new exposure out there that was burned very bad badly -- new exposure out there that was burned very badly by taigt. more consumers are more distrustful than ever and want brands to be more socially responsible than ever and you see big brands nike with better world project.

and nike and coca-cola, smarter planet, they do that because that's what's driving the marketplace today and that prese presents us, entrepreneurs to make money while make ing a contribution. >> you're seeing a lot of smaller brands like e-commerce company and war b park sneer explain that. >> they're an eye company where you buy one pair of eyeglasses and they donate another. you're seeing not just the coca-colas and starbucks but this extend to other brands as well. >> the reason for that, because we're all dealing with the same customer pool out there and gives you a way to talk about and we're all dealing with iphones now and gives you a shared thing to talk about. >> it's the way you interact

with customers, being responsive when someone tweets about your product in a negative way. >> leading with listening and represents a dialogue. the biggest thing large companies i had good fortune to work with and a lot of entrepreneurs make is rush past the story to the telling. especially social media, they go to facebook and twitter and without thinking about how am i connecting emotionally with my customers first. define your brand purpose and what your core values are and tell that in a community effacing way and tell it in a way to get them to amplify their own social channels. >> some companies have trouble finding that passion or mission. i don't mean -- i will pick american airlines as a rand random -- because i want to compare them to southwest. you get the feeling people on southwest like flying airplanes. they seem to enjoy themselves and this is a passion, virgin america, is the same way, we get

to fly today. american airlines, i'm picking them randomly, in the business of transporting people from one place to another. can companies who don't have that tradition of passion pick it up artificially or have that created or is that just something that needs to be in the start-up genes? >> sometimes it's a function of the size of the company, over time you lose purpose or serve too many masters and all you end up doing is broadcasting your schizophrenia. ask the right questions first, why do you do what you do at the board level or founder level. the most critical step is communicate that with your employees so they know why they work there before you go to market. >> is there good dad that shows if you do this, have social responsibility with your business, socially aware, it improves bottom line? does it drive revenue?

>> that's critical. yes, there is. two most notable study, one done by the book "grow." they looked at the best performing 50 companies in the last ten years, these are companies $100 million in size all the way too a billion dollars. there was a direct correlation between their bottom line and customer loyalty and collective and personal good will attributed to that brand. the same was borne out by a european study that identified the 20 most successful brands. they found there was a direct correlation between the bottom line and purchase of the brand. if you're an entrepreneur out there, that's where you need to start. usually you don't have any time or marketing or resources to get to marketing and branding and storytelling. >> i would imagine it allows you to generate interest in employees. an employee who comes to work who's going to specialize in bikes, has a passion, not just manufacture bikes, passionate about that, you gather high

quality employees as well. >> that comes innately. if you go to padagonia or nike, you can feel it in the air. with our company, people are working there because they realize we're at this unique intersection in history doing good is driving the market places and born out by consumer research. >> the passion is to show others- >> to unlock their passion. >> they're doing it not just to sell a widget. what is their mission there? to do that you need to ask several key questions. why did you start the company? what are the only of? when you're at your best, what do you do? what is your vision or promise to the world. >> it does feel like it's easier to do if you're padagonia or nike and have a particular image. how do you do this if you make machine tools or dump trucks or

enterprise software. >> absolutely. it is very difficult for entrepreneurs, particularly in b to b areas and why we don't just write about these things we unlaunched and online training portal for entrepreneurs to tell that story in a community effacing way and take it to market. we launched it through a blueprint and walks you through the questions the big companies ask themselves with the benefit of big ad agencies so they can do it themselves and succeed. >> we have to go to commercial. thank you.

that's our show for this week. we will run a repeat next week so our crew can spend the thanksgiving weekend with their families. it's a good repeat.

interview with linked in founder. thank you for making us part of your sunday morning.