good-bye, everybody! 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. friends. i'm just trying to make you some money. my job is not just to entertain but to educate and teach you. so call me at 1-800-743-cnbc or tweet me @jimcramer. raise your hands if you think this business is difficult. you're right. you're right because too often the facts just don't fit with the story, and that leads to a level of confusion that's often downright astonishing, even on blah days like today where the

let's start with politics, a subject i'm usually loathe to talk about, but the election is only eight days away, so let's give it its due. on friday at midday, we learned that fbi director jim comey had decided to examine a whole new bunch of hillary clinton e-mails found as part of a separate investigation to disgrace former congressman anthony weiner. immediately the entire market took a hit. it was instantaneous. but right after that, a great deal of the market rebounded. >> buy, buy, buy. >> what was that about? okay. first the market went down -- >> sell, sell, sell. >> -- on the news because investors don't like uncertainty. for weeks now the market's gotten accustomed to the idea of a hillary clinton presidency whether we like it or not. that's irrelevant. not a political statement. just a reflection of what the polls say and how the stock market interprets that information. why did the market rebound almost immediately?

investors, including the guys at halftime, i think i've got the answer. anything that hurts the democrats right now makes it more likely that we'll have a divided government. the market loves gridlock and hates one-party rule. so anything that prevents total clinton landslide is viewed as bullish. for example, the bank stocks were the best performing cohort friday afternoon. let's think about that. remember, these are all big mosaics, and we can put them together. landslide, the democrats will take the senate and maybe even the house of representatives. that's the logic, okay? if that happens, elizabeth warren and bernie sanders, who are widely regarded as enemies of the banks, will become a lat more powerful. so as convoluted as it sounds, anything that puts the e-mail story about hillary clinton back in the headlines also makes a democratic sweep less likely. that's good news for the bank stocks.

is exactly how wall street interprets this stuff. politics is just the tip of the iceberg when it comes to the confusion that reigns in this market. here's another classic example. this morning at 8:30, the commerce department reported a big jump in consumer purchasing for the month of september, up 0.5%. some economists were only looking for 0.4%. sounds terrific, right? but try making money from that. you think it's good. it's a government figure. it must give you a good clue. well, try to pin down something. i can count on one hand the number of retailers that actually had a good september in this country. apple and amazon. if you tried to invest in any other retailer off these kinds of numbers, i'm telling you you got scalded. doesn't make sense. so what gives? i mean that's a big number from the commerce department. aren't they always right? the answer is that these macro numbers rarely produce anything we can profit from.

i know i used to be fooled by them time and again. they always led me astray. just today we got important downgrades of home depot and lowes corp. because of a survey by a very good analyst showing there's been a slowdown in housing-related consumer spending. we also know there's been a slowdown in spending on apparel based on multiple reports from the apparel makers, including this very night from l brands, a very good retailer. very good. we know that mall traffic is down. depart s sales are anemic. we've had disappointment after disappointment after disappointment when it comes to restaurant sales. both new and used auto sales have hit a wall. but here we are getting a big bump in consumer spending from the commerce department. my verdict? worthless number. how about this conundrum? thestreet.com recently reported a survey they did that the government's many recent decisions about approving or denying mergers and acquisitions. well, the results? they found this is perhaps one of the aggressive antitrust moments in history.

by the regulators right now than at any other time in recent history. so you get that in your head. the government's blocked more deals anytime than in recent history. yet despite regulatory hostility, this period has seen the most deals in recent history. just today we heard that ge and baker hughes are combining their oil and gas divisions in a single entity that ge will own 62.5% of. that's a huge $30 billion deal. create a new oil and gas service colossus that could rival schlumberger. it's a stunning deal that cl from ge to baker hughes. that's going to fund a $17.50 special dividend for stakeholders. on that same day, we have centurylink, a giant phone company, buying level 3 communications, another telco provider. $34 billion in cash and stock, just like that. comes on the heels of two titanic deals last week. qualcomm buying nxp semiconductors for $39 billion. at&t snapping up time warner, $85 billion. this is an insane amount of merger activity occurring in a very short time. it's doubly insane when you

government has been toward any consolidation. the government has been saying please don't do deals. the private sector has been saying, we don't care. we're doing more deals than ever. have the ceos of these companies just lost their minds? are they just wasting everybody's time? no. these deals are motivated by something else. they're motivated by cheap money. as long as interest rates remain low, companies would rather borrow money to buy other companies in order to expand into new markets and then start the process of rationalizing or of course firing people to c hey, perfect example. later tonight, i'll be talking to mike polk, the ceo of newell brands, which purchased jarden earlier this year. that's a perfect example of an acquirer that can use its heft to expand into new markets while closing down factories or selling extraneous divisions that just don't make sense in the combined entity. in short, these deals mostly make a ton of sense even if there's a good chance the regulators might block them.

completely unfathomable. oil down very badly today. not that long ago when oil was threatening to fall through $40, saudi arabia told us there would be a deal among opec nations to freeze production, and it would be arrived at by their november meeting. even though they gave us no details whatsoever, the price of crude shot up right through $50. it made no sense. why would iraq, which has been itching to increase its production by a million barrels a day, agree to a freeze? why would iran, which wants to add 2 million barrels a day -- and it can make it happen, by the way, now that the sanctions have been lifted -- decide to cut back production? why would any of these nations agree? we had no information on it whatsoever. we had to take the saudis at their word even though i've repeatedly pointed out to you that saudi arabia is always trying to rumor up the price of oil short term so it can make some money to pay for its budget shortfalls and its war with yemen. traders were pressing their short bets to the max at the moment when the saudis made their statement, betting nothing

it turns out that they did say something important. it just wasn't based on fact. no matter, the traders bit. they covered their shorts, and oil went much higher on the back of the short covering. it's now giving up that gain because we know the truth. there's no deal. now, i don't think the price of crude is going to fall all the way back to $40, no. demand has gotten a little better of late. in fact, there's been a 6% pickup in chinese oil consumption year-over-year. we've also begun to see a decline in production from deep-water din not being replaced with new drilling because it's just to expensive at these prices. but the fact is if you were confused about oil's rally from $40 to $50 on the saudi production freeze, you were right to be confused. it was all based on nothing. so here's the bottom line. you're not alone in trying to fathom what goes on in this perplexing market. the noise is loud. the confusion, palpable. that's why i keep recommending you take a longer term view, using the day-to-day craziness to find stocks in high-quality companies at discounts that may

enterprise to a potential acquirer. bob in my home state of new jersey, bob. >> caller: bibbity bobbity booyah, jim. >> how do you like that for creative halloween booyah? what's going on? >> caller: trick or treat. stonemor, they cut their dividends, and i took a hit. can this stock rise from the grave? >> i like that, but i'm not going to recommend a stock that cut its dividends. that's my cup of tea so to speak. rajan in oregon, rajan. >> caller: greetings, jim, from the city of roses. i wold like to hear your thoughts on long-term prospects of fitbit. >> yeah, fitbit. we have them on all the time. i want to believe because my family is a big fitbit family. but you know what? every time i've put my intellectual capital behind it,

i'm going to say hmm. what kind of recommendation is that? it's hmm, meaning -- >> don't buy, don't buy. nigel in california, nigel. >> caller: hey, how you doing, man? >> i'm doing okay. how about you, nigel? >> caller: i'm doing cool. in your show, you mentioned the company salesforce. >> right. >> caller: and interviewed their ceo. >> mark benioff. >> caller: at the tech conference in san francisco. >> right. >> caller: on the potential of didn't happen. >> no. >> caller: what do you recommend i do with salesforce stock? >> i think you take a longer term view as mark benioff takes sales ultimately. i think he can drive it much higher. it's one of a couple companies like adobe and workday and servicenow that actually correctly understand the social, mobile artificial intelligence, virtual reality, cloud world that is kind of taking over the future.

all right. can't you see? this is a land of confusion, a ball of confusion. wall street may not like uncertainty, but you? i still think you can take advantage of it by taking a longer term view and picking up high-quality companies at a discount. that's the way the market masters do it. on "mad money," tonight, were you up late watching baseball or maybe football like me? kris bryant, the man who brought the cubbies back from the brink, isn't just the leading candidate for the n.l.'s most valuable player. he's also an advisor to newell brands. i'm talking with newell's ceo to see if the company can also swing for the fences. then it's one of the greatest innovators on wall street, but the stock is stumbling today. i'm talking about nike. can it pick itself back up? and tomorrow, a big day for alcoa as it officially starts trading as two companies. i'm sitting down with the soon-to-be ceo of arconic with a final word on the breakup.

>> announcer: don't miss a second of "mad money." follow @jimcramer on twitter. have a question? tweet cramer, #madtweets. send jim an e-mail to madmoney@cnbc.com or give us a call at 1-800-743-cnbc. miss something?

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it's time to revisit newell brands, the company created when the old newell rubbermaid merged with jarden back in april. put it together, and you've got a very attractive, diversified consumer products company with a host of brands like sharpie, papermate, goody, mr. sketch coming from newell along with mr. coffee, oster, crockpot, not to mention col o where cubs third baseman and home run hitter kris bryant is an advisor, as well as yankee candle, and dozens of other niche brands. more importantly, newell brands has a terrific management team with a lot of experience cutting costs, which is exactly what's needed for this kind of transformational acquisition. i like this stock so much that roughly a month ago, we started buying it for my charitable trust. you can follow along at actionalertsplus.com. since then, newell has announced a new post-merger growth game plan, selling off certain assets, paying down debt faster, increasing its focus on

reported a mixed quarter, a five-cent earnings beat off a 73-cent basis, weaker than expected revenues. stock got dinged, continued to go down today, but i think it's a high-quality story. don't take it from me. let's check in with mike polk, the ceo of newell brands, to find out more about how his company is doing and where it's headed. mr. polk, welcome back to "mad money." good to see you, sir. >> good to see you. >> okay. i was on the conference call, and i've got to tell you i almost kind of want to do a do-over because i think the analysts -- you're in flux so to speak. you have laid out a very good long-term plan, and i felt to analysts because they've been around for a long time. they're very focused on the next quarter and the quarter after that. could you just lay out what you have in mind long-term so we don't get caught up in the minutiae here? >> yeah, sure, jim. we were really proud of our third quarter results. we delivered 3% core growth on our continuing business. we delivered 25% earnings per share growth. we delivered over 50% operating cash flow growth. and we did this in the context of a tremendous amount of change. we're driving a new strategy into action, a strategy that

priorities, establishes a new set of portfolio choices, and simultaneously reorganizes the whole company. so delivering that kind of performance in the context of that type of transformation, i think is a pretty solid outcome. so we were very pleased. >> i mean i know that some people felt that jarden -- for instance, an analyst that i know very well saying, listen, jarden has a dramatic deceleration in earnings here, and that you're really lapping some very difficult comparisons. i thought that jarden was fine. appliance business. we had the continuing challenges in our outdoor solutions business, which is coleman, which lost some distribution a year ago, and we're living with the rollover effect of that. we'll get that back on track with the benefit of a little more time. we're really pleased with the assets we acquired from jarden. out vision is to take a brand development, insights, design-driven model, innovation-driven model and extend it across a broader set of categories. we've established a set of

businesses and newell rubbermaid legacy businesses. >> one of the things i'm trying to emphasize is right from the top of the show tonight and for weeks now, because it's so difficult to fathom this market, is to find companies you like and buy shares in them, things you understand. you've got the whole panoply. why don't you just pick some and tell us what your strategy is so people know how important tangible things you've got right here. >> look, we have the privilege of making life better with hundreds of consumer every day, where they live and work and learn and play. we're a a household goods company that covers those different landscapes. and the scaling of the company that's happened as a result of the jarden combination creates an immense set of opportunities for us to create disruptive value creation. our focused priorities are writing, the appliance businesses, our baby gear businesses, the food businesses whether it's legacy jarden or whether it's legacy newell rubbermaid, our beverage businesses -- these are fast growing categories in the

>> you had great international growth, but talk to me about that because the combination of the two seems to be some areas you were good in for one company. some areas, you were good for the other. the combination is very strong. >> sure. look, we wanted to make sure the whole is greater than the sum of the parts. so our vision for doing that is to take an advantaged set of brand development and growth opportunities and extend it across the portfolio, disproportionately leveraging the scale of the company relative to a set of subscaled competition in each one of these different priority categories. for the combination. it will take more than 90 days to pull a transformation like that together, but we're quite optimistic. we've got a team of people that have done it before on newell rubbermaid and a team of people that are really excited about the prospects of doing it again through this combination. >> now, there was in the country a degree of slowing. we had a downgrade today of home depot and lowes. the thesis there is people

to month. are you seeing that? >> look, we don't see that in the numbers. i do see that in the headlines. >> yes. >> but i follow the transactions as opposed to some of the macro bits of analysis that are done. quite frankly, whether the macros are positive or whether the macros are a headwind, it's our responsibility as a brand led company to beat the macros and deliver share in consumption growth well beyond what the underlying growth in our we're focused on insights, design, innovation, scaling our collaborative growth capabilities to really unlock those opportunities. >> we are focused on sustainability, focused on something that millennials care about, which is not throwing out things, waste. these seem like products that would make it so that we're not wasting. tell me about this. >> look, we just launched a new line of food storage products called rubbermaid brilliance, which is a 100% leak-proof

you could fill that food storage container up with water, shake it upside down. it will never leak. what you get with that type of seal on a food storage container is preservation, longer life benefits. we launched rubbermaid freshworks at the beginning of this year. it allows you to sustain your produce and your fresh berries 80% longer than if you were to store them in their original container, thereby eliminating the waste, the produce that you'd throw out. functional benefits. they're claimable, functional benefits. whether it's 100% leak-proof or 80% longer, that creates value for the consumer. that's an important lever that we're always looking for. the seal on those beverage containers, perfect seal. never leak. the seal on our hot beverage containers create a perfect vacuum such that you preserve coffee longer or hot beverages longer.

so pressure builds. temperature rises. it's through that science and technology and design that you can create terrific differentiated benefits. >> look, i know these things now because i got kids and i know what they buy. thank you so much to mike polk, ceo of newell brands. people are too short-sighted. think long term. these brands aren't going away. they're getting bigger. "mad money" is back after the break. thank you very much. >> thank you. >> announcer: coming up, aluminum giant alcoa is splitting their company in two. is the spinoff a test of the company's mettle? >> it's so strongly associated with aluminum and commodities, and that's not what we are. >> announcer: cramer talks to the ceo of the newly minted arconic when "mad money" returns. once upon a time in the depths of your own cupboard lived eco-friendly products waiting to be discovered. some had audacious claims on their labels of green and all looked alike until new tide purclean.

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say it ain't so. today bank of america/merrill lynch downgraded nike to a -- >> sell, sell, sell. >> they're washing their hands of one of the greatest innovators and most dominant apparel companies of our time. what the heck is going on? one word. competition. for years nike had the run of the place. ever since founder and former ceo phil light knight blew away the competition, all laid out in his autoph his successor, mark parker, took it to the next level, nike had no peer in this industry. occasionally there would be a challenger. i remember when we heard about fila, reebok, saucony, all pretenders. and, yes, adidas did have a good run for a little while. but they all died on the vine as nike ran away with the business worldwide. suddenly, though, almost out of nowhere, nike has not one powerful competitor but two. adidas, a remarkable comeback

most of you probably don't even know who stan smith was. he was the greatest tennis player of my formative years, the guy we wanted to be back in the '70s. his shoe is now on fire. they were, as my parents would say, all the rage. if it were just adidas, i think nike could handle it. but under armour led by kevin plank is in the mix too. and he's not afraid to hurt his own stock short term in order to take share. in fact, as plank put it in his release last week, we need to continue to invest in the massive opportunity in front of us. invest in the business. those are fighting words. and they're words that say look out below when it comes to gross margins. no wonder bank of american/merrill lynch took nike to a sell. sneakers have gotten way overpriced worldwide. under under armour is putting an end to that in order to take share. could there be a winner in all this carnage? i'm still a believer in foot looker, which can benefit like an arms dealer in this war among the shoe makers. dick's sporting goods can win too. but we have to be careful in retail because we know that

soft even as the commerce department's aggregate numbers that came out this morning suggest otherwise. this price warm moment isn't restricted to just sneakers. this morning we heard about price competition from a company i like very much, zimmer biomet. while the company blamed most of its disappointment on shocking supply chain issues -- that was poor execution, zimmer biomet. i'm a little ashamed of you. it did mention softness in the american market. too many joints. last week we got a dramatic nordisk because of price competition in the insulin and human growth hormone markets. those have been incredibly lucrative businesses for years. then there's the stunning market share value led my amerisourcebergen. the numbers -- here's the bottom line.

enough. you know, sprint, t-mobile, that kind of thing. and we've seen them in retail, in restaurants. but sneakers, and drugs and joint replacements? it's all new and all bad. hence the flight from these groups. one that's not done and might not be done until tax loss selling finishes at the end of 2016. aaron in oregon, aaron. >> caller: how is it going? >> man, i don't kn, >> caller: going pretty well. i was wondering how hurt do you think the gopro stock is going to be? >> i got to tell you, gopro is just a hurting stock. people are not going to get behind it. they think it's a toy. doesn't matter. it's an ecosystem. i just say, you know, i've learned my lesson. i managed to tell people not to

>> caller: hi, jim. chipotle a current p.e. of 150 and it's forward p.e. of 221, what's it going to take to make chipotle a buy? >> 18 months after the last incident is when the restaurant chains have bottomed. you have to wait until 18 months until in this case, the december outbreak of the norovirus. that's when you start getting can you jump the gun? i have said if you want to, you can start jumping the gun but it's not going to be until 18 months. that's been the history of it whether it be taco bell or jack in the box. chipotle probably isn't any different. you're going to love the price wars between under armour and nike when you go shopping but not when you look at your portfolio. be conscious of these stock destroying battlefields. much more "mad money" ahead. tomorrow alcoa officially splits

should you buy the breakup? then it's the company behind my boston whaler. can the company sail away from the pain? and i got the ceo. all your calls rapid fire in tonight's very special edition of the lightning round.

alcoa breakup is upon us. oh caloe business that makes engineered products mainly for aerospace and automobiles. alcoa's most recent quarter was not as strong as expected. however, once this breakup happens, i think the newly created company could be a very intriguing story. on the eve of this big breakup, let's take a closer look with the current chairman and ceo of alcoa who will be taking the helmet tomorrow after the split.

i don't know if you agree with that characterization but i look at the company as primarily aerospace and some auto and a couple of other things. but the aerospace cycle we heard from being is very strong and we know from united technology it's strong. where does it play in the cycle. >> i mean this wouldn't exist if it hadn't been for aluminum. 90% of all aluminum alloys have been invented by alcoa. strong on the engine. 90% of the components in the engine, we are making now. this is something that we've built up over the last years. >> there are many different plane companies. are you agnostic about which company? >> absolutely. pretty much we work with everybody who is building planes and we work with everybody who is building engines. >> where are we in the cycle? i know you had talked about

short term in terms of demand? >> the auto book is nine years long. i don't know how many industries you know that have an auto book that's nine years long. a lot of it is driven by middle class growth. every year about 100 million new passengers are added in asia alone. another thing that's a big driver is the new planes have a 20% energy efficiency. 15 percentage points of this come from the jet engine so of innovation and we are very happy to supply to this industry. now the super duty 250, 350, also all aluminum, very, very good. aluminum is finding its way. >> do you have to worry ford has been saying there's a little bit of an inventory backup. >> look, i mean this has been

back to the pre-crisis level much it's plateauing on a high level. the passenger cars show some weakness and also that's what's going on there. commercial trucks, not so good in the u.s. >> do we have to worry about that in terms of the way we look at it because i know that most of the business of ar connick is secular growth. there's some cyclical. in terms of cyclical, it's uneven. >> 65% we call secular, but most of these secular businesses, 40% of thiis we talked about it, right? then you talk about auto. i think auto is going to plateau on a high level. aluminization, however, is going to continue. >> percentage of vehicles that will be -- >> exactly. lightweight and for emissions reasons. >> will arconic look like arconic a few years from now? there's some competition. in some of the engineer

owning it. it's just not as high, the propensity is -- >> yeah. well, you know where we came from, and where we -- where we are now. we are now in a lot of very complicated things. when you look at an engine, all these parts, very complicated, there's not a lot of. we are also strong in composite planes. why? because we exp in our portfolio, we have some that are unique because they can guide lightning strike through wing without sparking. that's very helpful. >> how many passengers in a typical 737? >> a lot. >> a million? >> no, not up to a million. but interestingly, one of the largest ship sets for us, the total is on the 787. titanium. look at our portfolio today.

that's why we're changing the name. we love alcoa, the brand name, but it's so strongly associated with aluminum and commodities, and that's not what we are. >> pension obligations and debt side seem large to me versus the average company i follow. >> they are large. so on the debt side, we will bring the debt down. >> how? >> through a couple of things. one is the separation comes at a time when the commodity prices are very low, lower than what we original natally thought. so the debt carrying capability is limited. we are taking on some debt because we have no other choice if we want to make the separation. but we found this instrument of retaining 19.9% of their stock. the idea of the 19.9% is to monetize that and use it to pay down debt. >> so you'll be able to float that stock after a certain

and use it to pay off debt, it's going to be tax free. >> okay. and pension? >> we're going to work on the pension, bringing it down. the pension is a function of basically being a 128-year-old company. that's what pretty much everybody has. and the second point is the low interest rate. you can't have it all. but we have some ideas. >> is the plan to take excess cash and pay these things down before you go buy anything? >> i think you have to lock at what brings better returns. we look at the return profile of these things, you know, and decide whenever they're in front of us. theoretically, this is not a theoretical discussions. it has to be practical. >> obviously the goal is not to have a high dividend. the goal is to be a growth company that is not too laden with debt. >> that's correct. at the same time, we feel that we want to pay a dividend continuously as we've done through the worst of all times with alcoa.

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>> it is time! it is time for the lightning round! that's where i take your calls rapid fire. you tell me the stock. i tell you to buy, buy, buy or sell, sell, sell. we'll play this sound -- [ buzzer ] -- and then the lightning round is over. are you ready, skee-daddy? it's time for the lightning round on cramer's "mad money." let's start with peter in california, peter. >> caller: a very scary booyah, cramer. >> i like that. what's up? >> caller: down about 10% on friday, and about $4 today is

is going to have to -- you wait till after the election to buy this. if it's a landslide for hillary clinton, then you're not going to want to buy it. you've got to wait a week. i look at merck after 1992 when clinton got in. it was just soggy for a long time because he decided to beat up on the drug stocks. i'm saying wait, wait, wait. let's go to robert in hawaii, robert. >> caller: aloha and booyah. >> how can i help? holding rpm. >> oh, i like that. great american company. i think it's a great long term hold. freddy in georgia, freddy. >> caller: jim, what's your take on nutanix? >> the stock has come down that i think you can buy a little bit, not all at once. let's go to bradley in ohio, bradley. >> caller: a big cleveland indians booyah. >> go tribe.

>> i see you and raise you with intuit. greg in illinois, greg. >> caller: hey, jim. ba-ba-ba-booyah to you from rosemont, illinois. >> all right. >> caller: thank you for taking my call. i have a question for you in sun power. >> nope, we're not recommending any solar play these days. i did like the look of the solar panels. i think they look nice. let's go to cindy in virginia, cindy. >> caller: booyah from richmond, virginia. >> what's going on? >> caller: with all the pain of gnc, it is now a good interest buy? >> i cannot recommend a stock on a takeover basis. the fundamentals aren't going right. omar in new york, omar. >> caller: booyah, jim. what's going on. sorry about the eagles loss on sunday. >> it's all right. it didn't even bother me. it didn't even affect me.

>> caller: all right. atr, buy, sell or hold? >> that's a buy. what's up, man? >> celgene. >> celgene is okay. i like the quarter. it's okay. i mean, okay. let's go to joe in jersey. joe. >> caller: hello, cramer. i was rooting for your eagles last night. tough loss. >> okay. go ahead. >> caller: my stock is hewlett-packard inc., hpq. >> i like hpq. i think it's good. doesn't make up for last night, but it's good stock.

the field goal. mo in new jersey, mow. >> caller: hey, gyp. how are you? >> i'm okay. i'm trying to recover from the previous couple of calls. what's going on? >> caller: i'm calling about oncology which got a lot of hype back in august because of the fda. it had a strong dip after its less than spectacular lab results. i just want to know is there anything i should be waiting for. i think celgene is fine. i think merck with that yield is good. that's the way i would go. brian in california, brian. >> caller: booyah, jim. greetings from gray eagle, california. >> oh, man, did he say eagles? >> caller: gray eagle, california. what are your thoughts on buying rai. >> too late. we're done. i say ka-ching, ka-ching.

jeff. >> caller: jim, how are you doing? i'm doing well. i've recovered. what's up? >> caller: twilio, buy, sell, or hold? >> i think it's come down a lot. you can buy a little bit but it's still room for it to climb. and that, ladies and gentlemen, is the conclusion of the lightning round! >> announcer: the lightning round is sponsored by td ameritrade. foot support can mean pain. the dr. scholl's kiosk maps your feet and recommends our custom fit orthotic to stabilize your foundation and relieve lower-back, knee or foot pain from being on your feet. find your nearest kiosk at drscholls.com. also available from dr. scholl's: heavy duty support for lower back pain, lightens the impact of every step.

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bc, the world's largest maker of recreational boats along with boat engines. stock peaked early last year. had a hard time rallying since. more of a function it seems of exercise equipment sales of late. let's take a closer look with the chairman and ceo. welcome to "mad money." good to see you, sir. >> thank you. >> so it seems like a difficult situation for you. you're the only guy who is really making the numbers. in the whole big-time

because of what i -- i kind of think is the funk, people are selling your stock. is that an accurate depiction of what you think is going on? >> i think there's a number of things going on. first of all, we keep getting compared to lots of other industries. so people will be looking at us against power sports, motorcycles, automobiles. >> polaris. >> but 50% of our company today is marine parts and accessories and fitness. so harl as you would think about. >> let's talk about the one that i thought was very small but dominated a lot of conversation, which is the cybex retail local and federal government was something that people focused on. you had this acquisition for eight months but some people made a judgment this was not a good acquisition. >> it's an absolutely great acquisition. we thought we could do one transformational acquisition in

bought number five. we picked up a great brand, international. some unique products as well. but the softness in the particular quarter was a little bit about we haven't ramped the revenue up quite as good. we're right on target for the year and on target for the 20 cents by 2018. the acquisition is doing what we want. where the softness was was in the a little across the fitness sector in local and federal government. it's doing well in clubs, hospitality. >> it's pricey. i went and checked a bunch of guys to be able to get the best price. >> none of our equipment is. we're really focused on the commercial business. so not so much the consumer. we're selling to large clubs, places that are going to look for 24/7, 365 days. >> tell me how the actual boat

because some areas seem to be stronger than others. united states seems very strong. >> the united states is doing extremely well. we had projected and based our plans on getting 3% to 5% growth, and we're seeing that. the data, if you go in and look at it for the last five years, fundamentally growth has been 5.2 growth, revenue growth is around 8 because we're getting some asp movement. all those things are happening. on the global, it's more about a couple of markets. you. you know, we're down in brazil. >> right. >> and also in like africa, middle east. they're small markets. >> canada. >> canada, the retail has picked up, but, again, the wholesale side, dealers are being fairly tight and conservative about the reordering. >> do we have to worry about this stern drive inboard? is that something that's not coming back? >> i think it's more a case, jim, that the outboard engines

in fact, one of these days you'll move up from that 90 on your whaler -- >> 90? >> to a new 90. >> so i can go in the ocean? >> to find out all the benefits. fundamentally the outboard technology and features have just moved so far. it's displacing some of the stern guys. stern guys, it's a great application for certain situations, and when the market comes with that, it will be there with some great product. from your product, and i think other people feel the same. i look at the numbers that you have in the united states. and then i look at the what people have in the polls, what i call the malaise, what i call the jimmy carter period, the crisis of confidence. the numbers and the spin don't jibe. people do not feel as bad as the polls indicate. >> the market consumers don't like uncertainty and we're certainly going through that this year.

of that uncertainty is going to come off the table. but the fundamentals of the business, people who have, as we call the water gene or it's in their dna, they want to fish. they want recreation. they want family time. and it's a phenomenal way to do it when you think about boating. >> right. >> and when you go to the fitness side, people want to live long, healthy lives. >> do you think it's -- we happen to have -- we have a company that does very well. i think that your business is more comparable. millennials like the experience of having a boat, right? >> absolutely. as the younger audiences, it's more a testament to the ownership, and a lot of people keep thinking about boats as a rich man's product. it's only for the wealthy. we make products for middle class america. >> okay. thank you. full disclosure. yes, i do own a boston whaler and i do love it.

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all right. we had a nice stabilization in health care, but oil went down. i still think this market is very unsteady going into the election. the only group that is really holding up right now is technology because the technology stocks actually are doing pretty well on an earnings basis. i want you to take a look at this newell. i think newell is doing much better than the stock is indicating.

i like to say there's always a bull market somewhere. i promise to try and find it just for you right here on "mad money." a week before americans head to the voting booth, new revelations in the fbi e-mail inquiry. another involving a former campaign manager for donald trump. breaking overnight, one person has died and a half dozen others injured when a critical a bomb scare aboard a spirit airlines search after a frantic search after a passenger noticed something odd. china unveiled this sophisticated fighter as they continued their surge in a global arms race. >> the obamas go all out for their final white house halloween. "early today" starts right now. >> good morning. i'm ayman mohyeldin. >> i'm frances rivera. a crucial seven days. we're one week from election