look up the word doppelgangers. >> frankie val 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 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. other people want to make friends. i'm just trying to save you money. my job isn't just to entertain you but to teach you. call me at 1-800-743-cnbc. or tweet me @jimcramer. how much is this or that stock worth? how much do we pay for it? how do we value it? that's the undercurrent of what goes on every day among professional money managers who are trying to figure out where next to invest their cash. and we saw it play out huge

s&p vaulted up, and nasdaq 1.45%. so a sure sign that the big boys are liking what they see and willing to pay more for it than just last week. i know that many individual investors like you at home now think their money should be put strictly in the index funds or of etfs and i'm in very in favor of index funds. remember, you should put your first $10,000 in an index fund first $10,000 in an index fund so you can get the benefit of diversification. i prefer the s&p 500 index fund. it doesn't have to lower your reward and once you saved enough money of individual stocks i have to say i'm not a big sector oriented etf man. i say many of the etf's aren't being created for the benefit of you, the investor. 's -- it's so the issuers can make money off them. frankly, they're pickoffs. products created to take advantage of what's hot, like

cyber security. i have seen tons that are only meant for day trading like the commodity etf's and never lets us confuse regular people by giving a miss leading sense. i think the daytiming etf's should be labeled like cigarettes because prolonged exposure can be hazardous to your health, especially the one and two times of your buying power. i would never bargain hunt with etfs. and instead, like the vast majority of the pros i like to look for misvaluations. stocks that are trading out of whack, with what we call the fundamentals that you often ask me about. typically, that means stocks are trading either too cheap versus the sector or too cheap compared to the market as a whole or vice versa. but it can also mean stocks that

where they'd be valued in the private market or to what would be known of the sotp, the sum of the parts, or the what the company might be worth relative to commodity it produces. today we saw more of this mass scramble on every one of the different segments to try to figure it out what the value is. every method imaginable. you know what i think this session was a clinic for mow portfolios work. we'll put on a clinic right now. so let's start with the most important story of the day, the breakup between hewlett-packard at hpq inc. and the personal computing and the printing business. it was a slow to no growth amalgam of data storage and printers and personal computers. you might think that hewlett-packard are no more more value but i think you'd be wrong. this breakup unlocks the tremendous amount of value. hpq, the printer and the

play the possible turn in personal computers when they talked about row best growth for number 10 and the ceo of the worldwide ch superstore last week. plus, it pays you a dividend that might yield 5% next year. maybe that's why it rallied 13% from the get go first day of trading. meanwhile, hewlett-packard enterprise, can be a consolidator of networking and storm, which are hot groups and run by meg whitman is harder to value. you need a strong rebound in the global economy before it will see more i.t. spending. if you get one, then hpe is the place to be. the sum of the parts is worth more than the whole. like both of them for what we call their optionality. meaning the ability to reinvent themselves in what might be a more tech environment than we

because they have got great balance sheets and the second way to identify the misvalued companies look at the price of the stock versus the commodity that it is supposedly at the mercy of. lately many companies have been whipsawed by the prices of grains, minimal, oil, coal. we have a lot of them on air. almost none were able to control their own destinies. but along comes exxon and chevron. and two oil giants that have weathered all sorts of down turns over the years. we saw it with their quarters announced last week how they can slam on the brakes, take out a huge amount of costs and use what's known as the downstream assets, and finding and marketing of oil and gasoline and they can make it at the low, low, longer prices. we learned that while they may not be masters of their own destiny, they have a lot more control over it than we thought. we saw another revaluation today. another way to vault things, estee lauder. cosmetics tie con?

the numbers for years failed to do so the last time it reported. so people started thinking, maybe it's lost its luster. this morning they delivered a back to the future number extraordinaire. and earnings per share at 82 cents, investors were looking for 70. some companies may screw up once, but never a second time and estee lauder is one of the companies. how about valuing the stock on the basis of what it will be worth in the private market. and diax was bought this morning and ever since the political dustup between the democrats and the drug companies over price increases, it got so heated that valeant known for buying other drug companies and then slashing research and development spending while raising prices

in the segment. >> boo! >> given the decline in stock of valeant and channel stuffing, chatter that caused it to shed over the pass week, others would lay low on the acquisitions front. but shires with a sensation of charges against valeant, you should have watched scott wapner's halftime show to see what i'm talking about. it was electric. and 7% gape in the beaten down value and i expect this move to last as long as the brakes are pressed on valeant's decline. valeant is the key to the health care market if it goes benign the group goes higher. finally, there's clorox. which i tell you -- how many times have i told you i love this one? excellent numbers and continues to get rewarded with higher share prices. today's quarter gave you the best growth we have ever seen

already warm group for the life of me i can't figure out how they do it. clorox wipes, burt's bees, water filter, they come together along with trash bags and salad dressing but it sure seems to work. and investors paid another 3% after another terrific quarter. and they seem too cheap on the takeover some of the parts or earnings basis that's how you try to make money in the markets. not by playing with the etfs and you do it because the valuations may leave a lot to be desired from the downside. in other words, there's still plenty of money left to be made. let's go to susan in new york. susan? >> caller: hi, jim. as a result of e. coli showing up in chipotle food, what's your prediction on the stock's reaction? >> okay, now very interesting. stock opened down bad and i said, wow, this is -- i guess it's going much lower.

when i think there's people understood this could happen or such a big short position that it brought out buyers. i think you have to wait for the quarter before you see a big moveup. that's what's happening. i do prefer other fast food companies right now. i don't mean that as a slight to call them fast food but they're let's go to jim in massachusetts. >> caller: j j, i'm not a trader. i invest for long term. and i got into g.e. at 13 back in 2009. should i jump on the discounted exchange offered by g.e. for synchrony or stick with g.e.? >> no, stick with g.e. it's a really good situation. how about ricardo in new mexico? ricardo? >> caller: yes, jim, what do you think of long term viability of

>> it was very, very negative, i think the company should talk about it and see if there can be disagrees there. in the interim, i have been recommending enterprise product, epd and energy transfer partners which my charitable trust owns and will report later this week. louie in texas. >> caller: should i buy nike and starbucks? >> they're the two highest in this market and if i recommend it, it goes down, i'll tell you to buy more. these two company, nike and starbucks are the great growth engine companies of our time. etfs, sure they have a place, but an investor can find the stocks they're too cheap on their merits for a variety of reasons. that's how you make money in this market. remember, "mad money," a stock got slammed today, i'm sitting

and making sharpie pens and my favorites. the cookware, could it make in your portfolio? and brunswick, should you sail with the stock? i have the exclusive with the ceo. so why don't you stick with cramer? >> 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.

head to madmoney.cnbc.com. this morning we learned that conagra the big package food company is selling the ailing private label business to treehouse foods for just $2.7 billion in cash. that's a lot less than the $5

bought raw corps back in 2012. now treehouse is the dominant one, and they have a long history of making smart acquisitions but the stock got slammed on the news today. in part because treehouse said it would be a $1 billion equity offer and because revenues were lighter than expected. here's the thing, i think tree house in a much better position to make this work than conagra ever was and if they can you were the it around the stock will go higher. remember, treehouse is a real winner over the lock term. with the stock up more than 200%, the s&p up 74% during that period. let's check in with sam reed, the ceo of treehouse foods and find out what it means for his company going forward. i remember when you first started and i know you never dreamed it would be in big. but this acquisition doubles -- more than doubles the size of the company. is this the crowning one? >> well, it's the largest to date and in context, jim, we're now ten times larger in revenues than when we first started the

it's a transformative event by any definition. and in all dimensions. >> all right, now, sam in the conference call it was interesting. people thought what can you do to fix this dog so to speak, but you said there had been a lot of things that occurred in the last few months that conagra had done that made it so that this business was better. >> yeah. they established a separate private brands management team in june in preparation for this business and that team all of whom will stay with us in the new company have -- we have gone in their first quarter together to show a positive revenue and profit trends and we are very pleased with that. >> all right. so why does this belong in a -- in the house of a company that does a lot of other private label, rather than in with the company that does both private label and brand? >> the key here is to have a dedicated business proposition and in our case we focused only

customer brands and custom products. and we developed strategies, jim, that tie together the economics of a particular category with the brands of a particular retailer and the set of consumers that use those brands and it's the confluence of those three factors that enable us to find ways to do these things better than if you were doing them on a part-time basis. >> now, i know that it's easy to understand where the synergies would be supply chain. you talked about procurement as being something that you think you do better. that's not typically what i hear, is this because of the heft of the new company? >> it's for three factors. first, just the simple size.

economies of scale. and the second matter is that we found that there is a lot in over engineering and packaging that can be taken, addressed. then the single most important factor is regarding simplification. we had a business that when we acquired it had 56 containers of different sizes and shapes. cost. that business has virtually doubled in size and we have only options of four containers, dramatically improving the productivity and the cost structure. >> were there other companies that wanted this or really just the logical place was treehouse? >> well, we were one of the favored strategic buyers but i understand that conagra was as many as 35, and after doing this for a decade i know there is always private equity at the ready when that opportunity -- when opportunities like this present themselves. it was a well-run, competitive auction. >> sam, when i first met you, i think that the idea that some of

went to the kroger, went to a costco, of course, shopped on amazon, whole foods, i'm not saying being ashamed but we weren't doing that well to buy these. the brands i mentioned we think of the private label being superior even without cheaper price. how did this occur in our lifetimes? >> well, the extraordinary thing is that it's been the retailers who have led the emergence of the best brands over the last decade at so. at one time, brick and mortar retailers were in effect simply warehouses for national brand merchandising and marketing programs. and they found that they would be undifferentiated except on price. that led, coupled with the emergence of walmart and amazon has led brick and mortar

primary part of their strategies and it has built consumer loyalty, shopper preferences. repeat trials and it's been a great -- it's moved from a financial instrument to a great strategic tool for the retailing industry. >> and at the same time, there's no longer a stigma or even a -- not that much of a correlation between a growing economy or not when it comes to private label. >> that is correct. and the fascinating thing now is as millennial consumers come to the fore, what we see is they're relatively brand agnostic and that their preferences for private label are much higher than their parents. and we have made acquisitions to get ourselves in the snack business among others. and more modern product forms to appeal to that consumer group

>> well, it's going to be another great deal. i want our investors who watch to be able to participate in that secondary. or even take advantage of it before that happens because the stock will not stay down that long. sam reed, great to see you again, sir. thank you for coming on "mad money." >> thank you, jim. >> this company knows how to make money. you heard why. we like store brands now. they're high quality and less expensive and therefore we like this combination. stay with cramer. coming up -- brand of the century? from the home and garden, to its commercial products, rubbermaid's vast variety of brands are all around us. will the stock be as elastic as the products? cramer's got the exclusive with the ceo fresh off of earnings, next. phil! oh no... (under his breath) hey man! hey peter. (unenthusiastic) oh... ha ha ha! joanne? is that you? it's me...

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when a big company pulls off a magnificent turn around, you get a stock that can rally for years and years and years. while only taking the occasional breather. consider the case of newell rubbermaid, in office products and think plastic, sharpie pens, cookware, among others. way back in 2012, management rolled out a brilliant multiyear restructuring. what they call the growth game plan. it's been up stoppable.

michael polk took over. and now the company just reported last friday, delivering a 1 cent earnings beat, only slightly lighter than expected sales, but that's not what's important. the key here in my view, management increased the growth forecast for the race for the rest of the year. that makes me think this stock has much more room to run. now the company is reaping the gains so let's take a closer look with michael polk. the president and ceo of newell rubbermaid, learn more about the quarter and the company's prospects. an honor to have you, take a seat. you have re-ignited it. i thought of your company before you took over, as good brands and now i think of it as a technology company with brands. >> every brand has opportunity to grow. growth is the engine that powers us and that's what we're focused

how do you unlock the trapped capacity. >> i used this recently. i had to fix something in my house. elmer's glue. everybody has elmer's around. you buy elmer's. i can't imagine in my head what else elmer's can be doing but you have ideas. >> ever with a whole bevy of ideas. we're delighted to have the team. they have a whole bounty of ideas. they were owned by a smaller company than us. we have a lot more resource to be able to deploy against them. but we'll apply the disciplined approach that we have built at newell to innovation development and brand development and i think together, both the folks from elmer's and our team will collaborate to unlock upside pope in the brand. >> you have to be doing that, because you're accelerating the core growth of which many companies are struggling with. >> we're increasing investment in our brands while simultaneously building our

and that's a tough algorithm to be able to grow, step up investment and develop your margins. >> this is the big issue with the drug -- drug companies. they're cutting r&d to be able to grow sales, then leaving them so there's nothing left in the later years or not producing new products. so you're the opposite. this is the new graco. when i look at this, you know what, you guys are benefitting from a tail wind which is new household formation. but also from safety. and from a really -- taking a market share away from a lot of other companies. >> we have done really well on our car seat and baby gear business over the last four years. we had a little bit of a stumble at the beginning of last year but the prior two years compounded 10% growth. in the latest growth, over 8% in the baby gear business. so you know, i always tell the team the ideas need to trump the macros. you can't -- you can't let the head winds get -- >> the forest versus -- >> actually. it's about ideas and creating commercial value from them.

capabilities, one focused on brand development and innovation and one focused on creating value from those ideas. >> well, it's really worked. you have a couple of brands that are synonymous. i remember when the favorite player, terrell owens, signed a football. right on the sideline. he didn't sign it with a pen. he signed it with a sharpie. now, i'm fortunate enough to have one that you put my name on. how did this become not just synonymous with pens and can you get it so that this kind of thing is blowing up even further? >> first of all, i think that brand is a great example to how to do brand building and brand development properly. this has an over 80 share in the writing market in the u.s. it's based on the functional performance of the product. all of the products are designed to perform better than the competitive set.

clear positioning built around product performance. >> the innovations in rubbermaid as my wife said when i told her i had seen you, we don't see all the units at our stores but this is a remarkable transformation. it's killing everybody. >> this product, fresh works is beginning to ship now. this is flowing through to market as we speak. we have had other innovations that have gone ahead of it. but fresh works is unique in that it leverages a proprietary membrane, a filter technology that doesn't allow oxidation to happen in fruit and produce. so your produce will last 80% longer than it would otherwise last in the original container. >> that's major. you have been at the forefront of something i know the millennials teach us which is waste. you have to stop waste. somehow you have figured out what they want and you'll be able to take that running for a long time. >> surprising i used to work in

further ahead of us in the u.s. but when came back from europe to the u.s., i was surprised how socially conscious people were becoming. we waste -- we throw out as americans 68 billion pounds of food a year. enough to fill the empire state building 91 times. we throw out 37 billion pounds of produce, so this idea which leverages the core framework of a food storage container but brings added value functionality because it helps you save and preserve produce and leafy green vegetables longer, it taps into the building american social consciousness among doing the right thing every day. >> you have figured it out. this stock is going to have -- well, had multi years and it will continue. that's michael polk, president and ceo of newell rubbermaid. whenever it's down, you have to buy it. "mad money" is back after the break.

approval. affirm is changing the way that consumers borrow money by offering users an easier way to finance the purchases online. but do they have the foresight to compete with the likes of visa and mastercard? cramer is sitting down in an all

just ahead. in all the madness of earnings season, you may have missed the most best quarter. i'm talking about brunswick, maker of the awesome boats and boat engines. i like to think of brunswick as being the ultimate play on big ticket discretionary spending because buying boats doesn't count as a necessity. brunswick delivered a stunning quarter. the numbers were solid. company posted a 3 cent earnings with in line revenues with a solid guidance. imagine the bullish commentary on the conference call. we told you to expect it by way which is how the stock soared 7%. until recently, brunswick had been flat for the year. let's talk deeper with dusty mccoy, the ceo who is set to retire early next year.

headed. mr. mccoy, welcome back to "mad money." >> thanks very much. >> i've followed the company for years. there will come a quarter where you have expenses up 1%, raw costs down and the amount of money that flows to the bottom line is magnificent. >> it works great when you have nice growth -- gross margin growth, when you can hold operating expenses, everything clicks. we have had a great quarter. >> the thing that shocked me, i have to admit that i was concerned, polaris, they did not have a good quarter. harley-davidson did not have a good quarter. these are -- you know, arctic cat didn't. i anne think -- people think of brunswick with them. what are you doing that these other high ticket discretionary guys are doing? are you charmed? >> no, i think we're positioned differently. in most of the guys you named here are competing against each other. >> they are. >> if you look at our positioning in boats, we're the

engines are the largest in world, and in fitness equipment we're the largest in the world. therefore, our competitive set is very different than theirs is. >> that could be it. when you look at the other boat makers, are they niche that you're up against or billion dollar yacht guys or -- >> they're actually quite niche. and the way we look at it, there are four companies that are global like us. then all the rest are very niche and local. >> i love -- and in the conference call you said we're settling in to be a pretty damn boring company. we want to become boring. tell people what that means. people don't necessarily aspire to be boring but maybe that's what we want as a -- in our stocks. >> that's actually been my goal for the last decade, jim. the way people have invested in brunswick in the past, they look at the cyclical nature of what it was going to be and what the economy was going to be. that's what we're trying to take out of the equation. so we've made ourself much less cyclical.

down turns and the upturns. we want to be 15 to 20% improve in pretax operating earnings and 18% eps quarter over quarter. >> but they're boats and we tend to think when people do better they buy boats and when they don't do as well, they sell boats. you can't change that basic nature. >> we can, but we can operate very well. we can make sure we do globally. for instance, with the dollar, let's go their countries and fight them. so we make boats in europe. we make boats in south america, in new zealand. that makes us a true global company and which can -- >> you're taking huge shares in brazil. if brazil were ever to do well -- i mean -- >> the third largest recreational boating market in the world. >> brazil is. it's only the eight largest economy. >> u.s. first, europe second, brazil third. >> so they're having a good time down there.

they're going to -- there are going to be tough times in a country like that. so you work your way through them. >> how much does it matter that fuel has come down for your guys? >> hardly at all. we have never been able to correlate boat line with lower fuel. >> but those bigger engines are selling so well. >> well, the boaters don't think of fuel mileage and gas consumption. actually, what happens though is when we see fuel prices lower, we see people use their product more. which helps our margin of parts and accessories business. >> it does. now, you've got -- i have to talk about fitness gear. was it federal government buys fitness gear? >> yes. >> where? >> we're the largest fitness supplier to the government. >> where do they use it? >> when the wars were going on -- i talked to the veterans who said i patrolled or worked on your equipment. it was really moving to talk those guys. >> do you sell to sports teams too? >> yes.

>> many of them. we have clubs all over the world. one of the great things i get to do for instance, go to brazil and see the big soccer clubs there using our equipment. >> sure. we all love that. so we have only limited time left. you're going to retire, big plans? boating? >> i'm going to boat, fly, farm. >> all in this country? >> all in this country, yes. >> you have done a remarkable job. i remember when brunswick was going to be the ultimate sink or swim, but you got it right. >> thank you. you have been so kind to me. >> your stock has been kind to the people who watch. that's dustan mccoy, chairman and ceo of brunswick. a great quarter, a good guy. "mad money" is back after the break. >> announcer: lightning round is. i don't use super poligrip for hold, because my dentures fit well. before those little pieces would get in between my dentures and my gum and it was uncomfortable.

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>> caller: thank you for taking my call. anadarko. >> did not have a good quarter. one came out today and said that tevin is doing well. i was not crazy about the anadarko quarter. let's go to stan in florida. stan? >> caller: booyah jim from florida. your opinion, is it too soon to start nibbling on ja near -- >> yeah, it's too soon. i want to get some more information on when the shipment is ready. tim in new york? >> caller: thanks for taking my call. kudos to you and your staff. >> thank you. >> caller: hey, i was curious with black hawk international -- black hawk -- >> oh, that company -- bye-bye bye-bye. stock goes higher. it deserves to go higher.

>> caller: hey, yee-haw and booyah, jim. thanks for having me on the show today. >> of course, what's happening? >> caller: hey, i want to know if you think indy r mcdermott international -- >> no, i don't like that whole sector of engineer construction. no go for me. how about tom in iowa. tom? >> caller: hi, big booyah from iowa city. home of the undefeated hawkeyes. >> yes. >> caller: i had coca-cola for nine years but it seems stuck in the mud. >> well, it's up against pepsico is doing a fantastic job. i prefer you to be in pepsico. let's go to ira in pennsylvania. >> caller: thanks for taking my call. buy, sell or hold on coh-zif. >> i do prefer bank of america. my charitable trust owns it. that, ladies and gentlemen, is the conclusion of the lightning

[ buzzer ] >> announcer: the lightning round is sponsored by td ameritrade. mr. cramer, i love the show. >> i appreciate out there. >> booyah, mr. cramer. >> i know you hear this all the time. jim, thank you thank you thank you so much. >> this has been my best year by far and away in the market. >> i want to thank you for looking out for the regular guys out there. >> i am trying to teach people to be better investors that's the goal here. >> great to hear your voice and know you're there for us.t did you know there's a product that lasts for twelve hours? try delsym twelve hour cough liquid. its advanced formula works by immediately releasing powerful medicine that acts fast while its extended release medicine lasts for 12 hours. in fact, delsym lasts three times longer than the leading cough liquid. for all day or all night relief,

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as you know i'm on a permanent mission to help you become a better investor but sometimes that means we have go off the tape and check in the private companies that are on the vanguard of a new trends. for ages it was difficult to get access to credit from anyone other than a bank or a loanshark. nowadays, you can get a loan if you don't have perfect credit scores. take affirm. they partnered with a host of stores so you can buy something. the company has a lot of success with those who don't have perfect credit scores, especially millennials. let's speak with max levchin, the ceo. nice to see you. you were doing something different that some people

but you're bringing transparency and democratization to credit. how is it going? >> it's amazing if you stay honest. >> the credit cards didn't tell you how much you're going to be paying. or be so grateful that you even got them that you get to use their money but that's not affirm's strategy. >> that's the exact opposite. one of the things that happened in '08 the now millennials witnessed their parents get ripped apart by the very banks which are supposed to stand behind them and have their back. so they emerged into the prime as financial consumers with a clear view, you don't trust the banks or take credit cards out because you don't know what things will cost you. which creates a huge opportunity for companies like affirm to be the honest actor that starts by saying here's the true cost of ownership of any financial

credit card companies, take the devil's advocate position, if they didn't have the extreme fees, if they didn't have the high rates, they wouldn't be able to handle -- off set the losses that they have. >> i think that's just looking for the easy way out. price everything in. you make a lot of money in the process. the classic stat that i always try -- for a lot of the credit card companies, half the profit comes from late fees. >> that's huge. >> well, it's more like misaligned with the interest of your consumers. you want them to be late so you make more money, but that's wrong. >> i mean, affirm is taking a stance that actually benefits the merchants and the customers. not adversarial. >> right. we bring buyers who are turning into purchasers to those who don't have a credit card, and

buyers and people get sets of >> why should i think max and his team know how to assess someone's credit and someone's reliability than the great banks that have many, many years of history of doing this? >> they do. but they are deeply rooted in technology that looks like a green screen computer. '60s. today, life moves quicker and the fico score is a great tool, but it was invented in 1983 if i remember. it's been roughly the same for the very long time. meanwhile, i spent my time figuring out how to get quicker and better at this very risk management stuff starting with paypal. >> well, how -- what -- without being too proprietary and give it away, even social media makes it so you have a better snap assessment? >> you know, there's no secret

there isn't one. there are two distinct technical problems. one is identify and fraud managerial. are you who you say you are? there's a lot of fascinating stuff you can do there. if you type your name into a web forum, you're cutting and pasting it, you're not you. you wouldn't be pasting your own name into web form. sounds silly, but an interesting signal. the second problem is credit underwriting. the actual figuring out do you have the money to pay back the loan and do you have the intension of doing so? there's no secret sauce there. you have to understand what people earn, and you build a model. the thing you have to do as a new lender as a player, particularly as new entrant you have to learn very quickly. banks have had decades of advantage on looking at this stuff. we don't. but we can learn a lot faster. >> okay. jpmorgan run by a smart guy, wells fargo, run by a smart guy

guys. they're saying we have to be careful of affirm or don't worry. do you ascribe to be the amazon of the credit card business? >> i think neither. i think what they're saying there's 93 million of these new consumers called the millennials. and they're largely opting out of getting services from all the names you just mentioned. they are not a customer set of these large banks. they're saying, i don't want a credit card. i don't trust credit cards, i don't want one. affirm is only one option. they're saying good for this guy. >> the take-up rate even though -- we don't have a capital one ad campaign every single commercial on weekends. >> no, we don't advertise so far at all. our merchant partners are so excited about -- we roughly increased their sales by some 30% once we're fully integrated. it comes from the brand-new buyers. they're happy to provide us. >> but there's room for everybody.

successful too. >> absolutely. but i don't think i'm cannibalizing anybody's business. i'm extending credit to those who don't get it and those who deserve it. >> max levchin, cofounder and ceo of affirm. i understand there's enough for everybody. stick with cramer. these dayquil liquid gels and go. but these liquid gels are new. mucinex fast max. it's the same difference. these are multi-symptom. well so are these. this one is max strength and fights mucus. that one doesn't. uh...think fast! you dropped something. oh...i'll put it back on the shelf... new from mucinex fast max. the only cold and flu liquid gel that's max-strength and fights mucus. start the relief. ditch the misery. let's end this. we're all familiar with this, axe daily fragrances. but what you wouldn't have seen is this, axe dry spray antiperspirant. why are you touching your armpit? i was just checking to see if it's dry. don't, that's weird. the first ever dry spray antiperspirant from axe. i was out for a bike ride. i didn't think i'd

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all right. earnings from fitbit after the close and a big secondary offering means a big chunk of stock is going to come to the market. you know what we'll have to make a little valuation on this one. i'm not sure yet, we'll hear more from the company before i make a call. i'll give you that tomorrow morning on "squawk on the street" when i speak to the ceo. i like this treehouse story. maybe buy some now and after. brunswick, absolutely terrific and this new rubbermaid, a multiyear positive story. i think they have the products and they have got the cost of goods sold. they've got the inion. newell is for me. i like to say there's always a

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