the company president established the company in 2006.he currently employs 45 people and the company's annual revenue of $1.5 million. it produces both cashmere and wool products but this year tu to a shortage of capital the company will only be able to source half its usual volume of raw cashmere and instead will increase production of cheaper wool products. >> translator: i've heard from neighboring herders that many buyers employed by chinese companies are coming here to purchase raw cashmere at high prices, so even if they say that they will sell to us, it is they that determine the marketplace. we can't really ask the herders to sell more cheaply to us because of the money problems since cashmere is the future of their labor. we have no choice but to follow the market. >> this company has been in business since the emergence of the market economy in the early 1990s. over time they have forged close ties with local herders, enabling them to purchase raw cashmere directly. but due to market prices dictated by chinese buyers, they're fi

and the 22,000 people work for this company, i think this is a great company. when you look at the -- one of the things i was sort of thinking about to give you a sense of context, think about when berkshire invested in goldman sachs. goldman sachs had to be one of the most reviled companies in the country, accused of all kinds of bad sub-prime, misleading investors, every day another negative article. feels like this is the same moment for valeant. it didn't stop buffett from making an investment in the company. goldman paid a lot of fines. i have enormous respect for lloyd blankfein. they owned up to their mistakes, made appropriate changes in personnel and the company companies. you don't indict goldman sachs on the actions of a few people or valeant on the actions of a few people. >> there were issues with the business model, no? >> sure. fortunately it's a small part of the business. the drugs in question, less than 5% of the revenue of the company. the strategy in question which is not something we approve of, 13% of the business was buying old drugs and

companies. don't really know where it ends. ramy: david, you are not in your -- you are nodding at a lot. david: i don't know there has to be a near-term exit. a lot of these companies have enormous resources because they have these valuations and have been able to raise a lot of money. many of them have a multi-year view before they are looking for their exit. the atmosphere right now globally, politically, economically is so uncertain. i'm sure there's a lot of good reasons, even aside from what we might think about valuations, why ipo's are happening less right now, and a lot of his factors could change. ramy: we have an interesting graphic, initial public disappointment. i want to bring that up. it's a chart that is an etf of recent public companies that have fallen 18% in the past year. shira, what is to blame for this? bad market conditions? or should they have never gone ipo in the firstlace? shira: it is a mix. i was really surprised when i ran the data for this column you mention, more

>> some of the more established companies have clearly done a better job, older companies like ibm andompanies like intel have done a terrific job of at least raising the issue and trying to do something about it. it ultimately comes down to the numbers, not the words. numbers do not necessarily support the words right now. i was quite shocked when i came to the valley in 1999 when everyone was so enamored with the fact that i was the highest ranking african-american in the valley and i said what the big deal. i now recognize that it is a big deal. we need to do a better job of diversity and inclusion. i think companies like microsoft and google are working hard at they've got to double down or triple down if they want to make real progress. emily: that was john thompson, microsoft chairman and investor. coming up, the company that reimagined the vacuum cleaner is after your hairdryer. for more of our best interviews, 1.0heck out our studio podcast. pioneeringn, the vacuum company is the middle of a transformation and wants to re-do the way we think about appliances. now they are up ri

this engineering company acting here. revenues coming in at 4.03 that is down from last week. that income came in at 9.8 million euros. this time last year. 50% of what than the analysts were expecting 9.8 million for the first quarter. net income remains cautious on the prospects for the region. it continues to be a critical market for them. and all of the changes that are going on with them. how they benefit. we will of course be covering that story. go to bloomberg.com for the very latest on that. with talk about the french the dubai group's banking assets. $1.1 billion. they have this loan with the dubai group. the law has not been paid. >> they waited a long time to get their money back from this loan. the height of the boom in dubai. now the deadline has passed. in march. they said we want to get back is much we can. they have said we're going to try something new. cover what we can from these assets. they look sick about $400 million. it could leave the french bank with a big shortfall. about $700 million. they sai

finance companies see themselves as technical companies.the leadership index is about the representation of women throughout. scarlet: speaking of companies that may not he in the index, sasha nadal of made headlines in 2014 when he suggested women should not ask for raises but wait for the system to reward them. in howu seen any change microsoft approaches career advancement since then? telle: that was actually at our conference where he spoke. once again, right after he spoke, he said i'm sorry and spent a lot of time trying to create in microsoft. they have published their pay support fromaving the top has made a huge difference. recognition and publishing the numbers. thank you very much. alix: telle whitney from the anita borg institute. wereet: canada's banks much -- were once touted as the most solid. they are now behind her peers. alix: one analyst says this could be the calm before the storm that sends you stocks sliding. scarlet: we will hear from a ball that says despite the pessimism, stocks are headed higher. ♪ scarlet: this is

some companies have it. others don't. staying power is dramatically underrated by traders even as it is the life blood of long term investors. if you want to make money in an uncertain market, you have to go with companies that have the wherewithal and the talent to go the distance in a new world where trends no longer documented at a glacial pace. they're adopted at the speed of light. today the dow plunged 217 points, s&p 500 sank 6.9%, nasdaq lost 1.02%. we don't know who is really stuck in a downward spiral. who is being overrun by new forces and who can withstand them or even adapt to them over time. let's use some action to highlight those who get and it those who don't. why don't we start with the walt disney. in the grip of a bearish narrative. the possible fall-off of espn. a hugely important earnings streak because of a change in the way people watch television. there are people who won't pay up any more for espn. there are those who feel they don't need sports center is that other marquis programming. they can

benefited company. research extensive operation in switzerland that machine,ome sequencing brain labs with laser powered microscopes, very sophisticated research being done by people far, far more intelligent than i am. they are looking into the gastrointestinal system, metabolic health, and the idea is to develop medicines and therapies that are derived from food and delivered by food, so it is a revolutionary way of looking at medicine and food. may potentially come with a prescription required from a doctor, some over-the-counter and some on sale already. matt: that is right. there is a slate of these products available from nestle already. they have invested in the company in colorado which makes ona, aing called exc powdered milk shake, that they say can benefit people with alzheimer's disease. the fda had some things to say about that a couple appears ago and they were not thrilled about some of those claims. there are lots of questions about the efficacy of other products nestle might introduce i

in a word, this is jeff's company. he has commented it is no longer the consumer products company but a high-tech, future product company. he wants them to be at the intersection of physical technology and analytical software. he has embedded its products with digital intelligence and communications to make the machines run better, last longer. , in that regard -- in that regard, they created a new digital division which consolidated approximately 1200 ge software developers. this effort will involve retrieving massive amounts of data from ge machines and analyzing their data to determine things like how to improve performance, longevity, preventative maintenance. i tell you that i know of no executive in any company more focused on big data analytics and running a business than jeffrey immelt. during his tenure, he has brou ght jobs back to the united states. ge is the second-biggest exporter of products in the country. this is innovation at its best. ge has chosen the right city to supply the resources it needs to ac

for a while it was a mac company. now, yes, it is an iphone company.services company. that argument doesn't -- >> software company. >> it doesn't really hold up for me, the services argument. because a lot of the so-called services they have aren't even real services, like app store sales. that's more like digital retail to me than services. >> this is a phone company. >> yes. but it's a different kind of phone company in that they have specialization in software, in sort of some services that surround it. and they have really high loyalty. so you can't value it like you valued all the other handset makers, which, by the way, aren't around anymore. >> is there anything that you look around the corner and say these other folks really will upend what apple is doing. you look at google's android and say at some point it will be -- given machine learning and the deep engineering -- >> whoever comes up with a better keyboard, dude, because i have had it with the keyboard. it makes me crazy. somebody will figure that out and that will do it. >> the way i hav

these are financial services companies first, technology companies second.panies that will succeed and have success -- historically, they are companies with management teams with strong credit cultures that understand they are financial beinges businesses powered by a new generation of technology, not the other way around. emily: some of the other players in the space, shares are down. you have private companies. which are the competitors that you think have real potential? >> the companies that will succeed have a combination of shared risk. once at that share risk with their investors long-term. management teams that are credit culture first, not technology first, and companies that understand how to maintain liquidity on their balance sheet. ultimately that is key. emily: in general, is there a bubble, and if not, what are the bright spots and areas that may be overinflated? the question applies -- >> the question applies not just to tech, but the venture capital category at large. a tremendous amount of capital has gone into next-generation categories an

having people inside the company company -- inside the company or , in leadership that we are tryingshut that down would be a pretty bad idea for business, that is not what they want to do. i do not think anyone in the room thought that was what was going on. emily: ethan, crowd pack released data, 6% of facebook employees are liberal. 50% of them are more left leaning them bernie sanders, does that matter? >> i don't think so. probably anbook is overall reflection about the demographic of the people who work there, they are very young. they are based in silicon valley where overwhelmingly people are left of center. maybe right on par with facebook's demographic. what is interesting about this --ry, emily, it is sort of moving us closer to the line where facebook is technology -- theyook is acknowledging have influence over us in very subtle ways and everything i have heard the company say is they take that seriously and it sounds like they reiterated that today. that is something we will have to watch and i am curious, did facebook acknowledge that, did they say they understood that

now we are seeing a lot of new companies. david: why are there so many new companies?r: i think it has to do with women being fed up in which the way these products have been marketed to them historically. >> probably by men. jennifer: probably by men. we are talking about very large companies that are selling a utopia, that when women get their periods, it is great and wonderful and we are prancing around in fields of spandex and -- in a field of flowers, and wearing white spandex. carol: companies are also being kind of socially responsible and giving back. jennifer: all of these companies have made a social mission. they have woven it the fabric of their company and that is really how they are selling their products. the idea is that you are confronted with a company that, you are getting your period, here is this new product that you should know there are disadvantaged women all around the world who do not have access to the same products that you do, so buy from us because we are going to give something back. david: and perhaps pay premium to do that. jennifer: or

companies. there is so much space to revolutionize transportation. possibleght now, it is to have self driving vehicles at low speeds and low complexity environments. the question is how do we scale? how do we go to more complex environments? a university campus, retirement community, a community that does not have too much traffic. you can already implement cars that will safely navigate in these spaces. in the future, will have much more capabilities from these cars. my personal desire is to have the car become my friend. to understand what do i like when i'm driving, to understand what i'm having a difficult day because my voice sounds stressed. to understand i'm out of milk and it could route me to a grocery store. mean forat does this our social and emotional lives? does this make us less social? guest: absolutely not. it gives us the ability to work with a machine. john: one of the true frontiers is human and robot interaction. there has been a lot of work on adding that social component,

, small companies, investors.erally, i walk one block and bump into multiple people. you have a conversation. sometimes it is about scientific ideas, investment opportunities, partnership. that density that critical mass , does not exist anywhere else. that is the liquidity of the labor market and ideas. it is something very special. emily: our interview with and alexis of third rock ventures. coming up, m.i.t. they have given rise to innovation. our exclusive interview with the m.i.t. presidents next. and later, the future of flight. the boston-based startup working on a supersonic business jet to carry passengers faster than the speed of sound. ♪ emily: in boston, we spent time in the hotbed of groundbreaking research, m.i.t. we turned to the president's office for a look at entrepreneurship and innovation. the university teaches 63 courses in entrepreneurship. 162 faculty members are entrepreneurs. over 30,000 active companies have been launched by m.i.t. alums. withis our interview m.i.t. president l. rafael r

they didn't value the company at the time which they should have. looking back david says the company was new and worth about nothing. >> he saw problems. he went and fixed them. he saw opportunities. he went for them. more importantly, we saw a partner. >> the team also saw potential in volunteer stephanie appiah. >> there was blogging rewriting of web content, making social media pages. >> there was no money to pay stephanie but there was ownership. >> stephanie came in and started kicking butt at everything. so after a while, we said well we did this for dan, we should do this for stephanie. >> not knowing the intricacies of distributing equity they didn't exactly do it right. once again, they didn't value the company but they believed it still wasn't worth much. >> equity didn't have a concrete meeting for me. signing the paper was like i'm officially on the team. >> they each gave up 1 percentage point to stephanie which hurt dan who owned less. >> there was an outside force of what everybody else was telling us protect your equity. when we wer

he now helps homeowners fight insurance companies, but for nearly 30 years, those companies hired him as an adjuster. it also feels like this house is leaning. >> it is. you can feel it as you walk. >> sullivan: his job was to figure out how much the national flood program should pay homeowners. >> this is a classic dispute where they gave her just a little bit of money and the house needs to come down. >> sullivan: he says the program changed after katrina amid mounting debt and concerns about overpayments on flood claims. >> there was so much money spent on katrina. the insurance companies paid out so much that there was a noticeable sea change in the attitude of the insurance companies going forward. >> sullivan: how do you know that? >> well, i worked the claims and i felt that coming down from middle management, telling me how to operate. >> sullivan: you were told to be stingy? >> no, not told to be stingy, but things that i used to pay for were being rejected. every single change that they made reduced the cost. there was never anybody telling you to increase it. >> sullivan: w

the company will be a service revenue company within an installed device base. the motto of all these usually the m.o. is razor, razor blade. that's what's happening. they backed spoo that, that wasn't the intent, but over and over again cook is talking about the icloud photo backup, music, just really looking at this device and thinking it's hardware. and that's a mistake, because the fees that you pay are not going to be unlike netflix, unlike costco, amazon prime and then apple fees. so the idea that there's no revenue generated from the ecosystem is going to prove wrong, app store. i think that's the way you want to look at it. if you look at it as a device company, you should sell it. the fact is what he's referring to as the buyback, look, we see it undervalued. if you see it as a hand set companies and get out before it hits 60, but he doesn't view it like that and he's got a lot of fire power and take the other side of the trade. >> cook went into some depth on this exact point on service revenue. take a listen to this. >> services now is the second larg

mgm growth companies. we have to talk about.hat the company reported a solid week two weeks ago which suggested it might be a nice growth year. let's check in with jim who is an old friend. i have to say it. the chairman of mgm, what the company is doing. good to see you. >> thank you. >> i always say the show is not about friends, it's about money. but you helped me make a lot of money as an analyst when i ran my hedge fund so thank you. you made people a lot of money in something that no one has done. in an ipo. how did you do it? >> we crafted the ipo with the investor in mind. we knew margaret was rugged. ipo market has been lousy. we created something that was irresistible. we wanted to raise about $1 billion. we had $11 billion of demand and brought that puppy public. and it is up since. >> and it looks line if you don't want the ups and downs of gambling and gaming and hospitality, this could be a steady income stream. >> this one is for my mom. she's been after me for years. why don't i pay dividends? so a 6 plus% yield.

we are a multi variant company intent -- multi brand company intentionally.s eater or the verge talking about technology, each brand is the leader and subject matter expert for digital programming. you can look to the great magazine companies that started, or the great cable companies. each focus on a category, whether it is recode in business tech or espy nation in sports. we want to focus on consumer categories and deliver quality. content of advertising. it helps us to stay in. emily: thank you. vox media ceo. thank you for joining us. we will be right back with more "bloomberg west," after this quick break. ♪ making a and lyft are push for driverless cars. the companies are teaming up to create a fleet of driverless , for volt electric taxis customers on public roads, within a year. no word on where the testing will take place. the customers who prefer a living, breathing driver will have the chance to opt out. joining us now, our bloomberg otto porter david welch. reporter, david wells. how will this work? the details are sketchy. it will be a stretch wi

she has worked for many companies, big companies, city group among them and she greatly admired his leadership there was a tremendous devotion within this company to him. so finding out the story of how this man turn this company around and pay back the country $180 billion was just wonderful. >> i want to come back to that and read this from the new york times obituary about when he decided to take the job running aig which is after the crisis and what it look like the company was not going to recover. when the aig board game to him said you must think i'm crazy. but then i thought about it and said to myself, you know they're right. the financial industry is in cass and i have the skills. the obituary went on to say the drum and self regard were typical of mr. bama shea, lot of them life executive who was 6-foot four inches, he restored aig to health by 2012 but he also repaid the entire debt to the american taxpayers in return 22,000,000,000 to them a profit as well. >> it's a remarkable achievement. i was thinking remarkable achievement. i was thinking about this even this morning bethany.

and for a company as large and as diversified as j&j, this is a company with a $70 billion sales each year, about $1 billion or more in free cash flow per month. and $300 billion of market cap. they can absorb what i think will eventually be a relatively modest settlement. and really won't impact investors terribly much. >> really? i mean, this goes right at the heart of the company's integrity, doesn't it, marshall? in other words, if they are selling a product to women and mothers that is a -- has a carry-causing risk? that could seem to me to be a very serious threat to their basic image. >> well, i do believe that they need to be very careful about how they handle this situation. to avoid damage to their image. one thing that i would tell you is that this is a company that has been very adept at managing situations in the past. and if you look at j&j's very long history, look at what they did with tylenol many years ago. that was a major risk to the business. and they had turned that recall around into something where they became an industry leader in safety. so i think it really

what's the skinny on the company now? is it a long term speck or something you can start accumulating right now? >> i don't know. i'm such a believer in phil frost. ever since they made the acquisition, the stock hasn't done well. i won't abandon phil. i wish he would come. on it is an extraordinary situation. the company does so many things right and they can't get out of its way. >> caller: boo-ya from staten island. >> right around the block. what's happening? >> caller: not much, not much. i had a stock i've been watching. hsbc. i've seen it at its 52-week low and it pays an amazing did i have denied. is it a good time to put it in my portfolio? >> i have to tell you. you don't want to own it for the dividend. it is a foreign bank stock. it is really hard to get a read on. i'm not recommending that many bank stocks and i'm going to say -- don't buy, don't buy. it's happening a lot quicker. when the market undoes its snap judgments from day one. get used to it. on "mad money," what do macy's, borders and the "boston gl

that hides who actually owns the company. in china's case, accounts were set up by relatives of top leaders of the chinese communist party. president xi jinping's brother-in-law was found to have created the shell company through a hong kong broker. the current status of the company is not known, but a hong kong registry shows the brother-in-law's daughter having purchased a condominium for about $2.5 million. the news created suspicions of more secret financial dealings by relatives of china's leaders. but that's only for people who are able to see the allegations. much of the information is being blocked by beijing. china's internet search engines reject the words "panama papers." this lawyer says the government is blocking his effort to publicize the information. >> translator: i posted information about the "panama papers," but it was deleted immediately. >> reporter: he kept on posting connections to china's leaders. but in mid-april he was taken in for police questioning. >> translator: regardless of the content of the

she's worked for many companies, citibank, citigroup. there was a tremendous motion in the company and so finding the story, $180 billion was just too delicious. >> host: i want to read this from the obituary about when he decided to take the job pitches after the crisis. my first response to them is you must think i'm crazy but then i thought about it and said to myself i have the skills and they went on to say the self regard for typical. a larger-than-life executive was also a physical presence at 6-foot for no four not only dide restore them by 2012 but also repaid its entire death to the taxpayers in return of 22 billion the prophet as well. >> it's a remarkable achievement. i was thinking about that even this morning he was the only person who thought this was possible essentially. the government didn't think this would happen. certainly the american people have no expectation this was going to happen. so the idea that he was a little crazy, you have to be a little crazy to take this on and he was the right kind of crazy. he was ap

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they are two challenged companies. not the kind of -- this is not the kind of situation where you want to split one guy between two very challenged companies. >> look, he's a uniquely talented person. not an accident that he's still got two phenomenally successful companies, talk about where twitter stock price was last year compared to this year and it's still worth billions of dollars and he went on to build another company, only one jack dorsey on the planet, an incredible person and his employees deeply believe in him. i think cheh do both jobs with strong people around him. i have some exposure to the square stock and would like to see him strengthen the bench there and could do better with his management team there. adding more resources. i don't think there's a weak link there. >> when is that going to happen, chris? >> look, got to ask jack. put him in this chair, but the same thing at twitter. i don't think there's any weak link on management team there, but i think they could use more help hand more people wh

, we are additional health company.helping people achieve their goals. ministers stress, etc. map is to helpd people address those goals. emily: ramon, how successful do you think fitbit can be as a digital wellness company and selling a broader range of services? >> i think that is where the market as a whole is going to go. we have got to start thinking about wearables as a device you slap onto your wrist. eventually it will be targeting everything else in your house. with fitbit the arty have wi-fi enabled one they can talk to you, whether you like it or not. if you had your fitbit or whatever other device and it talked to your refrigerator hvac, moreor your about how you been doing since your last appointment, there is golden that. if fitbit will be a will to realize this kind of vision, it will require a lot of software. it will require the hardware, and he have to build the network out to talk to all these devices in people and systems. the --tirely holistic so by the time you put it on at the start of the day, no

are these domestic companies or foreign companies moving the action to china?ary: so we have doubled our revenue in china over the last two years. what we are seeing is very strong growth. we have very strong positions in china. applied materials was the first company to establish a presence in china. 30 years ago, we opened our first office there. and the team we have, the relationship we have with us both domestic and multinational companies is really outstanding. certainly, we are seeing growth in terms of domestic companies. but you also see many companies, multinational companies, establishing a presence. samsung, intel, we expect that again we are still in the early innings of phenomenal growth in china. it is our strongest region, relative to market share. and applied is in a great position as this wave moves forward. emily: applied materials ceo gary dickerson, thank you for joining us. libin, my guest host, is staying with me. now, to this day in tech history. on this day in 1873, san francisco businessman levi strauss and jacob david were given a pass

these are financial services companies first, technology companies second.gement teams with strong credit cultures that understand they are financial services businesses reading powered by a new generation of technology, not the other way around. emily: some of the other players .n the space, shares are down which are the competitors that you think have real potential? >> the companies that will succeed have a combination of shared risk with their investors long-term. management teams that are credit technologyst, not first, and companies that understand how to maintain liquidity on their balance sheet. general, is there a bubble, and if not, what are the bright spots and areas that maybe overinflated? applies not just to fintech but the venture capital category at large. a tremendous amount of capital has gone into next-generation categories and there have not been a lot of exit. &a has been very disciplined. the result is excess supply versus demand. emily: so how does that play out? >> the best companies will survive and the ones that have troubled is thi

offerer: the premium on is 269% on this clothing company. networking company, 68%.te valuations, overvalue the companies, or more likely, the buyout firms that are pertaining -- purchasing the companies are going to drop out. either they will offer lower or drop out. yvonne: we will continue to watch that. thank you so much. softbank is reportedly considering the sale of its stink -- stake in a gaming company. a sale could value super cell at more than $5 billion. softbank board -- bought a majority stake in the helsinki-based developer for $1.5 billion in 2013. a developer has received a takeover offer from certain members of the companies founding family. billion -- $195 million. in a tradingeen hall in singapore since may 10. plenty more to come here on bloomberg tv. you are watching "trending business." stay with us. ♪ ♪ top stories this hour. stocks going to a two-month low after an economic slowdown and a drop in credit card also near march lows. commodity produces are looking at declines in shanghai. it will highlight the policy makers trying to sustain growt

hours trading after that company posted a wider than expected loss. but revenues rose and square raised its guidance and revenue for the year. >> the core business is really strong. the small business economy and moving upmarket towards medium-sized businesses has been our sweet spot. we're seeing growth in the mid market and upmarket opportunity. and we have this fantastic new reader as well that allows any one of our sellers to accept apple pay, sam sung pay, android pay, and emv. >> shares of square fell sharp isly in extended session but finished the regular session down over 2% to 13.05. >>> activision blizzard posted results that easily surpassed street estimates. the strong report prompted the company to hike guidance for the year. the news sent shares higher. the stock finished the regular session up more than 1.5% to 34.91. >>> prince's roughly $hundred million estate is in limbo all because the muse eceic icon die without a will. surveys differ but surveys say well over half all adult americans, including two-thirds of women aged 45 to 54, d

>> company like zillow represent the next generation cloud company. they obviously rely on the very high availability, very strong consumer service experience. it helps enable them to give a very high end experience. >> i try figure out who do these tech company dislodge? when i look at what you do. you seem to dislodge manual processing. it isn't like you're coming in and taking business from others. you're creating your own category. >> there are systems we replace. there's something is not completely manual. walking around phone calls. >> these are big $million-dollar contracts. you got a bunch of them. >> yes. we have 249 customers that are paying more in the million dollars a year. we had a record number during the quarter. so that was one of the themes that we highlighted in our call. that the relationships that we have with our global 2,000 customers are responding rapidly. >> one thing you need to understand. how important it is if your stock price is elevated, that you do this. the reality is, that for high growth company like ours. every qua

that's why companies like s.a.p.re suffering. >> but march 15, larry ellison talks about how you're not even in enterprise resource, you're not in it at all. how can you even state that you're a real cloud company without being in? >> we have more cloud customers and more cloud market share than s.a.p. combine. that's very exciting. >> okay. if you're so excited, every time i've seen you, why do people keep thinking that you're a seller of your company? >> well, jim, this is an incredible moment in history. as you can see, sales force continues to accelerate and grow. i've now been the, let's see, working on this company for almost 18 years. i think we've delivered fantastic results. part of that, of course, i'm making personal decisions as that goes. that's what's happening there. >> well, wait a second. that doesn't sound like that sounds different. that sounds like you could be a seller. >> that i guess i'm not understanding what you're talking about. i'm confused. >> someone approached the company, i keep hearing

emily: is it a phone company, an electronic company, a software company, an internet of things company: it is an internet company. that is the best way to describe xiaomi. we interact with our customers and users, or as we prefer to call them, our fans through the internet, through social media. we sell our products direct. we are the third largest e-commerce site in china. and the largest pure play by miles. we design products, taking a lot of input from the community. probably about 50% of all of the new features we end up building as part of our software came from the community. you can pinpoint it down to one user's idea. this is very unique. emily: you sell phones, high quality phones basically at cost. but you make most of the money by selling services, right? hugo: we think of hardware as a platform. we think of phones as a platform. we think of tv and tv box as a platform. on top of that, we have a number of services and apps that we built that we have worked with partners to integrate. which do work as a monetization channel for us. we have an ecosystem of gadgets and accessor

five companies. that's incredible. what i think is even more amazing is that the stocks of those five companies are doing quite poorly. down almost 3% on average. not only that but the quoims the ten largest aren't beating on average either. why is this? first generally speaking, for the most part, the cash heavy company are beating the slower value place. second, it can't be repatriated without paying big federal taxes. there is good news believing they would final it. third. there are companies specific issues with each of these stocks so we have to address them one by one. let me name the five kings of cash explaining the sub optimal performance. first is apple. down 8% year to date. despite having more than $233 billion in cash. apple used to be a great growth stock but the market has decided that its growth is a thing of the past. even without backing out the cash, it has 11 times earnings. the average stock on the s&p is 19 times. that's an incredible comedown for the largest company on earth. it tells you exactl

brubaker: small companies. small companies. so there are probably 8 1990 -- 80 providers that are not draftkings and fanduel. yahoo! is a larger one. many are smaller companies that have 2,000, 3,000, 5,000 players total in their company where draftkings and fanduel have millions of players. so the scale is completely different between what the two big companies do and the traditional smaller companies, season-long companies that have been around for many, many years. mr. guthrie: i'm about out of time. there is a question that mr. eggert answered it. some made the argument setting a license or registration fee -- i will read it quick. the barrier to enter into the marketplace to keep fly by night running away with people's money. is that a concern in the daily marketplace? mr. brubaker: maybe peter should answer the daily question. dr. rodenberg: in the state -- one of the key components for consumer protection is the funds -- consumer funds be protected so the price will be there. there would be a segregation of funds and tha

brubaker: small companies. small companies. so there are probably 80 providers that are not draftkings and fanduel. yahoo! is a larger one. many are smaller companies that have 2,000, 3,000, 5,000 players total in their company where draftkings and fanduel have millions of players. so the scale is completely different between what the two big companies do and the traditional smaller companies, season-long companies that have been around for many, many years. mr. guthrie: i'm about out of time. there is a question that mr. eggert answered it. some made the argument setting a license or registration fee -- i will read it quick. the barrier to enter into the marketplace to keep fly by night operators from running away with people's money. is that a concern in the daily marketplace? mr. brubaker: maybe peter should answer the daily question. dr. rodenberg: in the state -- one of the key components for consumer protection is the funds -- consumer funds be protected so the price will be there. there would be a segregation of funds an

her solution, to split the company in two. perhaps the biggest seperation in the history of american business. joining me today on "studio 1.0", hp ceo and chairman, meg whitman. thank you so much for joining us. it is really an honor to be here with you. so thank you so much. meg: you are welcome. i am glad to be here. i am an admirer of your show. emily: thank you. we are at "hp discover." this is your annual tech conference and this is your last "discover" as one hp. is it a little bittersweet for you? meg: it is a little bittersweet because this company has been together for so many years. but i have confidence that this is the right thing to do because our markets are changing at lightning speed. frankly, these are two different businesses. it will allow us to be more agile, more focused, more responsive to customers. it is a landmark, it is a moment in history, but i am really optimistic about the future. emily: what do you think the biggest challenge is going to be of being two separate companies? meg: first is we have

of a public company. emily: what is fair and unfair?an: what is unfair when they start publishing things about security and what the company spends on it. that doesn't matter for public investors to understand. she should not be under this kind of attack by anybody. that's the story that should be written. nobody chooses to write it. why is the c.e.o. under this kind of attack? emily: what do you think of the "variety" cover? dan i don't want to be in her : shoes for these reasons. it's that whole segment on what people can and can't write about you. unfortunately, some of these things are fair game whether she likes it or not. at the end day, she is doing her job as a professional ceo. she is trying to build value, she has a strategy, she is executing on it. it is been determined that that strategy hasn't lived up to the potential she hoped. she said that. they're looking at what else to do next. that's her role and responsibility. boughtchegg recently imagine easy solutions, writing tools for students. what does it mean for your origi

want to see your company on the show? up your cell phone and take a selfie of you and your business. no professional shots. we want selfies. send it to us at yourbusiness@msnbc.com. >>> thank you so much for joining us today. here's what i learned. leases are negotiable. so the more you know about the market, and the more you understand what your must-haves are versus your like to haves, the better you'll do through the process. it's hard. the whole process is hard but you really need to have knowledge in order to go in this correctly. we'd love to hear from you. if you have any questions or comments about today's show, just e-mail us at yourbusiness@msnbc.com. you can also go to our website, openforum.com/yourbusiness. we posted all the segments from today's show plus a lot more. don't forget to connect with us on digital and social media platforms, too. >>> next week, we find out how one company turn their entire staff into a team, so loyal that they put the survival of the company and each other ahead of their own inte

how specific can you be about your company?ow much can you assume this person knows about your company? >> number one, you want somebody who has done research ahead of time and that shows they are interested, and number two, it's too costly to make a bad hire, and you want to get the right hire. >> what are the top five things you will do your first five months here? >> wow. >> granted it, they may be wrong, but it gets may to understand they have started thinking about what we do. >> that's what you want, people in the game and are thinking and not just going to do everything you assign them to do, which they better do right, but you want them to come up with stuff you have not thought of. >> and a lot of us feel like when you lose people it's disruptive. >> yeah. >> but you feel differently? >> you don't want to lose the best talent but the reality is the best talent will go and do their own thing and they may want to start their own company or have your job or go elsewhere and go to a bigger company, who knows? you want to g