our customers. that includes emergency rental assistance, homeowners assistance fund and coronavirus state and local fiscal recovery funds. those are different categories of funding that the act provided. >> great. thank you. i think director hyams, my question will be, you know, we provided a one time $2.8 million of bill credit for low income customers and that actually -- how many low income customers does that actually cover? >> that reached about 50,000 of our customers. quite a large number. >> and how -- by average, how much of a bill credit is provided to the customer each? >> so the way we structured it was to provide a fixed credit amount based on the average total electricity bill this group of customers pays each month. which we calculated to be $50. all qualifying customers received a $50 credit. and that's for residential customers. there were some small commercial customers participating in the program that also qualified for a slightly higher credit that was sized sort of to their ty

{lila customer centric promise. 0k, we will leave _ customer centric promise. 0k, we will leave it _ - customer centric promise. 0k, we will leave it there. thank you very much frank kochenash there in seattle. those blockbuster tech results have been boosting financial markets — the s&p 500 closing at a new record high, buoyed by facebook shares, which also hit a record after reporting a surge in earnings. the asian markets not getting quite the burst from wall street overnight. and that is the us market there. susannah streeter is senior investment analyst at hargreaves lansdown. the strongest performance from the us economy for the start of the year since the year i was born — are guidance outlooks a little bit outsized as well these days? bit outsized as well these da s? , bit outsized as well these da 5? , . . , bit outsized as well these da s? , . . , ., days? yes, certainly we have seen a super-size _ days? yes, certainly we have seen a super-size result, - seen a super—size result, haven't we? as you have been outlining from the likes of amazon, a huge surge in profits, takin

>> customer experience they're not facing customers in a lot of times. >> most people want to be customererience led but it hard when you don't have all the customers in front of you. you want to connect people, understand people's emotions and perceptions, what are their preferences, so if you walk into a store, people want to be able to be known and know you'll get taken care of and the employees are engaged to delight you in the moment that matters. so what we do is help to actually bring together every moment that you end up interacting with the company or store or restaurant for example and be able to help to be able to understand people's emotions, understand their preferences and help automate that in the way the company operates that might lead to designing the next generation product to lead your market as an example or it might mean doing a good job the next time the customer comes in and does business with you and exceeding the expectation. we help companies do that at scale. >> wow look, ryan and zig, the stock is correctly going higher this is the last of the inexpensive majo

our focus on customers. it is our customer exit -- our customer obsession.ers are looking for is lower-cost. when we looked at the chip space, over the last couple of years, since the early 2000, we have only seen about a 10% to 15% improvement in performance in the chip space. a lot less than what customers had in the 90's. we thought given our investment in infrastructure, there was a lot we could do. we focused on how do we build the most advanced, fastest cpu for our customers? we did that with our server chip. which is allowing customers to improve their performance by 40% at a 20% reduction in cost. bringing that to aws has allowed customers to bring in workloads and be able to do more at a lower cost. emily: you are not just making chips for servers, but also as i understand it, voice recognition, graphics, ai, mission learning. and as you said, you have proven that you are good at it. does that mean that alexa and our kindles will have amazon designed chips as well? david: likely over time, absolutely. we started our journey back in 2010. this is not

custom silicon.ne from small startups to large enterprises. we've seen customers like twitter even decide to choose aws as their primary cloud provider, because the goal of moving more and more workloads to a.r.m. it is available today on aws. we are going to continue an invading in the space with -- innovating in the space with the muscle we have built internally. emily: clearly this is more than just a side hustle or a hobby. do you think this is something you could turn into an external business and sell amazon designed chips to other companies? david: right now, we are focused on what chips do we have to bring into our cloud environment? we have the ability to put some of the chips into customer data centers as well, where we can bring in aws to you. over time, it is interesting to see where it will go. it is difficult to know where we will be in five years time or how innovation will take us or what customer demand will be. i would not say no to that question, but it is not something we are curr

that group of 150 pilot customers will still receive the emergency customer discount program discount levels if they are deemed eligible. we are hoping to help customers engage with this group in an equitable way. we know that for many of our customers it's a lifelong relationship with the sfpuc. success also means that customers will report a more positive relationship with the sfpuc and increased well-being because of the financial relief. our customer services bureau will report this as sustainable, scaleable, and a valuable tool to help future customers to avoid shut off. we know that customers are facing really tough choices, so we're eager to offer our resources to offer support and scale the most effective strategy. thank you so much. >> thank you. colleagues, any questions or comments in. >> thank you so much for your great presentation. a very interesting program. i appreciate the time you took to put together such a complex and thoughtful pilot program together. two questions. one, do we know how many of these people had problems before we hit the pandemic? maybe you mention

use technology for their customers so logging their customers into their websites and mobile apps ining the digital experience to every person in the organization whether that's employee or customer's b1 mlb.com you're using okta. an interesting dynamic, we can go in all day about your numbers 30% topline growth, i think it's 52 billion over the past year, that number is amazing in europe 1 billion in revenue headed to 2 billion by 2024, two interesting things, when the one j&j news came out and they pause that vaccine your stock popped, the market thinks you're better off when people are working from home which suggests the opposite would be true you will be using as much, i don't see the difference, my other question is you're still not profitable, what's the profitability into the butter a comedy her optic. >> i'm most proud of the following stats we had over 10000 happy customers this is about helping customers use technology in one of the things driven her success, identity is a core part of our technology whether it's as you mentioned business apps from home and use them from a

we do need customers to respect what is the law.e owners want a shop out to help out scheme to entice customers, others want help to pay rent arrears. all say after their hardest ever year this spring and summer will be crucial. katie austen, bbc news. now on bbc news it's time for this week's edition of our world. hadicha is fighting forjustice. her husband, azimjan, has been in prison for ten years for crime he says he didn't commit. now he has one last chance of freedom. but as the court case approaches, coronavirus is spreading. this is the story of hadicha and azimjan and their fight forjustice. kyrgyzstan, a central asian country which borders china. most of the 6 million population are kyrgyz. but there arejust under1 million uzbeks. one of them is hadicha. for ten years she has campaigned for her husband, azimjan askarov, a human rights activist who is in prison. hadicha and azimjan have been married for over a0 years, but in 2010 he became caught up in violent clashes between kyrgyz and uzbeks. azimjan set out to find out.

only represent the amount that customers owe to clean power s.f., so given that these customers may have an outstanding balance of more than two to two and a half times shown here. there's been a $32 increase in the average overdue balance compared to the data that we presented to you last month. next slide, please. so given the data just presented and the state of customer [inaudible] , clean power s.f. ensures to take action to make sure our customers. clean power customers to pg&e for non payment and they've ordered to suspend disconnecting customers for nonpayment through june of 2021. we're also working to ensure that clean power s.f. customers are able to ensure the full benefit after the moratorium expires. in addition to that, there's also the rearage management plan or amp that allows care or fera customers for participating in a payment plan. next slide, please. okay. so this slide summarizes the eligibility requirements for c.a.r.e. and f.e.r.a. in the last meeting. care and fera requirements are set by the federal guidelines. in addition to the household income criteria,

always want to think about what the customer wants and long term, something that our customers bothriver and rider feel like is right for them, it's something we will look at. >> carl and jon, going back to our discussion on food delivery, you know, i read it as a direct response to some of the backlash we've seen to commission fee, complaints we've heard from restaurants and lawmakers over the last year or so. zimmer said that he wants to show their customers in the space they will not get in the way between them and their customers, and, jon , it comes among pricing for door it dash that similarly tries to get out of the way a little bit. >> you might be too late speaking of doordash big news here from the leader in food delivery. talked to the chief operating officer, christopher payne, of doordash, about the news they're going to change the way they charge restaurants to deliver food if you want delivery as a restaurant, but you don't care about being listed in the doordash app, pay a monthly fee to -- for payments and whatnot zszero commission. pick-up only, you pay doordash 6%

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leasing 75% of our china customers -- we've seen 75% of our china customers are new to the brand.to is the cash cow for the vw group. you are the most important market. when you pick up the phone, what are you saying they should be prioritizing that investment? what do you want to see them focus on? >> first of all, i'm not saying everybody within porsche and the group is appreciating the performance the chinese market is delivering. we see our job in helping porsche to continue the growth path. when i pick up the phone, i tried to explain that we have a totally different customer base in china than the rest of the world. the customers are much more younger. they are more female. and technology lays an important -- plays an important role. we're investing in innovation and digitalization in our cars and services. and i feel like it's been very well heard and people are catering for that. tom: your views on the semiconductor shortage, the global shortage impacted a number of brands around the world. what has the impact been on porsche? >> thankfully until now, we didn't have much o

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we are doing that your drive our cost for the customer -- to drive our cost for the customer.e think we are going to be able to do it in a very short timeframe. 60% of the cost out of what the battery packs and electric vehicle costs. >> we are all mindful of the automakers in the u.s. with respect microchips. if you had to rethink long term, your supply chains, to make sure you can have the technology you need to do what you want to do. >> it has. this is probably one of the bigger supply chain and supply problems industry has ever had. -- the industry has ever had. i don't want to marginalize that. we're doing everything we can to repair that. but it does cause you to step back and reflect on what we are doing here to create our electric vehicle portfolio and our internal combustion portfolio in all areas. particularly in some of the precious metals that are used when we begin to sell production with our proprietary chemistries. we've done things in cobol, for instance. -- cobalt for instance. we are going to reduce the amount of cobalt we use by 70%. we are trying to ease t

lemonis: how do you establish a customer base and hold on to them if every time that customer comes backat you're gone? today, there's e-mail and digital marketing and there's ways to communicate with people that is far more robust, and so as you look at the fact that she existed since 1999, ton of credit. been in the business for a long time, tons of experience. you look at the problem with the business. it looks wildly unstable. lauri: back here, this is inventory. this is the way back. this is backstock, and then this is our way, way back which is full of glass and fixtures. lemonis: what is all this stuff? lauri: the glass came from the domain store. lemonis: what's the domain? lauri: another closed-down store. i put like $250,000 into the domain store. the cash wrap, which was i think, like, 30 grand -- took four years to make that. lemonis: a cash wrap is essentially a piece of furniture that a customer would actually check out at. probably should cost a couple grand. she spent $30,000. where did you get all the money to do all this? you put $250,000 in one store. you got to sell a

we'll bring more low fares to customers.nkly, doing that in constrained airports, boston and new york, these have been locations that were tougher to get into la guardia has been slot constrained. this is a real opportunity for jetblue and american we'll also be able to offer our customers reciprocal frequent flier benefits it's a win/win for both, in a market that's been adopdominatey two large carriers >> you've got the pandemic over in europe and the uk has been impacted as well will you have to push back the launch of that service >> we're still on track for q3 deployment i think the developments in the eu have been very positive obviously more and more customers are getting vaccinated is going to be important we certainly expect the uk will open up as we step into the fall this is an area where the pandemic has given us more opportunities in terms of the potential airport we fly to. jetblue will disrupt this place. we've announced mint cabin, we think it's going to be compe exceptional, we'll offer low fares. >> joanne

this well on behalf of our customers. there areas we will see longer lead times. a record ship enough -- our record ship and a pc's we did are a proof point. whether teachers are teaching from palm our students are learning from home, there are looking for technology solutions available immediately and that is what we are helping provide. rishaad: what is going to be the next big thing after all of this? we have talked about security, 5g, and that throws up a load of opportunities. >> from a technology perspective, technology will continue to make us or connected , make us connected faster. make us make sure we are more production what we do. while those things will continue, what we also see, is sustainability becoming a much bigger issue. what we are hearing from customers is, they want to make sure their carbon footprint is right. that their products are not creating more electronic waste. toward that, we are launching the 2030 minute chuckle, where we -- 2030 moon shot goal where we will recycle one pc for every pc we

only at&t gives new & existing customers the same great deals. like the samsung galaxy s21 5g for free when you trade in. not everybody wants the same thing. that's why i go with liberty mutual — they customize my car insurance so i only pay for what i need. 'cause i do things a little differently. hey, i'll take one, please! wait, this isn't a hot-dog stand? no, can't you see the sign? wet. teddy. bears. get ya' wet teddy bears! one-hundred percent wet, guaranteed! or the next one is on me! only pay for what you need. ♪ liberty. liberty. liberty. liberty. ♪ >> neil: all right. we're told that major league baseball made its decision collectively to boycott georgia because of the new voting law there. and in so doing, the atlanta all-star game scheduled for july. it's not quite that black and white. charlie gasparino has been digging in to this and discovered fascinating behind-the-scenes developments. he joins us now. charlie? >> it's a fascinating story with the commissioner, bob manfred on the hot seat. let's put it all in to context. everybody

in fact i am an apple customer. for that reason and many others, i appreciate apples sincere commitment not to sell my data and to protect my privacy but how can competitors and customers and legislators and others be sure that security and privacy aren't being used as a pretext to exclude competition and the question that i asked? are there documents in the litigation i referenced revealed the review process typically took 13 minutes per at. the lead engineer responsible for protecting fried and abuse at sica plastic butter knife to a gunfight. meanwhile the apps that present potential threat to apple are often delayed or blocked or disadvantaged. in other cases apps that don't present those that offer a different viewpoint like parlor suffer a different sort of fate. so how do we ensure the security and privacy protections are narrowly tailored to help consumers while minimizing the impact on competition and they don't shoehorn anti- competitive behavior quick. >> i appreciate the question. we have a 12 year track

site you know their employees travel to customers in india and the u.s. and russia regardless of the pandemic it's a real challenge for the company. members and indeed we have to organize the journey from is over into the customer to stay on site the assignment at the customer's premises and the return journey to is over all in such a way for them that the risk of infection can be kept to a minimum and was equal. the order books are full on average it takes about a year to plan and build a filling plan for vaccine doses it would go faster if the pharmaceutical industry agreed on the uniform standards for plants but every customer wants something different they've reached their capacity limits they can't do more than keep on building maybe prioritize a bit but you obviously are in their current priority is the construction of filling facilities for corona. iris maxine doses but continues to supply pharmaceutical companies with a variety of machinery so that they can also fill doses to treat other diseases your mother course we have to make sure that other

residential customers to use 56 gals per person per day in 2045. lowest numbers we have seen as regional after age. the agencies rely on the regional water system purchases as bedrock supply for reliability. their investments in and reliance on local supplies enable the supply. we will update these numbers and be engaged with your staff and provide them to you when they are complete. that concludes my remarks. >> comments, colleagues. >> i have a question. thank you for your presentation, nicole. i have a question about the 56-gallon per person per day number you had, and the projections for the future. obviously, you know, we have worked together before in my other capacity and looked at demand and how it is evolving. i wonder like how realistic it is for demand to grow from where it is now. if you look at the last 40 years, one of the graphs, in the past since the '70s you guys basically bawsca reached 184 purchase line. the rest of the time has been below that. as you look at where you want to go from here, how realistic do you think it is to as

vickie: that is what you call listening to your customers. sheryl: there are other local experiences. there was a dj who was one of our grant recipients. he used the money we gave him to keep his employees paid. his business was weddings and parties. talk about a business not happening during coronavirus. what he needed was cash and assistance and we were glad to provide it. he also found a way to do business online. he created an online store and launched an online dj academy. our goal is to work with small businesses in detroit and provide the tools, but is -- but it is really the entrepreneurs themselves saying i am not going to let this virus and economic downturn stop me your i'm going to pivot online and find a way to keep going. i think everyone is looking forward to the world and economy returning to normal. vickie: you are also bringing a training program to detroit. sheryl: that is right. with the small business association of michigan, we are bringing it to detroit later this month. at the beginning of last year, my team and i had

and therefore, we are incredibly focused on growing our customer base and acquiring more customers soon't have the same kind of tension problems that you are alluding to earlier. so, we're very, very focused on acquiring new customers because we know that pension health is urgently needed within the country. manus: so, where's the target -- i presume under assets in management is how the metrics used. is it? romi: we certainly have assets under administration, which reflects the assets invested on behalf of our invested customers. annmarie: what about -- manus: where are you aiming to get to? sorry. romi: that's all right. we are over 1.6 billion in assets and we been growing incredibly quickly. so, we've roughly doubled in size the last couple of years. and given the size of the market, we expect to maintain very high growth rates in the future. annmarie: romi, i just wondered to ask, are you nervous about ipo reception given the other high flowers -- high flyers and what happened with their debut? romi: i think that we are in a very different position. we're a complete different typ

in fact i'm an apple customer. that reason and many others and i appreciate apple's sincere commitment not to sell my data and to protect my privacy, but how can competitors and customers and legislators and others be sure that security and privacy aren't being used as a pretext to exclude competition as alleged by mr. shoemaker. for example, other documents in the epic litigation i reference reveal apple's human review process typically took 13 minutes per app, 13 minutes for each app and that the lead engineer responsible for detecting fraud and abuse in the app store analogized the review process to bringing a plastic butter knife to a gunfight. meanwhile, it seems that apps that present a potential threat, a sort of threat to apple are often delayed or blocked or disadvantaged. in other cases apps that don't present those but perhaps offer a different viewpoint, i'm referring here to parlor, suffer a different sort of fate. back to the competing space. how can we ensure your privacy and security protections are

unit once it's arrived a customer unlocks their goods using an. it makes it easier because i don't have to like hate in the way i'm not talking just for myself like for example like the elderly that specially use it because they wouldn't have to carry stuff all the way to their home. i'm a one year pilot aims to reinvent the last mile of the leverage and if being a fairly autonomy korea wasn't enough its inventor says the robot is hygienic. especially during this period everybody is looking at you know. human because in the robot itself it has. this infection. like. throughout the trial the robots will be accompanied by a human to avoid any misunderstandings or mishaps until now they've only invited the curiosity of onlookers. and that's your business update here in the us this hour from me and thanks for watching this. story their very own personal 88 the people who survived the catastrophe remembered. and the private footage. never been seen to see. people 26. you. have to go. to. work. that matter to lead. but at least many. places. on fire mak

how does she get customers especially in coronavirus? she shows her ads only to people who are either yoga or meditation enthusiasts living in detroit. we take that ad, show it to those people and we don't give her back anything. we just give her back average steps. we don't give her back a single person. if she can't do that, if she has to advertise to all of detroit, she can't afford to do that. not everyone into troy once yoga and meditation experiences, but when she pivoted online for coronavirus and started outdoor yoga classes, she could advertise and build her following. it is on us to make sure we protect people's privacy, make sure we take that ad, show it and don't give her back any information. it is on us to explain how this works, but if that ability of hers goes away, it does not hurt the biggest gems in the company. it does not hurt the biggest companies, but it does hurt that local yoga studio. we have to make sure that we have explained and personalize that. we are launching a marketing campaign to try to explain it. goo

only at&t gives new & existing customers the same great deals on all smartphones.to $800 off our latest 5g smartphones. >>> we've got about 45 seconds before we hand it over to wilf and sara, but right now the dow is slumping. it's down 1.13%, below 34,000. the s&p 500 also down 1% nasdaq down. look at the russell small cap stocks really taking it hard today, off nearly 3% there you see them down 2.69 banks one of the stories today, kelly. >> often when the russell underperforms you think the financials are the reasonable suspect. we'll hear what citi's ceo has to say in the meantime it's been a pleasure to be with you. >> we get to sit together for a change. >> a little bit back towards normal "closing bell" starts right now. >> thank you very much welcome to "the closing bell," everyone, i'm wilfred frost along with sara eisen. stocks lower and losses are accelerating the dow down 315, the russell 2000 down 3% earnings remain center stage with reports from j&j, travelers and p & g. reopening trades are taking a step back. airlines on the back of united results an

three quarters of all its customers are elderly people.siness, they tried to get those customers to order online. there was little take up. then she gave them the chance to place their orders in person, and business boomed. her tip to other entrepreneurs is, older customers value the personal touch. i launched an online ready meal business and it really didn't take off until we added and old—fashioned telephone number. old —fashioned telephone number. we old—fashioned telephone number. we knew that we had the right product for the right customer, but we weren't getting the kind of traction that we needed. most of our customers have internet access but they actually prefer not to order online. we went out and got on oh 800 number, and ordered up a couple of headsets and parsley box contact centre was born. we had something like 282 calls on the first day. five or six times gross increase over a day or two. on the contact centre currently we have over 150 people and on average we have about 20,000 calls per day. when you are trying to target

we have customers going from early stage start-ups, all u.s.rket traditional companies in the mid best we're definitely hedged against anything that happens in tech, and also, i think, one thing that helps us is we're not only credit card, we have brex card and brex cash. today we're also launching brex premium, a software layer in which you can have spend management bills and integrated. you could replace your chase business account, your amex card, and because of that, we're also a lot less credit risk, because there's a lot more production that our customers are using as well. >> that is a good point. we're seeing an increasing number of fin techs expand as you do so, you're coming up against behemoths, and also traditional bank, will you see a bank charter potentially >> we have applied for a bank charter in utah, but the division to brex is creating what we call all-in-one for businesses we want to maximize every dollar with the goes to reduce necessary spend we want you see to do what you do best the traditional solutions are very segrega

and what we're trying to do is test and learn and see how customers react to it. going to still be hiring delivery drivers to deliver a lot of pizzas for domino's, but we view the abs along with e-bites and other methods to get pizzas to customers as all part of our system that we're going to employ into the future. >> should i be worried about something i saw from april 28th. locally owned stores are looking to hire more than 4,000 part-time and full-time team members. this is in florida alone how are you going to get all - how will your franchisees get the help >> you know, jim, it is a really tight labor market right now and you know, we are out there battling to hire drivers just as we're battling to win customers, each and every day and i think a good bit of the draw at domino's is the fact that our stores are so busy. and so our delivery drivers, you know, are going to get more runs, you know, per hour and as we continue to fortress our territories, as you and i have talked about in the past, shrinking ing those delivery z it allows to us increase the veloci

over in liverpool, customers waiting to get inside.an others at this london store. whatever the city, one store drawing the biggest crowds. this is nottingham. i do online shop but i prefer to be out and about and getting in there. looks like you've done very well today. yeah, yeah. do not show my partner this! have you missed it? 0h, absolutely. have you? yes. just nice to be out seeing lots of different people again. shoe fittings are back on, even outside. your feet are feeling a bit tight in those shoes now, aren't they? yeah. changing rooms are allowed again and fashion retailers have a whole new season for sale. i'm so relieved that we've got here. we've been closed for around eight months out of the last 13 and how can you run a business like that? luckily we have an online presence, so that has been really helpful. i don't know what would have happened if we hadn't been online. there is an awful lot of pent—up demand, and households have squirrelled away more than £100 billion in savings over the last year. the hope is this wil

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there was a definite bounce _ to keep customers coming. coming. there was a definite bounce that we _ to keep customers coming. there was a definite bounce that we will- to keep customers coming. there was a definite bounce that we will see - a definite bounce that we will see customers coming out and spending with us, and the long—term challenge will be to keep the football coming and the redevelopment of high streets is going to be critical going forward. —— footfall. streets is going to be critical going forward. -- footfall. some chains didn't _ going forward. -- footfall. some chains didn't make _ going forward. -- footfall. some chains didn't make it. _ going forward. -- footfall. some chains didn't make it. this - going forward. -- footfall. some chains didn't make it. this chain | going forward. -- footfall. some i chains didn't make it. this chain is in its final days. by lunchtime this city centre was heaving. not everyone liked it. do you think it is too busy?— everyone liked it. do you think it is too busy?_ it - everyone liked

our customers are asking more from us.yes, you absolutely need customer partnerships and we have those, and it starts with phenomenal products, and being able to do the things that we need to do, as we're advancing in this, you know, really digital transformation of the world. >> there's a very big debate right now, lisa, about the grand reopening, and whether that means that second half will not have the demand for personal commuters that the first half does so i think by the way, something i think that by the way intel highlighted as a possibility what kind of a demand trend do you see for personal computers >> so the pc market, jim, is, you know, in a remarkable place, i mean if you think about it, you know, the recent, the recent growth that we saw last year, and the growth that we're seeing this year, it's just very, very strong and i think it's this kind of not just work from home, but everybody wants better products, and better computing now, you want a better video experience you want a better computing experience

everyone is trying to innovate and create a great customer experience.id that, there really has to be a level playing field if we are going to protect customers and their interests. guy: how uneven is the playing field in your mind at the moment? how significant do you think the regulation needs to be on fintech? how under regulated to you think the sector is at the moment? because there's an argument that says in order to generate creativity, it needs to be more regulatory-lite then the banking sector. how wide should that gap be? rene: that toggle between innovation and safety has happened every decade i know back to the 1980's and probably before. i think the best example i can give today is if you think just about data, lots of customers are getting better experiences than they had a decade ago, but they often think that they are being protected by the banks, and their identity and credentials are being protected by the bank. but a lot of the startups that have come about are actually not under the same standards to protect that data, and i think the