tv Charlie Rose Bloomberg March 1, 2016 7:00pm-8:01pm EST
charlie: the 2016 presidential election could be remembered as one of the most bizarre and unpredictable in american history. the new series seems to capture its jaw-dropping, head scratching moments in real-time. the showtime president david niven says it ends to expose not just the nitty-gritty of campaigns, but the people behind the candidates. joining the are mark halperin and john heilemann of bloomberg
politics and "all due respect." i am pleased to have them here at this table, especially on super tuesday-eve. n,ll me how it looks, joh going into super tuesday? . >> it looks like the two front runners, hillary clinton and donald trump -- they are really the front runners now and could both have such big nights tomorrow that you could wake up march 2 on wednesday morning and have both of them be in a prohibitive place to become the nominee. >> which would confirm on the democratic side we have an evolution and on the republican side, revolution. >> it will not be mathematically over tomorrow, but the prospect exists that both of the front runners will win all or almost all of the states.
charlie: trump will win all but texas? >> not sure he will win texas. he might. you think he could win them all? >> he could. charlie: how about likely? >> i think he will win all but one or two. his delegate feed will be big, ad will be big. on the democratic side, senator sanders will have a tough time arguing there is a path to be nominated. i'm not saying anybody should get out, but he will have a tough time arguing there is a path. because in democrats, once someone gets a lead in delegates, it is hard to catch up. charlie: she will shift to her general election campaign? >> she already has. the difference between the two rest of the
democratic races throughout the country are proportional delegate allegations. there are no winner take all states. you cannot go take california and come back. that makes it hard, as mark said, in the democratic race, appreciablee and lead, it is hard to close that lead. this is what happened in 2008. had a delegatema lead, they could say that hillary cannot come back. even though trump may be the overwhelming victor tomorrow, you will see marco rubio stick around until florida which is winner take all. john kasich until ohio which is when her to call. -- winner take all. >> all three of them, ted cruz, john kasich and rubio believe if they had contests that were just them against trump, if carson got out as well, they would win those contests.
you would not be going to a convention trying to take it from trump. you would go to a convention knowing that nobody had more than 40% of the delegates and there is an argument to be made that perhaps the convention should decide because no one can go saying i have a majority. charlie: is there the assumption that all of those votes for trump would not go to him in part? >> they would, but you can some statesrld in were even if trump got his share of the votes from the people who cruz kasich, rubio, or ted could beat him in some states. >> this is such an odd election. on the one side you have the e-mails or korea, or trump's taxes -- there is an argument to stick in in case something happens. >> although there has been unhappiness about trump in the last few weeks and months, they have said he should not be our nominee, it has this week
reached a boiling point of people saying, the republican party will be destroyed. charlie: what caused them to say that? >> the fact that he will become the nominee. >> i think, look, it was going to come. this moment was going to come when people looked up and said, that guy will be our nominee? that is a moment. we have said one million times -- donald trump has said things that would have destroyed another candidate and for months. it is the case that the kkk is different. just the words kkk a lot like the american nazi party. you cannot get yourself into a situation where you are not seen as foursquare against those things. there were a lot of republicans who, after he refused initially to not even repudiate -- even now he says, if you want me to repudiate, i will. that's not the way you repudiate something like this.
charlie: explain chris christie. >> he had two options looking at a political future. ,ne under president-elect rubio with limited options or president-elect trump. charlie: he is ambitious. >> he has a personal relationship with trump and is comfortable that he could win a general election. i think a trump-christie ticket would be formidable. it would be akin to the clinton-gore. -- you look at christie's view of himself. if he cannot be king, he would like to be kingmaker. charlie: the king had already made himself. >> the king was there and christie said this guy will be the nominee. he is my friend. charlie: correct me if i'm wrong, you said he is the best politician you have seen since bill clinton. uh -- charlie: if you didn't say it,
do you believe it? >> he is pretty good. george bush was pretty good, too. retail politics. >> wholesale is what the men does. trump is doing this with no team. he has a small staff. charlie: what is it? >> there is a little of man meets the moment, but an extraordinary understanding of how to use television to advance his agenda. argue that trump is horrifying or impressive. he is extraordinarily -- the twins the thing that mark talked about. an extraordinary ability to harness the grievance and resentment of the party. he taps into it in a deep, profound way. you could not teach that to
someone. has aner thing is, he extraordinary instinct for the attack. understanding the psychological vulnerabilities of the people he is running against, distilling it down to a simple thing and in fifth grade language attacking people. charlie: how do you explain david duke? >> i actually think he was careless. i do not think it was a tactical thing. i think he was careless about how he answered. he will often just try to answer what he would like to answer. in this case he answered what he wanted to answer. as john said, when you talk about the klan court nazi's, you have to -- klan or nazis, you have to answer with moral authority, deliberately. charlie: thank you. >> thank you for having us. ♪
charlie: we begin this evening with a series of conversations about apple the company. it is one of the great global conversations in the world -- steve jobs built it into one of the great technology companies of all time. apple products are celebrated for their brilliant combination of design and function. the meeting of the humanities and technology. after the death of steve jobs, his hand-picked successor and
cook, took over as ceo. since then he has taken over leadership and steered the company to unparalleled profits and dominance in global markets. today, apple and tim cook are locked in a very visible fight with the u.s. government, the fbi, and president obama over data locked in an iphone used by one of the terrorists in the san bernardino tragedy. the fbi has asked for apple's help to access the iphone. apple says that to do so would offer a back door and establish a damaging precedent. the fbi says it is a question of national security. ordered apple to comply in the arguments underway. apple, andhe ceo of james comey recognize that the stakes are high for all of the
values argued by both sides. they are calling for a national conversation and congressional action. who is this company and who is this leader that finds themselves in this place having to take stands against this government that are not very comfortable for them, but they consider necessary. september, 2015, i and my colleagues went to apple ceo headquarters to interview tim cook and his colleagues to understand as best we could the company known for secrecy that finds itself in a public fight. this was five months before the present crisis. understanding who they are perhaps illustrates how they got to where they are and how they see themselves in the world they inhabit. to know apple, you need to understand three people. steve jobs, tim cook, and johnny ives.
this conversation took place in september, 2015. charlie: everybody would like to know the answer to this question. what is it about apple? why apple? tim: it is the people, charlie. we do have a little bit of money. we have some ip and so forth. it is the people that make apple. it is the people and the culture. is this veryere unique blend of idealism that anything is possible. that we can be bold. and a deep humanity. everybody here would like to change the world. we do that through our products. tools thative people make them do things or allow them to do things that they could otherwise do. that is the thread that ties this altogether.
charlie: by? why because of the feeling? tim: that you get when you are making a difference -- altogether. charlie: why? tim: because of the feeling that you get when you are making a difference. after you get that feeling, you become incredibly selfish -- you never want to give it up. you know how special it is. i have never encountered it in other places. i hold it dearly. charlie: different mindset or attitude about products? ethos about perfection? tim: it is a different mindset.
it needs to be insanely great. great, ity has to be has to make a difference with people. it must enrich somebody's life. you get the combination of these things coming together and you feel like a kid again. feels like there is nothing impossible. that you can do anything. charlie: you believe you can do things other companies cannot do? tim: you do. we all do. and we have. you do it to benefit other people. it is not a thing about revenue and profits. those are outcomes or the results of doing things great. they are not the purpose. they are not the north star. i don't think this thing is replicattable. we hold it very dear. of steveis the dna
jobs baked deeply into everything you said? tim: it is. this is steve's company. it is still his company. and was born that way. his spirit will always be in the dna of this company. that doesn't mean that it doesn't change and morph with the times, but the underpinning of excellence, of creating great products -- this will always be the foundation of this company. charlie: is it because you have control of hardware and software? tim: that is a key element. that's how we can innovate like no one else. magicnd that the real happens when software, hardware, and services come together. i'm notch or any other company has that. any othert sure that company has that. most specialize in one of those. to producehat
a great customer experience, you need to do all three. that is what we do. charlie: someone said samsung has the hardware and not the software. google has the software and not the hardware. tim: that is a fair assessment. both companies have tried to do the other and found that it is not so easy. fortunately, we have decades of doing both. we really get the power of both. we also know that you can only do it great on a few things. the other part of our model is to focus. you can put every product we have got around us right now. despite our revenue being over $200 billion. we would not able to be really great if we had many different
products. we know that we could not do it, so we do not even try. charlie: if you are so good and there is so much money in the world, why can't people, steel e come and steal your best? tim: because you cannot replicate it. for people to try to copy our products, they would first need to copy the culture that produces the products. it is not that simple. you cannot tell people to magically want to change the world. you cannot tell people how to feel. cannot instill passion. this comes out of a culture that is somewhat self-sustaining. charlie: but you are making products. how is that changing the world? you are making phones and ipads.
tim: look what this phone did. this phone created an app ecosystem that has 1.5 billion apps and it. you can do everything. they can improve your health and other's health. they can improve your learning. they can help a kid learn who has optimist -- autism. they can help you write music. they can help you create art. they give you tools to do things that you would not otherwise be able to do. just think about your day and what you have been able to do because that ecosystem exists. i don't know about you but i look at my life and i cannot imagine it without these things. charlie: i do not understand why someone cannot duplicate this. yes you have good people. tim: great people. charlie: great people and a passionate for perfection.
but all the people who believe that are not in cupertino. it astounds me that apple is unchallenged. tim: businesses get in the way of themselves. they begin to create organizations that have their own objectives. then they begin to create conflict between these organizations and they fight each other. to become focused on each other instead of customers and come petition. we don't really do that -- and competition. we don't really do that. we have very few products. we all oar in the same direction. we all oar in the direction of great products. we do complex things. but we have a very short list. it makes it work with us. ideas that youe could turn into good products,
but you say no? tim: yeah. saying no is always the hardest thing. you go through your life. every day, all of us can say, this is so crazy. we would like to work on this or that. we can come up with an infinite list of things to work on, but we know we cannot do them all great. charlie: how do you decide? tim: there is no formula. debating,ing, it is it is figuring out what things we can do better than other people. if there are other people who can do them as good, we are not interested in going into that. we want to be somewhere that is truly -- to do something that is truly great and truly differentiated. charlie: nobody can make an apple watch in the way that apple can? tim: i think you can look at the
market and see that is true. one thing i've learned from apple is that simple is the hardest. it is so easy to design a complex product but it is hard eel things back to their core. steve had a way of doing that that he used in all of us -- that he infused in all of us. charlie: how did he express it? tim: it wasn't always a teacher-student kind of thing. it was how he conducted himself every day. from the clothing he wore. he did not want to make a decision, so he wore the same thing. that is about focus. he knew that was one item he could peel away from himself to take away the clutter. that same thing i saw him do all day, every day. he went to very few conferences. charlie: how do you explain
steve jobs? tim: i don't know that you can explain it. it is like a 1000 year flood. you know that he is the original of his species. one-of-a-kind. tim: sort of like haley's,. s comet. except that comes along a lot more often than steve jobs do. charlie: he taught you about living. did he teach you about dying? tim: he did. periods a very difficult for him and everybody around him. things that he in how he did that. from a point where -- i said this once or twice, but i went
to his house sometimes after work, and one day in particular he was in such bad shape and waiting to move up the waiting list for a liver. not seem to me that he was going to live long enough to get to the top of the list. so i went out and had mine checked. he told me he had a rare blood type and i had one as well and i assumed that they matched. i offered him mine, and he said, no. there was no way he would accept it. he would not even discuss it. this says a lot about him. it really makes me wonder. i hope that if i am in a similar
situation, i can make the same choice. there is a great lesson there. charlie: he knew that he was dying? tim: did he know? it is hard to answer that. ways were polar opposite. but we shared a lot, as well. the focus on excellence. we both shared a deep love for apple. there were lots of things and we worked together very closely. i have great respect for him and i think he felt the same way. other than family he had the well-being of this thing he built for his life. , i felt likeld me an indescribable feeling.
it's like somebody interested in you and huge part of themselves. that is the way i felt that day and i member asking him, are you sure that you want to do this. befores six weeks or so he passed away and at that time i did not see that occurring. not at least in that timeframe. bedecided that he would not ceo any longer and that he would be chairman. he called me and said, come over, i want to talk to you .bout something i said, when? he said, now. he said timmy, apple has never had an orderly transition at ceo. never in the company and i want
that to occur. . want you to be the ceo he and i talked about this very generally several times before that. ready to givei am you the torch. i was not expecting this at all. him getting better and better. me.as a bit of a shock for you aboute also told what he would do. tim: he did. he mentioned he had watched what happened at disney when walt passed away and describe the company as paralyzed, sitting in meetings trying to guess what
walt would do. he did not want that to happen with apple. he covered it twice then and once subsequently. he did not want this to occur with apple, to never think about it, to just do what was right. i have always tried to do that. charlie: what was it that you two did together? what was the business relationship? >> with steve -- i would not call it a business relationship, it was a friendship. trueple -- i think this is more broadly about the company that business and personal blend together. there was a very close bond there. can i describe it? i'm not sure that i can, charlie.
think somebody that you see every day. for multiple years. that was the way that i felt about steve. over time, he entrusted me in doing more things. i always appreciated that. i always learn from him. every day i learned something. it was a privilege of a lifetime. charlie: you can't be more different. one of the beauties in steve is that he did not want everybody to be alike. see a need for everybody to look, talk alike, speak alike. whatever. he did not put everybody through a carwash and get a chiclet out of the other side. i think you can tell in his
selection, but that is not how he thought. charlie: he wanted diversity. of experience. tim: diversity of experience, diversity of life experience, diversity -- people seeing things through a different lens. i think he knew, i know he knew that the most important thing about apple is getting everybody to work together well. getting the collaboration to a high level. because we are fortunate to have such fantastic people, if you can get the collaboration, you can get some incredible products. charlie: let me ask about you. tell me how growing up in segregationist south shaped you, because you tell the story of , and aa cross burning hood comes off and you saw, on your bicycle, you saw somebody that you knew. and you said, it was seared on
your brain. and it change your life forever. were so many things, charlie, with growing up where -- this was a timeframe, i grew up in the 1960's and 1970's, and through this time, the u.s. in general was struggling with segregation and desegregation. they were struggling with racial tension. our country still struggling with that today. although, in a different manner than back in the 1960's and 1970's. was thatme, what i saw people were not able to do their best. that there was some sort of a built-in headwind for certain people, maybe it was because they were african-american, maybe it was because they were gay, maybe was because they
believed in a religion that was different than the majority religion. whatever it was, maybe was because they were female. whatever the situation was, but i saw so many people that had this headwind, and i -- my own community was a very great community. but, i mean looking at the broader community, you saw this, and it would sort of hit you in the face as you traveled about. george wallace was the governor of alabama during part of this. and you know the history there. about, you get reminded how much better life could be for everyone if there was no discrimination. when it be incredible, if there was none? and it is free. this is not something where he have to say it all my god, we
have a chilean dollar deficit or whatever the situation is, let's decide about entitlement, there is nothing to do with all of this. it is just treating people with basic respect. and human dignity. age, my heroes in life where dr. king and robert kennedy. and they still are. because, you look at these guys, and you focus on what they stood , and their vision of the world, not if we can achieve it, but when we achieve it, you think about how great it will truly be. even if you think about it in a cold way, of economics, it would be so great. that is not the reason to do it in my view, the reason to do it is because it is just and right. charlie: to remind you. tim: they remind me of that. there my me of what is most important. of jackieou part
♪ human rights is a big issue for you. tim: yes. charlie: you also say that coming out, and you also say that none of your friends knew that you were gay. no other ceo of a fortune 500 company that might be gay has come out. grace,d, it was god's give to you. for me, when i look back and i think, why did i have the insight that discrimination was such a massive issue and what would happen in the absence of its, about how great things would be? it is fundamentally because of this.
i'm not saying that i know what it is like to be african-american. i cannot say that. but, when you are in a minority ofup, it gives you a sense empathy for what it is like to be in the minority. and you begin to look at things from different points of view, and i'm not saying that nobody can do that without being in a minority, there are some people that are incredibly good, but for me, i think it was a gift, for me. charlie: explain this to me, too. leaves a proud legacy. as a great company and great people. i met a number of them. whoedible group of people come to this extranet a meeting on a monday morning, every monday morning. they all show up.
they required to be there to a degree. tim: sure. [laughter] charlie: if you didn't show up for a couple of meetings, people begin to wonder, wouldn't you? tim: they want to show up. they want to participate. charlie: they want to participate because they might miss something. tim: things move fast. you do not want to be absent. charlie: jeff williams. dr. phil shiller. who made applee great. these are people who made steve jobs great. one of them has left. apple people.ve they have plenty of money. tim: but, people are not in it for money. yes, they get paid. and people need to get paid. they have a beautiful resume. but, they know that there is a
really lovingween the work and doing your best work, and they feel if they can do that here, and change the world. look at these other things. but, it is more than that. life is so much more than that. ot the -- charlie: you do not have to do anything because you are already part of who they were? tim: i was known. strength,ey knew my
they knew my weaknesses, and a new i loved apple deeply. i think apple is a company that you want someone sitting in the ceo chair that understands deeply the company and loves it. their garment to do that we do is to love this company. people were not do well here if they do not love the company some people here than say who cares about that. charlie: you care about that. tim: i care about a deeply. to have the level of care that we want in our product, it takes that feeling. , orou view this as a job you're working for a paycheck, if that is your purpose, apple is not the company to be at. because it requires a higher level of energy and passion that you get out of working for a
paycheck. wholie: there are people feel the same thing at google or amazon or facebook? tim: i suspect that some of those companies you might, i don't know. i do not think you would find people that have done it for as long and as consistently as apple. charlie: do you feel like you have anything to prove? people, as you know, said that it is very hard to follow the legend, it is very hard to follow essentially a founder. tim: i never viewed that i was competing with steve. i love to steve, he was not my competition. is working out against companies competing against apple. i never viewed that it was like that. i know that it was a common media view, you cannot follow someone that successful and do well.
view, im my point of looked at this and said, he selected me. i want to do every single thing that i can do, and use every ounce of energy that i have to do it, to do it as well as i can. because i want to do it because he selected me to do it. and i deeply loved this company. and i have never felt that way before entering those doors. charlie: let me talk about what is here. there is a recipe for innovation. it is the notion that you are creating products. you are creating products that people do not know they need until they need them. because they love them. tim: i think if you go out for a focus group, focus groups generally will find evolutionary kind of things. they will say, i want something to be a bit faster. or whatever. things not going to find
around the corner from a focus group. and so, what we do, we make things that we once. and we think we are reasonable proxies for the greater number of people. so, if we can decide something that passes artest, and our expectations, then, we feel that it could be pretty successful in the market. charlie: and you measure that a customer at some point, one of you had thought, wouldn't it be nice, and because you are here, you know it has to meet certain standards. only performedt well, it has to feel well and look well and be unique. qualityhow, the of a that people feel like they have to have it. and what is in it, -- tim: it has to be better, not just different, but better. test,does not pass that
we do not do it. eddy cue said that apple improved on products of other companies. somer than coming up with brand-new idea. it takes something that somebody has tried and makes it as close to perfection as you can. tim: go ahead. sometimes people have tried it. absolutely. i think you would find that in the phone case, the smartphones on the market, you find it with mp3s. mp3s before ipod. our tablets on the market well before ipads. also, i would point out that the first modern one, or those items. was the ipad for tablets and iphone for smartphones and ipod. and once that benchmark was set, the industry began to run toward that new objective. charlie: so you set a new paradigm for it?
tim: you do, and as it turns out, it takes longer to do that than it does to be first. we do not have an objective of being first. if we are, it is great. but if we are not, we're not losing sleep over that, because he wanted be the best, not the first and not produce the most. our overriding objective is to be the best. charlie: and you are prepared to wait until you feel like you are there. tim: absolutely. charlie: you're not going to put a timeline. you have to have this by -- doingo, we are opposed to that because you begin to drive decisions that are not great for great products. charlie: who decides when to pull the trigger? you do. [laughter] tim: at the end of the day, it is my response ability. do i depend on some great people? of course i do. charlie: but at the end of the day, the definition of the ceo role, that you decide what make
a major move. tim: although, the most important thing i do is decide people. that is the most important. yes, because, they are making andthousands of things decisions that do not necessarily come to the top of the company. charlie: how do you know those people? do notrst of all, you better thousand and you have to admit to yourself that you are not going to bat a thousand because when you do make a bad selection, you want to change in a hurry. but, fortunately, after you have been doing it for a while, you develop a feel for what kind of person does their best work here. and for apple, that means a high level of curiosity. the best people here, are intellectually very curious. they are always asking why. they are wicked smart. they are collaborators. they are willing to sort of be
in the background, they do not really care about their own brand, so to speak. they care much more about apple. charlie: and you are prepared to go outside to find the best? tim: we are, sure. burberry, to find angela. charlie: to get dr. dre and jimmy. some say that you are not that interested in headphones, and that you are more interested in the talent. which proves your point. it is the people to make a difference. tim: absolutely, it is people. apple is about people. charlie: and to get to people, you will still them? tim: i do not think of it as stealing. charlie: did steve still you from compaq? tim: compacted not only, he convinced me to join. [laughter] charlie: it is said that you have found some of the smartest people who understand cars, now. tim: i have read that. [laughter] charlie: that would be, if you are doing that, and there's
every reason to believe you are, it would fit the pattern at apple. planning to go there, get the best people to take you there. and so, we read that you are hiring these people, we have to believe that you want to go there. tim: what we do, charlie, as he will look and explore a number of things. and then, a very small fraction of those, we advance. and so, i'm not going to comment on cars and our interest there, but i would just say that if you just monitor where we hire, the skills we hire, you will not necessarily connect the dots. because, there is such a great -- this curiosity creates an exploration here that -- and we have to go far enough to get down the road to see what the
end looks like. sometimes that takes a while. [laughter] i can see that you are not buying that. but it is true. [laughter] charlie: let me talk about products. and we will get to cars in a moment. [laughter] charlie: smartphone. iphone. a watch recently, steve, a video of steve, at that famous presentation. discovered he had the secret to life. he love technology. he loved to design. he loved performance.
he loves whatever it was that made him love dylan. values, all of the things that had galvanized his life, he felt he was holding it in his hands. right? tim: yes. we were all incredibly excited. this was years in the making. charlie: like, how many? technology,erlying double-digit years, but the project itself, 3-4 years by the time he came to market. charlie: it is interesting is that because i want to know this down. the underlying technology took years. that doesn't come overnight? tim: no. charlie: you couldn't do the ipod until you found an
operating system that was tiny enough? tim: yes. charlie: and you found it at toshiba. tim: you are think about the hard drive. the hard drive, absolutely. the 1.8 inch drive. charlie: that was the hard drive. but it is the notion of waiting for somebody to have a technology that you can use that will deliver on what is in your brain about what might be possible. tim: you have to have the enablers. when you have the idea, the enablers may not view -- be there yet. you may be able to create. other people may be working on it. it is not until all of those things lineup that you can formulate the really greatest products. charlie: what has to lineup? tim: the underlying technologies. and, your vision of what the product can do. usually, for us, the ecosystem
is also important. because, you have to recognize -- something like an iphone or isipad, the ecosystem there incredibly important for the customer experience. the platform is very important because you want developers, you want to unleash millions of people, developing for the platform. and so, if you think about the iphone, it was not the first iphone that did that. it was the second iphone. charlie: meaning -- within it winds down to market and made it better later? tim: correct. charlie: so, why did you not wait for it to be better before he went to market? tim: there is always the decision of, do you wait until everything you can think of is there? or, do you go out with a really great product? there will always be something better if you wait. and it is always a difficult decision to decide when you let
the train leaves the station. but, if you always wait until you have everything, you will never ship anything. charlie: perfect is the enemy of good. tim: absolutely. absolutely. charlie: and that is called judgment. tim: that is judgment. and it is gut. and intuition and there's no formula for it. charlie: it is said that the iphone 6 and the iphone 6 plus only controls 20% of the market. but it brings the 90% of the profits. i would say that is a very good return. i think it is the return on innovation. charlie: do you agree with the numbers? tim: i don't know those numbers are exactly right or not, but clearly we have a higher percentage of profits than we do of units. our focus is always on making the best. best, you make the will generally have a higher
percentage of profits than you do with --. that is true the macintosh and the smartphone. charlie: how important is the iphone to apple? tim: it is very important. charlie: it is more than that. [laughter] tim: it is very important. charlie: come on, it is more than that. it is more than 60% of the revenue. that is more than incredibly poor to. more. tim: it is incredibly important. [laughter] charlie: it is the engine driving the company. tim: those other engines are pretty good. charlie: it is 60% of their revenue. tim: it is hugely important. charlie: you know what they say. watch out for saturation. what do you say? it, over onek at billion smartphones are sold a year. there's about 2 billion mobile phones. tilde year. so, there is still a lot more between the billion and the 2 billion.
♪ it is wednesday, march 2. i rishaad salamat. business."trending ♪ we are watching movies, and negative view, cutting its ratings outlook, and government debt rises, and they say beijing still has enough to move. on the road to the white house, hillary clinton and donald trump both seeming to do well on super tuesday, tightening their grip in the presidential race, and the