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tv   Bloomberg Technology  Bloomberg  December 27, 2016 5:00pm-6:01pm EST

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he went to hawaii and placed a wreath at a military cemetery. john kerry will speak tomorrow at the state department on middle east peace. officials deny that the u.s. orchestrated the human security council vote opposing jewish settlements in occupied territory. the u.s. abstained from the vote. israel plans to continue construction in the contested area. they will review requests for hundreds of apartments. one of the president-elect trump advisors on u.s.-israeli relations will be a special representative for international negotiations. jason greenblatt has been named to the role. carrie fisher, who played princess leia in the star wars movies, has died. she was hospitalized since friday when she suffered a medical emergency on a flight.
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she was 60. --al news, 24 hours per day global news, 24 hours per day. this is bloomberg. "bloomberg technology" is next. ♪ >> this is "bloomberg technology ." holiday cheer echoes for amazon. what tech gadgets one out. .nvestors can hack it sony apologizes after it's twitter account is compromised. steve ballmer unplugged. america's richest sports owner sounds off on bill gates and
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donald trump. now to the lead. the consumer came roaring back this holiday. consumer confidence came in better than expected, making its biggest gain in a decade. payd the boost in sentiment off for the retail sector during the holidays? there were signs of consumer strength in the online space. amazon reported its best holiday season yet, it having shipped one billion items. fitbit rallies. a sign perhaps that many people want to exercise over the holiday. shannon covers retailing new york. season, ion, on this got a new woman in my life called alexa. i am liking this. amazon is very fast and
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loose with the numbers. this is the biggest holiday ever. if it wasn't, it would be a disaster. the expectations were high. they told us they sold nine times more alexa devices than last year. we don't know how many they sold last year. the company is reticent to release figures. some estimated mid-year, they were $1 billion topline for alexa products for very little profit. the notion that that could be a larger number, coming into the end of the year, three times that number, starts to be a significant number. maybe not on an amazon scale, they do $45 billion in revenues per quarter. this creates an effect where people use the alexa. you use amazon and go devices, the more you use amazon. if you can put this in people's house, they become more frequent
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customers, like prime customers. >> shannon, it is great to have you on the show. give us a sense of the mobile element you are covering. buoyancy in the way we shop. shannon: before the brick-and-mortar retail's -- retailers talk about their apps, it is the battle of the apps. consumers will be using a couple apps. dominates that space. maybe a couple retailers can make a dent their, you have the app on your phone, you are using mobile in real-time, ordering things, price checking in the store. the debate will not be around who has the best website but who has the best app and mobile platform. there -- that is where consumers are moving. playingrick and mortars
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catch-up? think they are doing better than they were a couple atrs ago, but when you look amazon and the sales of alexei and the way amazon continues to dominate this space and is drawing more consumers into their echoes system with -- with prime and alexa, the harder it gets for brick-and-mortar retailers. it is like amazon is 2, 3 steps ahead. as soon as they get a great website, amazon has a great. .- amazon has a great app now they have something like alexa to compete with. they are trying, but i don't know if there are any signs of slowing amazon down. , withoutzon released numbers, they went through category by category the top-selling products. they were random and weird.
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i went through 30 of those items and i noticed these were cheap items. it was a power cord for $7.99. for $6.45.aby toy the products were low and the expectation may be that amazon has virtually no margin, but by having tiny bits of margin, they are taking money away from other retailers. the makes, it changes nature of retail. >> it is fascinating, the way, who has won out? confidence ismer the best in 15 years. we are intrigued by the breakdown from a generation point of view. ,onsumers seem to be positive but millennials are not confident. seller,re a clothing online is the place to be. now gettingzon is into apparel, one more thing to compete with. this year for apparel, i don't
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know if it will be catastrophic but it will not be awesome. given where the consumer is that, it could be awesome. the consumer is not wanting to spend on apparel. there is not innovation going on there. there is more excitement in soer areas, like tech. retailers were forced to offer bigger discounts than ever this year. maybe you could get the same number of gifts for the same number of people, but you pay less and retailers got a smaller margin. i don't think we will see, nothing really has changed, at least this holiday season. maybe we will see in incremental been to -- benefit. of millennial voters voted against donald trump. that may have an effect in terms of optimism. they are not feeling good about anything right now. the time they were polled were during -- was during the trump
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transition coming together and that may have an effect on millennials' consumer confidence. >> we want to thank you for joining us. we are shifting gears into a different tech story. hacking over christmas. sony music apologized to britney spears and her fans when it's twitter account was hacked and falsely reported the pop star's death. years aftero another hack. hacking has become a major story. one of the biggest things to come out, the recent disclosure of the yahoo! massive hack won't be enough to deed -- derail verizon's acquisition. let's dig into this. there seems to be, despite thousands of hacks and 35 million personal records, people are getting numb to it. important hack
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was the sony hack of two years ago. not just because i sat here at this table, talking about it every day. look. what's going on during the sony hack was peculiar because it was a nation state-sponsored hack. company forainst a political reasons. they did not like a movie in north korea, they attacked the company and that led to the head of sony being ousted. even though we knew who the bad the were, we still have desired -- it still had the desired effect. it should have meant every company in the world built every possible firewall imaginable and adopted the most cutting edge techniques to fight this. but yahoo!, whose ridden butter's technology, they failed. >> share prices are down 5% since the hack was revealed.
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the sony wanted particular was so important, but we keep on of cyberhis drip feed attack after cyber attack. maybe it doesn't bother the investor base. of yahoo!he value corporate is 20% of the whole value of the stock, a lot of cash and alibaba, the business portion ofs a small the value. if the business contracted by 25%, that would account for a 5% drop in shares. it is ridiculous to think that the hack caused a 25% damage in the business of yahoo! 25%? no. the numbers don't hold up to support that kind of damage. verizon probably recognizes that. the business is not damaged by 25%. >> it remains the sixth most
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popular website. advertisers?f we are feeling -- looking for a place to get our news. getting better because of this. on some level on the margin it is getting worse because of the hack. the steady drip of news about hacks. on some level, it will be harder to add users and charge more and put more ads out there. the technology will work the same, but the attractiveness to advertisers and users is lessened. whether it is 25% of the business, i don't think so. it is 5% down since the breach. cory johnson, fantastic to have you in. are feeling festive. coming up, will they stay or will they go? we take a look at 2017
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strategies post-brexit. this is bloomberg. ♪
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♪ caroline: the u.s. accused or a chinese hackers of making over $4 million in illegal profits after hacking several new york law firms. it is alleged they bought shares in five companies. some transactions involved intel and a drugmaker. is sec filed a complaint and pushing to free the assets. from hacking to events like theit and donald trump, tech world is shaken. dependent on globalization, the industry saw core principles upended in 2016.
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some in the industry foresee a potential brain drain from tech hubs. you will be the winner and the loser? me is the cofounder and partner of a venture capital firm specializing in growth stage investments. thanks her joining us. -- thanks for joining us. hasn't beenlogy helped equally across the board. will this remain a key topic of discussion? >> i think it will. globalization and technology and innovation have had huge benefits over the years. beenbenefit has not equally felt. if you look at how d.c. dollars have been invested, it is just a handful of places that have gotten those investments. caroline: you name here in california, the likes of washington.
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putting these numbers in perspective, could certain states win out while some barely gain any bc dollars? is a tale ofy concentration and -- and a handful of states. 59 billion dollars was invested inventor capital last year in the u.s., and of that, $47 billion went to four states, california, new york, washington, and massachusetts. if you superimpose a map of red states and blue states in the u.s. political system, you start to see that these dollars have led to a divide. if you look at states like florida, where less than half $1 billion was invested, or ohio, where it was $250 million, you see a stark contrast where the maturity of the venture capital dollars is gone. caroline: who plays up to this? do we see the government start to help read more echoes systems -- moreifferent states
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ecosystems across different states? is it your role as a venture capitalist to look harder at states that are not getting bang for their buck? raj: the incoming administration made it a priority to say that they want technology and innovation to impact more people. i think we as venture capitalists, we bury responsibility. that responsibility is into places, in hiring, we talked about diversity in hiring. that needs to extend beyond a few pockets in the u.s. in, the companies we invest the companies we back. or these companies to become large, they have to serve a wider consumer base. that is what we have seen with companies that have had breakout success, like uber. they had a price point that was successful for a lot -- accessible to more
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customers. that is when they took off. caroline: it is a global company, and populism and wealth inequality is a global problem, as well. are we starting to see certain at the systems -- ecosystems looking to harnish more -- harness more growth potentials as some companies don't want to go to certain companies? in berlin, we are seeing that city look to build up as they look in a less friendly way at the united kingdom. tech has become so global that if your policies aren't pro-tech, and what that means is a bit of a question mark, but areas like diversity and hiring, immigration and intellectual property protection, those are issues that are important to tech. if you are not setting a government policy that supports the tech community,
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entrepreneurs have a 10 of options these days. , you aree in london probably starting to think about places like berlin and dublin and amsterdam more and more. companieshow have acted on that? in berlin, i was there post-brexit and we saw many residents and policymakers going to london, advertising on buses and cars, saying, build your startup in germany. how many companies acted on that? was a littleit premature from the berlin government. there are a few large tech companies in the u.k., like transfer wise, who have paused their growth. they are waiting to see what happens when brexit is triggered. the key thing for tech companies in the u.k. is the financial
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passport. this allows u.k. tech companies to operate throughout the eu and sell goods and services. there is a lot of focus on what will happen with the financial passport. if the financial passport doesn't continue to exist for u.k. tech companies, i think we will see the real exodus, more funding going to companies outside the u.k. this year, it will be the first year where german companies out-raised u.k. companies. that is a sign of things to come. will be: 2017 fascinating. we will discuss how would is unfolding. raj, thank you for joining us. coming up, focusing on the tech news of 2016. it is coming to life. we will break it down next. ♪
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♪ caroline: tech forecasters
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beieve video gaming would the gateway for virtual reality to go mainstream. 2016 was the year of the art market might have -- that vr market might go mainstream. did it live up to the hype? >> 2016 may be remembered as a turning point for virtual reality technology. the year the big three headsets hit the market. two years after a surprise to billion dollar -- $2 billion acquisition, a headset was released. the hype was intense. some called it the best device since the iphone. >> it is magical to see this much content. this was one of the strongest launch lineups of any new platform. >> the price was cited as an issue. it required a powerful pc to run
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, vaulting the price into the $1000 range. soon after, htc debuted a more expensive answer, the $800 aadset whose selling point is software partnership. >> we built this with valve, who owns steam. when hundred 25 million customers, hard-core gamers. people who already have the who can use it without doing any kind of upgrade. >> following the launch, the generatecould -- could $2.3 billion of sales in 2016. rounding out launches was sony's playstation vr, the best built-in market advantage, cheaper than the others at four hundred dollars and it can run on a playstation 4 which has an installed base of more than 50 million. they are all still waiting for
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market demand to catch up. >> we have yet to develop the vocabulary to describe it. we are trying to learn how to design the environment, where the idea of narrative, where it is not linear but all around you , and creates a new experience, designers are wrapping their heads around the special features. >> without a breakout hit, the industry is in weight mode -- mode.nd see >> we have learned us through our business, in the end, it is aout providing consumers compelling experience that brings a particular form of technology to life, and i do not believe we have seen that from vr. >> there is always hope for next year. idc projects sales to hit $4.8 billion in 2017. up, we bringing
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you the best of studio 1.0, the exclusive conversation with steve ballmer discussing what drove a wedge between him and bill gates. coming up wednesday, it is william lee, head of rock american economics, gives his outlook on 2017. eastern, 11:00 a.m. in london. ♪ with the xfinity tv app,
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anything with a screen is a tv. stream 130 live channels. plus 40,000 on demand tv shows and movies, all on the go. you can even download from your x1 dvr and watch it offline. only xfinity gives you more to stream to any screen. download the xfinity tv app today. >> you are watching "bloomberg technology." putting 75 years of resentment behind them, the leaders of the u.s. and japan tossed flowers
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into the water to honor those who died in pearl harbor. shinzo abe becomes the first japanese prime minister to visit the uss arizona memorial, and the first japanese leader to visit pearl harbor with an american president. victoryrump's election could be pivotal for the u.s. housing market, according to robert schiller who spoke earlier on bloomberg. are at a turning point. the numbers we are reporting today are october, before the trump election. everything looks different now. i don't know where we are going. showing today are don't look much different from recent months, but existing home sales are high, new home sales are high. there might be eight yard room coming -- a trump boom coming. turkish president erdogan -- turkey, russia, and iran if you are the three major players
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behind the withdrawal of aleppo will hold talks in kazakhstan next month. found the flight recorder of the plane that crashed in the black sea. all 92 people on board are believed to have died. senator john mccain says there is no doubt that russia tried to influence the presidential election by hacking. mccain spoke today on a trip to estonia. >> there is no doubt that the russians were hacking, but there is doubt whether it had in the effect the outcome of the election. there is no evidence right now attacks had cyber anying of information, had tangible affect on the outcome of the american election. reporter: mccain is accompanied by other u.s. senators in
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lafayette tomorrow. south korea's constitutional court hold a second hearing today on the impeachment of president park, after both sides failed to reach an agreement over potential evidence. china has deployed an aircraft carrier into the contested waters of the south china sea, a move analysts call a challenge to president-elect donald trump. the ship was spotted off the coast of japan and taiwan. china claims the south china sea is its own, despite objections from neighbors. ,lobal news 24 hours a day powered by more than 2600 journalists in more than 120 countries. up next, studio 1.0 with emily chang. ♪ emily: he got his start at microsoft as employee number 30,
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personally recruited and hired i cofounder bill gates. decades, he went from gates' top lieutenant to microsoft ceo, perhaps best known for bringing light to software conferences that will never be seen again. in 2014, steve ballmer left microsoft, bringing his trademark energy added boozy as from the enthusiasm boardroom to the basketball court with a deal to buy the l.a. clippers. today on "studio 1.0," steve ballmer, former ceo of microsoft and co-owner of the l.a. clippers. steve, thank you so much for joining us. steve: thanks, emily. emily: i heard a rumor about you that i possibly -- cannot possibly believe to be true, which is that you were shy growing up? steve: that's a true rumor. emily: tell me about this. steve: when i was a little kid
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and somebody's dad was at home and i did not know the people, literally i would sit in the car sometimes because i would be so nervous and shy. got to college, a friend of mine describes it this way, "hi, i'm steve ballmer, and my hand is sweaty because i'm so ervous to meet you." over time, that has changed. emily: it has changed considerably. you brought life to suffer conferences that will never be seen again. where did that guy come from? steve: that's a very good question. a breakthrough came when i was football manager of harvard. that is intimidating, take it up in front of 100 football players , hey, listen up a minute, and you have to speak before a pretty unruly group of 100 guys. that's where i kind of broke three.
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detroit,u were born in your dad worked at ford, you excelled in math and science early on, and at harvard's some other kid named old-age -- at harvard, some other kid named bill gates lived down the hall, and you were apparently better at math than him? steve: that is an extreme way to say it. in an extreme bad competition, i did beat him, my sophomore year. emily: how did you get to know bill? know eachgot to other, ate lunch and dinner son, took math together, and brainstormed a little bit about what he was doing when he started microsoft. company year after the moved to seattle, bill called, hey, we could really use a guy like you, blah, blah, blah. emily: so you joined microsoft in 1980, you were the 30th employee, and was there a time during those weeks where you were thinking, i don't know if
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this place is for me, maybe i should quit? steve: bill and i were arguing. he wanted tad a bunch of people. i did not want to add them. he said, steve, you are going to bankrupt this place. i thought, why did i drop out of school? bill and his dad took me out, and that's where i make up in my head, bill said something like, steve, you don't get it, we are going to put a computer on every desk in every home. i bought into it and stayed a total of almost 34 years. emily: you are his top the tenant you became ceo in 2000. you tripled microsoft's revenue. what was it like taking over a founder ceo? steve: this is kind of like my baby and bill's baby. we were growing it, nurturing it. he was the senior partner, i was the junior partner. mom gets to decide more than dad.
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i take great satisfaction in the things we accomplished throughout the time, not just when i became ceo. when i became ceo, we had a very miserable year. bill did not know how to work it for anybody and i did know how to manage bill. i'm not sure i ever learned the latter. then my life changed a lot in 2008 when bill actually left the company. emily: how so? steve: bill said, i'm happy to help you in any way, but i don't want you to need me. if you want me, great, but i have another life. in a sense, i felt like, ok, we are not partners anymore. i had to take accountability. and i think i did some of my very best work after bill left. emily: like what?
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steve: he pushed us into pink. sustained us in that investment. we started with office 365. we pushed into the hardware business with surface. and now satya nadella, my successor, is taking things to infinity and beyond, if you will. emily: what is your relationship with bill like today? steve: we have kind of drifted apart. he has his life and i have mine. microsoft was the thing that really bound us. we started off as friends, but quite a mashed around microsoft , and since then, since i have gone, we have drifted little bit. emily: he was not happy about when you left. you left suddenly. what really happened? at the end of the day, probably two things. a little bit of a difference on the strategic direction of the company, which i think is a challenge. and number two, he and i always had what i would call a brotherly relationship, in the good parts and bad parts. i think toward the end, that was
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a bit more difficult than not, particularly with a strategic direction change and stock prices are going anywhere, so the rest of the board felt pressure despite the fact that profits were going up, so i think it was a combustible situation. emily: does it bother you that you don't get credit for that? steve: sure and no. at the end of the day, i have the comfort of knowing what i feeling good about myself, and everything else doesn't really matter. emily: where did you want to take the company? where did he want to take the company? steve: i think is a fundamental disagreement about how to be in the product business. i had pushed for the service. the board had been reluctant in supporting it. in the climax came, what to do about the phone business. emily: satya nadella said recently on stage that missing the mobile phone was one of the biggest mistakes in microsoft's history.
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what would you have done differently? steve: i would have moved into the hardware business faster, and recognized that what we had in the pc where there is a separation of chips, systems, and software was not going to largely reproduce it else in the mobile world. i wish i had thought about the model of subsidizing phones through the operators. people like to point to the quote where i said the iphone would never sell because $700 was too high and there was business model innovation by apple to get it built into the monthly cell phone bill. we should have been in the hardware business sooner in the phone case, and we were still suffering what i would call some of the effects of our vista release of windows, which sucked up a huge amount of resource for a much longer time than it should have because we stumbled over it. when you have a lot of your best engineers being nonproductive for a while, it takes its toll.
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emily: how do you think satya is doing? steve: i think he's doing a fantastic job. he's building on the cloud and on machine learning. revenues and profits have been pretty flat, but that is important to maintain as he read years the place. he has my unconditional support. emily: how does life as the owner of a basketball team compare to life at microsoft? ♪
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emily: may 2014, you bought the clippers for $2 billion. how does life as the owner of a
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basketball team compare to life at microsoft? steve: it is completely different. comparing them may not be the most interesting or valuable thing to do. i love the game and love seeing us go out there and win, but there's aspects to the job as well. how do i properly interact with our coach, our basketball staff, our players? what is my role? we have big decisions in front of us in the arena. where do we go in terms of changing the way sports is using digital techniques, not just ott, but virtual reality and live , and in addition to, let's go when some ballgames? emily: what are your hopes for a new season and not to talk smack, but how do you beat warriors? steve: i watch the warriors get beat by 25 points in their opening game. anyone can be anyone on any -- can beat anyone on any given night. emily: the cavaliers and
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warriors are still favored to get the finals for the third year in a row. does the league have a competitiveness problem, and do they need to fix it? steve: i think our league is pretty competitive. over time. but in any given year, there are players who are different makers. -- difference-makers. i think it is tougher to win it all if you don't have one or probably two of those difference makers. emily: how's the search for a new arena going? steve: it is going. that's one of those things we will take a look at when we are all done. first question is, what is out there for available land? what would it look like to build the building? we have some good confidence that we can build a building at a good price. i'm interested in building an arena, but before all is said and done, we will talk to the staples guy. the other thing i can tell you is, i don't think it ever makes sense to enter renegotiation with a landlord unless you have an option.
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we will have an option, and it will be exciting. emily: let's talk about a class you are teaching. you are drilling down on government. steve: when i retired in early 2014, my wife and i -- she has been working for 10 plus years on the issues of child welfare and what does it take to help support children who grow up in dire circumstances. i retire and she says, ok, now, you are my partner. i said, come on, that -- the government takes care of that. all we have to do is pay our taxes correctly. she said no, we can do better than that. i put 10 years in. so we locked on two things. one, we locked in on a focus on kids born in communities where their probability of living the american dream, having that sense of upside is great limited. -- very limited. but why the government project? because my wife challenged me. i said, i've got to figure out
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what government does. what money does it take in? what does it put out? how is it working? we came to the idea that what we needed to do was to create something like a 10k or investor presentation. we are hoping to publish early 2017. emily: what are the most troubling things you found so far about the numbers? steve: government is making good progress and good improvements in many ways. i was surprised how good i felt. not perfect, but much better about government and the taxes, and i came away with two big things. number one, what i call the savings programs. not the transfers and entitlements, the savings programs. social security and medicare. we have to put aside enough revenue to match. second thing we have to do consequently that will help us get the debt under control. but the third thing which jives with what my wife said, there
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are communities of people. let's say you are born in the bottom 20%. if life was perfect, there'd be a 20% chance you stay in the bottom 20%. the truth is, there are communities of people where that number is over 50%. that is just not ok. every kid should at least have the opportunity. what does it take for government and for us as people with philanthropic and civic resources? what kinds of investment in not-for-profit and government programs? how does philanthropy partner with government? it has been interesting, but when you look at government, a lot of things are going well, but some things really not. emily: when you joined microsoft, you did not get a single share. is that true? ♪
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emily: you mentioned you could never make the math work on
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salesforce. what do you mean by that? steve: it's too expensive. it's a fine company. is it a great company? i don't know. it's a fine company, but in my opinion, relative to earnings potential, it is radically overpriced. that's my opinion. emily: do you think they are headed for a disaster? steve: the company is headed for a disaster. in my worldview, at some point, the market will ask companies to make profits commensurate with their market cap. amazon does not either. they have great potential and it's a great company. when will the market demand that? can't say. when will it demand it from salesforce? can't say. emily: is amazon getting a pass from wall street? steve: they are, because people believe powerfully enough in the future of earnings. but you can't tell me over the long run earnings and market cap are divorced. fundamentally against my basic view of capital and how
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it works. emily: you are still an investor in twitter. when you announced a stake, it was 4%. do you still own as many shares in twitter as you used to? steve: i think it's fair to say i remain a large investor in twitter. emily: what do you think about what they are going through right now? steve: i think twitter is an area producible asset. i don't think there's any vehicle that let you speak broadly to amass audience better than twitter. could the product be easier to use? of course the product could be easier to use, and i think that is an important area. emily: do you see twitter having a future as an independent company? steve: i think twitter would be great as an independent company, and i'm sure there are acquisitions that would make sense for the company, the product, and shareholders. emily: what about going private? steve: going private is a distraction. in my opinion, the company would be better served to put its energy into innovation ban of the work it would take to go private.
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emily: what about jack dorsey having his two jobs? steve: i think it's easy to question. people like me would like more out of twitter. the ceo is clearly divided in the way jack spends his time, as a shareholder, it would be reassuring if he was entirely focused on twitter. emily: what would you like to see? steve: i would like to see them work on the things they need to do from a product and cost structure standpoint and be open to opportunities, to be independent, but also to make a sale if that seems appropriate. emily: when you joined microsoft, you didn't get a single share. is that true? steve: that's complicated. i have a profit share. i never had a stock option. it's written on wikipedia that i made money on stock options. never had any. at the day i incorporated, i company,d 3/4 of the and that's been the source of my ownership. emily: and you still own like 4% of the company? steve: i still own what i own. that is not a thing i disclose. with the stock at 60, you have
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to consider the possibilities, how good a job satya has done. emily: you held onto your shares. why have you held on to them? steve: i believe in myself. i owned a company that i believe in, and it's worth a bunch. now, the full recognition in the marketplace of the value was not necessarily recognized during my tenure, but it is now being recognized in satya's tenure. i made a great investment by holding and i have a lot of loyalty. when i'm working at the place, if i start selling, what does that mean? it means i don't believe in the future of the company. i basically believe the people on boards or who work for companies, at least in leadership positions, they should have to hold all their stock. emily: comparisons have been made between you and tim cook.
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tim kirk taking over from an iconic founder, ceo. what do you make of those comparisons? steve: if you write it down on a piece of paper, founder replaced by non-founder, more business oriented ceo, the comparison is perfect. if you say most of the revenue and profit was generated under my watch, yes. tim's watch, yes, those things are true. i think people are trying to extrapolate that to and during the tenure, the new product assets were not built. in my own case, i would say, hey, we got going in the cloud, got started in hardware and build assets in machine learning and artificial intelligence. so we were building those assets. apple is a lot more secretive. i cannot tell you what assets tim's building were not building. the jury is out on everything, but the worst thing anyone says
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to me is if i'm being compared to a guy who has done great job at apple, so be it. emily: what do you want to write in chapter two of steve ballmer? steve: i want to have fun and make a civic contribution. the work i'm doing in all of this data, i call them civic contributions. the work we are doing with the clippers can be important specifically inside the los angeles area. energetic,f as an thoughtful guy, a guy who has come from being shy and nerdy to a guy who has not, but the grouting part throughout that is the ability to think through our problems and make a difference. emily: steve ballmer, former ceo of microsoft and owner of the clippers, thank you for being on the show. ♪
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from our studios in new york city, this is "charlie rose." charlie: tiger woods is here. age 21, he won his first major tournament at the masters by a record 12 strokes. he was previously the only male to win three straight amateur titles, with a total of 14 major championships under his belt. he trails only jack nicholas, who as a team. in recent years, he has been sidelined with injury, including three back surgeries.


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