tv Best of Bloomberg Technology Bloomberg July 2, 2017 9:00am-10:01am EDT
♪ emily: i am emily chang, and this is the best of "bloomberg " where we bring you all of our top interviews from the week in tech. another cyber attack cripples companies. chris young joins us with his take on the latest ransomware and how to contain the threat. plus, google search for answers and an appropriate response after being slapped with a
record antitrust win in the eu. discuss the next step for the search giant. the iphone turns 10. how the device changed the world as we know it. a cyber attack similar to wannacry spread around the globe, infecting computers and in dozens of countries. companies like america, the vpp were all victims. it's been carried out by a virus. it locks up systems and demands $300 in bitcoin. we talked about the severity of the attack and what can be done to prevent future breaches. chris: the real story here is the evolution of ransomware. we did see a global ransomware attack, but the way we have seen this attack work, it's gone from single instances where you users
fished to now you've got hybrid attacks. this ransomware attack used an exploit that we saw a few weeks ago, but it's now using different types of exploits to go after user credentials and attack machines that aren't necessarily unpatched. we are now seeing the evolution of ransomware where they are trying to move from individuals to trying to infect entire networks. that's what we started to see wannacry and now we see the next evolution with this. emily: what should companies be doing to protect themselves? chris: make sure they are patching the vulnerabilities that they have been alerted to in their environments. the second thing is make sure they are updating all of their cybersecurity defenses. so make sure they have the latest versions of software working, make sure they've got adequate monitoring.
and alerting capabilities in their organization. make sure they've got users on the alert for these kinds of attacks as well. users can be an important source of intelligence when these attacks happen. emily: why are ransomware attacks becoming so popular among hackers? chris: we believe it is a few reasons. number one, there is an opportunity in this case for the ransomware attack to monetize the attack in different ways than we have traditionally seen. they used to just go after stealing sensitive information. they don't have to steal anything. they can propagate their malware and look to receive payment in order to allow a user to move forward and use their machine. we also believe that what we are wannacryto see with and with petya is a move to see what is possible. they may be trying to infect entire organizations whose operations can be disrupted by
these kinds of attacks. we don't think we've seen the individual movie here. we think we are just starting to see the beginning chapters of the movie. emily: how does the movie progress? and how does the movie end? chris: i never like to predict the ending of the movie. i can tell you this, we do expect to see more attacks like this. ransomwaret the purveyors will be using other forms of propagation, using other forms of stealing credentials, which is what we're starting to see here. we expect they are going to test different methodologies and see which combinations work best for them. and then ultimately seek to monetize them. in this particular case for example, many of the bitcoin wallets were hardcoded into the software itself. we've only seen small amounts, less than $50,000 worth of payment going to those accounts bitcoin accounts so far.
we expect to see this continue to evolve. we think this is something that is just beginning. we've got a lot more of these kinds of attacks that we will experience over the coming months and into the next few years even. emily: what do you think is driving the cybersecurity stocks down? ofis: i have the luxury being a privately held company. i'm not focused on stock price. what we see here is a call to action for the industry. those who are cybersecurity practitioners, you've got to move to the next generation capability of cybersecurity products out there. a lot of our newer technology technologies are at the front and center of being able to detect and stop these attacks. patching continues to be a very important part of not only good goodhygiene, but
cybersecurity hygiene. users are important. users tend to see these things early and they can be an important source of early warning when your organization may be vulnerable to an attack. a holistic cybersecurity program, working closely with vendors and employees, and really drives the approach to what is important for anyone who is responsible for protecting their organization. emily: a record antitrust fine by the european union as it issues the first penalty in its seven-year investigation of google dominance in shopping search advertising. google with a a for searchn fine results. google has three months to stop favoring its own service. the regulator spoke to bloomberg television and laid out the evidence against the company. >> what we have found and studied intensively, i think
with 5.2 terabytes of data, is there is a very close relationship between this ability and traffic, and traffic and revenue. so what you see is that google has taken advantage for its own shopping comparison on the cost of its rival. and being able to do so by misusing the dominant position in general search, and that is the key of the case. we have found google to be dominant and with dominance comes special responsibility to compete on the merits. emily: caroline hyde set down with the ceo of one of the first companies to sue google on these grounds. >> it basically started in 1999 and grew up to be probably the leading shopping comparison site in europe. it was the dominant. we were in seven out of the 10 countries. we were the leading cost
comparison site. we are well-known in the u.k. then google basically decided around 2005, 2006 that the shopping comparison sites were a threat, and they started to systematically figure out how they were going to take us on. what they decided to do was they were going to go to merchants and say to them give us your fee, we will send you traffic for free. at first we weren't worried. as soon as he algorithms hit in 2011, our traffic fell off a cliff. emily: by how much? >> since 2011, we have lost 95% of traffic that came from google. we are not the only ones. i don't know of a single price comparison site that has been n't been smashed to at least 60% or 70%. they are not just talking about
european price comparison sites . we are talking about american companies here as well. when you hear allegations that the e.u. is being too tough on the u.s. giants, what the you say? richard: it is absolutely rubbish. i think she got the decision absolutely right. i think google will make this out as usa versus europe, they will say a big bad commission. it is all rubbish. it's about google hurting consumers. the commissioner has done a fantastic job. by removing competition in the marketplace, and you are essentially raising prices because merchants have nowhere else to get traffic from. the only place they can really go to is google. the price goes up. you've got no competition or , no innovation. back to your question about why this is not a u.s. versus europe thing, there are ceos who came out yesterday saying they support the commissioner.
we are talking about the ceos of oracle, getty images, news corp., there are lots of companies in america who have been impacted by google and are happy to see this decision today. caroline: what can google do to rectify the situation? richard: google has been given 90 days to come up with a proper fix for this market. they will come back within 60 days. the right thing to do is say if we are preference in our own systems of the top of google, then we've got to give some of that real estate to the other players. that is one of the things. but google are facing much bigger implications here. this is a watershed moment. this is the first time somebody , under authority, has come out and said, google, you have broken the law. your core values are not what you hold them up to be. the do no evil, the sanctity of your search is in question.
totally in question. and you put profit ahead of what good for consumers. frankly, they are going to have to change their business, not just in shopping, but in things like travel, in local, in news, in maps. this is a potential decision that can impact right across the eu, but also the wider world. caroline: what about your own lawsuit? what was it, 2015, when you said , google, you oh us? owe us? are you likely to get money back now? richard: i can't talk specifically about the case. it is a case and we will he be pursuing that with a vengeance now that the decision has come through. we went to google and said look,
look, you have done wrong. this is the evidence, and certainly we will have our time in court. we are not the only ones. there will be a lot of players who will go after google. emily: coming up, our conversation with kirstin green. her outlook on e-commerce as consolidation grips the sector. avis is partnerships, signing a deal with the google self driving car unit waymo. what do the deals mean for the future of autonomous driving? that is next. this is bloomberg. ♪
she made her money investing in a couple of unicorns, including dollars shave and jet.com. she founded the venture capital firm forerunner ventures. she joins us in the studio. i asked her why she decided to bet big on e-commerce. kirsten: the path to purchase is being reimagined. a large part of that is being driven by digital attributes and technology that everyone is adopting. i think that is shaking up the landscape. emily: you invested in jet which sold to walmart for $3 billion. unilever.a ve sold to why did you invest in them early on? kirsten: there is a root
business in selling items. a lot of the path to purchase has to do with engagement, experience, bringing something to life. there is some value of entertainment. in each of those instances, i think we felt like the founding team had a unique take on the consumer, how things were shifting the ecosystem and how they can use tech knowledge he to give a better experience and a better business model too. the backbone behind the company's were the they were building off and how they were creating a better experience in business model. emily: we've seen spectacular successes in e-commerce and spectacular failures. what will we see more of? kirsten: e-commerce is a hard category. like many areas of business aria, and i think there are success stories and failures. i guess if i had to try to understand some of the core differences between the companies that fall into those buckets, i would lean on the fact of experience, how close in touch they are with the consumer?
how much of the core offering and core service proposition is really supporting the product they are selling or the consumer they are addressing. emily: amazon is making a big bet on whole foods. they are getting into clothing. how do you know what amazon is or isn't going to do? you don't necessarily want amazon is your competitor, right? kirsten: we just operate in a is a where amazon competitor. we assume they are thinking about how to address the consumer from every angle. we try to understand other opportunities to playoff that strength they have they are an aggregator, an aggregator of demand. is there an opportunity for a company to use that as much, not just be a competitor, but given that ecosystem as well? emily: you have amazon moving into brick-and-mortar. why is that?
kirsten: there has been a lot of conversation about the the channel. omni channel. it's not about having having an online site, but thinking about the customers path to purchase and how he or she might expect to interact with your brand or product you are offering. the reality is the consumer is everywhere and the consumer wants what they want when they want it. to meet that demand, you have to think about how you meet the consumer and all of those different places. sometimes that means you do transactions online and experience off-line, and sometimes it's the reverse. emily: what the next big thing? where are you looking for the next wave? kirsten: we are grounded in the idea of who is building a better model for bringing these businesses to life? so much of the consumer ecosystem and how they make decisions has changed. that has impacted the power of the brand. it's gotten a lot more complicated. we think about having a great product and having a value
proposition that is safe. to get the win is to have that plus a great service, that has a lot to do with being convenient, being personalized. many businesses are on stages of meeting those demands. there is still a lot of opportunity to meet those. emily: that was kirsten green. shares of rental car company avis jumped after reaching a deal with alphabets self driving car unit waymo. avis will service and manage the fleet of 600 cars in phoenix. hours after the announcement, we learned that apple is working hertz to test self driving technology. we asked if more partnerships are expected. thesephoenix, there are
600 autonomous fans that waymo is testing. they are testing them out with volunteers. when the cars are finished or something breaks, avis will be responsible for that type of thing, making sure they are clean and stuff like that. emily: and apple? >> apple has some very highly paid engineers. the last thing they want to do is have those guys looking after mechanics. they these these cars from he rtz. how ideal are these partnerships? >> if you look at some of the really important financials in the space, the big risk for people is when you buy a car from one day to the next, it s value falls if someone else $10,000. owns the car, that depreciation is on someone else's balance sheet and not your own. that can keep your net margin high. alphabets still owns these cars,
but it hints at a larger payment zipcar, the unit of avis, and that may be keeping people optimistic. emily: what do we know about exclusivity? >> google does these deals where they are not tied down like that. for avis, it's very interesting. they have cars that do millions of miles of beer. waymo needs that data to train its ai and data software. it could work quite well. emily: are we expecting to see more partnerships in this area? uber has been distracted, but what could we see when it comes to the other players? >> they signed a $1 billion deal to acquire a fleet management company. they have done a very similar deal in space.
the other element is that a lot tier one automotive supplies. they are trying to build up their market business. a car might do a lot more miles in a given year. the replacement business, all of these components will be replaced a lot more frequently. that's a huge opportunity for people who maintained vehicles. vehicles. emily: blue apron makes it public debut. we will talk about the challenges ahead. the nasa recordholder joins us from the international space station to break down the new race to orbit. this is bloomberg. ♪
we talked after they wrapped up their first day trading. alex: looking at the trading today, it was actually unchained. it closed at $10 share. that was below the ipo price. it seems like there is a bit more investor concern baked in. the initial violation was that the high-end, what they were trying to get, did not come to fruition. right now they are sitting on a $1.9 billion market valuation. sittingan investor, i'm back and looking at this company and saying, where is the growth? how are you going to afford it? when i look at this cash position, it seems like they might need some money soon. some of that could be playing into this downward or flat pressure. emily: david, should investors
be concerned about blue apron because of amazon and whole foods? david: if i were any food related delivery service, i would be watching amazon with incredible care. the fact that they bought whole foods, which surprised most of us, goes to show the seriousness they view food as part of their conquer the world and all the world strategy. i do think so. i think they should worry. seriously. emily: alex, should there be any more scrutiny on how this is not knowing that this was coming? alex: it seemed like they did what they had to. i talked to people around the deal who are in the industry. if they launched the deal after the amazon announcement or if they waited until after labor day, this idea of amazon-old foods is still going to be there. the valuation they went out at was very strong.
it was valued at more than most e-commerce companies. this made some people scratch their heads. it seemed like they did what they needed to do to get the deal done. frankly, blue apron needs cash. if you look at their first quarter cash situation, they had $61 million on hand. they had a free cash flow deficit of $70 million in that quarter. they told investors we have cash and borrowing to get us to at least 12 months of runway. that is not a time of time. this is a company that is having to out market its competitors now. they are continuing to build out the logistics network and its fulfillment centers, so they needed the money. whether you wait a few months or you go out now, it's going to be a question of valuation to get the deal done. emily: coming up, apple celebrates the 10 year anniversary of the iphone. but will it continue to be the
it all adds up to our most reliable network ever. one that keeps you connected to what matters most. ♪ emily: welcome to the best of bloomberg technology. i'm emily chang. this week marks the 10th anniversary of the iphone. while it wasn't the world's first smartphone, it jumped far beyond the competition and propelled the mobile revolution. the device spurred rapid changes in industries of all kinds, and society as a whole. here is a look back at the decade of the iphone. steve jobs: today, apple is going to reinvent the phone. emily: on june 29, 2007, consumers got their hands on the very first iphone. a decade later, the smartphone has proven to be the undisputed king of apple's products and in turn, revolutionized an entire
ecosystem. destroying heavyweights of the day and spurring new arrivals across the globe. the iphone also open doors to what has become a large chunk of the company's revenue, apps. app sales are generated roughly $100 billion for apple, with more than 16 million developers worldwide producing apps ranging from uber to snapchat. the launch of the iphone didn't just change the way people worked and socialized, it transformed the company itself. apple grew by every dimension, going from a company with a staff of around 18,000 to a work force of 116,000 in 2016.
sales for apple went from $19 billion in 2006 to over $215 billion a decade later. it does not stop there. since its launch, apple has sold about 1.3 billion iphones, generating more than $800 billion in revenue. that blows other iconic devices out of the water, including the nintendo game boy that sold over 118 million units in its lifetime, and the sony walkman, which sold a little over 200 million in 38 years. with that astronomical growth rate comes heavy dependence. the iphone makes up 62% of
revenue for apple, making it the company's most crucial product. some tech heavyweights are sounding the alarm about the future of smartphones, with longtime silicon valley investor peter thiel saying he does not think there will be any more innovation here. it is clear tim cook sees it differently. tim cook: i think we're just getting started. i am incredibly excited, and clearly there is nothing i think virtually anybody would say is going to replace the smartphone anytime soon. emily: as apple looks towards the next decade and the competition stays red hot a major question remains, how long can the iphone for me at apple's -- how long can the iphone remain at apple's core? what is the outlook for the iphone? former apple analyst gene munster believes sales will peak in 2019 and will be replaced by an entirely new product. he joins us with the bloomberg consumer tech reporter mark
gurman. >> what we do know is they have launched a.r. kit. we know the next iphone will have a 3-d mapping chip that will be especially geared for premium a.r. experience. and we know apple has done acquisitions. when you think about those three together and the most logical use case for a.r. is a form of a wearable, it seems logical. the three-year is a best guess. we feel confident apple will have a new product category, but the timing is a guess. emily: you have done some reporting on this. google glass not a success. snapchat spectacles not a success. how would this be different? >> i think the wearables in term of using a.r. on google glass, it is apple's next big product category, and how they differentiate, well, apple comes with a unique position with bringing the hardware expertise for making small devices. they also have the software. google did not have an operating system that it could apply to a device. android was in its infancy when google glass came out. apple has a robust ios platform that they can port to different devices. emily: is this something that gamers would wear or something you think is more mainstream?
>> i would point viewers to a story from "computer world" where they map out 12 use cases for augmented reality. it is much more than just gaming. it could be anything from a remote assistant to architecture and being able to see buildings before they are designed. you can do art, medical emergency services. 19 love -- one i love is turning humans and robots.
there is a company called stream a.r. that allows them to do estimates remotely. they do not have to get in their cars and drive around. what is important here is they have an army of developers and we are just scratching the surface a few weeks into this. i think basic developers will come up with ideas beyond what we are talking about today. emily: is this something people actually want to wear? >> that's a good question. i don't know if i would wear them. what is interesting is i
remember tim cook a few years ago before the apple watch came out and he was asked about wearables. he hinted their first wearable will be a watch. he said he wears glasses because he has to, because he can't see without them. when these things that the streets, there will be a lot of people pulling up that comment from cook saying he would never wear them and now you see him wearing them on stage. it is sort of ironic. i think there will be a market for it. it is going to eventually replace the iphone. you can make phone calls, get maps, applications. to answer your earlier question about gaming, i think gaming is going to be one component of it, but gaming is tuned to v.r.
experiences being fully enclosed. something apple is talking about is the mac. i don't think gaming will be the big focus. i think it is going to be more driving information to your eyes, glancing, getting directions. emily: you guys are very bullish on this. gene, what about the iphone? i know you think it will peak in 2019. >> this next year, the next iphone cycle will be wonderful for the iphone. probably units of 12% to 15% after being flat for the last
year. i think that is probably the last big cycle. when we start passporting to a couple of years from now, they will have difficult comps. that naturally gets us to talking about fiscal 2019, something that is more or less flat year-over-year. then you start getting into 2020 and 2021, where some wearables come out. i think the number of units they will sell in 2020 is very small, 3 million. it will not quite so at the road of the iphone, but i think as the utility of these wearables becomes more clear to consumers, it will start to chip away at the iphone experience. they will both be around in 10 years, but the iphone will be of much, much smaller business. emily: what do we know in terms of how we expect the iphone to be this next time around? >> it will be a bigger update. one of the bigger updates. they will be doing three new phones. they have the 7 and the 7 plus. they will update those with faster processors, maybe better cameras. they will be a new model people are excited about. the iphone 8, apps, stainless steel frame, glass on the front and back, curved edges on both sides and the heart of it will be this screen. deeper blacks and deeper whites. this screen will look clearer, crisper, and be bigger. it will all fit in the iphone 7 size. emily: i'm curious for your thoughts about apple in cars. we got comments from tim cook where he acknowledge apple's ambitions. we now know apple had a deal
with hertz to test self driving technology. what do you expect to see from apple when it comes to cars? >> a lot of my expectations are based on work they have done around this. one route is to build a car entirely themselves. the second is to do software. the third is probably some sort of fleet opportunity. i have had a bad prediction with apple on the tv that they will have a car, but i think it is clear it's a big market. 90 million cars sold. apple wants to have a place in this. i don't think they have their plan in place as far as how they will address that market. our expectations over the next five years do not include any revenue from apple cars. emily: how about air pods? are they a closet hit? >> they definitely are. i think this is going to be the sneaky product of the next five years. i think it will become much more of an augmented hearing product. we call it a hearable. you will be able to zero on a friend's conversation, to tune out noise around you. other biofeedback they can get, and we think they will be bigger than the apple watch in the next five years. emily: i do a double take when i see someone wearing them. they are not necessarily stylish yet. >> writes. i wear them. i don't love wearing them. [laughter] sometimes i will go out in public and i will say i'm just going to put in the lightning headphones for a jog or something. the utility is very strong. there is a lot they can do on the software side to improve. i saw people talking about augmented hearing concept. i think we are still early there. i think if they would have thought big in the hearing space, they would have talked about it with the home pod. it would. emily: as competition heats up in the cloud, microsoft and box are spending the partnership. this is bloomberg. ♪
it will allow for future integration with box's cloud content management platform. i spoke with aaron levie about what kind of customer demand he is expecting from the new deal. aaron: if you look at our customer rates, about 74,000. globally, 64% of the fortune 500, microsoft with their cloud services in about 90% of the fortune 500 or more. there is already a lot of significant overlap between our customer base and their customer base in the cloud. we are hearing from more customers they want to be able to leverage some of the more advanced capabilities that azure is building and have things like their data stored in more locations around the world. that is there technology that lets customers do that. emily: you may consider using microsoft a.i. services. how will that work? aaron: if you think about all the content and information we have in box, there are billions of files.
in every one of those files, there is different insights and different knowledge and information. the only way to extract that knowledge or information is by using some amount of advanced technology, whether that is artificial intelligence or machine learning capabilities. things like being able to upload a video of this conversation and make it fully searchable and the ability to have different tags and content discussed, upload audio and make that can fully searchable, able to summarize documents, be able to translate documents and text. all those kind of capabilities are becoming more readily available via microsoft and others. we went to ensure those capabilities are plugged into box so our customers can of the -- can manage and share and organize their content. emily: there is a lot of
activity happening in crypto currencies. crypto currency believers believe the block chain will one-day make cloud providers obsolete and the cloud will be peer-to-peer. how do you think about this? aaron: that would be bad news for us if that happens. we are more in favor of the cloud model. re-think peer-to-peer has been tried a number of times in different capacities. obviously, i think from an academic standpoint it's incredibly exciting possibility you can have a completely distributed network of systems and computers that could power all the various services we use. there also practical limitations between security, reliability, that the cloud is awfully good
at that at this point. emily: what reasons do you expect box to expand using azure? aaron: right now it is in eight regions globally and some key markets where we have a lot of customer demand. our current customer demand in terms of where box is used certainly exceed the region we are in right now. i think you can imagine us in places like south america where we see more and more traction over time and more locations in canada. the ability to spread throughout europe. and broadly in asia. long-term, we are excited about the possibility of venturing into china and some of the
growth prospects there. a bunch of new markets over the coming years that we are paying attention to and lead to have infrastructure in those locations. are strong preference is we don't build it ourselves, the -- but we can leverage partnerships like with amazon and microsoft and others to be able to deliver that technology to our customers. emily: how do you intend to navigate regulatory issues in china? aaron: we think there are different entry strategies that company seven successful with.
joint ventures on the ground, being able to have isolated versions of your product. we are fortunate where the type of content that goes into box is not the same kind of content you generally see from a facebook or a google as having issues globally with. it is much more corporate information. we have a lot of customers that use box globally, including china for global manufacturing processes and distribution networks. our job is to make sure our customers can use a secure, highly private version of box in any country they use, including china. we would only enter the market when we felt comfortable we can provide the kind of service.
emily: that was box ceo aaron levie. bitcoin's top competitor had a hard start to the week. the cryptic currency plunged more than 20% in monday trading. the drop coming on the heels of last week's crash from the digital currency tumbled from over $300 to $.10 and a matter of minutes. i sat down with the founder and ceo of poly team capital. i asked about the flash crash that caught traders by surprise. >> last week on a private exchange, my former employer, on the order book there was effectively a massive market sell, followed by a series of margin calls which closed up margin conditions and forced people to sell. it was a cascade of sell orders that actually ate through the entire buy side of the order book and pushed it down to about $.10. this is only in the one order book on the word exchange, so pretty quickly the price kind of reached back to where it is trading on other exchanges, but there was a flash crash. emily: we are seeing more volatility continuing. why is that? >> it is important to paint the backdrop of how this volatility is occurring. bitcoin was trading for around $1000 in the beginning of this year. now, it is trading for about $2400.
although we have seen a short-term pullback on those prices, i do think the long-term trend is very strong and very clearly up and to the right. emily: that said, union square ventures says my gut says we are headed for a selloff in the crypto sector, but honestly i don't really care. i will keep buying into this correction or rally because the more important question is where these acids -- these assets will be in five or 10 years. >> i would fully agree with fred. when you think about this as a technologist, we are really seeing the early innings of a -- early beginnings of a massive breakthrough technology that is far from mainstream right now. i do think there is massive opportunity despite short-term volatility. emily: it is pretty scary the value could go to zero in a matter of minutes. >> like i said, that was really the mechanics of one exchange and it can rebound very quickly.
emily: how are these exchanges regulated compared to traditional stock exchanges? >> in the united states they are regulated. a lot of the trading happens on non-u.s. based exchanges. when they are based in united states, the only difference is they are not really trading securities. they are trading crypto currencies. otherwise they are often federally regulated. or on a state level. emily: does this dampen speculation that it could overtake bitcoin? >> i came on here about a week ago and said i gave it until the end of 2018, and i would probably stick with that. while i think there is definitely a pullback in the short-term, i remain a long-term optimistic around the opportunity built on top of
ethereum. emily: what are analysts speculating of prices going forward? >> people remain long-term optimistic, although there is always short-term volatility. i and others have been in this for a very long time and there is been volatility the entire way. the long-term trend has been substantial growth. emily: one of the things we have discussed is that a lot of the traders of these crypto currencies are amateurish. tell us about that and how it affects the way this plays out. >> i think something interesting about crypto currency is that most of the investors had most -- are not from wall street and not from sandhill road. that is to say they are not traders in public markets, nor venture capitalists in private markets. they're computer scientists and other types of early adopters on the platforms. the value is going to a completely new group of people. it is very atypical for investments you might see in private companies or public companies. this is much bigger than any specific company. this is as big as the internet. emily: coming up, and interview -- an interview from space, literally. we will hear from a nasa astronaut, the first female commander of the international space station. that is next. if you like bloomberg news, check us out on the radio. this is bloomberg. ♪
emily: back in the day, nasa was the only game in town when he -- when it came to u.s. space exploration. now there is spacex and blue origin. are they competitors or partners in the race to test beyond the bounds of the earth? nasa astronaut peggy whitson, holder of the record for the longest time spent in space, joined the bloomberg americas daybreak team and discussed how public and private space programs have evolved. peggy: the place we are right now, the government can do more. for instance, we are seeing some of the seed money for some of the commercial providers, spacex and orbital atk are providing cargo to the space station. hopefully in the next year or so, we will get crude supplied by spacex or boeing. i think the government commercialization is transitioning right now and it is fantastic to see the cargo coming up in all these different vehicles. i really do think it is the future because just like
aviation, it has to expand in order to be really prolific. having these programs in place now is definitely a step in -- stepping stone for further development. that allows the government to spend more money on going and exploring beyond low orbit, which is what the current limitations are for some of the commercial providers. we do hope to encourage them to continue on into further deep space as well. david: let's go way beyond low earth orbit. a lot of talk right now about colonizing mars, actually living there. you have been living in space a fair amount severe life -- a fair amount of your life for the
last 15 years. is that a realistic goal to set, to actually have a colony on mars? peggy: i do think it's a fantastic goal to have. we should of colonies on mars and the moon. we should be expanding and exploring even further. yes, i think it will take some technology development and we are using the international space station here to perfect some of those technologies. for instance, if we go on a multiyear mission to mars, we need to be able to have a closed life support system, which means we need to be able to process our urine and make it into drinking water. we do that here on board the space station, and we are about 85% of what we call closing the loop of life-support systems, at least in the water balance system. it is very exciting to be a part of those investigations of testing, engineering that is going on up your right now.
emily: that was peggy whitson speaking from the international space station. that does it for this edition of the best of bloomberg technology. we will bring you the latest in tech throughout the week. tune in each day at 5:00 p.m. in new york, 2:00 p.m. in san francisco. all episodes of bloomberg technology are livestreaming on twitter. check us out. that is all for now. this is bloomberg. ♪
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david: what would you say this skill set was you brought, great intellect, great drive, great leadership? phil: all of that. [laughter] david: let's talk about golf. phil: tiger woods, you could see coming from way back. david: in basketball. you had someone named michael jordan. everyone wanted him. if i wore those shoes -- phil: you might. david: when you give a $400 million gift, you write a check? is a hard to write that check? phil: yes. david: the most favorable memory you have? >> would you fix your tie, please? david: well, people wouldn't recognize me if my tie was fixed, but ok. just leave it this way. alright. ?