leaders in text converge on colorado. highlightsng you from the text conference. earningsecond-quarter results exceeded expectations. there was little room for error for the company that has seen shares climb 30% this year. the portion coming from the united states. caroline hyde sat down with cory johnson. cory johnson: they don't see the financial results. what they see is a business that might someday generate the results. how do you have the cash loan to pay for all that content? by having subscribers that pay every month. they see an accumulation of subscribers who are sending credit card numbers in and the payments keep flowing through. the hope is there will be a geography like the united states and canada that are profitable and that's the future for the rest of the world for netflix. caroline: amazing. 104 million users, for the first time international users will bring them a profit. we are looking at the financial analysis. you can see that at the moment the revenue breakdown isn't just in the united states. you are looking at 2016. 36% is coming from international streaming. they want to get that to 50-50. is there any idea of when revenue will come into line internationally speaking and how they do so well with content? cory: i am always a pessimist. when i look at these numbers and i look at how little of the u.s. population they actually have when it looks like the market is full, there might be a lot of growth for them internationally. we will see how the spending patterns are different. they don't give us a lot of country by country detail. that might be to much to ask. -ey got queried by the sec fcc about doing this this with sudan. u.s. companies are banned from doing business with sudan. they pointed out revenues are as low as $8,000 in sudan for the 16 months that proceeded their letter to the fcc. they are not moving the needle. i think it's kind of important, because what it tells us is not every place is going to run netflix like they do here in san francisco or london. different parts of the world are different. it's not just about the way the internet exists in different countries. people are not going to be able to stream as much in certain places, they are not going to want to stream the netflix content as much. it is still a hit driven as -- driven business. they've done a good job with some good shows whether it is "luke cage" and "house of cards." they have done alright with some of these things. a lot of the stuff has missed the boat. that is hard to do when you are dealing with so many different cultures. caroline: there was an amazing array of content. "orange is the new black," if you dig into the letter you are getting from the ceo to investors, it seems he is trying to deflect competition. he said there is room for everyone. their words are they make the internet tv market expand. they say hbo has exclusive content and more people are using hbo. we have exclusive content and more people are using us. more people are using youtube. is he right? why is he trying to downplay this competitive landscape? cory: it's ridiculous. it's flat-out ridiculous. it's true. it's great for us as viewers and it's great for us if we are creating content. we are both of that. netflix,rible for because the cost of the content is going up. the number they don't throw into the balance sheet is the long-term costs for content. at the end of last quarter, they had over $15 billion in long-term commitments to content. that number is going up. how high is it right now? we don't know. what is really interesting about the report today is they put a separate presentation on their investor relations pages and the accounting for those 10-year commitments. i will tell you, for a business in the $50 million profit every quarter, it is hard to pay for $15 billion worth of content. they are going to have to jack up profits a lot. the problem where they are raising the cost of content, they are raising it for netflix when it netflix does not have cash to burn. in this quarter, neck fix -- netflix lost over half a billion in free cash flow. that can't continue. emily: that was caroline hyde and a cory johnson. the fortune brainstorm tech conference was in aspen this week. a big topic was the state of cybersecurity. as major hack attacks continue to rise throughout the world. i spoke with someone with expert knowledge, former director of the nsa keith alexander. he is now at the helm of iron net cybersecurity. i asked him about the boldness of russian hackers in the u.s. election. keith: it's not just that it's blatant, but we're not prepared to defend. if you left a bag of money on a park bench and then you were surprised that somebody stole it, you would say secure your money. where i think that gets us is secure your network. we should not be pummeled with these. we've got to make these changes in cybersecurity. it can't be done by industry itself. it has to be an industry-government partnership. i think this is an area that the trump administration has taken on. it's important that government and industry work together for a defensive architecture that can block these kinds of things in the future. actually, whether they are blatant or not, we should not have people who are losing intellectual property to low-profile hackers. emily: what is your impression of if they are taking thede threats seriously enough? keith: i have met twice with the president. both meetings have been great. he has asked all the right questions. he has pointed to his officials to help. he is coming to industry and the government. i think he takes it seriously. he understands the threat. he has an amazing lead person. what they are doing is trying to put this in the right place. i am optimistic that the government will move forward. i think we need that. there is so much you can do as a cybersecurity company. for sectors in the nation, it takes the government to weigh in. i think we can get there. it's an air defense network over the country. if we have everybody defending each state with their own system, that would not be a defensive infrastructure. that's what we are trying to do in cybersecurity. we have to change that. emily: we understand you have been advising the administration. what advice of you given have -- have you given president trump? keith: great advice. it's always been great. we have to work together. the interesting part is my experience in the financial sector and in the energy sector, they are willing to pay and do what it takes to get security. that's great across the board. they have been great to work with. the cybersecurity team in the financial sector and the energy sector are doing great work. the missing link is when they are being attacked, who do you call? you dial 911, there is no answer to stop the attackers. we have incident response, we don't have a way to block the attack. if you jump forward to the election, who do you call? it's always after the fact. you need to have a way of defending that network. that takes industry and government to work together. emily: if president trump is taking this industry seriously, why hasn't he publicly acknowledged russia hacking the election? keith: that's a more strategic question. that get back to -- that gets back to, what do you want to do with russia? how does the administration work with russia in the future? do you talk to them quietly on the side? i would say, publicly, i am not going to make this harder than i need to. how do i privately engage the russian government to get to the right place? we don't want to create another cold war. we don't want a war. if that is the outcome we want, we have to have a partnership. remember, 40 years in the military, russia was always the adversary. at the same time, we have to be conscious. it's like that movie where you are looking up at them. you have to figure out in the middle east and other areas, how do we work with and not against them. every administration, the obama administration, the bush administration, they are trying the same thing. if you remember, the obama administration went in with a reset button. we have to give them time to work it out. that means don't poke them in the eye yet. emily: you've got all of the agencies saying this happened. it seems like the president is at odds with his own intelligence agencies. keith: he is giving himself the ability to deal. it comes from when you are a ceo and you want to have a strategic deal, you leave yourself enough room to negotiate. i don't know specifics on these things. i have not asked on the russia stuff. i am giving you my best thoughts. my experience in dealing with him on cybersecurity, he is very thoughtful. i thought he was well read. he knew all the facts. he had read everything. i expect on russia he is doing the same thing. the question for our country, we've got to ask strategically where we want to be with russia and china. emily: that was former director of the nsa keith alexander. facebook's whatsapp messaging service has been partially blocked in china. the government began breaking down on the virtual private networks, or vpn's, which allow data to be routed overseas. social media censorship has been ramped up in china. they are preparing for their 19th communist party congress. coming up, our interview with penny pritzker on the approach to trade in the white house. this is bloomberg. ♪ no person emily: let's return to our coverage of aspen. i sat down with penny pritzker. she spoke about the trump administration's approach to trade. penny: we tried to give our successors the benefit of what we had learned over our tenure. we took the transition very seriously. i think what is challenging is as it relates to the issue we are working on here at the fortune conference, i think the future of work requires a focus by not only the private sector but also government to work on training and dealing with the skills mismatch in the short run and making sure we are training people for jobs of the 21st century. the second role of government is one if you are talking about an economic plan, an economic competitiveness plan, it is opportunity. trade for example, it's challenging to watch us walk away from multilateral trade agreements and narrow our focus to either bilateral or smaller trade agreements. emily: are we at risk of a trade war? penny: i wouldn't bet on a trade war as much as the narrowing of our focus and agitating our trading partners is not helpful for creating opportunity for american business. i worry about that. i think -- i want to make progress. that is important for the united states, for us to have good and functional open free and fair trade agreements. we need to get those in place. because the more we talk about it and not take action, the more opportunity we are creating for our competitors. emily: what are your other big concerns? penny: it's not so much the trump administration. if you think about how we have a competitive america, we need to deal with trade. we need to have tax reform so our companies can be competitive. we need to be investing more in infrastructure than we are. frankly, conferences about immigration reform is a moral responsibility and an economic opportunity we are letting languish right now. creating greater opportunities is one part of the conference of economic strategy for the country. we need to have a social safety net that acknowledges what 21st century work is like. we've got 55 million americans out of 140 million working americans in the on-demand economy. we have to make sure that the social safety net is supporting all americans. whether it's health care, we just can't repeal health care and uninsure 20 million americans. people have to be receiving access to health care, workforce training that will allow them to be successful. in the fortune conference today, we were talking about the fact that americans want to know they have stable earning capacity. they want security in that. the social safety net is a part of that opportunity. workforce training is part of that. emily: former commerce secretary penny pritzker. the british government needs a few more weeks before deciding whether to let rupert murdoch's 21st century fox takeover sky. this is according to karen bradley. she may refer the deal to the competition and market authority for an investigation of murdoch's media influence. coming up, we bring you a sitdown with an uber executive on the prospect of growth after a tumultuous few months. plus, we will have more coverage from aspen, sitting down with the ceo of priceline. how they are maintaining company growth. this is bloomberg. ♪ emily: uber is trying to break into business travel. erik schatzker caught up with peter jonas at the global business travel association convention in boston. it's the world's largest business travel event. he started by asking about the corporate program uber for business and how it differs from the usual ride offering. peter: it's a tech layer, a platform we put on the existing application. in the early days of uber, we saw a ton of momentum coming from the business travel community. as a result, we realized there was a lot of friction for business travelers that we could remove. it was intended to remove that friction. we continue to extend the reach of uber for business outside of that into other areas. erik: you are trying to appeal to corporate customers. what services do you need to add? is this fully baked already? peter: uber moves people and things. that is in the most fundamental sense. putting people in cars, and moving people in cars. it for businesses, it's about your employees and your customers, moving your customers to an event like this or sending them home from the auto dealership when they drop off their car for repair. finally, there is the movement of goods. you want to get goods to customers. as we start to build this business out further and the platform out further, we look at the low hanging fruit, which is business travel. there are so many people already using it. it's a $250 billion market globally. uber has been prospecting for growth on a lot of fronts. erik: how fast do you need to grow to remain a priority? peter: we really focus primarily on the customer experience. are we solving experiences for our customers? the answer is yes. the roadmap we have is going to have us solving more and more interesting problems as evolve the business. erik: do you see growth accelerating? peter: we see growth accelerating. erik: there were deals that neil michael did. he was instrumental. now that he has left the company, where does that leave you? peter: we are set up for success. we are set up in many ways, strategically, domestically, internationally, for success. we are in a great place. erik: how have things changed since travis left as ceo? peter: it's been a very short period oftime. the company is focused on solving the issues we have in front of us. we are solving the cultural issues. the leadership aspect we are focused on. from a driver perspective, you have probably seen the releases around tipping, the wait time pay, all of these sorts of things are actions to start to solve for some of the things that have been exposed over the last few months as issues. erik: you came in a few short months ago from facebook. given the culture you knew there, are those deficiencies when you arrived? did you see a need for them to be changed? peter: i will tell you this. facebook has an amazing culture. that is something that has been cultivated over the years. uber has all of the nuggets you need to build a great culture. it's just a matter of maturity and the leadership structure and the organizational structure continuing to evolve, which we are invested in. erik: this is what outsiders wonder, whether it's uber for business or the uber app that we know. how does a company make big decisions without a ceo? peter: i don't know if i am the right person to answer that question. erik: you have to live in that situation. who is calling the shots? peter: different people were in place when the executive team that left left. they are incredibly confident leaders. they understand the business in great depth. erik: do you think morale is a risk given the fact that people are looking forward to an ipo that is on hold until the management issues are resolved? peter: we are focused on resolving any morale issues. we have things like you saw from the driver rollout, we have the pieces in place for an evolved culture. i think that's going to be solved. emily: coming up, the ceo of surveymonkey joins us. a reminder, all episodes of "bloomberg tech" are streaming on twitter. check us out week days. this is bloomberg. ♪ ♪ emily: welcome back to "best of bloomberg technology." i am emily chang. surveymonkey is based in silicon valley but has turned into a global company, available in 190 companies and boasting 3 million survey responses worldwide a day. it overhauled its user experience, adding new services in an effort to lure more paying business users to the platform. surveymonkey's ceo joined us to talk about the company's future. zander: tech has a meaningful role. you look at the companies and stock market, the businesses are getting bigger and bigger and becoming more and more relevant. the travel ban the president proposed hit is pretty hard only think about our ability to recruit talent. our products are note touching people in countries all over the world. it is important we have a voice here and adhere to our values and stand up for the people we protect in our employee base and customers. emily: surveymonkey has been profitable in the very beginning. does that make you more or less interested in all the goings-on? zander: we are most interested in how do we grow our business. we believe in profitable, sustainable revenue growth. what happened is we launched our whole new surveymonkey platform. it's an opportunity to take the voices of the consumers and employees you care about and turn it into actual data. we are all swimming in a sea of data that plays out on social media. people talking about products and businesses. it is those executives who can ask why and use that data to take the actions they need to make their businesses better. that is what we have been playing for a long time. emily: you launched the people powered data platform. explain this. zander: we think curiosity is the currency in business today. our mission is to empower the curious. we believe that you need to be serving the constituents, the customers, employees and shareholders you care about. we have added all these new features of functionality and solutions to help executives turn those voices and actionable data. we have seen this play out in politics, in businesses. people have very different voices depending on where you are, what gender you are, what education level you are at. if you care, if you are asking the questions and are curious, those of the people executing, growing, entering fortune 500 companies from startups in a quicker timeframe. you are covering the companies that are not asking questions, are not listening and being responsive to the market and they are failing faster than ever. emily: surveymonkey does not need to go public, especially because of the profitability factor. we are seeing snap and blue apron and these new tech ipo's struggling. does that give you pause in terms of wondering surveymonkey to the market? zander: we have been profitable for a long time. we have a profile that is positioning us to go public. we have an institutional shareholder base and i'm a steward of our employee capital. we do need to deliver a return to our employees. we are positioning ourselves to go public if and when the market is ready for it. we look different from some of the companies that have had sustainable losses. i'm really happy with the way our income is. emily: you guys did a really extensive survey about diversity in tech for the fortune brainstorm conference that i just returned from. one of the key findings was a major difference in the perception of the problems between men intact and women in tech. women believe there is still a problem. only 38% of men do. are we living in two different realities? zander: i applaud your efforts. those women who are covering this space and women speaking to the issues. we are living in two different worlds. the voices that matter are the women who feel affected. it is high time we take a broader view of what is going on. company executives like me and others have a real responsibility to make sure we are putting in place the kind of policies to not only provide an diverse inclusive workforce, but also to provide for our comforting and belonging workforce once people get their. emily: at one point adjustment in the audience stood up and he said at the beginning he knew it would be a controversial point but he suggested that perhaps women need to support each other more. the ceo of opentable stood up, and she was very emotional and had this to say in response. >> in silicon valley today, there is a sisterhood of women who are supporting each other, telling each other about board opportunities, giving each other business ideas. there is a sisterhood. emily: we could have talked for hours. so many differing opinions and viewpoints about what the problem even as. you guys broke down a lot of the numbers. what was the most interesting thing you found? zander: it is exacerbated in technology that when you look at the percentage of women in leadership roles, the percentage of women on boards of directors -- it is not just women. we have employee resource groups are african-americans, latinos, lgbtq community, and we think they are underrepresented in leadership. it has an impact on how you market your products. we need to be pushing harder on recruiting, on the employee policies, on the training and mentorship. parental leave is something that is very important to us. we provided men 16 weeks in addition to women. it is making sure women have a support system at home and are not necessarily the ones who are deemed to be the ones who have to plan for that early childhood. emily: surveymonkey ceo zander lurie. there is a mass exodus happening at hampton creek. the entire board of the food startup has reportedly abandoned ship. they say the only board member left is the ceo. at least five directors have quit over the past month. others are either fired or have walked out since april. this comes after a string of controversies, including a bloomberg report showing they quietly bought back its own products from supermarkets. coming up, the ceo of priceline. how it plans to fend off the competition and maintain the company's growth. plus, the network that brought you hits like "mad men" and "breaking bad." how amc is competing with the likes of netflix. that is next. ♪ ♪ emily: glenn fogel took the reins of the internet travel giant in january. the company's shares have rose more than 30%. i caught up with overt exclusive interview at the fortune brainstorm conference in aspen and asked about the company's strategy to keep priceline in the league. glenn: the strategy does not change, which is providing service for both sides of the market, the traveler and the supplier. the idea always is use our technological skills, use what we are able to better than the supplier. use technology to provide better service for those customers. emily: the e.u. just slapped google with a massive fine based on favoring their own products. do they need to take a closer look at how google handles it? glenn: it does not say exactly what google will have to change in their practices. until we see with a change is, we cannot comment but google has been a great partner for us. we have done a lot of good work with them in the past. and we hope to have a great combination in the future. emily: is there an opportunity for prcieline to benefit? glenn: we don't know how the are going to be. the fact is when google had to make changes in the past or when you wanted to on their own, they have been advantageous to us because we have been able to adopt quickly. the technology people we have are able to take advantages of these changes. google is a wing man to the pilot up front and the able to get those new things out very rapidly. it is one of the benefits of scale. we can afford all these people to be able to work on this. if you don't have that many people, you don't have the luxury of making sure that is an advantage for you. emily: the hotel industry is launching a campaign claiming priceline and expedia are monopolistic. what is your response to that? glenn: let's be careful here. that is a lobbying group saying that. i have read some nice things from some of the ceo's. i'm not sure except me what they were for one. two, we right now only book a single digit percentage of the total number of hotel rooms and properties, homes, apartments on our system. single digit percentage of that total inventory. that is a very small number. i think that says i have to disagree with people who say we have some sort of large market share. look at the statistics. emily: airbnb is looking to expand into travel booking. how worried about you about airbnb? glenn: i'm concerned about all my competitors. i want to make sure we are always on the cutting edge and making sure we can do things a better way. we came from behind when we started out. we were small. in europe, our biggest subsidiary, booking.com, no one had ever heard of it. i'm aware of people smaller than us. that is why we are spending so much time, energy and money building out her own home, apartments and villa products. we have over 700,000 properties like that in our system. we are going to actively make that happen, because i believe being able to see both, that type of home, apartment, hotel, and villa in the same search. i'm going to iceland my family. when i looked, i wasn't sure if i wanted an apartment or a hotel. on the booking site i saw all of it and they were all bookable. it is not instantly bookable sometimes. 100% of ours is instantly bookable. when i press, i'm done. you come back in 48 hours, that's annoying. that's friction. our goal is to get rid of that friction. emily: when you say you will actively make that more visible, what is that mean? glenn: we have people out there getting more inventory. 700,000 properties. we want to have a lot more. everywhere of every type. that means making sure some type of marketing. i want people like you. when you want a condo to do some skiing in aspen or a place on the beach, i want you to think booking.com. that is what i want. emily: you still on for the chinese online travel giant sea trip. does that mean more competition for you? glenn: we believe in our partnership with sea trip is more beneficial to both of us. i've had a great relationship with senior management for over 12 years. our investment did not come until i got to know that for a very long time. we think there is a lot of room for everybody in this marketplace. you are in china for some time so you understand the chinese market. there are a lot of people who are cooperative and competitive. i have no problem with this at all. i think we will hopefully keep our relationship going for a long time. emily: you plan to hold on to the stake? sounds like you are not planning on selling it. glenn: i never try to make predictions about what we are going to do in the future. that is not very healthy. we are very happy with our relationship. emily: there has been no shortage of tech companies focusing on food, as we know. from blue apron's recent ipo and amazon's bid to buy whole foods. we spoke about the companies strategy for growth. >> there are two huge growth opportunities. one is being a global company. part of a largest travel company in the world now. we are better known inning the speaking parts of the world. the idea we can become the global dining passport, the matter what city you wake up in, you can have a set of experiences that you can book is a huge opportunity for us. the second opportunity is around having opentable stand for more than just fine dining, occasion-based experiences. we want to be known for everyday dining. when you look at the frequency of our user, we know they are going out to eat. in 2015, what they ate outside their home surpassed in their home. we can be part of that education. that means having more restaurants that are more casual in nature. needs rethinking what the reservation actually is. when you look at the mobile app, within 90 minutes of seating time, 25% of reservations are coming away. that is a homing beacon for what is available around the right now. that is not a reservation. thinking about the type of booking or how to connect the restaurant and a diner together to be part of the everyday dining opportunity. emily: yelp is getting into the dining reservation business. what is your answer to that? christa: restaurants are a small category. they are in many ways a linear scaling model. person times quota. we have been at it almost 20 years. the enormity of that scale is hard to replicate quickly. if i'm a diner looking for choice, that is not necessarily have a choice. emily: would you ever get into something like delivery? it is a very hot area. i know that all the businesses do different things. there is some sort of opportunity to execute it? christa: i think the logistics of delivery is incredibly challenging. we are not going to play that game. when i think about us being an operating system for a restaurant to the extent we can help them make sense of all the different delivery options and we can help flow into the kitchen works, i think we can play a part. emily: a japanese billionaire is betting on indoor farming. his investment fund is leading a $200 million investment in a silicon valley company. they claim to have a super efficient method of growing indoor crops. other participants include investment funds from eric schmidt and jeff bezos. more highlights from the fortune brainstorm tech conference in aspen. instagram's coo joins us to talk about the success of the feature. you can check us out on the radio. this is bloomberg. ♪ ♪ emily: amazon wants you to keep spending. they launched amazon spark. amazon users are able to post stories, ideas and images of popular products. the goal is to have product inspiration translat into purchases with a click of a button. amazon spark is currently only available on the company's mobile app. instagram is a mobile platform that has been dominating the digital ad space. we spoke with marne levine. marne: there are two billion people using facebook and 700 million using instagram. we need to be on both. what is interesting about the instagram community is this. people in the community really want to hear from businesses. half of our community, 80% of our community, nearly half of our community connects with a business voluntarily. they want to hear from businesses. we have been focused on helping businesses big and small advertise on instagram, and helping businesses connect more deeply with existing customers and we are seeing the businesses are finding great success on instagram. emily: how would you rate instagram story so far? marne: it has been great. a year ago it did not exist and now there are 250 million people using it every day. they are not just sharing highlights, they are sharing all the moments and telling their full story. that can come from businesses. of the most-watched stories on instagram stories, most come from businesses. people want to hear from businesses. emily: instagram may be the one facebook platform where e-commerce actually works. you are doing some experimentation. how was the progress so far? marne: it has been interesting. we started out and had some pilots. people come to instagram because they want to connect with businesses. they want to connect with their friends and family. sometimes when people are coming, they want inspiration. sometimes they want to be able to act. they see the great pair of shoes and they want to be a will to buy those shoes, but when it comes to shopping, there is a journey in between. i think that instagram can play a great role in terms of helping to develop this. emily: that was marne levine. amc has had one hit show after another after "mad men" premiered 10 years ago. i sat down with charlie collier and asked how the network competes with streaming services like netflix and amazon. charlie: talent is at the core of our business. it is where we all try to pay the most attention. they have changed the business because the greatest talent is a finite supply and we all go for it. when they go with "breaking bad," will nurture those relationships and we look for the matthew weiner's and vince gilligan's. those of the people that feel our success. emily: can you spend as much as they can on a new show? charlie: sure, but we want to spend the right amount. we want to spend the right amount to hit the creative vision. you think the walking dead is in the right place and doing the right thing. "mad men" was transformational on amc and that is great. emily: what is your programming budget? charlie: more is not necessarily better. we talk about doing fewer better. we talked about finding a way to serve the underserved, passioned audience. we have a show like "preacher," and the risk, the creative risk is as pure as it was for "mad men" for "breaking bad." they brought it here and we nurtured it together. that has more to do with their talent. emily: when it comes to chord cutting, how do you take on a smaller network like sundance? charlie: understanding the audience. we're not 25 channels saying carry us. we are five specific businesses with five audiences and we know who we want to be. have you been to the sunday -- sundance film festival? the core was born out of robert redford's vision. he was in our offices last week talking about who we want to be. that is a unique audience and unique for the cable operator. the answer is to provide value. emily: what is the future of skinny bundles and how it changes the industry? charlie: to the consumer, skinny bundle does not mean a lot at all. we talk about making sure the fan has what they want when they want it. we have been successful. we are on sling and youtube tv. it's another way to distribute to the fans where they are going to be. what is great about the way we transitioned our business, we have been disrupting on the inside for a while. not based on skinny models or some of the competitors you talked about, but based on the desire to serve the fan. emily: would you go direct to consumer? charlie: we just launched amc premier, a commercial free version of amc. it's an option for people with a unique system. the strategy is to offer more choices. we do know our fans better than ever before. they say given the opportunity to do what i want. we have been on apple for years. now we have amc premier and we can develop to that. one day who knows? it has been a soft launch, yet it has been a momentum creator. those two things together i feel very good about. emily: how do you find your next big hit? how do you figure out what is going to strike at the heart of what people want to watch? charlie: the truth is, and this is not my quote, nobody knows anything. if they knew, they would just make hits. take the odds and put them in your favor, the best way to do it is that on great talent and give them a place to make creative risks. emily: that does it for "best of bloomberg technology." we will bring you the best in tech throughout the week. remember, all episodes of "bloomberg technology" are now on twitter. that is all for now. this is bloomberg. ♪ ♪ stephen: welcome to the seaport of industrial northeast of china. the theme of the annual meeting this year is inclusive growth in the fourth industrial resolution, but geopolitics, mounting debt, and protectionism are threatening the global outlook. ♪ the summer edition of the world economic order prints -- economic forum brings together more than 2000 people from 80 countries. leaders in science, technology, and other innovative industries, searching for new ways to create meaningful jobs and sustainabl

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