y >> this is "taking stock" for thursday, may 22, 2014. i'm pimm fox. today's theme is imports. vita cocoa has been a successful import from brazil. the company has 60% of the market for coconut water. that's a $600 million business. wow. i'm going to talk to the chief executive coming up. plus, byron munich. the german soccer giant looks to import its club's success into the united states. you're going to hear from two of its top executives. and natural slush.

the company similar porting its food truck business for frozen drinks into restaurants and supermarkets around the country. all that and more over the next hour. but first, let's get headlines from my radio co-host. >> thank you very much. hewlett-packard is cutting more jobs. the c.e.o. is pushing forward with a revamp of the world's second biggest p.c. maker by eliminating 11,000 to 16,000 jobs. the cuts come on top of the 34,000 reductions already announced. meantime, the gap reported first quarter profits at exceeded analysts' estimates. the retailer was helped by sales of low-priced clothing and athletic gear. same store sales rising 9% in the month of april with an 18% jump at old navy. and reynolds american which is the maker of camel cigarettes is said to have explored the monthse of lorillard for but apparently the efforts have been stimied.

those talks are said to have fallen apart on several occasions. and that's a look at some of the top headlines at this hour. back to you. >> thank you very much. we noted earlier that ewlett-packard had quarterly results. what stands out to you in this hewlett-packard report? >> the job cuts certainly a big deal. terribly disruptive and horrible situation. but i was actually impressed by the fact that the company had a lot more profitability out of fallen revenues. revenues down for the 11th consecutive quarter on the year over year basis. but only down 1%. and profits, the net income dropped 18%. so that shows that they're getting a little bit more traction in the places they want to get it. albeit with fewer revenues. >> i was going to say, falling revenues, falling profits and they're slashing the work force. if you take away the word h.p. from that, you could apply that

to companies and come out with a different -- you wouldn't have any kind of positive feeling, would you? >> i think that one of the things we see with the company is that they're having to contribute so much money to the debt payment that really it ties their hands on what they want to do, places they might want to grow out of it. they're going to have difficulty doing that. these guys are really caught between a rock and a hard place and the turn to be sure is -- [inaudible] but this is a company that's got, gee, $15 million or $12 million in debt coming due over the course of the next four years. over $1 billion over the next four years. that's going to require a lot of cash flow to pay off that debt. >> let's talk about another company but let's move on from debt and talk about equity. the i.p.o., the initial public offering of jd.com. stocks soared in its first day of trading. so what's the attraction for this chinese company, jd.com? >> on the positive site, if you

look at this jd.com, what you see is a company with massive revenues, growing at a 60% year over year clip and you can start to pencil, yes, the company is losing money, the gross margins are getting better and the operating loss margin, if you will, can't call it operating profit, but it's getting better and better and you can really pull out to see whether this company is going to be profitable. they also as part of this offering have struck a deal with a fellow company in 10 cent where they're going to have exclusive accent -- access to their popular messaging platforms and that's going to give them, as china's mobile market grows dramatically and grows into the second and third tear cities, what you'll see is the opportunities for jd.com to sell their manufacturer on these mobile sites. that could be a very powerful partnership and might even lead to reacceleration of revenue growth. >> what do they call it in

china? is this the amazon.com of china or is that alibaba? >> i think alibaba is closer to an ebay. but this is a company that has a lot of warehouses all over the country, their own distribution network as well. i think the amazon comparison is right. one note of caution i should mention is that they have a material weak innocence their financial results. their accounting has a problem which they can't quite fix, and secondly they're auditors can't be audited. i think that's a concern as well. >> stay with me for just a moment. i want to go to washington, d.c., now and another story. the house voting overwhelmingly today to reign in the national security -- rein in the national security agency. this is the first legislative response to edward know den's leaks. the -- snowden's leaks, the former n.s.a. employee. some of the biggest companies in silicon valley say that today's vote is not enough. our chief washington correspondent has more on this legislation. peter, the vote, let's start off

with, was it democrats and republicans? >> it was democrats and republicans. a rarity here in washington, particularly in the house. not a lot of things that win bipartisan support. this did. it gives you a sense of the political tushback against the n.s.a. surveillance programs and the concerns among lawmakers that the government has been spying on innocent americans or at least has had the opportunity to. the tally here, 303-121. as you said, marking the first formal response to the snowden disclosures that really happened almost exactly a year ago, the bill aims to limit what the government can do going forward. let me walk you through some of the key details here. bars the government from bulk collection not just of phone record but all records. it requires phone companies to hold onto that data and the government can still search it but it has to get a court order from the fisa court and a lot of tech companies like google and microsoft to disclose more details on when the government comes and asks for that information. that's something the tech industry had lobbied for. the vote could have been even

bigger but the intel community demanded late changes to the bill and that angered some early supporters of this legislation and it also turned some of the tech companies against the bill as well. those companies like i said, that coalition, about nine tech companies saying there are still loopholes in here that allow the government to basically collect a lot of data, they're worried about that and they urge congress to make changes to this legislation but they could not support this bill after initially supporting it. nine companies all forming the reform government surveillance coalition. a concern about specific language in here concerning what the government can search for. it's too open-ended, too broad. >> i was looking at the vote and 70 democrats voted against this. i mean, there were more democrats votesing against this bill in the house -- voting against this bill in the house than republicans. i'm just wondering, what does it tell you about what's next for this bill? it goes to the senate, what happens? >> it goes to the senate where there are some senators saying they want to restore some of the changes that were made at the last minute here. but this is pretty broad

bipartisan vote. hard to imagine at the end of the kay that this isn't close -- day that this isn't close to what finally emerges from congress. supporters saying this strikes the right balance between national security and privacy concerns but privacy groups were opposed to these late changes. the tech community is as well. we'll have to wait and see if they're lobbying makes any -- their lobbying makes any divens in the end. >> let's look at the -- makes any difference in the end. >> let's look at the tech company. what's been the tech community's response to this vote? >> the tech community is very concerned about this. not just because -- for civil liberties reasons but for business reasons. i interviewed don chambers yesterday and he said this is costing him the ability to close deals quickly overseas. customers outside the u.s. are just not as willing to sign up and buy a product as they were before these n.s.a. revelations. and that's really slowing down the sales cycle. possibly hurting sales. when you look at all these companies, american companies,

hewlett-packard, i.b.m., cisco, all see declining revenues in a year over year basis for many quarters now, it's suggested this n.s.a. issue is hurting american business to the tunes . billions of dollars >> i want to thank you both. staying with corporate america for just a moment, there was a move in illinois today, the headquartersers of mcdonald's, onsite workers were protesting. they all want higher wages. bloomberg has been there all day. we have the report. what was the mood of the annual meeting for mcdonald's? >> the mood of the annual meeting did not quite match the mood outside the meeting. outside for two days protesters gathered from all across the country protesting and demanding higher wages for mcdonald's employees. the employees are asking for $15 an hour and a right to unionize without retaliation. inside the meeting though the

mood was much more positive because for the most part mcdonald's shareholders are happy with the dividends that they've been paid, with the performance of the stock compared to its peers. it was an issue though, the fact food worker wage issue was an issue that was addressed at the meeting by the c.e.o. but only minimally. here's what he had to say. >> we've had people that have been outside and we respect the fact that they want to challenge relative to wages. we continue to believe that we pay fair and competitive wages and we provide opportunity and we provide job opportunities and training for those entering the work force and we're trying to be a really great employer. >> there you have it. that was about the extent of the wage issue at the meeting. that's about all they would say on the matter. and that's of course despite protesters' best interests -- efforts. the demonstration we saw yesterday were more than 1,000 fast food workers and labor and

clernly members demonstrating -- clergy members demonstrated. 138 of them were arrested for criminal trespass of company. that was the largest demonstration ever seen on mcdonald's corporate headquarters. despite their best efforts, though, it does not look like mcdonald's will be lifting them out any time soon. >> last point to you. any notion that these demonstrations are having an effect on the company's business performance? >> no, actually. if you look at the stock's performance today, it wasn't much moved as a result of these protests. that's because for the most part people are still bullish on the big mack. compared to its peers, mcdonald's is performing quite well as far as restaurants go. so it's not -- they're not -- the protesters aren't really putting any real sort of business pressure on mcdonald's. it's really about public sentiment and they know that. this is a fight that they say they will keep having until they get that $15 wage. >> i want to thank you very uch.

coming up, i'll speak with the chief executive of vita coco. we'll learn how his company manages to have a 60% share of the coconut water business. that's next. ♪

>> according to recent research reports, fresh coconut water sales in the united states have topped $600 million. that was in 2013. now, one company that has grabbed over 60% of that is vita coke could he -- vita coco. i'm joined by their chief executive officer and the co-founder. michael, thank you very much for being here. before we go any further, you need to correct my $600 million, don't you? >> it's a little low. >> it's a little low. there's more than $600 million worth of coconut water sold? >> yeah. i would say retale sails are closer to $-- retail sales are closer to $750 million. >> $750 million spent in the

united states on coconut water. would you ever think that would be a sentence that would make sense? >> 10 years ago when i started this business everybody thought it was crazy. and today it's a nice sized business. >> clearly. give us the background. you founded it, how? when did you think of this? >> the idea started in a bar here in new york city. i was in a bar with a good buddy of mine. we met two brazilian girls at the bar, started to talking to them. one thing led to the other. we started talking about different things they miss tsdz about brazil and coconut -- brazil and -- missed about brazil and coconut water came up. one of my buddies fell in love with the girls, moved to brazil. i went to visit, we started to talk about a business plan. no ideas to create a big business. it was a side project. something fun. and it just kind of took off. >> it took off and there are some properties about coconut water which of course you've learned along the way. share some of them with us. >> coconut water is amazing for hydration. it's loaded with potassium. it has more than a banana in a

small serving. and potassium accelerating hydration. so when you're exercising, when you wake up in the wintertime, you're in new york, the heat is on, you get that dry taste in your mouth, there's nothing better for hydration than coconut water. >> where do you get the coconuts? >> today we're tracking 1.5 million coconuts a day. >> 1.5 million coconuts a day. there's an assembly line going on. >> we're producing today in, we have eight factories around the world. packaging coconut water. we've built them with local partners in different parts of the world. from scrash. -- scratch. and we have a whole supply chain that we build around coconut water. >> you is have celebrity partners in terms of them liking your product. that's been a big dealer to the brand. >> it's been great. the american consumer is a celebrity-driven culture. in some ways. and so when celebrities are seen on tv drinking a product or in

magazines drinking it, it doesn't hurt. >> madonna. >> she's an investing in the business. early on, back in 2009, she actually came in with demi moore, matthew mckeon i had and they bought a nice little piece of the business and started promoting the brand for us which has been great. >> you've also branched out obviously from just pure coconut water and you've added flavors. >> over time we've added different tropical flavors. we have tropical fruit, pineapple, peach mango. as of late we actually added lemonade. we wanted to take something really mainstream, especially here in america, and what we're calling it is a lemonade upgrade. it's 50% coconut water with -- i'm sorry, it's like 90% coconut ater with lemon puree. >> anybody knocking on your door to maybe buy you? >> we have conversations with strategics, with multinationals all the time. for now i'm having a really good time running the business.

down the road we might look at strategic partnership, we might look at an i.p.o. but for today i'm building a really nice business. and having fun doing it. >> and you can get it all at places like costco, seven-11. >> whole foods. >> i can see everybody's thirsty now. coming up next, the company that is putting a new spin on icy drinks. see the connection? we're going to find out how calvin natural slush is expanding beyond its popular food truck. it's coming to a store near you. that's next.

>> now for our small to big segment. what do you do when your market is flooded with competition? mexicute you grow

bigger than your competition. >> it's a fusion of southern american barbeque and mexican food. and we were the second food truck to launch in manhattan. the early days were tough. i used to get up at 5:00 a.m. used to fit in my car every morning for about a year for about five hours, saving a spot for the food truck. it was definitely a hustle early on. the food truck moved around every day so people needed to be able to find out. without social media no one would be able to find us. the first year we did tremendously well. we had a tremendous wave of press. but slowly they started dying down. more trucks launched and everything became saturated. we're very aware of what the mexican brand could be and we knew that in order to get it there we would need to get very well funded.

the end of the day, your brand is what's going to attract investors. social media helps develop your brand. we wanted to convey a message while also keeping people entertained at the same time and finding that is actually quite difficult. then we brought on one guy that had a knack for it. some people are good with twitter and some people are not. that's how twitter is. everything that came out was just clever and witty and got the point across. we ended up with one of the most notable investors in the country. we're opening up two restaurants in 2014 and we plan on opening two in europe in the next few years. then we're going to look to expand into other markets across the country. but no more food trucks. it's too d the brand, much of a headache. way too much of a headache. >> all right. for more detail on the food truck business and what happens next, i'm joined by zach

silverman. he is the co-founder of the kelvin natural slush. great to have you here. this is really exciting. we go from one slush truck to -- well, one food truck to a slush truck. tell us about kelvin natural slush. >> well, my partner, alex, and i, we met the first day of work at one of the big law firms in town. we were doing commercial real estate finance. we -- >> you were living the dream. >> some people -- for some people that's the dream and i guess what we decided was maybe it wasn't the dream for us. and we kept kicking around different entrepreneurial ideas and then the recession hit and we were sort of in the middle of that and alex ended up getting laid off along with a bunch of people at our firm. we had been talking about this idea of let's do a better slushy. we both grew up drinking slurpies and slushies and we liked them and when the economy ended up giving us this like thunderbolt, alex said, let's do the slushy business. and so we ended up launching

kelvin in 2010 as a food truck to do basically -- to reinvent the convenient store slush. something that more adults would drink. >> natural flavors? >> premium, all-natural ingredients. not so sweet. we only have three simple what we call base flavors. so we make a spicy ginger that's kind of like a ginger beer. we make a citrus, like a home made lemonade, and we make a tea which is really brewed tea. then every customer chooses their mix-in. we use different real fruit puress -- purees. we don't have anything with the name electric in it. >> you've got the truck, right? but you're also in stores. >> so our business changed pretty dramatically. we started as a truck. we thought that that was going to be a really interesting way for us to test the idea, to maybe do stand-alone retail stores. like little stores where we just sold slushies. customers kept coming to our truck and bringing booze and

they would spike their own slush and that happened for quite a while. >> now you're available in retail locations across the states. we have to leave it there. co-founder of the kelvin natural slush company. ♪

>> this is "taking stock" on bloomberg. i'm pimm fox. there is a battle going on for your feet. the two biggest companies in the sports wear industry are fighting to own the soccer market. business week's brendan greely got the inside look at how nike and aididas plan to make billions of dollars at the world cup this year. >> it's saturday morning in germany. paul is playing soccer for his club team. so are a lot of kids in this

soccer-obsessed country. had paul lives here and i have brought paul and his little brother the keeper shirts. that's the goalie for the german national team. soccer jerseys are the only form of currency they accept. it's not just me buying their love. sports wear companies are competing for it too. aididas,ed second largest sportswear company in the world, sponsored and owns buy ran munich. >> soccer is the heart and soul of the company. >> marcus is aididas' senior v.p. for football. >> everything starts with soccer >> he's talking about germany's unexpected win at the 1954 world cup in switzerland. it was the first televised cup,

it's still a big deal in germany and in aididas. >> i think this is so rooted, soccer is so rooted within the company. >> the last 60 years aididas has been the world's leading brand in football, which is what the rest of the world calls soccer. world cup years like this one are very good for the company. so this year is what aididas calls an event year. what does that mean? >> it's a year where we'll achieve a new record level of sales. for the first time we will break two billion euros in the category of soccer. >> that's about $2.7 billion. it starts with putting national teams in aididas. this summer in brazil, nine of 32 teams will be wearing aididas. >> we have leading federations, top-ranked fifa federations like germany, colombia, arm tina. we have japan, we have mexico. they're all a great showcase for us as a brand. >> aididas also sponsored fifa

which runs the world cup. but nike sells soccer gear too and now it sells almost as much as aididas. >> football has always had these mantlecal moments. >> tresker is president of nike brand. >> we began in 1994. our business at that time was about $40 million. today it's over $2 billion. >> nike is larger. outselling aididas in basketball, running and american football. but aididas still outsells nike in soccer. in 2013 nike says it made $1.9 billion on soccer. according to an industry estimate, aididas made $2.4 billion. but nike wants to own the soccer market too. >> football is the number one sport around the world. and to be a truly global brand we had to compete in football. that's the reason why we have such a commitment to the sport and we committed ourselves to being a football company 365 days a year. >> that strategy is beginning to

work for nike. national leagues in germany and the u.k. reach a global audience yearhand round. aididas' world cup sponsorship every four years doesn't mean what it used to. nike is drawing aididas into a simple and more expensive game. sponsor as many teams and players as possible. >> when they see great moments from those players, they tend to ove those. nike is sponsoring one more team than aididas and nikes a made ads that show some kind of -- has made ads that show some kind of cup event. make shirts and shoes and pay heroes to wear them. ids love heroes.

>> this battle for your soccer feet or cleats was the cover and topic of a recent bloomberg business week issue. there it is. shootout. so here to discuss building the global soccer brand is our bloomberg business week's brandon greely and two representatives from one of the world's most powerful and successful clubs, byron munich. i'm joined now by its executive board member and the managing director of its u.s. unit. it is looking to expand in the united states. let's get details. let's start off with you. i should congratulate you on this new job that you have. you're opening an office in the united states for byron munich. why is that? >> to be honest, i'm really proud of that, i've been doing that for byron munich, and we're doing that because we want to get in touch with our fan base here. we want to increase brand awareness here. that's why we came here and we wanted to build the business up. >> i have to ask brendan to come

in here. in the story of your -- i believe it is nephew or godson. >> my godson, yes. >> in germany. >> yes. >> and he wanted a particular jersey. >> he wanted a jersey. you have to understand, the hard thing to explain to an american audience -- >> he's very calm about all this. what does bayern munich mean to germany? >> to describe how huge the team is in germany and how loved, they are the yankees of germany. with all of the history that that means. so any time you talk about a winning german world cup team, the winning players also played on bayern munich. they've been so dominant for the last 60 years. in this season they won the league earlier than any team had won it before. so they're truly dominant there. the thing i'm wondering about here is, can you grow a fan base here without also having greater awareness of a league here in the u.s. or do you think they

can become fans of both or just bayern munich? >> i would say they can do both. but we are working really strongly together with the other league. it's very important. it's our rooftop. and we have to go the next step in the west, we talked about this, if you see that the league is right now, has reached 13 million households, it's not enough compared to the e.p.l. but with a new contract in 2015 with fox that will be strong for us, bayern munich, and i think where we are in a good way. >> is that a fair comparison? is bayern munich the yankees of germany? >> i would say yes. >> let's talk about the business of bayern munich. because we've shown the stadium which you own, you have no debt, several of your owners are outside of the world of sports. you have audi, i believe has about 8%, others have stakes.

tell me about the business of running the team and how you've managed to do so well. >> the most important thing for us are our co-values. we have shareholders and stakeholders but the club is owned by the members. we have more than 250,000 members who are owning the club with 75%. and our core values, our tradition is very important for us. think we are doing a good job but what we're doing first is we have to earn the money and then we can spend it. we will never, never spend more than we earn. >> you don't happen to work for the european central bank, do you? > well -- what is very important for us as well, we are still a soccer club. so there is not an owner who says, you have to do this and

this, investing money in our club and wants to make a lot of money. our goal of our members is always to winning titles. that's what we want. >> and winning titles, that means you've got to have the right talent. can you describe a little bit about the talent on bayern munich right now and what it takes to keep that talent playing for you? >> it is like, i mean, what we need to do is, first of all, we need to find the right talent to get success and that is actually something, when we have that then we can build up the success. >> you have a youth academy, correct? >> yeah. >> many of the starting players at bayern munich have come from the youth academy. >> yeah, this is key of our success. we're investing a lot of money for getting these players. we're also buying some players for their success as well. it is not a guarantee if you have such a talent but we give a lot of effort to build these talents up.

>> when i think about bayern munich i think about julian green, right? an american but going to be playing for the americans in the world cup. what does that do to the team? how does that make you feel? >> for me, because i am in charge of the international business and strategy, it's very good. because one focus mark is the u.s. another will be china. it's perfect. he will be, yeah, very important for the next month for us, when we are coming over west where we will have two games, one here in new york, one in portland. and he'll be with us and he's very important for us in our international bills. >> let me ask. i know aididas in its u.s. marketing notices that it has a lot of jerseys in heavily hispanic areas. you have texas, california. where does bayern munich see its

biggest fan base in the u.s.? you've done some marketing research i assume on where you're selling jerseys. are there any surprising pockets where you're selling a lot of bayern munich jerseys? >> there's nothing surprising. right now we are selling our shirts of aididas but would what we're planning in the future is our own website, customizesed for the u.s. and our own commerce shop. it's important because we have the fans here. where they are located, we don't care. >> we have to leave it there, gentlemen. want to thank you investment to you. -- i want to thank you. that was a good shot. coming up on "taking stock," speed through airport security, how about some t.s.a.-friendly beauty products.

a company called three fluid ounces. we're going to meet their co-founders next. ♪

>> all right. the memorial day holiday. that travel is all upon us. 36 million americans are expected to get out of town for the holiday webbed. well, if you are one -- weekend. well, if you are one of the millions that are planning to fly, my next guest could help you a lot. their company, three fluid ounces, it provides products already packaged in the transportation safety security administration's designated imensions. >> i was sick of traveling with my two giant suitcases. i'm a little high maintenance. there was no one place to get travel-sized beauty grooming and wellness products that were a little bit more high end than what you would find at your local drug store. >> so you decided, what, to make

your own or no, you decided to take what was already out there and figure out how to put it into three fluid ounces? >> we did. we started approaching manufactures who already had travel-sized products. -- manufacturers who already had travel-sized products. we really built a market for travel-sized products because consumers are curious. given the economic times, it's easier to commit to a $10 shampoo than to buy the $80 shampoo. that was the thought behind the.com. in august we started -- the dot-com. in august we started with automated retail machines. we like to jump the gun. >> you have to go from idea to conception and then test it, right? >> yes. >> who did you do that? >> we were really lucky. we had some amazing friends and family that really believed in us and they put some money behind it. we were definitely boost trapped -- boot strapped for a few years figuring it all out.

then we've had some angel investors that have come in since then. that have really helped us get to the point of automated retail. >> how did the retailers decide that, all right, they believe in your idea, they're going to let you do this and they're going to let you put it in a vending machine style? >> automated retail, like aic? ers. a lot of the brands that we already carried on the dot-com moved a across with us into the audio mated retail portion of the business and then as we started to build more brands we looked for brand that were recognizable by all of america. and we wanted them to participate and we looked for brands that had a specific need for the traveler and really approaching brands has been great because most of them look at it as a marketing play. because as kate likes to tell you, 770 million passengers travel through our top airports every year. >> 12% of those pass by our current locations. >> and where are the current locations and where would you like to be? >> d.f.w., atlanta, j.f.k.,

houston, minneapolis, sacramento, oakland, fort lauderdale, palm beach, we're opening in l.a.x.. >> we hope to be in every airport nationwide as well as international expansions. >> any idea about going -- getting some kind of an agreement to have your own line of cosmetics? >> we've talked about it. the beauty industry is fickle. there's so many beauty products out there. for us it's really about building this brand, you come to us because you want what we're offering for travel. when we hit that point we may talk about it. right now it's really focused on automated retail. >> what about other venues besides airports? >> this is really exciting for us too. so this year we're really going to focus on our domestic footprint in airports and then going into 2015 we'll start going internationally and looking at some resorts, casinos, some gyms, anywhere it makes sense for you to have the travel-sized products. >> is there anything special

about 3 fluid ounce other than the t.s.a. has written this down? >> we're all about convenience. those baggage fees aren't going anywhere. even if the t.s.a. came out and said, go ahead and carry your big products with you, those baggage fees are only going to get higher. >> you don't want to take that second bag with you anymore. >> congratulations. i want to thank you. 3floz. coming up, we're going to turn our attention to the art of tax determiney. and meet someone who went into the business and found out that it is lucrative. went from being one of the major players in the los angeles new media scene to stuffing birds. that's next. ♪

>> three years ago alice marcum quit her job at disney to become a full-time taxidermist.

her company offers custom taxidermy for the television, the film and for the photo industries. and businesses -- and business s anything but dead. for more, alice joins me now from los angeles. alice, thanks very much for being with us. i mentioned that you left your job at disney. what were you doing at the walt disney company? >> i was the director of social media strategy at disney. and, yeah, i initially really enjoyed it, really loved it, loved the hustle. and then after a while i kind of missed working with my hands i think. among other things. >> you missed working with your hands. but you can do a lot of things other than taxidermy with your hands. how did you settle on taxidermy? what drew you to this? >> well, like most little girls i grew up -- no, i'm kidding. i love science.

i really love science and i love art. and it's a way where they really come together. i started collecting taxidermy probably about 10 years ago and i really wondered how they made it. i love natural history museums, i loved even just seeing beautiful game hens in people's -- heads in people's homes. i wonder who made it and how i could make it and make sure that not just for eelingter food or a pest. i took all of my vacation time at once and i went to taxidermy school in montana. >> you went to taxidermy school in montana and then you also spent some time i believe while you were at disney, before you went to work in the mornings at 6:00 a.m., you were heading out to the natural history museum to learn more. >> yeah, that's actually when i got back from doing -- it was like a two-week taxidermy class

in montana. i got back and i didn't really know what to do or how to start so i reached out to a manat the natural history museum and i kept reaching out to him and i kept reaching out to him and i think it bugged him enough to get him to take me under his wing and so now i work at the natural history museum as well. i assist him in taxidermy. >> explain to people that may not be familiar with the photography or the fashion industry or television production, film making, the role that taxidermy plays in almost every scene that has an animal. >> yeah. it's the fact that dead animals are a lot easier to handle than live ones. so i always joke, i never have to clean up after any of my dead pets. but -- although i love cleaning up after my live ones too. but if you see like an animal, let's say it's a rat and falls onto an actress or actor, that's

a taxidermy one. and then you have a shot of a real one running away. or sometimes in beautiful beauty ads you have an actress lounged out on an animal. well, that's probably not a live tiger. that's really not safe. so you see a lot of that. >> i understand that one animal that you'd like to work on is an ostrich. >> yeah. i love working on birds. i think that they're beautiful. but i'm kind of really, really terrified of ostriches. i think they're the only bird i'm actually -- or only animal i'm really afraid of. maybe there's a little something in there of wanting to conquer that beast but also -- conquer that beast but people want them for toe show shoots. magazines reached out to me and that's not the first ask i've had. that would be profitable as well. >> i want to thank you for sharing your story with us. allis markham of prey taxidermy. thanks for "taking stock."

i'm pimm fox. good night. ♪.

>> live from pier 3 in san francisco, welcome to the late edition of "bloomberg west," where we cover the global technology and media companies that are reshaping our world. i'm emily chang. our focus is on innovation, technology, and the future of business. jd.com get a jumpstart on alibaba, going public in new york today. we look at what the shares say about the market for tech companies. and intel is looking to get inside the growing maker movement. we caught up with the ceo to find out his plans for their future. this is a "bloomberg west" exclusive. first, our editor-at-large cory johnson has the top tech headlines.