appreciate all of the support from everyone." global news, 24 hours a day, powered by more than 2700 journalists and analysts in more than 120 countries. i'm alisa parenti. this is bloomberg. "bloomberg technology" is next. ♪ emily: i'm emily chang. this is "bloomberg technology." coming up, a bloomberg scoop. apple dives deeper into ar and could have been augmented reality headset in stores by 2019. how the new device will stack up against competition. plus, a startup going head-to-head with amazon. the ceo, bashed in lemon -- bastian lehmann, joins us. the l.a. clippers owner and former microsoft ceo joins us for a wide-ranging interview. venture intends to hold the government accountable for achieving tax goals. bloomberg is reporting that apple is said to be developing an augmented reality headset that could be in stores by 2019. a couple things will set this apart from existing available ar devices. it will contain its own display, so you won't have to insert your smartphone into the rig. it will also have its dedicated operating system. this is not apple's first foray into the world of augmented reality. the company first began putting together a team to work on ar-related projects a couple years ago. joining me now to give us all the details on all of this, bloomberg tech's mark gurman, who broke the story. what do we know about this headset? mark: we know a lot. we have an in-depth look at a bunch of different projects they are working on at apple. there is a code-name for the team. they are working on two headsets and new software features. the first set they are working on is a standalone headset that runs its own operating system and doesn't need to have an iphone attached to it, but they are working on an interim headset that is kind of like an vr, where you put the phone into this and strap it to your head. they don't plan to sell this. this is for functionality testing. emily: it seems like they are focusing on ar vs vr, right? mark: tim cook has been clear that apple thinks ar is the more mainstream feature. ar is something like a watch or phone you could use in your day-to-day life. apple wants to make things they can get people to line up for. gaming headsets, the market is much more niche. the ar headset has several different applications. emily: i spoke with tim cook, asked him about ar and how apple is thinking about it. take a listen. owner, thelatform first thing and, arguably, in some ways, the most important, is to build the foundation. from that foundation, you can do many things off of it, but first you have to have a really solid foundation. so, i think the developers are really going to love what they find in the developer build on ar kit. emily: talking about ar kit for developers. talk about how apple is differentiating, or marketing -- or marking its territory in ar space. mark: they are creating an ecosystem of developers who will begin to create a are apps -- create ar apps. they are putting themselves out there and saying we are an ar company, this is a big focus for us. there was about a six-month, eight-month ar, where the ceo talked about how it was the next big thing. but to see how quickly they begin to back that up and show their cards with ar kit is a big step for the company. emily: what sort of applications, real-world applications do you imagine? mar they are developingk: -- mark: they are developing a new operating system, which means they are all-in on this. it's similar to the ios. this will have all kinds of applications. it will be an iphone-ized version of ar. maps, virtual meeting rooms with avatars, watching 360-degree video, all sorts of stuff you can imagine on a headset. emily: you have another scoop, also on the ipad. we saw strong numbers on the ipad when apple reported earnings, which in some ways is surprising, because there had been concerned that the ipad was on its way out, but clearly not if you look at the sales. and now they are working on a new one. mark: at the end of 2015, they pro, the ipad to an ipad positioning it more as a computer replacement. emily: they got rid of the mini. mark: they still sell it, but they haven't updated it. anyway, back to the ipad, they moved toward this ipad pro structure. people likely keyboards and the apple pencil stylus. they are going all in on that approach. they have a regular ipad with a 10 inch screen. they have the ipad pro, updated in june, and the 10.5 inch model, which i use as well. it's becoming extraordinarily popular. nobody can say enough good things about that one. emily: we are seeing a family of devices, just like we are seeing with the phone, and a range of price rates. how do you see the cannibalization evolving? what gets cannibalized, and what becomes the big category, or do they all? mark: we thought it had to be something. without the ipad would cannibalize the mac -- we thought the ipad would cannibalize the mac. ipad sales would slow down, the mac would shoot up. in their q4 earnings, they presented very strong year-over-year revenue growth in both categories. it's basically the opposite of what everybody was expecting. there is no cannibalization going on at either end. will it happen? i think it has to, but it will be a while. emily: mark gurman, thanks so much. in washington, a senate panel questioned former yahoo! ceo marissa mayer about the threat of hackers, after an attack that optimized virtually all of yahoo!'s accounts. mayer warned that breaches are getting more potent. i understandy, as it, we have still not been able to identify the intrusion that led to that theft. we have received files from law enforcement that contain yahoo! data, and we verified that it came from yahoo! we don't exactly understand how the act was perpetrated. emily: meanwhile, equifax's new ceo also spoke before the senate committee, adding, "the companies are bolstering their defenses after the high-profile hacks." another food delivery startup gearing up to take on amazon's fresh. details on post mate's expansion into online grocery delivery next. emily: walmart's membership only club, sam's club, and a chinese company are teaming up to offer online to off-line delivery. the new service provides same-day delivery of more than 300 items, including imported meats, seafood, ice cream, and local delicacies. the service premieres in beijing and shanghai -- premiered in beijing and shanghai earlier this year. meantime, postmates is looking to bring customers groceries in 30 minutes or less. the u.s. startup has announced it will expand beyond food delivery and introduce a new service called postmates fresh, an online grocery shopping platform. postmates is backed by nearly $300 million and will use some of its venture capital to undercut fees being charged by amazon and instacart. joining me now, bastian lehmann, the postmates ceo. it's called postmates fresh, which has a familiar ring to it. bastian: since so many companies want to be like postmates, we felt we could also borrow a name from another company that wants to be like us. emily: you are taking on amazon. what makes you think you can do that? bastian: first of all, we are doing something very specific. we are delivering groceries to you extremely fast. 30 minute average delivery window. we have a highly curated selection of sku's. we are not trying to be whole foods. it's a lot more like a traitor joe's concept -- trader joe's concept. we believe our customers want access to high-quality produce extremely fast. emily: what grocery stores are you partnering with? bastian: urban radish is one. it is family owned. it's part of the community. that's kind of the concept. emily: what about traitor -- trader joe's? you have to get trader joe's. bastian: it's a favorite, but we like to control the operations. we would with places that handle -- on the ground logistics we work with places that handle the on-the-ground just ask, so logistics, sond we can focus on the delivery. bastian: $3.99, it's a great price. 150 thousand postmates doing deliveries in 250 cities in the u.s. we have spent the last 5, 6 years building out that infrastructure. it's very successful with prepacked food. that allows us to attack these new verticals in a very price-efficient way. emily: there's a lot of food delivery companies that have come and gone since we've been talking over the years. where do you see this space going? i mean, do you see one or two leaders? do you see that there will always be a large number of competitors? what separates the wheat from the chaff? bastian: if you look at local trillion in the united states, still highly underpenetrated. food is $550 billion of that. $600 billion of that is groceries. even with the competitors in the space, the market is still very nascent, very young. everybody is growing and can grab market share, so i think this will go on for a while. emily: and you're expanding globally. tell us about your plans. bastian: we are launching in mexico next week. we are launching in hawaii. emily: i'm from hawaii, so hawaii is part of the united states. bastian: we are excited about it. mexico city is the first inch and nonverbal -- first international city. from there on, we have our eyes on canada. we will look at more countries in south america. and we also believe there are some asian markets that are interesting. emily: as a customer, i understand you have cheaper options. you have subscription options. often times when i go to postmates and i get my order rung up, it says that the delivery is $16. how do you get around that, or is it just something that's theg to cost more and customers who want it are going to have to pay for it? bastian: two things. we have the lowest delivery fees in the market. no service be, no markup for 25,000 merchants. we used to have a delivery fee based on distance. that is gone as well. even for out-of-network merchants -- emily: for restaurants, too? bastian: the highest delivery fee you will see is $5.99. we decreased our consumer prices by 32%. emily: you have raised $300 million. can this be profitable at that price? bastian: absolutely. as a company, we are profitable on the contribution margin basis. half of the markets we are operating in generate revenue and profit for the company, a milestone we achieved two or three months ago. we are extremely excited about it. we have gross profit margins that we are very excited about, around 40% currently. that's up over 10% from last year. we are doing everything we can to create a business that is sustainable in the long run, while growing extremely fast. emily: what kind of money are the postmates taking home? compensatedy get for delivery, as you know. there is a bracket that runs $25, there is a bracket that -- that earns $25. there is a bracket that earns $18. emily: what's next? bastian: canada, parts of asia. emily: all right. well, thanks for explaining it, breaking it all down. postmates fresh. bastian lehmann, great to have you here on the show. coming up, uber is teaming up with nasa to get its flying car ground. the details on that next. this is bloomberg. ♪ emily: at&t is ready to go to court with the united states government over its bid to buy time warner. antitrust officials want at&t to assets. -- among those assets could be the at&t owned directv or time warner owned turner broadcasting, which includes cnn. the deal was originally expected to close by the end of the year. the timing is now uncertain. uber has teamed up with nasa to bring uberair one step closer to take off -- takeoff. the partnership will give uber a bridge to regulators. jeff holden spoke exclusively to bloomberg in lisbon ahead of the announcement. he says collaborating with nasa will boost uber air's -- uber rair' speeds to market. , the this framework, utm reason this is important, with uber air -- uberair, we will have an unprecedented number of aircraft flying over cities. in order to manage that air traffic in a way that is safe and efficient, we need new technology. we believe this is the answer to that. there's a lot of people who believe that. it is pretty widely accepted. the space act represents a formal collaboration agreement between uber and nasa. national is the national aeronautics and space administration. they focus at 10 of their energy on aviation -- nasa is the national aeronautics and space administration. they focus a ton of their energy on aviation. this collaboration makes a ton of sense to bring this to market as fast as possible. it's part of making this vision a reality. >> that's exciting. nasa is a big partner. the cynic would say this is pie in the sky thinking. what is -- does nasa's involvement mean for the reality of uberair actually happening? jeff: we are not oiling the ocean and trying to change all of the technology -- not boiling the ocean and trying to change all of the technology at the same time. we're engaging with nasa in the technical capability level four. this is about working in dense urban environments. we are actually -- uber is developing the technology to implement this. we will be building the actual technology the aircraft will talk to. there trying not to boil ocean and change this all at once, but instead worked to existing -- work next to existing air traffic control systems. crawl before you walk, walk before you run, in combination with us building the technology and nasa bringing their expertise, is a perfect gathering of forces and skills to make this happen as fast as possible. >> one big question is batteries. when you are developing the craft itself, it's an issue of the size and weight. have you thought about that? what is the next step for uber in looking at battery research? is that another thing that you could be moving into to speed up the wider project? jeff: we may have some announcements on this in the future. you can assume we will be digging into that deeply. the battery technology of today will let us -- if we were to take the lithium-ion batteries and pack it up for a uberair shorter, we could fly su missions. we are launching demonstrators in 2020. by 2023, we want to be doing full missions. there are some advances that need to happen, but it requires real work, not just on the underlying technology, but also the mass manufacturing of those batteries. uber will play a role in that. >> regulation -- how difficult is that going to be? jeff: it's appropriately difficult. we have been pleasantly surprised. we took the approach from the beginning of embracing the regulatory regime, faa, nasa plays a portion of this, air traffic control, etc. there's a ton of different regulatory stuff, even at the community level. there are noise ordinances, zoning regulations. we are taking it in uber style, focusing on the outcome we are trying to achieve and working closely with regulators to make this a reality. that isn't necessarily uber's history. a lot of people think we will run in and just try to make it happen. what we found is two things. one thing is that the regulators are embracing this. it's the excitement of the vision that gets everyone rallied around it. it's also the believability of ride-sharing in the sky. uber has piece is that grown up as a company. what we do today as a large company on the global stage, we have to be much more thoughtful and careful in our approach. things have come together to inform our regulatory approach. emily: that was over chief product -- uber chief product officer jeff holden. apple made a big splash in the original content race when it announced it was invested $1 billion in video. now it has outbid one of its chief rivals, netflix, for a new show starring anna for aniston and reese witherspoon -- starring jennifer aniston and reese witherspoon. it will be set in the world of morning television. you can add the two award-winning actresses to apple's growing content of stable -- growing stable of content creators. a surprise as china's tencent buys a 10% stake. can the move give some life to a struggling startup after a tough quarter? this is bloomberg. ♪ alisa: i'm alisa parenti, and you are watching "bloomberg technology." one of the first women to publicly accuse a powerful man of sexual harassment criticized president trump, saying his language normalizes predatory behavior. anita hill spoke to john mickelthwait at the year ahead event. >> what is deeply troubling about his language was not only the normalizing of this predatory behavior, but the sense of his entitlement to behave in a certain way. a u.k. cabinet minister has resigned, the second to resign this week. she stepped down after failing to inform the u.k. prime minister or the u.k. for an office of her meetings with israeli prime minister benjamin netanyahu in august. it also emerged she had suggested suggesting -- suggested giving british aid money to an israeli project. tv ratings for the nfl are down another year, in addition to the 8% drop last year for america's most popular sport. david westin asked the nfl commissioner, roger goodell, if the national anthem controversy is driving the decline. >> i don't think there is a silver bullet. i don't think there is one thing that we have focused on. what we look at is everything, and we don't dismiss anything. a look to see, could that be factor. the big issue is the changing media landscape and the pace of change is so rapid here. alisa: global news, 24 hours a day, powered by more than 2700 journalists and analysts in more than 120 countries. i'm alisa parenti. this is bloomberg. it's just after 5:30 p.m. here in washington, already 6:30 thursday morning in hong kong. we are joined by bloomberg's david ingles with a look at the markets. all three of the main benchmarks ended at a record high. david: i'm not feeling the tailwind here. good morning from hong kong. just 30 minutes from the start of the proceedings in sydney. we are likely looking at a mixed open. let's put it that way. new zealand has been up and running for about an hour or so already, and you do see some weakness. that being said, a lot of earnings coming through. a lot of data coming through as well. most important of which would be inflation data out of china. we are seeing some substantial movement in the kiwi dollar. let's see how the day progresses across the asia-pacific. looking like a mixed open. i'm david ingles in hong kong. more from bloomberg technology next. emily: this is "bloomberg technology." i'm emily chang. it has been a wild 24 hours for snap investors, dumping the stock at a rapid pace. sluggish user growth remains the top concern, despite tencent buying a big stake in the company. we are joined by sarah frier, who covers the company for bloomberg tech. tell us the details of this deal. sarah: this is a great time to be buying snap stock, as it has really declined since the ipo. for 10 sent, this -- tencent, this deal is not hostile, but strategic. they will be giving input on snap's direction, which i think is very interesting. evan spiegel, the leader of snapchat, is very set in his vision for the company. what we saw yesterday with the earnings is that he has been willing to evolve that vision. he said he would redesign the app to make it more appealing to a broad audience. earnings -- emily: earnings yesterday, not good. we have a chart here showing what happened. the stock dropped after hours, spike back up after -- spiked back up after this tencent deal news. what can we expect going forward? ofah: tencent has a habit buying up stakes in companies, and eventually taking them over. it doesn't look like that's what's happening here, at least at the outset. they want to see if snap can build the advertising business. what we saw in the last quarter is that they are in the beginning of this self-serve advertising, and that they need some approved advertisers they can get a return on investment before that becomes a bigger business for them. emily: tencent is also the owner of wechat. do we expect tencent to have an input in product and strategy decisions, given the size of their stake? sarah: i think they will have some voice in strategy, absolutely. get a thing to look at is -- the other thing to look at is evan has always had an admiration for wechat and tencen t and how they have built it. he has spoken about that in his public appearances. this is something he has some reverence for. he has made some build comments against facebook and how they have built their app. i think he sees snap as more of a messaging platform than a social network. emily: sarah frier, covering snapchat 4s, thank you -- for always.k you as the senate is hammering away on details for tax reform, with plans to unveil a version of the bill on thursday. earlier, i caught up with steve ceo,er, former microsoft to discuss what we know so far about the gop tax overhaul plan. steve: a couple things. number one, what we are trying to do is make sure usa -- that people can take a look at the plan in the context of history. that's important. number two, you have to ask what are the goals of this plan, because we want to be able, through the data, to hold government accountable for achieving the goals. is the goal to improve standard of living? if so, for whom? is the goal to redistribute money? is the goal to make businesses more effective? is the goal to borrow from our future question mark in my own case, i'm partisan on a couple issues. number one, i do believe in balancing the budget. will we achieve that or will we not? will jobs grow or not? that will need to be assessed over time. i care a lot about opportunities for kids that are born in tough situations. i wish there was a little more in the plan from a tax perspective to support those low income kids. emily: let's talk about microsoft. you are one of microsoft's largest shareholders. would you like to see a provision whereby companies, when they repatriate cash, they have to invest it in jobs? they have to hire more people in the united states or invest 10% in r&d? steve: well, i think that simple fine -- simplifying the tax code on companies with foreign earnings is important. i think letting u.s. companies be competitive in a nationally, and i'm sporting -- be competitive internationally is important. society does have to decide whether those things are going to accrue to the benefit of people who own shares, or whether somehow people who own shares are going to wind up redistribute in some of that tax ,ain to other people in society either through the kinds of requirements that you talked about for reinvestment in r&d and new jobs, or simply by increasing the taxes on shareholders, as opposed to the taxes on corporations, to be revenue and income neutral so that shareholders don't necessarily see a windfall. emily: microsoft has a huge operation in puerto rico. the house bill would put a 20% tax on offshore affiliates, including puerto rico, even though it's part of the united states. this would change microsoft's tax bill. it would be good for apple either. how concerned are you about this -- it wouldn't be good for apple either. how concerned are you about this? steve: i'm not concerned about it at all. in the long run, this notion of becoming more competitive and more consistent with global tech standards will be a very good thing. companies like microsoft and apple do owe it to their shareholders to do the best job that they can to optimize taxes in the context of the tax code. these companies, including my former company, microsoft, have done that. there is not is likely to be much difference in terms of profits that are available for the shareholders of these big companies. my conversation earlier with microsoft ceo steve ballmer. coming up, one real estate company attracting a lot of investor eyes and money. we look at how compass is using technology to try and change the housing market. that's next. this is bloomberg. ♪ emily: a new york real estate startup is trying to reshape the home buying process through technology, and investors are taking note. compass just secured $100 million in funding. with that in fusion, compass is valued at $1.8 billion, solidifying its unicorn status. the company is betting that its technology will make real estate ins -- real estate agents more productive and profitable. joining me now, the ceo, robert refkin. talk to us about how you differentiate yourself from the competition. robert: compass is a technology company. we have a team of in-house engineers from places like facebook, google, and twitter that are building an end-to-end platform for agents to manage and grow their business all in one place. emily: how is this different redfin odifferent than r zillow? robert: we are focused on building productivity tools to ultimately --nd clients negotiate and ultimately close. emily: how would you differentiate? robert: traditional firms don't have an engineer to build tools. everything is outsourced. we are building tools all on one platform and in one system. emily: 100 million dollars. what do you plan to spend that on? robert: we plan to invest and grow. we want to be in every major market in this country and ultimately the world. we want to invest in our agents and invest in more technology. emily: how fast are you growing now? what can you tell us about your footprint? robert: revenue doubled year-over-year. we have 2000 agents over 40 offices. next year we will launch in 10 major markets. emily: when you are raising $100 billionand at a 1.8 dollar valuation, what's the risk you consider? robert: we could have raised at a higher valuation. you don't want to raise at a valuation that allows you to continue to make investors money -- you want to raise at a valuation that allows you to continue to make investors money. emily: you are facing a lawsuit. what's your response? robert: we have not been sued for over a year. i think there is a misconception in the market. agents are independent contractors. they have a right to work wherever they want. my mom is an agent, has been for over 20 years. wherever a firm can help an agent make the most money and help them have the best quality of life, they deserve to have a chance to move there. emily: i'm curious about the view on taxes. there is anything administration, it's unpredictable. i don't place a lot of confidence that it will get through. your guess is as good as mine. emily: what about housing prices in administration, it's unpredictable. general? how does this uncertainty affect prices? robert: we are seeing in the high end a concern and a small slow down, but in the mass-market, we are pretty bullish. if you look at real estate analysts, estimates are between 2% and 12% growth for next year. emily: you worked at goldman sachs for a long time. you are chief of staff for gary cohn, who is now in the administration. what are your thoughts on bankers moving into washington? robert: i don't think about bankers moving into roles in washington. i think about compass, how can we build a company that makes agents more productive. the action agent -- average agent -- i want that to be more. emily: robert, thanks so much for joining us. great to have you on the show. coming up, could subscriptions one day replace videogame sales? ea's andrew wilson says it's possible. this is bloomberg. ♪ emily: the latest edition of "call of duty" is a blockbuster. than $500 million in sales in its first few days in the market, selling twice as many as last year's edition. the new release set the first-day record for full game downloads on playstation 4. sticking with video games, electronic arts has conquered the videogame market after making some of the top console games in the world. was deemed the worst company in the world by a consumer blog post, just one, b ut two years in a row. company,e ceo left the and andrew wilson stepped in. ithtepped in -- sat down w andrew wilson and asked why we haven't seen cloud-based gaming take off and if that could change. andrew: i think the greatest disruptor to consumption of entertainment media in the last five years has been a combination of streaming plus subscription. it has changed the way we watch television, the way we listen to music, the way i read books. the notion that it wouldn't impact our industry, i think, is naïve. will it take a little bit longer? yes, for a whole bunch of reasons. file size, level of interactivity. design. whether you listen to led zeppelin on your phone or in your car or on your pc at home, it doesn't change. when we design a game that lives in a true streaming world, we have to think about screen size and session time. how does a madden game that exists in the cloud manifest on your phone one minute in time, and manifest on your tv an hour at a time, and manifest on the dashboard of your car as you drive to work? there is a design challenge. we have technology challenges with bandwidth and file size. you have design challenges. but i do believe it will play an important part in our world in the future, the same way it does in music, movies, tv, books. emily: your competitors selling franchises to their games for tens of millions of dollars. what is ea's esports strategy? andrew: we launched our second madden competitive gaming. we were the first official partner of a competitive sports league, where he got all teams and all players involved. we are going to the second year of our fifa competitive gaming. we have battlefield competitive gaming coming. we saw exponential growth in engagement. players who engaged in competitive modes engaged at three times the rate that people who didn't -- the rate of people who didn't. competitive gaming is a way to engage a player base. the two greatest positive motivators- social connection-and competition. emily: how big do you think esports are going to be? andrew: human beings love to watch anything where the best in the world are doing it and the stakes are high. take something that literally 2.5 billion people do on the planet, and you have an audience ready to engage. what we are seeing now is the great players, amongst that 2.5 billion players, are rising to the top and the stakes are high. when you watch our games being played, it's true entertainment and these are the best in the world doing it and the stakes are high, so i think it will be big. emily: "rogue one" did half the box office of "the force awakens." overall sales are slower. can your star wars: battlefront ii game do as well as the first? andrew: we have listened to our community. they bought a great many units of the first game. it was an amazing game, but they said it needed to be bigger and broader and deeper. it needs does. it needs more complexity -- it needs space battles. it needs more convexity. we have built a game that is three times the size, three times broader, three times deeper. it has space battles. it has a single player campaign. we are at everything -- doing everything in our power to deliver to a very large community the game they want. emily: how do you think about the ability to potentially deep in your relationship with disney? andrew: we have a greatandrew: relationship with disney. it builds an opportunity to do more with it. we complement what they do. if there's an opportunity to do that again, we would jump at the chance. emily: will there ever, a day where you don't release new titles on your franchise -- ever come a day where you don't release new titles on your franchise? andrew: the short answer is yes. there's a few different things that have to happen first. we do a lot in a fifa game and a madden game. there's a lot of code that we make available as part of the new iteration. but when we look at what we do in korea or china, we don't do it that way. every four years, we release a new big code drop. we offer incremental change over time. what we see in korea and china, what we see on mobile, i think there's a world where that might also happen in other parts of our business. emily: apple has been pushing to become a bigger platform in games. it still hasn't happened. do you think that will happen for apple? andrew: the app store is a pretty big business. up until recently, games have been the lions share of that business. what we are starting to see now is subtraction services, like spotify and netflix and pandora and youtube and tidal, rise to the top of the app charts, and that's partly because apple and others have come to understand that's inscription is a really valuable -- that subscription is a valuable way to engage with a consumer base, valuable for the person subscribing the subtraction -- providing the subscription and valuable for the person subscribing. i think they are doing a great job. i think that you will see games continue to be a big part of their app store, but what you might start to see is the business model around games change. we are getting ready for that. emily: how is the business model going to change? andrew: if you think about, free to play is a wonderful business model in mobile, and it has allowed mobile to become as big as the console platforms, in revenue,oraverall game but we are seeing a propensity for app store users to engage in netflix and spotify and tidal and pandora and some random dating apps. but they are doing that through subscription. we are looking at the business and saying, ok, is there a way we can offer great value to players through subscription in mobile. i don't think we are there yet, but it is something we are looking at. emily: part of our exclusive interview with andrew wilson. check out the full number station tonight at 9:30 -- full conversation tonight at 9:30 p.m. eastern. finally, shares of roku are jumping in after-hours trading. the company just went public in september. it was bolstered by rising advertising revenue and a nearly 50% increase in active user accounts. while the majority of revenue comes from sale of its devices, the company has been generating more from its platform businesses, which includes a cut of this obstruction or advertising revenue for video streamed through its platform. that does it for this edition of "bloomberg technology." we are live streaming on twitter. check us out. that's all for now. this is bloomberg. ♪ ♪ announcer: from our studios in new york city, this is "charlie rose." charlie: we began tonight with the president of argentina. yesterday inw york honor of the five argentinian tours who died in the terrorism attack in lower manhattan. i spoke with him at the america society. oftalked about argentina am the relationship with the u.s., and challenges facing the region. we begin by taking note of the recent attack. ,> if i was planning to come that tragedy

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