CNBC (9:57)

Don't miss a second of Mad Money. Follow imKramer on X. Have a question? Tweet Kramer Madmentions Send Jim an email to madmoneynbc.com or give us a call at 1-800-743-CNBC. Miss something? Head to madmoney.cnbc.com.

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Jim Cramer (12:24)

I start the show every night by saying it's not about not about friends. It's about making money. But sometimes you actually meet a guy, you actually want to be the guy's friend.

David Gibbs (12:36)

There we go.

Jim Cramer (12:38)

All right. We got it. All right. That was awful. I need to ask you what's wrong with this picture? Oh, geez. He spotted the Mac and cheese immediately. How long can we wait for Time Warner? Based on the success of the show, at least One of the Cs in CNBC is Kramer. Welcome to man money. Can you say booyah, please? Booyah. How about I bring out one of the first neighbors? Martha, come on out. I have to thank Darrell Hammond from SNL by a few logics and stay with Kramer.

David Gibbs (13:24)

Look at his shoulders on this guy.

CNBC (13:25)

Did you work out?

Bank of America (13:26)

A little bit.

Jim Cramer (13:30)

Let me tell you right now, man, everybody watches this freaking show. Howard, welcome to the show. Hey, Jim. The only thing bad about this is I'm not with you. Studio capitalism for the future has to be one of generosity and one of shared success. A company cannot win on the backs of its people. I just want to hear from the co founder, chairman and CEO and total gen, Mark Benioff.

David Gibbs (13:54)

We started Salesforce because we so strongly believe that business is the greatest platform for change.

Jim Cramer (14:00)

Bob Iger.

David Gibbs (14:05)

Companies that value their people and respect their people, that are decent but typically successful companies. We're in some incredible markets. The smartphone market. Eventually everyone in the world will have a smartphone. There is a culture of innovation in Apple. This virtuous ecosystem is something that is probably underappreciated.

Jim Cramer (14:27)

We really feel this is our time.

Stephanie Faber (14:30)

We got the scale, we've done the localization.

Jim Cramer (14:32)

This is a combination of what we've been working on for three plus years and it's here and it's now. The way that I think about this is in the near term, AI is just this really massive wave that we're riding for all of our services. If we can make sure that we create the conditions by which amazing people do their life's work, they're going to create amazing products that will help great customers and there will be prosperity and there'll be joy. We've got some amazing guests over the years, some bad money and the executives we brought on the show have always given all Americans the best looking out. Companies across the country are faring and while the market's still trying to find its footing right now, some companies are just doing fabulously. Look at yum Brands. That's A parent of kfc, Taco Bell Pizza and the lesser known Habit Burger Grill. This morning Yum reported a solid quarter, better than expected. Same store sales growth with their top two brands, Taco Bell and KFC, crushing it. No wonder the stocks still up 12% for the year in a very tough tape, particularly for consumer goods and restaurants. So can this one keep hanging in there even with all the worries about consumer sentiment? Let's take a closer look with David Gibbs, the CEO of Yum Brands to find out. Mr. Gibbs, welcome back to Mad Money.

David Gibbs (15:43)

Hi Jim. Great to be on. And Congratulations on the 20th anniversary of Mad Money.

Jim Cramer (15:48)

Thank you, David. Thank you. And I know you've been with me and your company's been with me the whole way and we've been with you the whole way because you offer a great bargain everywhere around the world. And once again, I think it shows this particular quarter that when you give people good food for low prices, they go nuts for it and buy at levels like what I'm seeing with Taco Bell. That is unlike any large mature chain is coming up with. How do you do it?

David Gibbs (16:17)

You're exactly right, Jim. I think this quarter proved the resilience of our model and that we can truly win in any environment. But of course, we've been doing that for the same 20 years that you've been running your show. I looked it up. We, we've had 15% annual shareholder returns during that 20 year period compared to the S&P. 500 to 10%. That's the 20 years.

Jim Cramer (16:37)

Look, it's pretty obvious what you do. First of all, you have growth. I mean, you have unmitigated growth. I don't think people realize how huge you are. You've added what, 11,000 you came in. But just tell people how big these, these units are. They're gigantic.

David Gibbs (16:51)

Yeah, obviously our business is pretty much going from strength to strength. We had a challenged year in 2024 in terms of the environment we operated in, but yet we delivered under 8% operating profit commitment. In terms of the scale that you're talking about, of course, it's a 60,000 plus units. We open a new store every other hour all year long. And our brands are dominant in the markets where you operate in. Obviously Taco Bell in the US is a powerhouse. You referenced it. Plus 9% in Q1 is an amazing result in an environment where the rest of the competition is reporting negative numbers or flat numbers. And then internationally, KFC International, another really strong quarter. 7% unit growth. You know, we're building new KFC every other every three hours. So these are brands that are going from strength to strength and poised to succeed in any environment.

Jim Cramer (17:42)

Well, let me ask you, is there room for many more? I mean, somebody would say that with this many units you got to be saturated.

David Gibbs (17:50)

Oh, I mean, we think the amazing thing about our business is we've got 70 year old brands, we've got 60,000 restaurants, we've got more restaurants ahead of us than we've already built. And you can see it in the numbers and the numbers that our franchisees are reporting when they talk about the returns they're getting, they're talking about getting two and three year cash paybacks on new units. You know, we have 15 publicly traded franchisees that are building these stores. They wouldn't be putting their capital into our brands unless they were getting stellar returns. And that's exactly what I do.

Jim Cramer (18:19)

Love your model. I've got to tell you, I think there's a lot, far fewer headaches, much better way to expand. Particularly in a period, by the way, when some people say expansion costs too much money. I know that's not a problem for you guys. I do want to ask you, you're uniquely American brands, any pushback, whether it be tariffs or whether it be, I don't know, what can you say? Political, I don't want to characterize because I'm not trying to be Democrat or Republican. But you know, just some pushback because we're Americans.

David Gibbs (18:45)

Yeah. One of the hallmarks of our business is the way we connect with consumers and the way we stay on top of consumer trends. So we're always out there taking the pulse of the consumer all around the world. We have not seen any pushback related to tariffs in any of the markets that we operate in. We are not affected by tariffs as you know, for the most part as most of our supply chain is usually sourced within country. So our model is pretty insulated from what's going on right now. And that's why you're seeing the success we're having it.

Jim Cramer (19:12)

Do you think that there's some people who resent American brands? I know there were some problems in the Middle east not that long ago.

David Gibbs (19:20)

Yeah. Certainly last year we had some challenges in that regard. But what you saw this quarter is a really nice recovery from that. KFC International, which is obviously the bellwether of an international business, put up a plus three on same store sales growth. We had a Ramadan timing issue which negatively impacted us. You back that out and you back out China and we actually were up 5. So that's widespread growth. Every market that we track, all of our 10 business units internationally for KFC all had positive system sales in the quarter. So you can see we're recovering from what happened last year. Consumers love our brands. They recognize that our businesses are all locally owned by local franchisees and it's, it's a great model where they're investing their capital so we're providing the scale of the yum system to help support them and it all adds up for a win win.

Jim Cramer (20:09)

Now you have explained to me the model and it is so beautiful. Now I do notice you're doing some terrific work with Nvidia doing what Nvidia told me might happen where you could possibly have maybe drive through people who are actually kind of, let's call them robots who can speak many different languages and can be very helpful.

David Gibbs (20:28)

Yeah, I'm really proud of the work the team's done with Nvidia. In fact I was in that initial meeting with Nvidia over a year ago where we sat down and talked about our capabilities and I saw their eyes get wide as they realized we have thousands of people working in tech. We have a vision for what we want to do in tech. We're the largest restaurant company by units in the world and we rightfully should be the best when it comes to tech. We started to form a partnership with them. It's starting to pay dividends and but we've really just scratched the surface. You know it's really fascinating. Jim, you Talked about Voice AI. We have Voice AI now in over 500 Taco Bell Drive thrus. What we're finding is the employees in the store love it really. Turnover is down in those stores. We are getting less turnover because we've made their jobs more fun, easier. They're not having to worry about trying to do two things. By taking cash from somebody at the drive thru window while they're also taking an order. They can focus on their task. They can give better hospitality to the customer and it's actually obviously driving labor savings for us while at the same time improving the experience for the employee. It's really where the future is going. It's technology. Living side by side with humans is the right equation.

Jim Cramer (21:36)

Well, I think it's credit to you that you're open minded enough to do it. Some of the others didn't want to look at it. They thought it might hurt the franchisees. Clearly not. I do. I can't. I have to mention that yes indeed that you are retiring. I don't want you to do that. And you know that you have been such a great explainer to me of how things work. But we're still going to have you for a couple more quarters, correct?

David Gibbs (21:58)

Yeah. Obviously we made this announcement well in advance of my retirement date in the first quarter of next year. And that was as everything we do. But to be very planful and thoughtful about it, give the board time to pick the right candidate and have the right transition. Look, it's never an easy decision to retire. As you know. I'm sure you're faced with lots of CEOs dealing with the same thing. You're going to keep humming along. But for me, when I took the job in 2019, I set out with a couple of goals that I thought if we accomplish them, we could strengthen the business and accelerate our profit growth. Digital was obviously one of them, ramping up development. We're building a new store every, every other hour now somewhere in the world and then obviously strengthening the brands. And you talked about a Taco Bell plus nine this quarter. You saw that on display. Accomplishing those three things I thought could accelerate the model. That's why we took our guidance for operating profit up in 2022 to 8% annually. And we've delivered on it. And we reiterated today on the earnings call that we would deliver on it again this year that we're on track. So having accomplished all that, it just feels like the right time to hand it to the next person. Of course, you know, everything about Yum is about people and culture and the amazing talent we have in the organization. I am going to miss that. But it's also the thing that gives me tremendous confidence in the future of this company. I know we've got the best leaders in the world to take the business to new heights. As I transition the business to the next leader.

Jim Cramer (23:18)

Well, I want to wish you the best of luck. You've done a terrific job. By the way, coming out with some great numbers today sure does help. That's David Gibbs, CEO of Yum Brands. Thank you, David. Thank you for coming on the show.

David Gibbs (23:29)

Thanks for having me on.

Jim Cramer (23:30)

May I have money? Be back after the break.

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CNBC (23:51)

Is your ticket to the annual Berkshire Hathaway meeting. Warren Buffett meets with shareholders Becky Quick and Mike Santoli with full coverage. Watch live on air or on cnbc.com start Saturday, 8:30am Eastern, CNBC.

Jim Cramer (24:11)

Lately we've heard so much hammering about the weakening dollar. We're told it's a sign that foreign investors have lost interest in America, lost faith in America. Something that means, well, we're very much headed in the wrong direction. As I've told you before though, I think it's all crazy talk. There's a reason so many of our trading partners constantly try to weaken their currencies, not straighten them. A weak dollar is true for American companies that do lots of business overseas and we have a lot to do. It makes their exports less expensive versus foreign merchandise. It also means that their foreign revenue translates to a greater number of dollars. A strong currency, on the other hand, makes it cheaper to buy stuff from overseas. And that's not what this White House is pushing for. And given the size of the now delayed reciprocal tariffs, a strong dollar won't help you if those truly go into effect. So unlike most of the people on air, I love the weak dollar because it's great for the earnings, the big bolling nationals. But unfortunately, weak dollar might not be with us for long. Why not? Because Larry Williams, legendary technician, market historian, has been the best in the business as I was still great is school, says it's time to turn bullish on the dollar. Larry's written over a dozen books. He's created a ton of proprietary technical index. We'll see in a moment. He's also made some truly incredible calls in the last few years. His track record frankly is on a sale. So when he tells us something's going to happen with the charts, we take him very seriously right here and right now. When it comes to the dollar index, which measures the greenback versus a basket foreign currencies, four of Larry's best long term indicators are screaming that it's time for our currency to rally. First, take a look at this chart. This is the dollar index. Shows the relationship between the dollar index and the price of gold down at the bottom. Very important relationship. The line down at the bottom shows you that when the dollar index has gotten undervalued or overvalued versus gold based on historic standards, you can expect something to happen. Right now. As Larry sees it, the dollar's incredibly undervalued in part because gold's had a huge run while our currency has been declining. Basically, gold and the dollar tend to trade in a given range relative to each other. Right now we're at the bottom of that historical range. So if there's any guide, and usually it's pretty darn good guy. When we're talking about how currencies relate to precious metals, then Larry thinks the dollar is ready to roar in order to make up the valuation gap with gold. That kind of makes sense to me. If you look back over the last few years, you can see that whenever the dollar gets too undervalued versus gold, dollar index tends to rally. It's kind of cut, cut and dried. Some of these rallies have been larger than others, but we almost always get a bouncer relationship always hold true unless our government starts printing money like the Weimar Germany Republic. That said, Larry warns that this is not a timing tool. Sometimes this indicator can be early, meaning it could take a while between the moment when the dollar gets undervalued versus gold and the moment when the dollar starts bouncing. In short, he thinks the greenback's too cheap versus gold. And historically, that means we're probably headed for an eventual rebound. Eventual would be the key word there, but it could take months to play out. But let's keep going. Next up, every week, the Commodity Futures Trading Commission, CFTC releases its Commitments of Traders Report. That's a COTT report, and this is some of the most useful investing information you'll ever get from in the federal government. The Commitments of Traders report tracks the size of the net long or short positions for futures traders. And it groups them by categories. Small speculators, meaning individual investors. Large speculators, meaning money managers, and then the commercial hedgers. Larry likes to keep an eye on the on the commercial hedgers because these are usually the smartest players in the game, the ones who understand these markets best because they directly participate in them as part of their core business. Okay, so take a look at the weekly chart of the dollar with the CFTC data on commercial hedgerows. Down at the bottom, you almost never see the commercial hedgers holding a net long position. Very strange in the dollar index futures because remember their hedgers, normally they're just trying to hedge out a hedge against the downside risk. They don't want to take an actual position. But when the commercials do end up net long, well, it's like they are right now. Then you tend to have some explosive moves higher. Go over this. For example, commercial hedgers went net long in the fourth quarter of last year, right? As the dollar turned into a rocket ship. Okay, boom, you got that one right. The last time the commercial hedgers got extremely long in early 2021. Okay, look at this back end up rallying hard for more than a year. So when Larry sees this on the chart, you know it tells him the dollar is ready to rebound. Now in Larry's view, the exact opposite of commercial hedgers are the newsletter writers and advisors. It's a little cynical here, but check out this chart of the dollar index with the Williams sentiment index down at the bottom. This is an index that Larry Williams, he created one that was featured in the Bloomberg book New Tech, New thinking and technical analysis which is actually really good, is published way back in 2000 is one of my bibles. It works the same way now even across quarter century later by tracking the opinions of advisors and newsletter writers. As Larry sees it, these guys are trend chasers by nature. Remember you want to be ahead of the trend, not a chaser. They seem to be largely they base recommendations on market direction. When prices rally they say buy. When prices decline, they say sell or stay out. As you can see, when the newsletter writers get very bullish high levels in the chart to the dollar index, well guess what, you know, dollar next ten to top out. When newsletters get excessively negative like right now, well the dollar tends to rally. Basically looks to the newsletter writers and advisors as a counter trend sign of trend exhaustion. Right now they're very negative the dollar. Which gives Larry one more reason to go positive. So when you look at the dollar index versus gold, the commercial hedgers data in the CFTC of traders report and the Williams sentiment index, they're all screaming that the greenback's ready to rally. By the way, if that happens, don't expect anyone who's been making dire predictions about it ever acknowledge it. But Larry does see it's going to think it's going to happen. In the final reason comes down to his trademark cycle analysis. That's what we really know Larry by. He's always looking for patterns to seem to repeat themselves in action. So take a look at what he's found in the chart of the dollar index. The blue line shows it's very blue line shows projection for the dollar based on the dominant cycle that tends to last for for 32 to 35 weeks before repeating itself. And when you look at that cycle forecast it says the greenback is going to roar from now through about September. Here's the bottom line of this incredibly contrary piece we're just doing here. The charges interpreted by Larry Williams suggest that you need to stop worrying about the weak dollar, maybe start worrying about the dollar getting stronger again because that's where he thinks it's headed. I certainly wouldn't bet against him. And can I just tell you, if this happens, it could affect a lot of different parts of the market, including the bear market that a lot of people feel we're in in equities. I want to speak to Robert in New York. Robert.

Robert (31:04)

Hey, Jim. I just want to congratulate you on the 20 years of helping everybody. The show was spectacular and so were you and your family. Beautiful family. God bless you.

Jim Cramer (31:14)

Thank you.

Robert (31:15)

I had the best time and thanks for inviting me on that show. I just loved it. It was awesome.

Jim Cramer (31:20)

Awesome. So that you liked it so good. You can help you now I'll get.

Robert (31:24)

Right down to business. Jim. Jim, let's talk about the stock that has gotten beat up since February. When you said to me, don't go back in, Robert, let it come down. It's still a good company. But you were right again. It was $80 at the time. You told me not now. And it came down to 30 in April. Now it's at 50. They lost the exclusive with Wal Mart but added some good business with J.P. morgan. Chase payment units left in is a genius. But should I go back in now? I have made enough money on this in the past with you. What should I do?

Jim Cramer (31:54)

I like it right here. I like it from very much. I think it's ready to roll. It's pulled back. It's gotten rid of the froth. I think you're in good shape and I really want to thank you for those kind comments. That was terrific. Thank you. Bye. People listening. The charge is interpreted by Larry Williams. They suggest the recent weakness in the $, which is everyone's just chattering about, has run its course. It might be time for the greenback to get stronger again. Very contrary view. Much more man money ahead, including my post earnings look at Logitech, how it's reacting to tariffs and the global manufacturing landscape. And this is fascinating because it makes us a lot of stuff overseas. Hey, speaking of tariffs, I'm telling you where I stand on the latest from the White House and the toll it's taking on the American consumer. And of course, all your calls. Rapid fire. Tonight's edition, the lightning round. So stay with Kramer. Right now, everybody's trying to cope with these tariffs, but some are doing it better than others. Take Logitech International. That's the consumer electronics company that makes all sorts of gadgets for gaming, as well as other computer peripherals, webcam speakers, keyboards. When the Liberation Day tariffs were announced four weeks ago, the stock got hurt. And about a week later, the company withdrew its full Year forecast, citing the uncertainty of the tariff environment. That makes sense to me. Last night, Logitech reported, and while the results were mixed, slight revenue missed paired with a solid earnings beat. Management gave us a fresh forecast that was pretty illuminating. Long story short, the tariffs are going to stay here, particularly in the current quarter. But Logitech has plans to quickly move its Chinese manufacturing footprint to other countries while pushing through targeted price increases to protect their margins. Stock got hit today is down more than 3%. But you know what? I'm feeling pretty confident about the company's ability to mitigate the impact of the tariffs. Now let's just focus on the products, which is what I'm interested in. Don't take it from me. Let's check in with Faber. She is the CEO of Logitech International. To learn more. Ms. Faber, welcome back to Bad Money.

Stephanie Faber (33:48)

Thank you so much. And Jim, it's a delight to be back. Let me first congratulate you on 20 years of mad Money. That is awesome.

Jim Cramer (33:55)

Thank you. It's been a good run. Thank you very much. Well, I know last night I listened to the analysts. Of course, they're all just. They just asked tariff after tariff, tariff. So before I do that, I want to ask you, how do you see businesses away from tariffs?

Stephanie Faber (34:11)

Yeah. Well, we were so pleased to report a fabulous fiscal year 25 last night. So we just. Our fiscal ends on April 1st. So we just ended our fiscal. We grew sales 7%. We expanded gross margins 170 basis points. And operating income margins 70 basis points, which is really an outstanding result. So we're really pleased with that. We also generate a lot of cash. More. More than one times operating income. So a really great year for us, driven by a number of things. Great innovation, great products, as you always say. Also doubling down on our Logitech for business. Business as well as just great execution around the world.

Jim Cramer (34:51)

Stephanie, gross margins, terrific. Now let's. Let's deal with. Of China manufacturing. I was very impressed how you know you're going to have to pivot, but you can pivot much faster than anyone on the conference call said. How are you able to do that?

Stephanie Faber (35:07)

Yeah, we're really built for this, Jim. We've been preparing for this for many years. So before the pandemic, we only basically manufactured in China. Today, we manufacture in six countries. We're up and running in all six. We can make lots of products in all six markets. So that really is a benefit to us. And to put the tariffs into perspective, one third of our business is in the US 2/3 of our business are, you know, globally. And for the products that come into the US today, only 40% is from China. And by the end of this calendar year, as you said, we expect that only 10% will come from China.

Jim Cramer (35:47)

So will any of any of your manufacturing ever come to the United States?

Stephanie Faber (35:53)

We're always looking at where we manufacture things and we look at things like, is the supplier ecosystem there? Will the labor be there? What will the cost be? But we're also always looking at what's next, as evidenced by the fact that we're now in six countries.

Jim Cramer (36:08)

Absolutely. I mean, I talked with Peter Navarro today. He's the senior counselor for trade and influential with President Trump. And he was saying that it's better, faster, easier to do it now than ever and that people should take a look at us because we're going to make it happen. If you want it, will you do that? Will you take a look at America as a place to be able to actually build a new place? Yeah.

Stephanie Faber (36:28)

As I said, we're constantly looking at what's the best place and we're considering all the markets that we're in.

Jim Cramer (36:34)

Okay. Now for part of tariff mitigation, I know you're putting through targeted price increases. Can you give us a sense what a targeted price increase means? Because I find your stuff is always representing great value. If I suddenly saw it much higher than another version, I might not, I might not buy it as I usually do.

Stephanie Faber (36:54)

Yeah. So we never like to increase prices. Let me say that first. But in this case, we felt it was the responsible thing to do. And when we say targeted price increases, that means we really were surgical. We looked at it product by product, by product. Some of our products we didn't take any pricing. Some of our product we took double digit pricing, most of them somewhere in between. And that's based on their current price point, the role of that product in the portfolio. And we believe there may be some short term impact of that. But in the long term, our brand and our superior products will protect us.

Jim Cramer (37:30)

You know, I buy your stuff on Amazon, candidly and I look at everybody else's and I know yours is high quality. So if I see it at a high quality, at a lower price, of course I'm going to buy it. Will your prices pop now will be some of these targeted ones, they will look on Amazon and I won't think it's necessarily below or, or cheaper than others, even though I know the quality is superior.

Stephanie Faber (37:51)

Hmm. Yeah. Again, as we looked at these targeted price increases, we Obviously looked at competition as well and what we expect them to do. And honestly, again, Jim, we are built to compete at a time like this business. The flexibility that Archer supply chain have, the fact that we make in six countries already that we're able to move stuff around really quickly that we can deliver cost savings as we go. We had record product cost savings last year. I think that puts us in a really good place also when it comes to pricing.

Jim Cramer (38:21)

All right, let me ask you one last question. Grand Theft Auto, the new edition is going to come out this year. I've seen take to their stock up 80 points. Literally 80 point since they announced is the biggest event in gaming. Will there be a surge just because of one game that is so popular that has been that hasn't had a refresh in many years?

Stephanie Faber (38:41)

Yeah. Now that's going to be a huge event for gaming as a whole. I mean I speak to gaming consumers all the time and some of them are telling me I'm going to take a month off when GTA 6 comes up just to play the game. But our business is not dependent on one game. We are obviously excited, but you know, There was no GTA 6 in the last fiscal year. But our Gaming was up 10% last fiscal year. And even in Q4, market share in the United States in gaming for us was up 4 percentage points, which is huge. And we had double digit growth in China as well. So we're very bullish on gaming with or without GTA 6. But GTA 6 is a fun thing.

Jim Cramer (39:19)

All right, terrific. Thank you so much. Congratulations on the strong important and on the mitigation. I think you're mitigating better than most of the companies I deal with. That's Hanukkah Fair. She's the CEO of Logitech. And thank you for the kind words about our 20th. Good to see you.

Stephanie Faber (39:32)

Thank you.

Jim Cramer (39:33)

Yeah, Bunny's back here for the break.

CNBC (39:38)

Coming up, Kramer takes your calls and the sky's the limit. It's a fast fire lightning round.

Jim Cramer (39:45)

Next it is time to the lightroom crew member for course we seem to start donut corner stock ones. It's done bystand first and grab it. So let's loud you're playing the sound and then the lightning round is over. Are you ready Ski Dag? Time for the lightning round covers my start with Michael in Tennessee.

Michael (40:08)

Michael, congratulations on 20 years, champ.

Jim Cramer (40:13)

Thank you. What's up?

Michael (40:15)

And here's to another 20 years.

Jim Cramer (40:18)

I hope so. If I can pull it off, I will. What's going on?

Michael (40:22)

A given that's coming company's recent earnings myth and the rise in medical costs impacting its bottom line. Do you believe the stock's current valuation presents a buying opportunity or are there underlying issues that the investors should be cautious about? The company at UnitedHealth Group.

Jim Cramer (40:42)

Okay, it's going to be under pressure for some time because a lot of companies, really, a lot of big pension funds and mutual fund managers thought everything was perfect. Perfect. But I am going to say today at $400, I would indeed start a position. I have been very negative on UnitedHealth from 630 down to this caller right here. I would start a position at 400 bucks. That's a big change for me. Let's go to Barry in Connecticut. Barry.

Michael (41:03)

Hey Jim. Big Booyah for your 20 year anniversary. Big fan.

Jim Cramer (41:08)

I'm liking that. Thank you.

Michael (41:09)

I've been watching it since 2008 in the financial crisis and I've not only gotten back, even I pulled ahead. And I love everything you do and everything you stand for. Democratizing the stock market.

Jim Cramer (41:20)

Guys like me and we all little, except for the billionaire guys who come on and tell us that we should not invest a dime because we're supposed to stay poor and they're allowed to be rich. It's an interesting country. It's a kleptocracy from that extent, not an oligarchy. It's a kleptocracy. So go ahead, tell me, tell me why. Can I help you?

Michael (41:37)

I got, I got a company. It's a long term, a long term holding that you recommended several years ago. And the company embraces 150 years of American tradition. However, I'm playing with the house's money right now. But in the past year it's missed two out of three earnings per share estimates and it's increased its debt to finance some new business development.

Jim Cramer (41:59)

Okay.

Michael (41:59)

And the stock price is down about 30% over the past.

Jim Cramer (42:02)

Right? What would that be?

Michael (42:05)

That would be for the Rocky Derby. Churchill down.

Jim Cramer (42:08)

Oh, you know what, that's kind of. Hey, it's a one trend pony. I'm not a fan, but I am a fan of yours. Let's go to Dean in Texas, please. Dean. Booyah, Jim. Congrats on 20 years. I'm gonna get right into the question. You're welcome. Back to the questions. It's regarding Super Micro. Now I'm sick of Super Micro. It's the not so Super Micro. If you want to be in that space, let's just go by Dell. And I gotta tell you, can I just say that if anyone keep on picking Nvidia, I live right here. Come get me. Okay? Me and Jensen. All right. And that. Ladies and gentlemen, conclusion of the Lightning Round.

CNBC (42:47)

The Lightning Round is sponsored by Charles Schwab. Coming up, as tariffs take a toll on the averages, Kramer's revealing what it'll take to come out the other side of the volatility in better shape than before.

Jim Cramer (43:01)

Next. It's not enough for the White House to say that things will be better than ever, that our country will emerge stronger after we sort out the new tariff regime and start raking in cash from our trading partners. We need them to spell out what they actually want to accomplish. Because if we don't know the goals, how the heck can we know if we're making any progress? And I do believe we can make a ton of progress. But it needs to be defined. We need goals to be set. We need to know what we're doing and why. Some days I think they're trying to create new jobs with tariffs. Some days it sounds like they want the tariffs to raise a lot of money to fund tax cuts. Other days we're trying to change the ways of bad actors, whipping our trading partners into shape with high tariffs. Those are all withdrawal aims. But right now we're in the pain moment that the President and his team stressed would happen. They told us to get ready for hurt, and it's now here. Yet the people simply don't understand why they're beginning to take pain to begin with. The House of pain. We're seeing weaker hiring data. Assume we both. We all know we're going to see higher prices at the stores. That's inevitable consequence of high sales taxes on imports, also known as tariffs. No one disagrees that's going to happen. No one. Okay, so we know that the tariffs can will be eaten by the suppliers. Will consumers rebel? Will they push the Republican representatives to change chain challenge the President? The Republicans are the ones who control Congress, so they're the ones who will be on the firing line. I care about this for several reasons. First, I'm not a free trader at heart, so it pains me to see the way this has been rolled out. I favor tariffs in certain situations, like when companies dump government subsidized steel on our markets to wipe out our American steelmakers. You heard Nucor last night. They couldn't expand, bill plants, hire people, put food on the table, give people health care if Chinese kept dumping on us. I favor high tariffs and Chinese goods done in a staged way so that American companies know to leave China and go make things elsewhere over time. I don't want our companies to be hurt. It did nothing wrong. It's not their fault that China became more militant or that it never played fair on trade. Our government was fine with all this outsourcing for decades. Get these superb American companies. Time to get out. I favor a coalition of the willing to stop China from dumping states or subsidized goods on other countries, not just us. Which means making nice with the rest of our trading partners circling China so it doesn't wreck the world's economies once it's defeated here. But I don't favor ham handed tariffs with no explanations other than grandiose promises because we're going to be a great country. China that can take pain more than we can is someone who we have to worry about. Especially when the average American doesn't understand why they have to take pain at all. The consumer's working. She makes enough money to shop at Wal Mart. She's confused. She didn't sign up for this. Most people in America don't care about China or any other country really. And I shop at Wal Mart, so I'm not being particular. It's pretty good actually. So it's time for the White House to lay out a coherent policy. Not one off deals or promises of new car plants with no car names connected to them or a return of imaginary factories. Are we really going to punish great American companies like Nvidia, like Apple, that played by the rules that are now being eviscerated for is our goal to change the way China does business? Because as far as I can see, China is really the only country that's more than just a trade offender. And by cracking down on them, we have to accept the prices for all sorts of goods will go much higher. And the American people have to be told why they have to suffer through another bout of inflation. Listen, I'm someone who's inclined to be sympathetic to the President's trade agenda. I'm pro fair trade, not pro free trade. I'm sympathetic to tariffs. And even I'm confused about what the heck we're trying to do here. I can only wonder about what the average American is thinking. I can tell you two things that the American people are thinking. One, this is Trump's stock market, not Biden's. And two, why the heck did I, what did I do to have such higher prices? The people like the companies did no wrong. The people like the companies deserve proper, clear and constructive explanations about why we're doing this. Tariff thing to begin with. Alex says. Always a bull market summer and I promise I'd find it just for you right here on Mad Money. I'm Jim Cramer. See you tomorrow.

Jim Cramer (47:02)

All opinions expressed by Jim Cramer on this podcast are solely Kramer's opinions and do not reflect the opinions of cnbc, NBC Universal, or their parent company or affiliates, and may have been previously disseminated by Kramer on television, radio, Internet or another medium. You should not treat any opinion expressed by Jim Cramer as a specific inducement to make a particular investment or follow a particular strategy, but only as an expression of his opinion. Kramer's opinions are based upon information he considers reliable, but neither CNBC nor its affiliates and or subsidiaries warrant its completeness or accuracy, and it should not be relied upon as such. To view the full Mad Money disclaimer, please visit cnbc.com madmoneydisclaimer A pivotal jobs.

CNBC (47:43)

Report with the Fed decision right around the corner, are tariffs and policy uncertainty taking a toll on the job market? Imperial employment numbers and ANALYSIS Squawkbox Friday 8:30 Eastern and streaming on CNBC Plus.