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By CLAIRE RUSH President-elect Donald Trump has once again suggested he wants to revert the name of North America’s tallest mountain — Alaska’s Denali — to Mount McKinley, wading into a sensitive and decades-old conflict about what the peak should be called. Related Articles National Politics | Inside the Gaetz ethics report, a trove of new details alleging payments for sex and drug use National Politics | An analyst looks ahead to how the US economy might fare under Trump National Politics | Trump again calls to buy Greenland after eyeing Canada and the Panama Canal National Politics | House Ethics Committee accuses Gaetz of ‘regularly’ paying for sex, including with 17-year-old girl National Politics | Trump wants mass deportations. For the agents removing immigrants, it’s a painstaking process Former President Barack Obama changed the official name to Denali in 2015 to reflect the traditions of Alaska Natives as well as the preference of many Alaska residents. The federal government in recent years has endeavored to change place-names considered disrespectful to Native people. “Denali” is an Athabascan word meaning “the high one” or “the great one.” A prospector in 1896 dubbed the peak “Mount McKinley” after President William McKinley, who had never been to Alaska. That name was formally recognized by the U.S. government until Obama changed it over opposition from lawmakers in McKinley’s home state of Ohio. Trump suggested in 2016 that he might undo Obama’s action, but he dropped that notion after Alaska’s senators objected. He raised it again during a rally in Phoenix on Sunday. “McKinley was a very good, maybe a great president,” Trump said Sunday. “They took his name off Mount McKinley, right? That’s what they do to people.” Once again, Trump’s suggestion drew quick opposition within Alaska. “Uh. Nope. It’s Denali,” Democratic state Sen. Scott Kawasaki posted on the social platform X Sunday night. Republican Sen. Lisa Murkowski , who for years pushed for legislation to change the name to Denali, conveyed a similar sentiment in a post of her own. “There is only one name worthy of North America’s tallest mountain: Denali — the Great One,” Murkowski wrote on X. Various tribes of Athabascan people have lived in the shadow of the 20,310-foot (6,190-meter) mountain for thousands of years. McKinley, a Republican native of Ohio who served as the 25th president, was assassinated early in his second term in 1901 in Buffalo, New York. Alaska and Ohio have been at odds over the name since at least the 1970s. Alaska had a standing request to change the name since 1975, when the legislature passed a resolution and then-Gov. Jay Hammond appealed to the federal government. Known for its majestic views, the mountain is dotted with glaciers and covered at the top with snow year-round, with powerful winds that make it difficult for the adventurous few who seek to climb it. Rush reported from Portland, Oregon.
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In this podcast, Motley Fool analyst Nick Sciple and host Ricky Mulvey discuss: Potential futures of and lingering questions about quantum computers . A restructuring at Warner Bros. Discovery that's pleasing its investors, and why the media conglomerate may be a falling knife. Then, Motley Fool contributor Lou Whiteman joins host Mary Long for a look at FedEx , and holiday shipping season. Visit our sponsor: Get $1,000 off Vanta at www.vanta.com/fool To catch full episodes of all The Motley Fool's free podcasts, check out our podcast center . To get started investing, check out our beginner's guide to investing in stocks . A full transcript follows the video. This video was recorded on Dec. 12, 2024. Ricky Mulvey: We're going to the quantum verse. You're listening to Motley Fool Money. I'm Ricky Mulvey be joined today by Nick Sciple. Nick, good to see you. Nick Sciple: Great to be here with you, Ricky. Ricky Mulvey: Let's get into this Google announcement, which is a little tough to parse through anytime you're talking about quantum processes, but Alphabet announced a new quantum computing chip called Willow. The stock has jumped about 12% over the past week as Wall Street analysts pretend to understand quantum science. Now the stock is at an all time high. Google reporting that, "Willow performed a standard benchmark computation in under five minutes that would take one of today's fastest supercomputers, 10 septillion, that is 10 to the 25 years." We're getting into some logarithmic math. Sounds like this thing can get all the Bitcoin at once, Nick, but what does Google want from this research? Nick Sciple: Sure, I think Google just wants to stay on the cutting edge of new computing technology. As you laid out here, these quantum computers have the promise if they reach commercialization to do calculations that today's existing computers couldn't do in the entire history of the universe, if you are going to stretch out the time there. Just trying to push forward the state of the art of science as Google has done with their AI investments in the past and other places. This is one of the big focuses that Google has outside of their core business to just invest in innovation. Ricky Mulvey: For those who are unfamiliar with this game, and none of us are going to pretend to be quantum experts here. I don't want to put words in your mouth, Nick, but what can a quantum computer do that's so much better than a regular computer? Why are the researchers so interested in this? Nick Sciple: Yeah, without getting too deep down into the weeds, my understanding is you essentially use the fundamental particles of the universe to do the computing for you. Use atleast qubits, which is electrons, that sort of thing, which can exist in a superposition state. We're getting down into a complex physics. They can be both zero and one, at the same time, unlike classical computers, they have to be either zero or one, at any given particular time, this unlocks significant potential to perform multiple calculations at once, faster and simulate problems in large data sets you couldn't do today. However, there's lots of instability in these qubits and we haven't been able to get them to be stable enough to build these computers in a functional way, but this breakthrough that Google announced really is a sign that we're getting closer. If we do reach commercialization, then this would be a breakthrough in computing and could change the world. Ricky Mulvey: This is a bleeding edge technology, and as you mentioned, getting these chips and computers stable is a monumental challenge in and of itself because you're not dealing with ones and zeros. You're dealing with particle uncertainty at an atomic level, which sounds a little above my pay grade, but there's a lot of promise and use cases to watch. What are you going to be watching as this technology plays out? Nick Sciple: You think about a breakthrough in computing technology could touch things, healthcare, code breaking, that sort of thing. For me, the place where I think you'd see quantum computing used first is in defense. If you think about past cutting edge technologies, they all seem to find the first application in defense rockets, the Internet, drones, GPS, nuclear technology, all these things started out as defense applications. Really makes sense. The DOD isn't worried about profits or commercialization, really worried about national defense, and we've agreed as a country there is not a price we want to put on that. I'd expect quantum computing to find its first applications in the defense field. You think about code breaking certainly has been one of the earliest applications of computers going back all the way to the beginning, so you could definitely tell a story about where that could be applied in the defense realm. If we do reach something where this applies, I think defense is going to be the place where you see it used first. Ricky Mulvey: One thing I'll be watching. You mentioned code breaking, and this could fundamentally change as this tech plays out. Cybersecurity companies as cyber threats change. There's a book quantum supremacy and lays out one example where there could be two Internets where if you're trying to send secure information, you might not be able to do that along the normal broadband infrastructure we have. If you're a company doing banking information, that kind of thing. You might need laser beams to send it because otherwise it could just be so easy for these quantum computers to break into. Let's talk about the stock side because remember, a few months ago, everyone was worried about Google and how it didn't understand artificial intelligence. Well, now investors are saying. Boy oh, boy, do you understand quantum computing, and we're excited about that. Wall Street Journal columnist Dan Gallagher has a column out today saying, "Google's quantum boost doesn't really compute pointing out that basically the $250 billion that was added to the company's market cap is looking speculative at best. This is because the advertising business generates about that money in a single year." Pessimism always sounds smart, Nick, and this is something I'm excited about. Quantum computing is cool. You tell me, is this smart analysis from Mr. Gallagher? Does this belong at the Player Haters' Ball? Nick Sciple: I would say you could say both in one way or the other. It's smart analysis in the sense that is this quantum computing technology commercially ready enough to be adding that type of market cap to Google, Alphabet's stock today? No, this is only the second milestone that Google has laid out toward their quantum computing commercialization road map. I think there's seven of those milestones. There's really no guarantee that it ever gets there. I mentioned defense really being at the cutting edge, the DARPA program manager that's in charge of quantum computing and said their basic position here is skepticism. They're skeptical that we'll ever reach a quantum computer with enough of these qubits that are stable enough for this to be built. It's really a question of whether we're actually reach commercialization, although it's a huge breakthrough for Google. That said, I think some of the movement in the stock is less about hey, we're about to have a quantum computing tomorrow. It's renewed confidence in Google their leadership and their technology position. You mentioned AI earlier this year, a lot of concerns that AI could disrupt that core Google advertising business and we've seen some really exciting announcements from Google Gemini, their AI tool in recent weeks that at least have given me some confidence in the AI business. While quantum computing is a long way off as far as these frontier technologies, I do want to mention one breakthrough technology that is actually finally gaining traction for Google, and that's self driving cars. This is another technology that started out as a defense program. Twenty years ago, DARPA, Defense Advanced Research Projects Agency had their 2004 grand challenge, which is really kicking off the quest for self driving cars. Now we're 20 years on, and Google is finally reaching commercialization of these, according to data from California's Public Utilities Commission, where it noted 312,000 rides per month in California in August. That's double what they'd done three months before and just in recent weeks Google has announced plans to expand rapidly across the US and Austin, Atlanta, and Miami in 2025, announced partnerships with Uber to expand that in those new cities. This is an area that you really don't hear mentioned that often as a real value driver for Google. Do I think quantum computing alone is enough to move Google stock? No, but do I think there's a good argument that we should be more optimistic about Google and that, the company has brighter days ahead of it and isn't under deep threat by some of this disruption folks were worried about earlier this year, I think that's true, and I think there's a good argument to be made that Google's fairly valued here. Ricky Mulvey: The one thing in Google at about 25 times earnings right now. One thing on the self driving stuff that I'm waiting for is someone out in Colorado, Nick. You mentioned the three cities, Austin, Atlanta, Miami, San Francisco, these cars are already cooking. None of those cities get snow or ice a lot. I'm very much looking forward to seeing these self driving cars artfully work in icy and winter conditions. I think that's going to be my transition point to saying, This is really going to roll out across the country, but I'm ready to get in self driving car. Nick Sciple: You left out LA there, Ricky, that's another. There's no accident. All those cities have favorable weather to the technology. Let's say that. We're not there where this is going to be commercial in every city, but we're getting there where this isn't a science project anymore. This is a real commercial business. Ricky Mulvey: Let's go to Warner Brothers . Warner Brothers Discovery, maybe taking a note from Comcast last week, announcing that it is separating its cable and streaming division. This is a week after Comcast announced that it was straight up spinning off most of its cable assets. Cynically you could say hey, it's telling private equity firms, you can easily cut here if you want to hive off this part of the company. For Warner Brothers Discovery, its global linear networks division will house its cable brands. Streaming and studios now will include Max and other streaming assets. You're seeing Warner Brothers Discovery investors get excited about this. Stock is popping more than 10% as I was looking this morning. Why are they so excited about a little restructuring, Nick? Nick Sciple: It's been a tough run for Warner Brothers Discovery down about 50% since the merger between Warner Brothers and Discovery back in 2022. I think, the market is excited about potentially a new strategy for the business. CEO David Zaslav has really been pounding the table on the need for more transactions, more consolidation in the media space, and perhaps with a change of administration, maybe those deals are a little bit more easy to do. You look at Warner Brothers Discovery today, just over $40 billion in debt. The past couple of years, the company has really had to focus on cutting costs, laying off workers to focus on cash flow. The main driver of the business continues to be cable networks. About half of the revenue close to 90% of the EBITDA comes from the cable networks, but these are really no growth businesses. Ad dollars continuing to leave traditional media streaming still on the ascendancy, just had to take a nine billion dollar write down on its cable assets. In August, if you look at the streaming business, there is some growth there, and that business has reached break even, although you have to take those numbers with a grain of salt, but still, HBO Max is a little bit of a mess, if you compare it to some of these other streaming companies, combining HBO's content with Discovery's reality TV, and that sort of thing has led them to be a little bit behind some of the folks in the market. I don't have any transaction. I guess this reorganization sets the company up to separate perhaps some of these bad linear assets from the studio and streaming assets, although they have problems, have a long term future. Zaslav on the press release said we continue to prioritize ensuring our global linear networks business is well positioned to drive free cash flow, while our streaming and studios businesses focus on driving growth by telling the world's most compelling stories, our new corporate structure better aligns organizations, and this is the big part. Enhances our flexibility with potential future strategic opportunities across an evolving media landscape. I think in April, we reached two years since that merger between Warner Brothers and Discovery, now that we're two years on from that, those transactions can take place. I think hiving off these two businesses sets that up. I think what you're likely to see is either spinning off these cable assets and attaching a lot of this debt to those assets. You can have a good co, bad co spin off or perhaps you see some consolidation with some of these other struggling cable businesses out there, whether that's the spin off from Comcast or Paramount is out there and is a under new leadership perhaps is going to be looking to sell off some pieces. Ricky Mulvey: A lot of these companies with these cable assets seem to be making moves in 2024 that maybe they know they should have been making in the mid 2010. I think Paramount is one example. We were chatting before the show where you wanted to talk about the BET Network, where the valuation falling from about 2-3 billion dollars, having bids for that to 1.6 now. I'm talking about a different company, but bringing this theme together, do you think these companies, Paramount, Warner Brothers, Discovery, have they really just missed the boat to sell these assets at a good price? Are these distressed sellers right now? Nick Sciple: I think they are distressed sellers. These companies are in a tough spot where you're heavily indebted and you need to be able to support that debt burden. However, your assets that are generating the cash flow to do that or in a difficult position, a shrinking business. As you mentioned, the valuation of these cable assets is moving down into the right. If you just look at BET, best case scenario, we're looking at 20% decline in valuation over just the course of a year. We could expect these assets to continue going down. They're no longer prestige properties that folks would be excited to buy and own, notwithstanding the Ellison family getting involved with Paramount earlier this year. I think now we're looking at vultures trying to bid up these assets and run them for cash flow. I think there's still quite a bit of cash to be squeezed out of these businesses, but the market has certainly come to the conclusion that the growth days are over. As you see things like sports abandoning cable for some of these streaming platforms, the things that were really holding the cable bundle together are finally leaving. Ricky Mulvey: If you're waiting for Netflix to come in, you had co-CEO Ted Sarandos at UBS media conference on Tuesday saying, "We're better builders than buyers." Implying we're not going to come in and take a lot of these distressed cable assets off your hands. In some cases, you're seeing these companies pick and choose how they do it. We were talking about Comcast , where they spun off pretty much every cable channel they had with the exception of the Bravo network, which has a lot of their reality programming that does quite well on Peacock. You wonder, what are they doing this for and who do they expect the buyers to be? Let's get into the valuation a little bit, because Warner Brothers Discovery right now trades at about six times free cash flow. The earnings are a little funky depending on how you add in the depreciation. We heard from Yasser El-Shimy on the show a couple of weeks back that he likes this as a value play. You have a lot of properties in there that are valuable. You have the HBO brand, which for at least me and my household, that's a must have, along with Netflix. You have a cyclical theater business that's a little bit down this year because they don't have a Barbie type movie on their hands, but maybe it can make a profit again, but when you look at this through your stock analyst lens, are you looking at a value play here or a falling knife? Nick Sciple: For me, I wouldn't call Warner Brothers Discovery a value play. I'd have to put it in the falling knife category, just in the sense that, the cable networks, as I mentioned earlier, heading to zero over time, there is cash flow to squeeze out of this business, but the long term trajectory of this business is going to be down. If you look at streaming, they've got a great library of assets. HBO Max is great, but they're far from the leader in this space. Netflix really forced everyone to follow them toward profitability a couple years ago, really set the terms of engagement in streaming. If you look at Amazon , they really seized the lead in advertising and streaming by pushing all their prime members to an ad support platform. You're behind the leading subscription video on Demand company. You're behind the leading advertising video on Demand company. You're also heavily indebted and backed into a corner with some of these better resourced, more diversified companies. For me is there a future for the Warner Brothers movie division? Of course. I think they're going to have a long term future. Does it need to be an independent company? No. Long term, I think these assets end up being held by a number of different larger companies as opposed to remaining an independent media business. Ricky Mulvey: Who wins from these content arms dealing games? Nick Sciple: We're talking about companies in the streaming race. If I had to pick a place to invest I mentioned the diversified players in a much better position than the pure plays on cable assets, so you think about the odd companies out here, Warner Bros and Paramount really I would say, distressed assets. Better companies on that layout, Comcast and Disney in a better position, given that they're more diversified, they have the Parks business to fall back on, Comcast, in their case, has the cable business. Those companies are really better position but if I'm going to invest in the media and the content space, as I've said before, I think the company that my favorite is, is TKO Group Holdings , Ticker is TKO. It's the parent company of WWE and the UFC and the reason I think they're in a good spot here is they're the arms dealer to these competing streaming platforms, they've had the ability to just to see the amount folks are paying for their content move up into the right, for a long time, WWE Raw has been the highest rated episodic cable program on TV, they've made that jump from cable to Netflix, so in January of this year will be the lead live element of Netflix's ad-supported business, you've got next year, their rights deal for the UFC is set to expire. Likely to see that be reupped with ESPN, they're looking at a 10-year deal. I think that's going to be significantly higher. This is a company that all these potential players in streaming are looking for access to the audience that TKO brings, you look at what's happening in sports where basically everybody wants a piece of this and they have the ability to sell into this market, so I think if you invest in a company like TKO or some of these other folks that are selling scarce content into these competing streaming businesses, I think those are the folks who are most best positioned to benefit from what's going on in streaming while all these other streaming competitors fight it out. Ricky Mulvey: Also, you got two top dogs in the WWE in professional wrestling in the UFC in mixed martial arts. The folks in those organizations, certainly people, I don't want to bet against or be against in any type of fight. Nick Sciple, appreciate you joining me here on Motley Fool Money. Thanks for breaking it down. Nick Sciple: Thanks, Ricky. Happy to do it again anytime? Ricky Mulvey: Holiday shipping season is upon us, and my colleague, Mary Long is taking a look at a few of the key players. She's starting off with FedEx with Motley Fool contributor Lou Whitman. Today's show is brought to you by Vanta. Whether you're starting or scaling a company, demonstrating top-notch security practices and establishing trust is more important than ever. Vanta automates compliance for SOC2, ISO27OO1 GDPR, and more, saving you time and money while helping you build customer trust plus, you can streamline security reviews by automating questionnaires and demonstrating your security posture with a customer-facing Trust Center, all powered by Vanta AI. Over 7,000 global companies like Atlassian , Flow Health, and CORA use Vanta to manage risk and proof security in real-time. My audience gets a special offer of $1,000 off Vanta at vanta.com/fool, that is V-A-N-T-A.com/fool for $1,000 off. Mary Long: Lou Whitman, it is shipping season. People are ordering gifts, most likely over the interwebs and those gifts have got to get from point A to point B, potentially with a few stops along the way, so today, we're going to shine the spotlight on a company that plays a big role in moving stuff around the world, we're talking FedEx. On the one hand, this company needs no introduction but on the other, I do think that Amazon and how speedy prime delivery is has warped our understanding of how packages move, so let's focus on that and set the table here. If the majority of packages arriving on your doorstep are from Amazon, it can be easy to forget that there are actually other movers and shakers that are playing a really massive part in this logistics puzzle. Break it down for us. FedEx splits its business into the Express segment and the freight segment. What's each of those do? Exactly. Lou Whitman: Yes so for years, they actually had broken down further between the a network for Express and a network for non-Express. As you said, this year, they combine that into one operation, which should make it more efficient but basically, there's the parcel service, which is packages and everything coming from retailers, and then to use their old slogan, the absolutely positively has to be the overnight stuff. Yes, they used to break that separate from the can wait a few days, but now they're trying to bring that together. Freight, on the other hand, that's just an LTL trucking business, less than truckload, those are the big stuff, those are the stuff you need a forklift instead of just dropped off at your door. Mary Long: Out of those two newly split segments, which is more interesting to you as an investor, where's the big story with this company? Consumers were probably more familiar with packages shipping back and forth to each other, but where's the money being made? Lou Whitman: The parcel business is 85% of total revenue, whether it's Express or can get there whenever, that's also where there is the higher potential for higher margins. Definitely, that is where your focus should be. Express actually still makes up more than half of parcel revenue, it isn't mostly just gifts from Grandma, there is still a big business shipping overnight business, that's the business where they really can and we can break down a little more just inside that business, but if they're going to generate plus margins going forward, it's probably going to be from that business and not the trucking business. Mary Long: Yes, so let's break that down a little bit more. Like, what levers can FedEx pull to grow here? If you look at average daily package volume, so the number of packages being sent, that's been pretty flat over the past year. Is increasing that number a big priority here or is it more about pricing power? Lou Whitman: Part of that is out of their control, part of it is just the economy. You can't force your customers to ship things, it is a demand-based business, and all across the board, the transports, we've seen volumes fall, it's just been a weak market. They can't really control that, what they can control, and what they are increasingly trying to do is get to those premium services and focus on that. Refrigeration is a big one, whether it's produce or medical, refrigerated shipping is a highly specialized thing, Amazon trucks don't have refrigerators in them, so you can't really compete there. There is specialized competitors, but the big guys, they're focused on things like this where they can drive higher margin, it's a lot better business for them than just getting the toys on time for the holidays or something like that. Mary Long: Between 2020 and 2022, FedEx saw some decent growth, and maybe this goes back to this stuff that's out of their control, more macro factors that you just mentioned. They had $69 billion in revenue in 2020, 83.5$billion in 2021, 93.5 billion in 2022, so decent movement but since then, revenue has been on a downward trajectory. Is it just the macro picture that caused that, or are there other things that are within FedEx's toolbox that they can use to address that? Lou Whitman: It's very much a macro story and specifically a pandemic story. We all started buying everything at home and getting it shipped, so the demand for shipping services went up, and that echoed through the system for a few years but we've seen just like I said, this broader transport slump. For one thing, e-commerce hasn't disappeared post-pandemic, but it has normalized, so you have seen just regression to the mean but as importantly, this macro idea, we've been talking for years now about hard landings, about recessions, about what's to come, that causes large corporate customers to scale back on inventory and scale back on just what they have in their warehouses, which means less demand for shipping. There has been some move around the edges. FedEx has new management, and they're trying to get rid of some of the more marginal business, so a little bit of it might be by choice but mostly, all across the board, you will see the stocks reflected this, this has just been a bad year, 18 months for these companies, FedEx included. Mary Long: FedEx got a new CEO a couple years ago, he'd been with the company for a long time, but more recently, in this new role, he's implemented some cost-cutting measures that initiative was called Drive, deliver results through innovation, value, and efficiency. What innovation, value, and efficiency are we seeing? What I think most recently this drive program led to $1.8 billion in cost savings over the 2024 fiscal year, what are we seeing cut, and what are we seeing come out on the other side as a result of those cuts? Lou Whitman: The overall goal is about four billion a year, so at 1.8 billion, you're right, they're about halfway there, which is on track. We talked at the top about consolidating business units, some of it is as simple as that, but part of it, too, is just as you consolidate these things, you can use your warehouses more efficiently. At some places, these networks had separate facilities, you can better use your jets and other big asset, things like that. A lot of this is just the slow and steady of making the network more efficient. It is a new management team, Raj Supermanian. You really have to give him some credit. He has been there forever, but he took over for Fred Smith. Fred Smith is the guy who founded the business. Smith has a reputation for being, shall we say, opinionated. He believes in himself, he is still the executive chairman of the board. It isn't easy for someone to come in following the founder and say, you know what? We need to change a lot of things here, and we need to cut a lot of things. Basically, tell your former boss, I know better. It's working, and it's to his great credit that they have come in and done this, I think it'll benefit him over time. Mary Long: What is Fred Smith's unwritten role within the company now? You mentioned he's still executive chairman, he's still involved, but is this like a Howard Schultz type of situation where he still got the era of management, what's the unwritten situation there? Lou Whitman: I can only guess. Fred has a lot of different interests, which probably helps Raj do his job, but I can only guess that Fred knew about a lot was coming before, good corporate governance as you should tell the board chairman, but I would think that they're not going to want to be surprising Fred at any meetings right now. Mary Long: We kicked off this segment by talking about Amazon. tough to talk, logistics, package delivery without mentioning Amazon. Once upon a time, FedEx was partnered up with Amazon. That relationship ended in 2019, FedEx initiated that breakup saying, hey, Amazon's developing its own delivery capabilities, and now they're a threat rather than somebody that we want to partner with. In January of this year, FedEx announced it was launching a data-driven commerce platform called FDX. Is that supposed to help FedEx better compete with Amazon in a different category? What's the state of play of that particular competition right now? Lou Whitman: The platform, if we're honest, is table stakes in 2024. You'd be shocked at how this business works and how much of logistics is still done by the office phone, with a whiteboard, with just getting things done that way but increasingly, consumers and especially these corporate customers are demanding a digital platform, so this is FedEx trying to join the century and get on board with the rest of us. As for Amazon and FedEx, in one sense, yes, it hurt FedEx because it was a huge shipping customer, and at the end of the day, you want full trucks. You make money when you have volume but it tended to be a lower margin volume, I don't know many people who have partnered with Amazon who are like, this is the high margin side of our business and most of Amazon's retail competitors aren't real keen to hand Amazon the customer data that comes with having them do their shipping form. There's plenty of business here. Yes, you lost a major customer, but they are coexisting, they went from being frenemies to just rivals but really, FedEx, there's plenty of business for FedEx and UPS and everyone else just to serve everyone, not name Amazon and it's really hard for Amazon to get that business from the retailers that they are competing with. Mary Long: Amazon also is not FedEx's only competitor, there's also UPS, which I'll be talking with Aunt Shavon about later next week. There's DHL. Within this whole logistics landscape, what grade does FedEx get? Where does it stand and stack up against its competitors? Lou Whitman: I'd say a solid B+, and the comparison with UPS is a great one, and Aunt will have great thoughts on that. UPS has a much better dividend, which I'm sure Anthony would love to talk about. It's a powerful competitor. Over time, there's plenty of room to both win. I'd note UPS is much more unionized, which gives less flexibility, they would argue it gives more predictability on cost, but costs are high. FedEx can hold its own as an investment as a more nimble company, even though it's a mature industry, they've been around for decades, but they still over the years, have done a good job getting out ahead of trends. I think they still have that entrepreneurial mindset, and I grade them pretty well on that. Mary Long: Before we wrap up, an increasingly important part of this business is reverse logistics. Apart from mere direction, how is that so different from just old regular everyday forward logistics? Lou Whitman: Yes, very literally it's returns, which returns is reverse logistics is a fancy way of saying returns, it's a huge pain for retailers, and you're dealing with the customer. The customer, you don't want to make them angry in this process, you have to deal with restocking. You have to deal with just the uncontrolled from your warehouse, shipping something, putting the label on it, very controlled environment. There's a lot more chaos when the consumer brings it back and how it's packaged and all that. The estimates I've seen indicate it can be 3-4 more times more profitable for these reverse logistics specialists than just sending out the original shipment, so it's a business you want to be good at. We talked a second ago about FedEx being more entrepreneurial. FedEx bought a company called Genco Distribution, a huge player in reverse logistics all the way back in 2015. It was a great deal then and it has made them a huge player in the space, if you as a consumer notice, lot of shipments did you get from UPS? If you have to return it, the label, they email you will say FedEx, they are a huge player into space, it's one of these areas where the business is less commoditized and you can make margin, and it's certainly the thing that they're looking to expand versus, say, just getting the package there in four or five days. Mary Long: With that Genco acquisition, has that made FedEx the key player in reverse logistics, or are there others that are maybe beating them at this game? Lou Whitman: There's a lot of them, some people do it. A company I love to talk about GXO Logistics , they do a lot of reverse for customers but of these big shipping companies, I think FedEx I probably get some nasty phone calls about this, but FedEx is the one that you're going to see getting a lot of that business among these third party working with lots of people. Mary Long: Lou Whitman, always a pleasure. Thanks so much for joining us today on Motley Fool Money. Lou Whitman: Thanks for having me. Ricky Mulvey: As always, people on the program may have interests in the stocks they talk about the Motley Fool may have formal recommendations for or against, so don't buy or sell stocks based solely on what you hear. All personal finance content follows Motley Fool editorial standards and are not approved by advertisers, the Motley Fool only picks products that it would personally recommend to friends like you. I'm Ricky Mulvey. Thanks for listening, we'll be back tomorrow. Thanks.Article content If Game 1 of the second season of the PWHL is any indication, buckle up for even more physicality than the league provided in Year 1. Recommended Videos Toronto squeaked out a 3-1 win in a very physical season opener over Boston, but needed a power-play goal with just over a minute and a half remaining to push things in their favour. Hannah Miller was camped netside with Toronto on the power play and Hillary Knight in the penalty box after a dangerous boarding penalty left Renata Fast slow to get up. Miller was Janey on the Spot as a Daryl Watts rebound bounced directly to her and she made no mistake hitting the wide open net. Emma Maltais sealed it with an empty netter seconds later. Boston struck first in the game on the power play. With Maggie Connors off for a tripping minor, Boston’s big line of Knight, Alina Muller and Hannah Bilka converted very quickly with Knight taking a pass in the slot from Megan Keller and ripping one past Toronto goaltender Kristin Campbell on her low glove side. Toronto gave up just six power-play goals all of last season for an almost 92% success rate on the kill. Playing in Coca-Cola Coliseum, their new home which provides almost triple the number of seats they had at the Mattamy Athletic Centre last season, the Sceptres were cheered on by a near sellout crowd of 8,089. Boston’s physical play gave that crowd plenty of chances to get vocal. Four different Sceptres during the game – Noemi Neubauerova, Emma Maltais, Izzy Daniel and in the dying minutes Fast – all went down hard in the game and either stayed down or waited for a whistle before making their way to the bench. After the game, head coach Troy Ryan said he had checked on all his banged up players and none looked like they had sustained anything that would hold them back going forward. Fast, in fact, was back on the ice for the power play and wound up assisting on Miller’s game winner. Next up for Toronto is a road trip to Ottawa where they will take on the Charge on Tuesday night with a 7 p.m. puck drop. mganter@postmedia.comPresident-elect Trump wants to again rename North America’s tallest peakIowa QB Cade McNamara slams 'ridiculous' rumors
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Former President Jimmy Carter and his wife Rosalynn’s involvement with Habitat for Humanity was so deep and publicized that it created a myth: that he both founded and ran the nonprofit that builds affordable housing. “Neither of those things are true,” said Jonathan Reckford, chief executive officer of Habitat for Humanity International. But Carter’s years of volunteer presence with the organization in the U.S. and abroad, which was founded in Americus, just down the road from his hometown of Plains, was essential to Habitat’s success, Reckford said. The Carters first worked with Habitat in 1984, eight years after it was founded. At that point, Habitat had built fewer than 1,000 homes. Over the years, the Carter Work Project alone, a special program in Habitat that did construction drives in cities from Memphis, Tennessee to New York, has built, renovated or repaired more than 4,300 homes. The COVID-19 pandemic and the declining health of the Carters, both in their 90s, curtailed the yearly programs recently. Habitat has built more than 800,000 homes across the world. “Carter really put Habitat on the map,” Reckford said. “It was so unlikely to have a former U.S. president sleeping in a church basement and literally doing construction.” The couple also inspired large numbers of volunteers to join Habitat’s cause, starting with their first weeklong Carter Work Project in New York City’s Lower East Side, which attracted global media attention. Since 1984, they have worked alongside more than 100,000 volunteers at work sites in 14 countries. “The Carters have brought extraordinary international awareness to the great need for affordable housing and to Habitat for Humanity’s specific mission to be a part of the solution,” Reckford said. A skilled carpenter, Carter was always one to get his hands dirty. The former president was one of only two people to work on each of the first 35 annual Carter Work Projects, the other being his wife. “I’ve had the great privilege of being with them with heads of state around the world and also with some of the poorest people in the world, and I think the Carters are always the same in every setting,” Reckford said. “That’s an extraordinary mark of integrity.” In 2015, when Carter announced the growing threat and toll of cancer on his body, he didn’t allow the disease to stop him from working at Habitat builds. Carter received treatment for spots of melanoma found on his brain and planned to attend a build in Nepal that was eventually canceled because of a natural disaster and political unrest in the country. Instead, he worked at a Habitat build in Memphis in November 2015. He returned to Memphis a year and one day after his cancer announcement to host a Carter Work Project in August 2016. Reckford, who has been on several builds with the Carters, said Habitat volunteers were always eager to join the former president. “He worked hard, and he expected everyone else to work really hard. If he saw something he didn’t like, you would get that submarine commander blue-eyed gaze that you never want to get,” Reckford said lightheartedly. Carter’s involvement with Habitat also was an extension of his legacy as a peacemaker. During the 2006 Carter Work Project in Lonavala, India, Reckford said he saw cultural and religious differences dissipate. Two men from different faiths — one Muslim and one Hindu — and from different social castes were going to share one of the new duplexes. After participating in the weeklong build, one gentleman put his arm around his new neighbor and said despite their differences they were now brothers, Reckford said. “President Carter was such a great ambassador in breaking down barriers between people and building, both physical homes but building community in that process,” he said. Because of Carter’s involvement with Habitat, Reckford said millions of people worldwide are living in new or improved homes. “You have to admire the way he led his life, which was a life of service to others,” he said.
WASHINGTON — American Airlines briefly grounded flights nationwide Tuesday because of a technical problem just as the Christmas travel season kicked into overdrive and winter weather threatened more potential problems for those planning to fly or drive. Government regulators cleared American flights to get airborne about an hour after the Federal Aviation Administration ordered a national ground stop for the airline. The order, which prevented planes from taking off, was issued at the airline's request. The airline said in an email that the problem was caused by trouble with vendor technology that maintains its flight operating system. An American Airlines employee wearing looks toward quiet check-in counters Tuesday in the American terminal at Miami International Airport in Miami. Dennis Tajer, a spokesperson for the Allied Pilots Association, a union representing American Airlines pilots, said the airline told pilots at 7 a.m. Eastern that there was an outage affecting the system known as FOS. It handles different types of airline operations, including dispatch, flight planning, passenger boarding, as well as an airplane's weight and balance data, he said. Some components of FOS have gone down in the past, but a systemwide outage is rare, Tajer said. Flights were delayed across American's major hubs, with only 37% leaving on time, according to Cirium, an aviation analytics company. Out of the 3,901 domestic and international American Airlines flights scheduled for Tuesday, 19 were canceled. Cirium noted that the vast majority of flights departed within two hours of their scheduled departure time. A similar percentage — 36% — arrived at their destinations as scheduled. Meanwhile, the flight-tracking site FlightAware reported that 3,712 flights entering or leaving the U.S., or serving domestic destinations, were delayed Tuesday, with 55 flights canceled. It did not show any flights from American Airlines. Cirium said Dallas-Fort Worth, New York's Kennedy Airport and Charlotte, North Carolina, saw the greatest number of delays. Washington, Chicago and Miami experienced considerably fewer delays. Travelers wait in line for security checks Tuesday at the Los Angeles International Airport in Los Angeles. Amid the travel problems, significant rain and snow were expected in the Pacific Northwest at least into Christmas Day. Showers and thunderstorms developed in the South. Freezing rain was reported in the Mid-Atlantic region near Baltimore and Washington, and snow fell in New York. Because the holiday travel period lasts weeks, airports and airlines typically have smaller peak days than they do during the rush around Thanksgiving, but the grind of one hectic day followed by another takes a toll on flight crews. Any hiccups — a winter storm or a computer outage — can snowball into massive disruptions. That is how Southwest Airlines stranded 2 million travelers in December 2022, and Delta Air Lines suffered a smaller but significant meltdown after a worldwide technology outage in July caused by a faulty software update from cybersecurity company CrowdStrike. Many flights during the holidays are sold out, which makes cancellations even more disruptive than during slower periods. That is especially true for smaller budget airlines that have fewer flights and fewer options for rebooking passengers. Only the largest airlines, including American, Delta and United, have "interline agreements" that let them put stranded customers on another carrier's flights. An American Airlines employee wearing a Santa Claus hat walks through the American terminal Tuesday at Miami International Airport in Miami. This will be the first holiday season since a Transportation Department rule took effect that requires airlines to give customers an automatic cash refund for a canceled or significantly delayed flight. Most air travelers were already eligible for refunds, but they often had to request them. Passengers still can ask to get rebooked, which is often a better option than a refund during peak travel periods. Finding a last-minute flight on another airline tends to be expensive. An American spokesperson said Tuesday was not a peak travel day for the airline — with about 2,000 fewer flights than the busiest days — so the airline had somewhat of a buffer to manage the delays. The groundings happened as millions of travelers were expected to fly over the next 10 days. The Transportation Security Administration expects to screen 40 million passengers through Jan. 2. Airlines expect to have their busiest days on Thursday, Friday and Sunday. American Airlines employees check in travelers Tuesday in the American terminal at Miami International Airport in Miami. Many flights during the holidays are sold out, which makes cancellations more disruptive than during slower periods. Even with just a brief outage, the cancellations have a cascading effect that can take days to clear up. About 90% of Americans traveling far from home over the holidays will be in cars, according to AAA. "Airline travel is just really high right now, but most people do drive to their destinations, and that is true for every holiday," AAA spokesperson Aixa Diaz said. Gasoline prices are similar to last year. The nationwide average Thursday was $3.04 a gallon, down from $3.13 a year ago, according to AAA. Charging an electric vehicle averages just under 35 cents per per kilowatt hour, but varies by state. Transportation-data firm INRIX says travel times on the nation's highways could be up to 30% longer than normal over the holidays, with Sunday expected to see the heaviest traffic. "It's not the destination, it's the journey," said American essayist Ralph Waldo Emerson. Ralph clearly was not among the travellers on one of more than 350 cancelled or 1,400 delayed flights after a worldwide tech outage caused by an update to Crowdstrike's "Falcon Sensor" software in July of 2023. U.S. airlines carried nearly 863 million travellers in 2023, with Canadian carriers accounting for another 150 million, many of whom experienced lost luggage, flight delays, cancellations, or were bumped off their flights. It's unclear how many of them were compensated for these inconveniences. Suffice it to say, posting a crabby rant on social media might temporarily soothe anger, but it won't put wasted money back in pockets. shares what to know in order to be compensated for the three most common air travel headaches. Bags elected to go on a vacay without you? Check off the following: If you expect a large payout, think again. Tariffs (air carrier contracts) limit the compensation amounts for "loss of, damage to, or the delay in delivery of baggage or other personal property." In the case of Air Canada, the maximum payout is $1,500 per passenger in the currency of the country where the baggage was processed. To raise that limit, purchase a Declaration of Higher Value for each leg of the trip. The charge is $0.50 for each $100, in which case the payout limit is $2,500. For Delta Air Lines, passengers are entitled to up to $3,800 in baggage compensation, though how much you'll receive depends on your flight. Delta will pay up to $2,080 for delayed, lost, and damaged baggage for international travellers, almost half of what U.S. domestic passengers can claim. If your flight is marked delayed for more than 30 minutes, approach the gate agent and politely request food and hotel vouchers to be used within the airport or nearby. Different air carriers and jurisdictions have their own compensation policies when flights are delayed or cancelled. For example, under European Union rules, passengers may receive up to 600 Euros, even when travelling on a non-EU carrier. Similarly, the DOT states that travellers are entitled to a refund "if the airline cancelled a flight, regardless of the reason, and the consumer chooses not to travel." However, US rules regarding delays are complicated. Some air carriers, such as Air Canada, do not guarantee their flight schedules. They're also not liable for cancellations or changes due to "force majeure" such as weather conditions or labour disruptions. If the delay is overnight, only out-of-town passengers will be offered hotel accommodation. Nevertheless, many airlines do offer some compensation for the inconvenience. If your flight is marked delayed for more than 30 minutes, approach the gate agent and politely request food and hotel vouchers to be used within the airport or nearby. In terms of cash compensation, what you'll get can differ significantly based on things like departure location, time, carrier, and ticket class. The DOT offers a helpful designed to keep travellers informed about their compensation rights. The dashboard is particularly helpful because, as the DOT states on its website, "whether you are entitled to a refund depends on a lot of factors—such as the length of the delay, the length of the flight, and your particular circumstances." The Canadian Transportation Agency is proposing air passenger protection regulations that guarantee financial compensation to travellers experiencing flight delays and cancellations, with the level of compensation varying depending on the situation and how much control the air carrier had. The proposed regulations include the following: The airline is obligated to complete the passenger's itinerary. If the new ticket is for a lower class of service, the air carrier would have to refund the cost difference; if the booking is in a higher class of service, passengers cannot be charged extra. If the passenger declines the ticket, the airline must give a full refund, in addition to the prescribed compensation. For overnight delays, the air carrier needs to provide hotel accommodation and transportation free-of-charge. Again, if you are unsatisfied, the Canadian Transportation Agency or Department of Transportation may advocate on your behalf. Passengers get bumped because airlines overbook. When this happens, the air carrier must compensate you. For international flights in the US, the rate is 200% of your one-way fare to your final destination, with a $675 maximum. If the airline does not make travel arrangements for you, the payout is 400% of your one-way fare to a maximum of $1,350. To qualify, you must check-in by the stated deadline, which on international flights can be up to 3 hours ahead. Keep in mind that if you accept the cash, you are no longer entitled to any further compensation, nor are you guaranteed to be rebooked on a direct flight or similar type of seat. Don't be too quick to give up your boarding pass. Negotiate for the best compensation deal that would include cash, food and hotel vouchers, flight upgrade, lounge passes, as well as mileage points. But avoid being too greedy—if the gate attendant is requesting volunteers and you wait too long, you'll miss the offer. According to Air Canada's tariff, if a passenger is involuntarily bumped, they'll receive $200, in cash or bank draft, for up to a two-hour delay; $400 for a 2-6 hours delay; and $800 if the delay is over six hours. (Air Canada was forced to raise its payouts in 2013 due to passenger complaints.) The new rules would raise the payout significantly: $900 for up to six hours; $1,800 for 6-9; and $2,400 for more than nine hours, all to be paid within 48 hours. Statistically speaking, Delta Airlines is the carrier most likely to bump. A few years ago, Delta raised its payout maximum to $9,950, while United Airlines tops out at $10,000. Get local news delivered to your inbox!
A New York woman whose grandparents went missing 44 years ago said on Friday their disappearance haunted her for decades, but the recent discovery of what could be their car submerged in a Georgia pond has her family believing the mystery may soon be solved, according to NBC News . “I never went a day without worrying or thinking about if they had a terrible ending to their life,” Christine Heller Seaman, 60, of Manhattan, said about her grandmother Catherine Romer, who was married to Charles Romer. The couple was reported missing in April 1980. “For years and years, we didn’t hear anything. ... It’s something that you held with you every single day of your life ... if they were tortured or harmed,” Seaman told NBC News on Friday in a phone call. Charles Romer, a retired oil executive, and his wife, vanished along with their 1978 Lincoln Continental while traveling home from Miami Beach, Florida. At the time, law enforcement expressed concerns about potential foul play against the couple from Scarsdale, New York, partly because Catherine Romer was wearing approximately $81,000 worth of jewelry. They had checked into a Holiday Inn in Brunswick, Georgia, where hotel employees grew concerned that their bed had not been slept in and reported them missing. But decades later, answers appear to be emerging from a Georgia pond. One human bone was discovered in the submerged Lincoln Continental on Nov. 22, according to a Saturday statement from the Glynn County Police Department . “The vehicle is similar to the description of a vehicle that Charles and Catherine Romer were believed to be driving,” the police department said in the statement posted to Facebook. The car was found in a pond between the Royal Inn Hotel and Interstate 95 on New Jesup Highway in southeast Georgia, police said, adding that the agency is collaborating with the Georgia Bureau of Investigation. Seaman said a detective informed her family that along with a femur found in the Continental, personal belongings such as jewelry and a license plate bearing the couple’s initials were also discovered in the car. Lawton Dodd, a spokesperson for Glynn County police, said on Friday the human remains have not been identified as belonging to either of the Romers, and the vehicle has not been determined to belong to the couple. Dodd declined to elaborate. Although a positive identification or identifications are not expected for months, Seaman said the developments have led her family to believe the couple died in some kind of accident rather than falling victim to a vicious crime. Seaman, who spoke from Scotland, said she and her family enjoyed Thanksgiving and reminisced about their missing relatives. “The whole family just shared stories about them. It was a happy time because of this resolve we’re feeling,” Seaman said. “It sort of gave us permission to celebrate their lives and talk about the fun memories without the feeling of dread, sorrow and sadness.” Seaman said she was only 15 when her grandmother and her step-grandfather — Charles was Catherine’s second husband — vanished. She still remembers the look on her dad’s face after he spoke to a detective in Georgia who told them the couple was missing. “We saw his face and he said, ‘Something is very, very wrong.’” Seaman explained that her father was his mother’s only child and he had not heard from her, which was unusual. Seaman described her grandmother as the “life of the party” who was very close to Seaman and her eight sisters. Catherine Romer loved thoroughbred racing and enjoyed traveling with her granddaughters, introducing them to new foods and restaurants, Seaman said. “She was like the celebrity of our house. She was always visiting us. She was very much part of our upbringing,” she said. “She made everyone feel like her favorite child — her favorite granddaughter.” Seaman called Charles Romer a “lovely and generous man.” She expressed gratitude toward investigators and a diving team from Florida, the Sunshine State Sonar team, that found the submerged Continental. “We’re all in shock, but ... we have this gratitude for the people that hunted this whole mystery down,” Seaman said. “People who don’t know us and we’re not related to and are perfect strangers would go to extensive measures to find answers and ... help give a family peace of mind and resolve.” This article originally appeared on NBCNews.com . Read more on NBC News:
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