US President Joe Biden walks to Marine One on the South Lawn of the White House July 16, 2021, in Washington, DC.
Brendan Smialowski | AFP | Getty Images
Facebook on Saturday refuted remarks made by President Joe Biden that social media platforms are “killing people” by allowing coronavirus vaccine misinformation on their services and argued that vaccine acceptance among its users has actually risen in the U.S.
In a blog post, Guy Rosen, Facebook’s vice president of integrity, pointed to data suggesting that vaccine hesitancy among U.S. its users has declined by 50%, and 85% of users said they have been or would like to be vaccinated against Covid-19.
“These and other facts tell a very different story to the one promoted by the administration in recent days,” Rosen wrote.
Rosen also pointed to the Biden administration’s narrowly missed goal to vaccinate 70% of Americans by July 4, arguing that Facebook “is not the reason this goal was missed.”
The response from Facebook comes after the president, on the South Lawn of the White House on Friday, was asked what his message was to companies like Facebook with respect to Covid misinformation. In response to the question, Biden responded: “They’re killing people.”
“I mean they really, look, the only pandemic we have is among the unvaccinated, and that’s — they’re killing people,” the president said, echoing earlier comments from White House press secretary Jen Psaki.
Psaki, at a news briefing last week, said the Biden administration was flagging problematic posts for Facebook that spread misinformation, including false information that the Covid-19 vaccine causes infertility.
The press secretary urged Facebook and other social media companies to address misinformation, including publicly sharing data regarding the impact of misinformation on their services, promoting quality information sources in their feed algorithm, and taking faster action against harmful posts.
Deaths from Covid-19 are increasing again in the U.S. as the delta variant affects largely unvaccinated pockets of the country, according to the Centers for Disease Control and Prevention. The U.S. is reporting an average of 530,000 vaccinations each day over the past week.
At a time when COVID-19 cases are rising in America, the Biden administration has chosen to blame a handful of American social media companies. While social media plays an important role in society, it is clear that we need a whole of society approach to end this pandemic. And facts — not allegations — should help inform that effort. The fact is that vaccine acceptance among Facebook users in the US has increased. These and other facts tell a very different story to the one promoted by the administration in recent days.
Since April 2020, we’ve been collaborating with Carnegie Mellon University and University of Maryland on a global survey to gather insights about COVID-19 symptoms, testing, vaccination rates and more. This is the largest survey of its kind, with over 70 million total responses, and more than 170,000 responses daily across more than 200 countries and territories. For people in the US on Facebook, vaccine hesitancy has declined by 50%; and they are becoming more accepting of vaccines every day.
Since January, vaccine acceptance on the part of Facebook users in the US has increased by 10-15 percentage points (70% → 80-85%) and racial and ethnic disparities in acceptance have shrunk considerably (some of the populations that had the lowest acceptance in January had the highest increases since). The results of this survey are public and we’ve shared them — alongside other data requested by the administration — with the White House, the CDC and other key partners in the federal government.
The data shows that 85% of Facebook users in the US have been or want to be vaccinated against COVID-19. President Biden’s goal was for 70% of Americans to be vaccinated by July 4. Facebook is not the reason this goal was missed.
In fact, increased vaccine acceptance has been seen on and off Facebook, with many leaders throughout the US working to make that happen. We employed similar tactics in the UK and Canada, which have similar rates of Facebook usage to the US, and those countries have achieved more than 70% vaccination of eligible populations. This all suggests there’s more than Facebook to the outcome in the US.
Now vaccination efforts are rightly turning to increasing access and availability for harder-to-reach people. That’s why we recently expanded our pop-up vaccine clinics in low-income and underserved communities. To help promote reliable vaccine information to communities with lower access to vaccines, we are using the CDC’s Social Vulnerability Index. This is a publicly available dataset that crisis and health responders often use to identify communities most likely to need support, as higher vulnerability areas have had lower COVID-19 vaccination coverage.
We have been doing our part in other areas, too:
Since the pandemic began, more than 2 billion people have viewed authoritative information about COVID-19 and vaccines on Facebook. This includes more than 3.3 million Americans using our vaccine finder tool to find out where to get a COVID-19 vaccine and make an appointment to do so.
More than 50% of people in the US on Facebook have already seen someone use the COVID-19 vaccine profile frames, which we developed in collaboration with the US Department of Health and Human Services and the CDC. From what we have seen, when people see a friend share they have been vaccinated, it increases their perceptions that vaccines are safe.
We’re continuing to encourage everyone to use these tools to show their friends they’ve been vaccinated. For those who are hesitant, hearing from a friend who’s been vaccinated is undoubtedly more impactful than hearing from a large corporation or the federal government.
And when we see misinformation about COVID-19 vaccines, we take action against it.
Since the beginning of the pandemic we have removed over 18 million instances of COVID-19 misinformation.
We have also labeled and reduced the visibility of more than 167 million pieces of COVID-19 content debunked by our network of fact-checking partners so fewer people see it and — when they do — they have the full context.
In fact, we’ve already taken action on all eight of the Surgeon General’s recommendations on what tech companies can do to help. And we are continuing to work with health experts to update the list of false claims we remove from our platform. We publish these rules for everyone to read and scrutinize, and we update them regularly as we see new trends emerge.
The Biden Administration is calling for a whole of society approach to this challenge. We agree. As a company, we have devoted unprecedented resources to the fight against the pandemic, pointing people to reliable information and helping them find and schedule vaccinations. And we will continue to do so.
—CNBC’s Salvador Rodriguez contributed to this report.
Stellantis-backed Leapmotor delivered a record 45,067 vehicles in May, reflecting year-on-year growth of 148%.
Cfoto | Future Publishing | Getty Images
Chinese electric carmakers Leapmotor and Aito reported record high deliveries in May, while other startups struggle to catch up as the price war intensifies.
And on Sunday, Seres-backed Aito announced on social media that it had delivered 44,454 vehicles, setting a new record. The automaker, which uses Huawei tech, on May 30 officially launched the Maextro S800, an ultra-luxury sedan, with a starting price of 708,000 yuan.
Industry giant BYD maintained its stronghold in the industry, with 376,930 cars sold in May. Total car sales in May rose by 14.1% increase year on year, based on CNBC’s calculations of publicly available figures.
The automaker on May 23 slashed prices on 22 models, bringing the price of its Seagull hatchback down 20% to 55,800 yuan, causing Chinese automakers’ shares to slide.
The EV juggernaut has recently been scrutinized over claims that it had pressured Jinan Qiansheng, one of BYD’s dealers in the eastern province of Shandong, over cash flow. BYD refuted claims in a statement to Chinese media.
Xpeng May deliveries dipped to 33,525 vehicles from 35,045 vehicles the previous month. But the company reported a year-on-year growth of 230% and maintained its streak of delivering over 30,000 vehicles for the seventh consecutive month.
Nio‘s May deliveries fell from the previous month, with a total of 23,231 vehicles delivered, reflecting 13.1% year-on-year growth. Onvo, Nio’s family-oriented smart electric vehicle brand, made up 6,281 of total deliveries. That makes May Onvo’s best-performing month so far this year.
Global expansion
Chinese automakers are looking to diversify as competition intensifies. But tariffs imposed by the European Union and the U.S. on Chinese electric vehicles may impede efforts to expand into the West.
Instead, companies may be looking to emerging markets such as those in Africa, Hong Kong-based South China Morning Post reported last week.
Tony Xu, co-founder and CEO of DoorDash Inc., smiles during the Wall Street Journal Tech Live conference in Laguna Beach, California, on Oct. 22, 2019.
Martina Albertazzi | Bloomberg | Getty Images
During the depths of the Covid pandemic, with restaurants around the country facing an existential crisis, DoorDash CEO Tony Xu had an unconventional proposal. He wanted to cut commissions.
Chief Business Officer Keith Yandell worried that such a move would result in a massive hit to profits ahead of the company’s planned IPO. But Xu made a persuasive case.
“If restaurants don’t thrive, we cannot,” Yandell told CNBC in a recent interview, recalling Xu’s perspective at the time. “We need to take a leadership position.”
The company ended up sacrificing over $100 million in fees, Xu later said.
Since starting DoorDash on the campus of Stanford University in 2013, the now 40-year-old CEO has navigated the notoriously cutthroat and low-margin business of food delivery, building a company that Wall Street today values at close to $90 billion. The stock has emerged as a tech darling this year, jumping 23%, while the Nasdaq is still down for the year largely on tariff concerns.
More than four years after its IPO, net profits remain slim. But that’s not getting in the way of Xu’s mission to become an industry consolidator, using a combination of cash and new debt to fuel an acquisition spree at a time when big tech deals remain scarce. Earlier this month, DoorDash scooped up British food delivery startup Deliveroo for about $3.9 billion and restaurant technology company SevenRooms for $1.2 billion.
“What we’ve delivered for a customer yesterday probably isn’t good enough for what we will deliver for them today,” Xu told CNBC’s “Squawk Box” after the deals were announced.
This week DoorDash announced the pricing of $2.5 billion in convertible debt, and said the proceeds could be used in part for acquisitions.
Doordash food delivery service in New York City on Feb. 13, 2025.
Danielle DeVries | CNBC
The San Francisco-based company has a history with scooping up competitors to grow market share. In 2019, it bought food delivery competitor Caviar for $410 million from Square, now known as Block. About two years later, DoorDash said it was paying $8.1 billion for international delivery platform Wolt. The deal was its last big transaction until this month.
When DoorDash entered the food delivery market, it had to face off against the likes of GrubHub and Seamless, which later joined forces. That combined entity was bought late last year by restaurant owner Wonder Group. In 2014, Uber launched Uber Eats, which is now DoorDash’s biggest competitor in the U.S.
“It’s a very competitive market, and I think merchants do have choice,” Xu said in the CNBC interview. “What we’re focused on is always trying to innovate and bring new products to match increasing standards and expectations from customers.”
DoorDash didn’t make Xu available for an interview for this story, but provided a statement about the company’s acquisition strategy.
“We’re very picky, very patient, and conscious that, for most companies, deals don’t work out in hindsight,” the company said. “When we see an opportunity that brings value to customers, expands our potential to empower local economies around the world, and has a path to strong long-term returns on capital, we tend to push our chips in.”
Taking on the suburbs
DoorDash differentiated itself early on by cornering suburban markets that had fewer delivery options, while other players attacked city centers. When Covid shut down restaurant dining in early 2020, DoorDash capitalized on the booming demand for deliveries. Revenue more than tripled that year, and grew 69% in 2021.
Colleagues and early investors credit a customer-first focus for much of Xu’s success. Gokul Rajaram, who joined DoorDash through its Caviar acquisition, described Xu as “the best operational leader in the U.S.” after Amazon founder Jeff Bezos.
Restaurants haven’t universally viewed DoorDash as an ally. Commissions can reach as high as 30%, which is a hefty cut to fork over. Many restaurants have reluctantly paid the high fees because of DoorDash’s dominant market share, which reached an estimated 67%. In 2021, the company introduced three tiers of pricing, with a basic option at 15% for more price-sensitive businesses.
DoorDash needs the high fees in order to stay in the black. The company’s contribution profit as a percentage of total marketplace volume hovers below 5%.
Colleagues who have known Xu for decades say the food delivery entrepreneur hasn’t changed much since the early days of the company.
Yandell said Xu once took advice from his young daughter, who complained about a routing issue while accompanying him on food delivery orders. All employees, including Xu, are required to complete orders and handle support calls every year as part of the company’s WeDash program.
In a part of the country known for the pomp of its wealthy founders, Xu has a very different reputation.
Early workers recall memories of Xu pulling up in a dilapidated green 2001 Honda Accord to team events, or participating in company knockout basketball games referred to as “knockys,” next to the animal hospital in Palo Alto, which DoorDash briefly called its headquarters. Xu also personally approved every offer for the company’s first 4,000 employees.
Xu spends many mornings answering customer service complaints. He often drops his kids off at school and, after tucking them in at night, hops on calls with international regions, colleagues say. Xu is an avid Gold State Warriors basketball fan but has a soft spot for the Chicago Bulls, having spent many years in Illinois. Once or twice a week, Xu squeezes in a morning run, and will often do so while traveling to explore different neighborhoods and stores.
Xu was born in China and moved with his family to Champaign, Illinois, in 1989. Growing up, he played basketball and mowed lawns to save up for a Nintendo. He told Stanford’s View From the Top podcast in 2021 that the experience, and watching his parents hustle, taught him how to “earn your way into better things.”
His “characteristics became the company’s values,” said Alfred Lin, an early DoorDash investor and partner at venture firm Sequoia.
Xu often attributes his entrepreneurial spirit to his parents. His mother worked as a doctor in China, and juggled three jobs in the U.S. for over a decade, saving up enough to eventually open a medical clinic. His father worked as a waiter while pursuing a Ph.D. Xu said on the podcast that watching his mom gave him a deep understanding of what it takes to run a small business, which came in handy in DoorDash’s early years as he was trying to convert restaurants into customers.
‘Ten times harder’
Employees say Xu has a reputation for detecting hidden talents among his colleagues. Jessica Lachs, the company’s chief analytics officer, was working as a general manager assisting with DoorDash’s Los Angeles launch when Xu guided her toward her passion for data.
“He believes in leaning into the things you’re really good at, rather than trying to be mediocre at a lot of things,” she said.
After Toby Espinosa, DoorDash’s ads vice president, lost a deal with a major fast food company during his early years at the startup, Xu told him to work “10 times harder” and become an expert in his field. A few years later, the company secured the partnership, Espinosa said.
Grit and struggle defined the early years of DoorDash. The founding team of four managed deliveries around Stanford and Palo Alto though a Google Voice number directed to their cellphones.
DoorDash emerged out of a Stanford business school course known as Startup Garage, taught by Professor Stefanos Zenios. The class requires students to present a business idea, test it, and then pitch it to investors.
Zenios said Xu stood out with his data-driven approach and natural leadership qualities. The team tested two different ideas, including a platform that helped small businesses better track the effectiveness of their marketing, he recalls. Zenios called the idea to target suburban areas a “brilliant insight.”
Xu and his team entered Y Combinator in the summer of 2013. The three-month startup accelerator program is known for spawning companies like Airbnb, Stripe and Reddit. Every session culminates with a demo day in front of some of Silicon Valley’s biggest investors.
The DoorDash idea excited Paul Buchheit, creator of Gmail and a partner at Y Combinator. But like many other potential investors, Buchheit was skeptical about the economic model.
“You had a talented team of founders working on what I thought was an idea that had potential,” he said. “That’s basically the formula for a good startup.”
On pitch day, the company failed to lure any venture firms, but Buchheit later participated as a seed investor.
Shortly after demo day, DoorDash encountered Saar Gur of Charles River Ventures. Gur had been looking for a food delivery platform to back and was conducting due diligence on another company when a friend led him to DoorDash.
By the end of their first meeting, they were “finishing each other’s sentences,” Gur said.
Sequoia’s Lin initially passed on DoorDash after the Y Combinator pitch, but kept in touch with the team. Lin said he wanted to see data that showed the platform could penetrate beyond Stanford and Palo Alto, and retain customers. He ended up leading two institutional rounds, attaining a 20% stake for Sequoia at the time of the IPO.
“Tony always believed that his company would succeed, or they’ll find a way to succeed,” Lin said.
A food delivery messenger is seen in Manhattan.
Luiz C. Ribeiro | New York Daily News | Tribune News Service | Getty Images
Shortly after its Y Combinator stint, DoorDash hit an early roadblock. Following a Stanford football game, a rush of orders bombarded its delivery system causing massive delays, Xu told Y Combinator’s CEO Garry Tan in an interview this year.
The founders refunded the orders and spent the night baking cookies, then driving them to customers early the next morning.
Oren’s Hummus co-owner Mistie Boulton said DoorDash still takes that approach. The team comes to meet with her every quarter and she serves as a beta tester for new products.
The restaurant, which started in Palo Alto and has since expanded to a half-dozen locations across the Bay Area, was one of DoorDash’s first clients, latching onto the opportunity to reach more customers beyond its small establishment that frequently had lines snaking out the door.
“We just fell in love with the idea,” Boulton said. “The number one thing that encouraged and enticed me to want to work with them was Xu’s passion. He really is one of those people that you can count on.”
The acquisition of Deliveroo, based in London, marks a renewed effort by DoorDash to expand its presence overseas, following the purchase of Finland’s Wolt three years ago.
The cash deal for SevenRooms, a New York City-based data platform for restaurants and hotels to manage booking information, takes DoorDash into an entirely new category. Xu told CNBC that DoorDash is a “multi-product company now that’s operating on a global scale.”
Following the acquisition announcements, which coincided with a disappointing earnings report in March, analysts at Piper Sandler reiterated their hold recommendation on the stock.
One reason for concern, they said, was that “integrating multiple acquisitions at once may create some noise near-term.”
Elon Musk is interviewed on CNBC from the Tesla headquarters in Texas.
CNBC
Shares of the Elon Musk-led automaker Tesla have rallied in May despite recent poor car sales numbers for the company in China and Europe, as the billionaire CEO promised to focus more on his businesses than politics.
Tesla shares are on track for an increase of more than 20% for the month.
The stock is still down about 12% for the year. Apple is down about 21% year-to-date, the worst of all the megacaps.
“This will be his last day, but not really, because he will, always, be with us, helping all the way,” Trump wrote on Truth Social. “Elon is terrific!”
Musk said on the most recent Tesla earnings call that his time spent running DOGE would drop significantly by the end of May, but that he plans to spend a “day or two per week” on government work until the end of Trump’s term.
Musk also planned to keep his office at the White House.
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Tesla year to date stock chart
The New York Times reported Friday that while Musk was campaigning for Trump last year, he had been taking drugs “well beyond occasional use” and was “facing an increasingly turbulent family life.”
The Times noted it was unclear if that habit carried over to his time in the White House, when he was also juggling Tesla and the other companies in his business empire — including SpaceX and X owner xAI, his artificial intelligence company.
Tesla’s European sales dropped by half, year-over-year for April.
Tesla sales in China, another massive market for battery electric vehicles, were down by about 25% year over year in the first eight weeks of the current quarter.
The carmaker has faced protests in reaction to Musk’s ties with Trump, and his endorsement of Germany’s far-right extremist party AfD.
Pension fund leaders recently called out Tesla’s board in a letter, demanding that they rein in Musk, and require him to work a minimum of 40 hours a week on Tesla to fix what they called the current “crisis.”
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Musk and Tesla have tried to re-focus on the company’s prospects in autonomous vehicle tech, humanoid robotics and artificial intelligence.
Bloomberg reported this week that Tesla plans to launch its long-delayed and much anticipated autonomous vehicle ride-hailing service in Austin, Texas, on June 12th.
Tesla has not confirmed that start date, but has been promising to launch a robotaxi ride-hailing service in Austin before the end of June.
Musk told CNBC’s David Faber in a recent interview that Tesla would start with a small fleet of Model Y Tesla vehicles equipped with the company’s newest, Unsupervised Full Self Driving hardware and software.
Musk has been promising investors a robotaxi vehicle for years, and the company has ceded ground to Waymo in the U.S. The Alphabet-owned robotaxi venture recently surpassed 10 million paid, driverless ridehailing trips.
Shares of Tesla have also benefitted from the company’s stronger position, relative to other U.S. automakers when it comes to weathering tariffs.
Tesla operates two massive vehicle assembly plants domestically, one in Fremont, California and another in Austin, Texas, and has more North American-made parts in its cars than most of its competitors.