Analysis Of Sprint And Nextel MergerEssay Preview: Analysis Of Sprint And Nextel MergerReport this essayANALYSIS OF SPRINT ANDNEXTEL MERGER IN AUGUST 2005TABLE OF CONTENTSEXECUTIVE SUMMARYINTRODUCTIONANALYSIS OF MERGERBEFORE THE MERGERAFTER THE MERGERCUSTOMER SERVICE SURVEYCONCLUSIONSRECOMMENDATIONSAPPENDIXLIST OF FIGURESFIGURE 1. 2005 TIMELINE OF SPRINT/NEXTEL LEGAL ISSUESFIGURE 2. MARKET SHAREFIGURE 3. CURRENT SPRINT/NEXTEL CUSTOMERSFIGURE 4. REASON(S) FOR LEAVING SPRINT/NEXTEL AFTER MERGERFIGURE 5. SATISFACTION OF CURRENT SPRINT/NEXTEL CUSTOMERSFIGURE 6. CHANGE IN CUSTOMER SATISFACTION POST-MERGEREXECUTIVE SUMMARYPurposes of the ReportThe purposes of this report are to (1) address the problems Sprint and Nextel incurred before the merger, (2) discuss the merger itself, (3) determine problems that arose as a result of the merger, (4) determine if the merger fixed previous problems by collecting primary data from consumers through a survey, and (5) recommend ways to alleviate the problems.
Marketing professionals may want to read a few of the best selling and best-selling publications to understand what they perceive to be good news and bad news alike.
Review of the Top 15 Market Share Brands in 2012 by Mark Meurin
CITIZENS AND SALE OF PRODUCTS
Marketing professionals may want to read a few of the best selling and best-selling publications to understand what they perceive to be good news and bad news alike.
The latest in high-performance analysis for online shopping, the Web Shopping Index, is now a leading global market source of high-value, fast-growing products.
Marketing professionals may want to read a few of the best selling and best-selling publications to understand what they perceive to be good news and bad news alike.
Marketing professionals may want to read a few of the best selling and best-selling publications to understand what they perceive to be good news and bad news alike.
Reviews of the Best Selling Online Shopping Brands by Brian Shostack
CITIZENS AND SALE OF PRODUCTS
The latest in highly-viewed online shopping topics has found its way into the 2012 Web Shopping Index.
The Web Shopping Index is based on more than 400,000 shopping surveys, over 250,000 retail reviews of nearly 1 billion products, many of which were published by retail marketers.
These surveys focus on retailers that have received promotion that helps to build relationships with online shoppers and increase their sales. The top 10 online shopping platforms for 2013 are in the United States, Canada, France, Germany, Italy, Japan, Japan, Belgium, France, United Kingdom, Sweden, Canada, United States, UK and Germany.
The best-selling online shopping products are listed in multiple categories, each with its own unique set of features used to enhance customer experience.
Most well-known and popular online shopping products include: e-liquids, online gift cards, e-cams, online coupons, e-sports and more!
Research by E-Business Analyst Mary Ann Beadle
The E-Business Analyst Mary Ann Beadle provides management, analysis and marketing services to major retail corporations including: United Foods Inc., McDonald’s Co., Macy’s Inc., Coca-Cola Co., PepsiCo Co., Target Corp., General Electric Co., Dillard’s Co., Vans, American Homes & Gardens, Home Depot Co., Marchetti, and more. Her current position focuses on strategic partnerships, product development and sales of high-margin products, helping brands stay on top of their own strategies, business plan and sales dynamics. The E-Business Analyst’s extensive analysis of the current online and retail stores and online shopping platforms on display at each of these sites is used to evaluate the value of online brands in the market.
The e-Business Analyst’s latest analysis finds that $23.4 billion (about 29.4%) of online sales come from over 20 largest U.S. retailers, which account for almost 25% of all online orders generated by shoppers, with over 30% of all online sales of a product at Wal-Mart or Kohl’s. The retail retail industry
The Sprint Nextel MergerIn August 2005, two major telecommunication providers, Sprint and Nextel, merged into the third leading wireless carrier known as Sprint Nextel Corporation. Executives believed the merger would bring greater success to Sprint Nextel, than remaining as separate entities.
Both Sprint and Nextel experienced problems before the merger. Sprint was accused of billing problems, unauthorized charges, poor customer service, and weak signal strength. Nextel faced similar problems. They too were accused of poor customer service, billing discrepancies, cancellation difficulties, and unethical sales practices.
As expected, both problems and benefits arose from the merger. Profit and market share increased. New customers were added, which gave Sprint Nextel Corporation a more competitive position in the wireless industry. However, new problems added to the existing problems of the two companies. Affiliate companies operating under Sprint and Nextel are suing on the grounds that the merger breached their contract. In order to solve this problem, Sprint is buying all of their affiliates. Also, Sprint and Nextel are operating under different technologies and are currently working to integrate the two.
SurveyWe created a survey that asked previous and current Sprint customers if they were/are satisfied with different aspects of the services they received or are currently receiving. This enabled us to pinpoint Sprint’s weaknesses and determine if the merger added to Sprint’s problems or alleviated previous problems. Our survey confirmed that many customers left Sprint after the merger because they were dissatisfied with some aspects of the company. However, many of them remained customers because of the increase in service areas and signal strength.
RecommendationsImprove Customer ServiceTrack phone calls with e-mailsEmploy more customer service representatives, especially at peak timesExtend coverage areaStrengthen wireless signalsDesign an itemized bill with a complete explanation of feesIntegrate Sprint and Nextel’s separate technologiesImprove product quality to compete with other providersANALYSIS OF SPRINT ANDNEXTEL MERGER IN AUGUST 2005INTRODUCTIONCompanies around the world are beginning to discover new ways to decrease competition and gain market share through mergers. In the first quarter of 2006, merger volume in the United States was $331 billion, a 19 percent increase from the first quarter of 2005 (Dolbeck, 2006). This trend has escalated rapidly in the past few years and continues to revolutionize businesses today.
In December 2004, two major telecommunication providers, Sprint and Nextel, merged into the third leading wireless carrier known as Sprint Nextel Corporation, behind Cingular Wireless and Verizon Wireless (Sprint-Nextel Deal?, 2004). Sprint’s President and CEO, Gary Forsee, was named CEO of the newly created company. The CEO of Nextel, Tim Donahue, serves as the Executive Chairman. Stockholders have been notified that each outstanding stock for Nextel has been added to the Sprint Nextel Corporation’s common stock, equaling 1.3 shares for every one outstanding Nextel share (Sprint, Nextel In $36B Merger, 2004).
In a $35 billion deal, Sprint Nextel prides itself on being able to provide innovative services and technology to a wide range of consumers, business associates, and government officials. Although Mr. Forsee has said, “This merger positions Sprint Nextel for greater success than either company could have achieved alone,” there are many obstacles that Sprint Nextel must overcome in order to become the leading cell phone network provider. First, one must examine the problems with Sprint and Nextel before the merger.
ANALYSIS OF MERGERBefore the MergerBefore Sprint acquired Nextel, Sprint was ranked as the nation’s third largest wireless company as well as the third leading carrier in long-distance service (Sprint-Nextel Deal?, 2004). However, there have been many complaints against the company. For example, the company has been accused of billing problems, unauthorized charges, and rude, unhelpful customer service.