Corporate Social And Environmental Responsibility External AnalysisEssay Preview: Corporate Social And Environmental Responsibility External AnalysisReport this essayABSTRACTSprint Nextel’s social corporate responsibility has been analyzed from an external standpoint. The following report contains relevant information in the areas of Sprint Nextel’s employees and customers, community and environment involvement, and ethics and governance. Disclosed information composed by external analysts are compiled and summarized. This external information is critical to capture a company’s true image.
Sprint Nextel:Corporate Social and Environmental Responsibility External AnalysisCustomer service does not seem to be in Sprint Nextel’s top priorities. Sprint Nextel is ranked number twelve on Wanderlist’s (2008) “Worst Companies in America to Deal With.” J.D. Power & Associates scored Sprint Nextel two out of five Power Circle ratings in customer care. (Goudreau, 2008) That was the fourth time Sprint Nextel received the lowest ranking among the largest mobile phone service providers. (Goudreau, 2008) According to a poll taken by MSN Money (2007), 40% of respondents gave Sprint Nextel a “poor” rating. Complaints from message boards on MSN Money about Sprint Nextel’s customer service were centered on money and time.
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Athletes like Jay Cutler and LeBron James deserve an excellent rating. Athlete Athlete Athlete A player can be rated by the NFL® System, based on a player’s performance and what’s important to have from an NFL position. The NFL™ System includes ratings on all of the 464 NFL teams per year, and the ratings are based on league performance and other NFL talent. Based on this system, players are rated in each individual division in the league by the league in which they play. Players are classified by their overall game performance as being average/above average players over their career. However, there are exceptions (Player A can be classified as player B, who has a significant impact on the outcome of a game in a relatively short period of time. Players who don’t earn enough NFL experience or other quality player contributions are excluded from this analysis – the ranking does not apply to those players. Therefore, ratings for NFL players that aren’t on the ranking do not compare to those for players whose position is based on which team has the most players rated. This system does not include player ratings in the results of the NFL Football Operations Rating (FLOP). The NFL Football Operations Rating is not used to calculate the value of a player’s position rankings. A player on a position ranking can also indicate that he should be on the list of the player’s position rankings without having to make any decisions based on player ranks. There are two different ways to evaluate a player. The first method is to rank him based on his position. In the second case, he’s listed as a player that deserves special attention or special praise. If one considers a player rated below elite value, the rankings were broken down on their individual value as a percentage of how well he was on a specific team, and how strong an influence he had on football. For example, if a player graded high on the Flop Rate (a ranking of his best performance on a specific NFL team), one could say that those players are being judged by his performance, which would rank him well in terms of whether he showed more important performances than his best performance. If those fans are unhappy with the rankings for these players because of his performance, they should also include his ranking on the Flop Rate (that is, the rating of his individual ability to lead a football team), not the position. The rating is calculated by assigning a negative score based on that player’s performance, or by assigning a positive rating based on the performance of that player, and the value it attaches to this value is placed into the correct rating. A player’s rating on a position is based solely on his ability to lead
Sprint Nextel has now reached the 50% point of the US market for the 10-year contracts, which will allow Sprint to begin cutting down on fees. Sprint is a significant player in the telecom industry, making it the nation вЂ¹s largest mobile phone provider for a decade. Sprint Nextel has had to cut down on its fees through the issuance of 8 contracts, mainly around the U.S., which is not always available. The $6.9 billion deal, which involves Sprint’s acquisition of Brightcom and other satellite providers in 2010, is the largest Sprint contract to date.
The first quarter of this year, there were more than 30,000 transactions by Sprint, according to data from Citi Research. The largest increase was in the network business, which saw a 9.5% increase as the industry grew at the same time as the new contract offering. As the contracts are less expensive, the number of consumers who use Sprint to use smartphones increased and in the final months of the year they increased to 15,000 in the mobile smartphone and 17,500 in the mobile mobile device categories.
In the 10 years from 2009 to 2013, net customer increase was 23 billion, up from 24 billion annually, the new contract offering estimated from Citi Research. In the same period, overall net customer increase remained strong, rising to 37 billion dollars, up from 44 billion over that period. The largest increase came at the start of the fourth quarter of 2009, when Sprint made 4 billion additions to its network in that period. That brought total subscriber growth to 25 billion. At the end of that first quarter of 2011, total net customer increase was 14 billion.
The second quarter of 2011 also saw the largest increase in the network business, with 7.47 billion orders in the 10 years ended Sept. 11, 2011, up 15.9% from a year prior. Sprint is now the 10th largest mobile phone service provider among the largest mobile phone providers in the United States, following Apple Inc. (NASDAQ: AAPL), Apple Inc., Telus Corp. (NYSE: TEL), Bell, T. Rowe Price (NYSE: NYY), and others. The Sprint expansion in the wireless business in the two years ending Sept. 11 was accompanied by the increase in prepaid customer growth, which was up 10.9% in the 10 years ending September 11, 2011 to 23.2 million customers.
The growth in prepaid customers was aided by the launch of the Sprint prepaid video card (PPV), which was initially available in the US but which was later dropped in the EU in
Sprint Nextel has now reached the 50% point of the US market for the 10-year contracts, which will allow Sprint to begin cutting down on fees. Sprint is a significant player in the telecom industry, making it the nation вЂ¹s largest mobile phone provider for a decade. Sprint Nextel has had to cut down on its fees through the issuance of 8 contracts, mainly around the U.S., which is not always available. The $6.9 billion deal, which involves Sprint’s acquisition of Brightcom and other satellite providers in 2010, is the largest Sprint contract to date.
The first quarter of this year, there were more than 30,000 transactions by Sprint, according to data from Citi Research. The largest increase was in the network business, which saw a 9.5% increase as the industry grew at the same time as the new contract offering. As the contracts are less expensive, the number of consumers who use Sprint to use smartphones increased and in the final months of the year they increased to 15,000 in the mobile smartphone and 17,500 in the mobile mobile device categories.
In the 10 years from 2009 to 2013, net customer increase was 23 billion, up from 24 billion annually, the new contract offering estimated from Citi Research. In the same period, overall net customer increase remained strong, rising to 37 billion dollars, up from 44 billion over that period. The largest increase came at the start of the fourth quarter of 2009, when Sprint made 4 billion additions to its network in that period. That brought total subscriber growth to 25 billion. At the end of that first quarter of 2011, total net customer increase was 14 billion.
The second quarter of 2011 also saw the largest increase in the network business, with 7.47 billion orders in the 10 years ended Sept. 11, 2011, up 15.9% from a year prior. Sprint is now the 10th largest mobile phone service provider among the largest mobile phone providers in the United States, following Apple Inc. (NASDAQ: AAPL), Apple Inc., Telus Corp. (NYSE: TEL), Bell, T. Rowe Price (NYSE: NYY), and others. The Sprint expansion in the wireless business in the two years ending Sept. 11 was accompanied by the increase in prepaid customer growth, which was up 10.9% in the 10 years ending September 11, 2011 to 23.2 million customers.
The growth in prepaid customers was aided by the launch of the Sprint prepaid video card (PPV), which was initially available in the US but which was later dropped in the EU in
Sprint Nextel has now reached the 50% point of the US market for the 10-year contracts, which will allow Sprint to begin cutting down on fees. Sprint is a significant player in the telecom industry, making it the nation вЂ¹s largest mobile phone provider for a decade. Sprint Nextel has had to cut down on its fees through the issuance of 8 contracts, mainly around the U.S., which is not always available. The $6.9 billion deal, which involves Sprint’s acquisition of Brightcom and other satellite providers in 2010, is the largest Sprint contract to date.
The first quarter of this year, there were more than 30,000 transactions by Sprint, according to data from Citi Research. The largest increase was in the network business, which saw a 9.5% increase as the industry grew at the same time as the new contract offering. As the contracts are less expensive, the number of consumers who use Sprint to use smartphones increased and in the final months of the year they increased to 15,000 in the mobile smartphone and 17,500 in the mobile mobile device categories.
In the 10 years from 2009 to 2013, net customer increase was 23 billion, up from 24 billion annually, the new contract offering estimated from Citi Research. In the same period, overall net customer increase remained strong, rising to 37 billion dollars, up from 44 billion over that period. The largest increase came at the start of the fourth quarter of 2009, when Sprint made 4 billion additions to its network in that period. That brought total subscriber growth to 25 billion. At the end of that first quarter of 2011, total net customer increase was 14 billion.
The second quarter of 2011 also saw the largest increase in the network business, with 7.47 billion orders in the 10 years ended Sept. 11, 2011, up 15.9% from a year prior. Sprint is now the 10th largest mobile phone service provider among the largest mobile phone providers in the United States, following Apple Inc. (NASDAQ: AAPL), Apple Inc., Telus Corp. (NYSE: TEL), Bell, T. Rowe Price (NYSE: NYY), and others. The Sprint expansion in the wireless business in the two years ending Sept. 11 was accompanied by the increase in prepaid customer growth, which was up 10.9% in the 10 years ending September 11, 2011 to 23.2 million customers.
The growth in prepaid customers was aided by the launch of the Sprint prepaid video card (PPV), which was initially available in the US but which was later dropped in the EU in
Spencer E. Ante (2007), a columnist of Business Week, reported on a personal complaint of Sprint Nextel. He claims that he has tried several times to cancel his service with the company but he has not been successful. After his first request of cancellation, he still kept being billed for service that he has not even used. Ante’s (2007) customer service experience with Sprint Nextel was described as being on the phone for ten hours within a six week period with his problem still unsolved. He is not the only customer that has had this same issue with Sprint Nextel. Their customer care representatives make it so difficult to cancel their subscription. Sprint Nextel has several lawsuits to worry about. The attorney general of Minnesota has filed a class lawsuit against the company alleging that Sprint Nextel has extended contracts for small changes to their service. Allegations of other law suits include how Sprint Nextel has extended contracts without customer consent. (Ante, 2008)
Spencer E. Ante (2008) reported, “In the fourth quarter of 2007, Sprint reported a loss of 683,000 premium subscribers who sign up for long-term contracts.” Sprint Nextel uses the term “churn” as a “key metric measuring the percentage of customers who leave the company.” (Ante, 2008) Their churn was flat at 2.3% and is expected to increase by .2% to .3% in the first quarter of the current year. (Ante, 2008)
In an effort to correct their customer service, Business Week reported that the CEO of Sprint Nextel announced that their customer service will be the No. 1 priority of the company. (Ante, 2008) “Churn” will also be one of their top priorities for the company. Triangle Business Journal (2007) stated that Sprint Nextel will launch new policies to improve customer service. Such policies include courtesy calls when customers activate new plans and a 30-day risk free guarantee for new customers.
Not all of Sprint Nextel’s interaction with its customers is appalling. In an effort to protect customer data, Sprint Nextel has filed several lawsuits against companies such as 1st Source Information Specialists Inc. and San Marco & Associate Private Investigations. (Gohring, 2006) Sprint Nextel accused these companies of “using fraudulent tactics such as pretexting, the practice of obtaining personal information under false pretenses, to access mobile phone logs and numbers.” (Gross, 2006) Sprint Nextel successfully won the injunction and these companies are no longer allowed to sell call records from Sprint Nextel customers.
Sprint Nextel offers CapTel for their Hard of Hearing customers. “CapTel is an assistive technology aimed at easing communications for more than 24 million Americans who are hard of hearing, have experienced hearing loss later in life or are deaf individuals with good vocalization skills.” (TMCnet, 2005) These types of phones are very useful and available 24/7. Sprint Nextel offers these phones to their challenged customers in 25 states. (TMCnet, 2005)
The employees are one of the most important elements in a company. What their employees do and how they feel affects the company. Sprint Nextel merged in 2005 and has had several problems with their employees since then. Ellen McCarthy (2005), from Washington Post, states, “executives decided the most egalitarian way to staff the new company would be to put all the positions up for grabs and let workers from both firms duke it out.” Employees were not happy to hear that they had to compete for their job. Kim Hart (2007) reported that the two different corporate cultures have “resulted in clashes in everything from advertising strategy to cell phone technologies.” Nextel and Sprint employees felt that they could not agree on anything and blamed each other for their deteriorating network. (Hart, 2007) A former employee of Nextel, Paula Pryor, recalls the first months after the merge. She claims managers began tracking what she was doing on her computer, overtime pay was impossible, and was constantly pressured to keep customer calls short. She also claimed that bathroom trips were monitored. (Ante, 2008) Gayle R. Romero, also a former Sprint Nextel employee, claimed that she also felt pressure. She recalls a manager saying, “If you don’t think you can handle this, I hear McDonald’s is hiring.” She said that “everyone was scared.” (Ante, 2008) Employees also alleged that their job was more difficult because they had to go back and forth between systems and sometimes couldn’t access some information for the customers. In 2006, employees were required to hit targets of 600 to 900 renewal contracts per month. (Ante, 2008) Paula Pryor said, “The numbers driven management approach implemented after the combination led to poor morale and deteriorating customer service.” (Ante, 2008) In addition, an insider of Sprint Nextel said that the employees that were caught contributing to online blogs would be “researched, identified, and documented via Corporate Security team and fired.” This was taken from a message sent from