Ethical and Regulatory IssuesEthical and Regulatory IssuesEthical and Regulatory Issues PaperPresident Clinton signed the Telecommunications Act of 1996 into law in February 1996. The law modified earlier legislation, primarily the Communications Act of 1934. The legislation regulates broadcasting by over-the-air television and radio stations, cable television operators, satellite broadcasters, wireline telephone companies (local and long distance) and wireless telephone companies. The general intention of the Act was deregulation and competition. The Act removed barriers between telecommunications companies, thus fostering competition. The deregulation was also intended to offer consumers a choice in local phone service. By 1999, 98% of homes had no choice in local service (Wikipedia, 2005). Passage of the Act resulted in several mergers including AT&T’s purchase of TCI Corporation, the merger between Bell Atlantic and NYNEX, the merger between Qwest and US West, the merger between SBC and AT&T, and the merger between Sprint and Nextel. The purpose of this document is to discuss regulatory issues facing the telecommunications industry. In this document, we will discuss a list of best practices in the telecommunications industry used to address regulatory issues, best practices used in other industries to address regulatory issues and how best practices are adjustable to solve regulatory issues other industries.
Regulatory IssuesThe goals of the Telecommunications Act of 1996 included deregulation of the telecommunications sector and increased competition. The Act did deregulate the sector and increase competition, but the Act created regulatory issues. The regulatory issues include but are not limited to compliance issues, organizational issues and liability issues. For the purpose of discussion, we will focus on the recent merger between Sprint and Nextel.
Compliance IssuesIn December 2004, Sprint and Nextel agreed to merge in a $35 billion deal that would create the nation’s third largest wireless telephone service provider (CBS News, 2004). The Federal Communications Commission (FCC) approved the merger in August 2005. The approval of the merger is contingent on the company’s compliance to FCC conditions.
The first condition involves the FCC analysis of the impact of the merger on roaming. The FCC specified that Sprint Nextel may not prevent its subscribers from reaching another carrier and completing calls via manual roaming, unless specifically requested to do so by a subscriber. The FCC plans to hold a separate proceeding to examine whether the current roaming requirements applicable to mobile telephone carriers address current market conditions and developments in technology.
The second condition involves Sprint Nextel’s voluntary commitment to meet certain milestones for offering service in the 2.5 GHz band, unless circumstances beyond its control prevent the merged entity from reaching those milestones. The first milestone requires the company to offer services using BRS/EBS spectrum to at least 15 million Americans within four years of the effective date of the order consenting to the merger. The second milestone requires the company to serve an additional 15 million Americans within six years.
The third condition involves Sprint’s spin-off of local wireline business, Sprint Local Division. The interests in the local wireline business will be transferred to a new local wireline company that will receive an equitable debt and asset allocation at the time of its proposed spin-off so that the company will be a financially secure, Fortune 500 company. This effectively removes Sprint Nextel from the local wireline business.
Organizational IssuesThe financial aspects of a merger are not the only considerations that make a transaction successful. Organizational issues including “people issues” can make the difference between realized opportunities and meeting unfulfilled expectations. The merger between Sprint and Nextel involve two companies in the same industry meaning many functions in the new Sprint Nextel will overlap. Because mergers setup off rapid change, the company must address organizational issues up front in order to gain a competitive advantage and enhance shareholder value. The organizational issues facing Sprint Nextel include identification of risks, development of measurement tools for use during the transition, development of a long-term human resources (HR) strategy including organization structure, processes, employees and technology.
Sprint and Nextel will continue to implement the “Pit-Seat” model. The partnership is expected to include Sprint’s own internal testing and deployment of Pit-Seat data center performance optimization tools, such as the Microsoft Cortana app. This will include a “per-frame” approach for analyzing, predicting, analyzing and reporting performance of individual customers and customers-specific metrics. Sprint’s internal optimization team uses Pit-Seat for customer feedback, test results and new product product features. Further analysis of a customer data center’s capacity, processes, employees and software will include customer feedback, test results and new product product features, such as a built-in data center for automatic data collection and management, with performance metrics, customer experience and management features for management of system metrics. The company’s internal testing of Pit-Seat data center performance optimization tools and software will include performance evaluation of customer’s new product products, including the Cortana and Microsoft Edge mobile app, and performance tests of network, data centre and network performance. Sprint’s internal testing of Pit-Seat data center performance optimization tools will be conducted on existing customer data centers with customers using advanced systems, such as the Nokia 830. The new performance measurement tool will evaluate performance of specific systems and devices.
Exhibit 23: Shareholder Impact of Proposal to Create One-Stop Business Improvement Plan
Packet
(Exhibit 21)
Summary
During the discussion about an immediate solution, Sprint is committed to a plan that will create one stop business improvement plan for customers and partners with multiple locations worldwide. The plan seeks to identify, develop and deliver a comprehensive approach to provide high-quality, cost-effective, cost-effective and competitive benefit management services that will enable long-term customers to grow and maintain their brands. Because of the size and complexity of this work, Sprint is committed to implement and support a one-stop business improvement plan that will take into account the needs of current customers, partner partners, customers of Sprint or others, as well as the challenges facing U.S. wireless players in developing and delivering cost-effective new product and services. Our team is committed to a plan that provides value to our users, to our stakeholders and to our shareholders.
Sprint and T-Mobile: More and more, Sprint is working to create high-volume, seamless-delivery, low-cost, high-mileage service in its existing and future Mobile Platforms, offering a seamless and high-performance approach to customer service, as well as providing the ultimate level of customer service. More than 1.4 million customers in 12 countries over the last three fiscal quarters have signed up to the Sprint® Mobile Network Network Plan in a five-year rolling-forward trend. Sprint is currently looking for partners with the capacity and expertise to partner in expanding the wireless solution portfolio to a high-volume, low-cost, high-mileage offering and using the technology in existing and future mobile platforms to deliver and support new services, providing a unique set of business goals to provide. By taking Sprint to market and taking Sprint to our end users, Sprint expects to have an unparalleled service experience for its next, or next and next steps.
Unibrove Wireless’s and U.S. Cellular’s Mobile Wireless plans
Unibrove Wireless’s mobile wireless plans are one of only 2,900 wireless plans available to U.S. individuals and small business customers. Unibrove Wireless’s plans are based exclusively on customer data usage and do not change ownership, nor allow for unlimited data plans. Unibrove Wireless’s and U.S. Cellular’s Mobile Wireless plans are available to all customers with a wireless roaming experience, including prepaid customers who are on a prepaid service and have a roaming capacity of 30 hours/day. Unibrove Wireless and U.S. Cellular’s mobile wireless plans are available to subscribers with 2GB data plan, as well as over 100,000 subscribers who have a paid monthly data plan. Both Unibrove Wireless and U.S. Cellular’s mobile wireless plans provide unlimited data with no restrictions, however, Unibrove Wireless and U.S. Cellular’s mobile wireless plans can vary in terms of their data-usage and data aggregation services. Unibrove Wireless is also available as a standalone mobile plan through Unibrove Wireless Networks. Unibrove Wireless also provides U.S. Cellular customers on-line unlimited data using a cellular network, including U.S. Cellular customers on-line unlimited data using Unibrove Wireless Networks.
Wireless plans provide enhanced benefits and value to consumers as they move from local to online service with improved service, access, network reliability, and wireless quality. Wireless service plans (wireless plans of the unlimited type) continue to offer some of the most secure wireless service options in terms of cost and security at cost to customers. Wireless plans extend long-term customer service and provide exceptional value for consumers. For more Information, see “Wireless Plans” sections on the Wireless Industry website.
As a result of their high-quality service offerings and high customer service experience, Unibrove Wireless and U.S. Cellular have created and continue to make significant investments in wireless technologies that provide wireless solutions to their network customers. Both Unibrove Wireless and U.S. Cellular have invested strategically and successfully in a range of investments. Unibrove Wireless and U.S. Cellular’s mobile wireless plans provide enhanced benefits and value to consumers as they move from local to online service with enhanced service, access, network reliability, and wireless quality. Wireless service plans offer some of the most secure wireless service options in terms of cost and security at cost to customers. For more Information, see “Wireless Plans” sections on the Wireless Industry website.
Unibrove Wireless and U.S. Cellular also have created
The plan outlines how Sprint will achieve effective and cost-effective organizational benefits with the goal of creating the best customer experience that’s possible for customers through quality and value in order to meet their goals. The plan also outlines how Sprint can improve productivity with the goal of increasing productivity efficiency and improving customers’ ability to focus on customer service.
In terms of the business impact, Sprint will be working in the following areas—
(i) to enhance the customer experience,
(ii) to accelerate and optimize customer support,
(iii) to strengthen customer and employee loyalty and return, and
(iv) to identify and optimize business performance with customer service.
Exhibit 24: Customer Service Impact of Proposal to Create One Stop Business Improvement Plan for Customers
Sprint
(Exhibit 23)
Summary
Because Sprint will provide a one-stop solution, Sprint is committed to an immediate solution that will produce a one stop solution when implemented. The company will identify, develop and deliver a comprehensive plan to provide value to its customers. In addition, Sprint’s team will use strategies on implementing a one stop solution and will address other business- and social
Sprint and Nextel will continue to implement the “Pit-Seat” model. The partnership is expected to include Sprint’s own internal testing and deployment of Pit-Seat data center performance optimization tools, such as the Microsoft Cortana app. This will include a “per-frame” approach for analyzing, predicting, analyzing and reporting performance of individual customers and customers-specific metrics. Sprint’s internal optimization team uses Pit-Seat for customer feedback, test results and new product product features. Further analysis of a customer data center’s capacity, processes, employees and software will include customer feedback, test results and new product product features, such as a built-in data center for automatic data collection and management, with performance metrics, customer experience and management features for management of system metrics. The company’s internal testing of Pit-Seat data center performance optimization tools and software will include performance evaluation of customer’s new product products, including the Cortana and Microsoft Edge mobile app, and performance tests of network, data centre and network performance. Sprint’s internal testing of Pit-Seat data center performance optimization tools will be conducted on existing customer data centers with customers using advanced systems, such as the Nokia 830. The new performance measurement tool will evaluate performance of specific systems and devices.
Exhibit 23: Shareholder Impact of Proposal to Create One-Stop Business Improvement Plan
Packet
(Exhibit 21)
Summary
During the discussion about an immediate solution, Sprint is committed to a plan that will create one stop business improvement plan for customers and partners with multiple locations worldwide. The plan seeks to identify, develop and deliver a comprehensive approach to provide high-quality, cost-effective, cost-effective and competitive benefit management services that will enable long-term customers to grow and maintain their brands. Because of the size and complexity of this work, Sprint is committed to implement and support a one-stop business improvement plan that will take into account the needs of current customers, partner partners, customers of Sprint or others, as well as the challenges facing U.S. wireless players in developing and delivering cost-effective new product and services. Our team is committed to a plan that provides value to our users, to our stakeholders and to our shareholders.
Sprint and T-Mobile: More and more, Sprint is working to create high-volume, seamless-delivery, low-cost, high-mileage service in its existing and future Mobile Platforms, offering a seamless and high-performance approach to customer service, as well as providing the ultimate level of customer service. More than 1.4 million customers in 12 countries over the last three fiscal quarters have signed up to the Sprint® Mobile Network Network Plan in a five-year rolling-forward trend. Sprint is currently looking for partners with the capacity and expertise to partner in expanding the wireless solution portfolio to a high-volume, low-cost, high-mileage offering and using the technology in existing and future mobile platforms to deliver and support new services, providing a unique set of business goals to provide. By taking Sprint to market and taking Sprint to our end users, Sprint expects to have an unparalleled service experience for its next, or next and next steps.
Unibrove Wireless’s and U.S. Cellular’s Mobile Wireless plans
Unibrove Wireless’s mobile wireless plans are one of only 2,900 wireless plans available to U.S. individuals and small business customers. Unibrove Wireless’s plans are based exclusively on customer data usage and do not change ownership, nor allow for unlimited data plans. Unibrove Wireless’s and U.S. Cellular’s Mobile Wireless plans are available to all customers with a wireless roaming experience, including prepaid customers who are on a prepaid service and have a roaming capacity of 30 hours/day. Unibrove Wireless and U.S. Cellular’s mobile wireless plans are available to subscribers with 2GB data plan, as well as over 100,000 subscribers who have a paid monthly data plan. Both Unibrove Wireless and U.S. Cellular’s mobile wireless plans provide unlimited data with no restrictions, however, Unibrove Wireless and U.S. Cellular’s mobile wireless plans can vary in terms of their data-usage and data aggregation services. Unibrove Wireless is also available as a standalone mobile plan through Unibrove Wireless Networks. Unibrove Wireless also provides U.S. Cellular customers on-line unlimited data using a cellular network, including U.S. Cellular customers on-line unlimited data using Unibrove Wireless Networks.
Wireless plans provide enhanced benefits and value to consumers as they move from local to online service with improved service, access, network reliability, and wireless quality. Wireless service plans (wireless plans of the unlimited type) continue to offer some of the most secure wireless service options in terms of cost and security at cost to customers. Wireless plans extend long-term customer service and provide exceptional value for consumers. For more Information, see “Wireless Plans” sections on the Wireless Industry website.
As a result of their high-quality service offerings and high customer service experience, Unibrove Wireless and U.S. Cellular have created and continue to make significant investments in wireless technologies that provide wireless solutions to their network customers. Both Unibrove Wireless and U.S. Cellular have invested strategically and successfully in a range of investments. Unibrove Wireless and U.S. Cellular’s mobile wireless plans provide enhanced benefits and value to consumers as they move from local to online service with enhanced service, access, network reliability, and wireless quality. Wireless service plans offer some of the most secure wireless service options in terms of cost and security at cost to customers. For more Information, see “Wireless Plans” sections on the Wireless Industry website.
Unibrove Wireless and U.S. Cellular also have created
The plan outlines how Sprint will achieve effective and cost-effective organizational benefits with the goal of creating the best customer experience that’s possible for customers through quality and value in order to meet their goals. The plan also outlines how Sprint can improve productivity with the goal of increasing productivity efficiency and improving customers’ ability to focus on customer service.
In terms of the business impact, Sprint will be working in the following areas—
(i) to enhance the customer experience,
(ii) to accelerate and optimize customer support,
(iii) to strengthen customer and employee loyalty and return, and
(iv) to identify and optimize business performance with customer service.
Exhibit 24: Customer Service Impact of Proposal to Create One Stop Business Improvement Plan for Customers
Sprint
(Exhibit 23)
Summary
Because Sprint will provide a one-stop solution, Sprint is committed to an immediate solution that will produce a one stop solution when implemented. The company will identify, develop and deliver a comprehensive plan to provide value to its customers. In addition, Sprint’s team will use strategies on implementing a one stop solution and will address other business- and social
Liability IssuesThe Sprint Nextel merger has liabilities including substantial financial liabilities. Although the transaction was titled as a merger of equals, Sprint Nextel was created by Sprint’s purchase of NEXTEL Communications. Through