Top message: A joke by reklisammy
Replying to: Re: iden by jrfdsf
I worked for Sprint for 4 years as a rep and Store Manager. I finally saw the light, it was a train called Nextel. IDEN is without a doubt garbage in legacy Sprint's eyes. I was in Washington DC when they showed us the future of IDEN. It's life expectancy did not exceed past 2010. So IDEN will go away and Sprint will migrate to QChat. If IDEN is so great why are they trying to sell it? I work for another CDMA provider that has great customer service something Sprint can never seem to accomplish. That is why they accept 70% for a satisfactory customer service scores (CSAT) and run a churn rate higher then any carrier.
To the eloquent reply by jrfdsf I would add:
SteelHere described the problem in a nutshell: SPRINT. Sprint has always been at the bottom of the rankings for customer satisfaction, highest in churn, so-so ARPU, and terrible ARPE (average monthly revenue per Employee). Sprint has no ingegrity, very limited internal abilities, and no desire to be good at what they do, hence the "70% ratings are OK with us" mentality that pervades everything Sprint does.
Conversely, at the time it was purchased by Sprint, NEXTEL was at the top of all industry ranking: Highest customer satisfaction [equal to or at times higher than Verizon], lowest churn [was always slightly lower than Verizon's], highest ARPU, positively light-years ahead in ARPE.
The problem was not Nextel, the problem was Sprint; indeed SteelHere's own words above implicate him/her as being part of the problem, given the very negative attitude SteelHere has towards Nextel.
Nextel was not "garbage" as SteelHere says, it was THE BEST wireless company in the US at that time. Since the take-over and resulting F-over by Sprint, Nextel has been severely damaged, possibly irrepairably damaged. So since that take-over and the massive F-over by Sprint, Nextel has indeed become less relevant, but purely at the hands of Sprint executives, and at the hands of ill-informed, arrogant, unthinking, legacy Sprint store personnel. Their colletive inability to see the value that Nextel had pre-merger, and their inability or their unwillingness to think outside of their own sad state of Sprint affairs and aspire to create a better company overall, has created one of the most poorly-done, damaging mergers in the entire history of business in the United States.
As a former Sprint employee, SteelHere should not be mad at Nextel, but the legacy Nextel customers and employees certainly have the right to be mad as hell at Sprint. No one from Nextel ever wanted anything to do with the bottom-dwelling Sprint, with the exception of the get-rich-quick executives and BOD's that were involved in architecting the merger.
The purported "synergies & cost savings" in mergers rarely, if ever, pan out, but lost customers and lost revenues and massively increased expenses always do materialize. US business leaders are blinded by their own ambition and their own hubris, and it is all of us customers and stockholders are the ones who suffer and ultimately the ones who pay for it all.
Sad thing is, if they had just let Sprint be Sprint and let Nextel be Nextel, and combined only the dollars at the bottom line, everyone could have been happy & everyone would have been better off. There was absolutely no reason to merge operations and migrate customers immediately. They SHOULD have left them as separately run entities for the first five-seven years, until such time as the total integration was appropriate and could be accomplished smoothly. Maybe if it had unfolded that way SteelHere would have had a positive attitude towards his/her Nextel brethren.
- Re: iden by SprintBGN