Just about 4 years ago, we already heard of Sprint trying to make a turnaround. Now, it’s 2014 and they’re still talking about a turnaround?? No wonder why Softbank CEO Masayoshi Son met Sprint executives with yells last time out.
What happened to their said customer-centric strategy? Customer experience. Build the brand. Conserve cash.
Okay, Sprint CEO Dan Hesse simplified product offerings to help customers better understand their products aside from making them more affordable to ensure better customer experience. And so that time, yes, they did save $2bn just from customer service operations. And then what? After the moment’s jump in performance here and there, they unseemingly went back to unprofitability.
Why? We see inflexibility as the main culprit, and this only means poor leadership. Failure to anticipate and adjust.
Let’s look deeper into what Hesse said.. “What’s been frustrating is when we come out with something like ‘unlimited data for life’,and then we have network issues.” Result? Subscriber losses.
Now, if Hesse says such loss is predictable and inevitable into gaining much more subscribers, then we could indeed be seeing a rougher ride ahead. But hey, if it were “predictable and inevitable” then why wasn’t he able to, at least, keep a lid on media, on Masayoshi Son?
As noted in their October meeting, Son lost his cool regarding Sprint’s advertising on not being able to entice enough customers – even yelling “Are you stupid?” while slamming his fist on the table and suggesting that Sprint replace all its ad agencies.
Well, while Verizon and AT&T has been lording over the US’ telecommunications industry, Sprint has been left to pick up leftovers mainly because they failed to see the coming storm and so adjust their sails.
As for bringing in 1000 Softbank employees to help out Sprint.. why, what’ll they do, distribute flyers? Or go door-to-door? Unless they use such manpower to open up more service centers or something like that, this is a bit impractical especially that they’re trying to recover. More than improving service plans, why not just create a trend? Better partnerships would come more easily once you prove to be the winning choice.
What’s your take?