What type of company is sprint

He has changed what it means to be a CEO. Everything that T-Mobile has accomplished is the result of his vision for what a different kind of wireless provider could be. John IS what the Un-carrier is all about: advocating for customers at every turn, forcing us to think differently and always driving for more. His leadership has made us what we are today, and we will take that into the future. I also want to thank Marcelo Claure and the entire Sprint leadership team for their hard work to get us to this huge day!

We did it! We eliminated annual service contracts, overages and roaming fees, improved customer service and introduced more value. In the best and worst of times, T-Mobile has been here with a dependable network and giving customers best-in-class customer service they can depend on.

The Board of Directors and I agree that it makes perfect sense for Mike to assume his leadership role on day one of the new company. I had originally planned to stay on through the end of my contract on April 30, , but it makes much more sense to transition this responsibility to Mike today. Between his leadership, his expanded and talented leadership team and the amazing people at T-Mobile, the future is SO bright!

The Un-carrier that we created started with our employees. Each and every one of them. They are different. They play the game differently, and I love them all. I cannot wait to see what this entire team does next! And as of August 3, the Sprint brand is officially no more. If you were a Sprint customer or are on T-Mobile, you might be wondering about how this merger affects you. T-Mobile claims the acquisition will foster improved coverage and data speeds for Americans, but it's important to remember that critics say there's no clear way to hold the carrier accountable to its promises, and that higher prices may be inevitable.

Updated for September: We've added new details following the death of the Sprint brand. Subscriptions help fund the work we do every day. You're on T-Mobile—the Sprint brand has officially been discontinued as of August 3—but you will still use your original carrier's network for now.

Eventually, the two networks will merge and everyone on T-Mobile and those that came from Sprint will see greater coverage. If you go to pay your Sprint bill, you might get rerouted to T-Mobile. You can still pay your bill on Sprint. You'll be redirected to the MySprint dashboard. Nothing is changing with your Sprint plan.

You can continue adding new lines or change your rate if you want. Or you can switch over to T-Mobile. Transferring your service won't count as a new account, so you won't get all the added benefits of a new T-Mobile customer. You will also first need to pay off your Sprint phone completely and satisfy any other financial obligations you have on your Sprint account.

Within nine months, US Sprint had doubled its number of customers. However, the company was ill-prepared for this growth. Often, customers had difficulty using US Sprint. Many who got through reportedly received wildly inaccurate bills. The company issued millions of "FON Cards" containing dialing instructions that would enable callers to gain access to US Sprint from any telephone.

In planning its long-distance network, US Sprint adopted a flat architecture in which calls were passed from center to center, and routed around congested switching offices. Calls of a few hundred miles were passed along to a higher-tier network, and calls of a thousand miles or more were carried on yet another network. The simplicity of US Sprint's network enabled engineers to make changes in its switching software instantaneously.

One of the changes US Sprint made was the conversion in to Signaling System 7, a highly efficient routing technology that improved network management and speeded call completion. The company was now percent fiber optic. In November US Sprint completed construction of its third transcontinental route.

This helped US Sprint to win a contract to handle 40 percent of the federal government's long-distance business through a system called FTS The division of service between the two companies ensured that the government could maintain long-distance communications in the event either company suffered a network failure.

The government became US Sprint's largest customer. District Court Judge Harold Greene, who presided over the break-up of the Bell System, ordered pay phone franchisees to select a long-distance company or be assigned one at random. This provided US Sprint with an opportunity to gain thousands of new accounts, handling long-distance calls placed from Bell company pay phones.

GTE, however, had encountered financial difficulties resulting from a battle with another party for control of options on US Sprint. The company also needed cash to pay down debts and finance other areas of its business. United Telecom purchased a The acquisition left US Sprint with a 50 percent market share of call traffic out of Hawaii. Telenet, a satellite communications division that evolved from the SPCC's original satellite operations, was merged with US Sprint's international voice services in January and renamed Sprint International.

The "Priority Card" provided all the features of the FON Card, while enabling users to build bonus rebates from credit purchases. But much of the company's efforts were concentrated in the business market. US Sprint operated more than 1, video-conferencing centers, enabling business customers to conduct visual presentations without having to fly and lodge their participants. In addition, US Sprint was the first major carrier to offer public frame relay data service, a high-speed digital transmission service unencumbered by standard error-correction, thus allowing more information to be transmitted in less time.

This was followed by worldwide virtual private network services, in which a customer could communicate between offices in different countries as easily as between offices in the same building. Continuing its international growth, US Sprint was licensed to construct a fiber optic network in the United Kingdom, using canal and river routes owned by the British Waterways Board.

It began planning partnership agreements for several more submarine cable projects spanning the Atlantic and Pacific Oceans and the Caribbean. The company branched into Canada and established interconnection arrangements with TelMex, the Mexican telephone authority, and the Russian telephone network.

US Sprint also entered the Unisource partnership with Swedish and Dutch firms, enabling it to win over another major customer, Unilever. The long-distance group's revenues dwarfed those of United Telecom's other operations, necessitating a corporate reorganization.

Bill Esrey led an effort to drop "US" from the Sprint name in order to better reflect the globalization of the company. He also suggested changing United Telecom's name to Sprint, thereby making more efficient use of promotional budgets.

Later that year the parent company successfully bid to acquire Centel, a company with local telephone operations in 13 states and numerous cellular properties. The Centel operations were folded into Sprint. By the company served over 6 million customers.

The company continued to push for long-distance customers, while also providing local service, primarily in rural areas. By , Sprint's customer base had grown to seven million local service customers, giving it about 10 percent of the nation's long-distance market.