Sprint-T-Mobile Merger, Will it Happen? Administration Will Have Say
A report in the U.K.’s Sunday Telegraph that Deutsche Telekom AG is considering buying Sprint Nextel sent the U.S. carrier’s stock surging on Monday, up 11% this afternoon. Citing unnamed sources, the article said the company could make a bid for Sprint in the next few weeks.
The merger would give fourth-ranked carrier T-Mobile and third-largest Sprint a combined 78 million U.S. mobile customers and position the new entity as a more formidable competitor to Verizon Wireless and AT&T. At least one analyst welcomed the deal as beneficial to the entire wireless industry because it would mean less price competition.
“There’s just too many cooks in the kitchen in the U.S. wireless market right now, and the logical route to consolidation is a combination of Sprint and T-Mobile,” Craig Moffett, an analyst at Sanford C. Bernstein & Co. told Bloomberg. “This is an industry that is calling out for consolidation.”
But news of a possible T-Mobile-Sprint merger comes at a time when the government is looking broadly into competition in the wireless industry. The Federal Communications Commission last month began a formal inquiry into areas such as exclusive deals between handset makers and carriers, wireless billing practices and whether current conditions in the wireless market allow for new entrants.
The major carriers have opposed increased regulation in large part on the grounds that there’s already robust competition in the wireless market, with consumers have a choice of four or five providers in a given market. But the merger of two of the four biggest U.S. carriers would undercut that argument, leaving only three national operators.
Given the heightened scrutiny the wireless industry is already under in Washington, it doesn’t seem regulators or Congress would look favorably on such a deal that would further limit competition. So even if Wall Street is cheering the proposed match, don’t expect the deal to get a warm welcome in the capital if it comes to that.

























I am one of the most well-known wireless leaders in Northern California providing wireless solutions for corporate accounts. The difference between my company and everyone else is my exceptional vision and leadership especially on the B2B side. Without sacrificing quality, integrity, and customer service, my abilities have gained me the knowledge and expertise to win numerous awards including top seller award for Northern California from a variety of wireless carriers. Having said that, I was approached by Nextel in 2002 to become one of their B2B Authorized Representatives as a result of my success from previous years. With my exceeding success through the B2B channel, Nextel approached me to do a joint venture on launching new retail locations in the Northern California market since there was no strong retail presence. With knowledge, experience, and expertise I put together one of the most dynamic teams of highly motivated and well qualified communication consultants. In 2003, my ex-colleague and dear friend was invited to join in this new vision. I launched eight locations in Northern California and I was invited to launch new locations in Arizona, Colorado, and Minnesota. In 2005, when the merger with Sprint occurred, the new management team: Mark Sadighian, Paul Harris, and Dennis McSweeney no longer shared the vision that Nextel had with my company. At the same time I found out that my partner was embezzling money and started a new wireless company with another carrier. When I approached Mark Sadighian with my new found news, the advise that I received was to separate our partnership and for me to start a new company under a new name. I was granted an exclusive dealer contract with Sprint/Nextel and their service center. Two months into my new company, I submitted six new retail locations that were denied to me for expansion, but at the same time were handed to someone else. Sprint/Nextel set me up for failure, after I invested hundred of thousands of dollars into the new company. Sprint/Nextel decided at that point not to support me in my visions, ideas, and ventures. As a result, I am seeking other dealers that have had a similar experience as me for a class action lawsuit. Before I posted my story online, I requested the immediate assistance from the CEO of Sprint, Daniel Hesse. He never responded to any of my emails, and at this point left me with no choice, but to put together a class action lawsuit for Authorized Dealers. I will not stop until my losses are compensated. If you are interested in contacting me with any questions, concerns, or to assist me in participating in this class action lawsuit please email me at: sprintactionlawsuit@gmail.com or visit http://www.nextel.bz
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