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Sprint-Nextel Merger
SITUATION
In a $35 billion merger, Sprint and Nextel Corporation became the country’s third-largest mobile phone network. Sprint had one primary communications goal concerning the merger: to communicate a seamless transition from two companies into one. Messaging and media training teams were specially formed and during the nine-month period from the time the merger was first announced to its actual completion, intense media outreach was conducted to prepare for a successful launch.
IMPLENTATION
Since 1998, the Westbound team had led the Southwestern public relations effort on behalf of Sprint. In preparation for the merger, Carrie was retained as one of two national media trainers for regional executives across the U.S. Media training for more than 200 Sprint-Nextel executives was conducted over the summer and by the end of August the public relations team was well prepared for the customer launch of the new company. After Carrie finished traveling the country conducting media training sessions, the team at Westbound Communications led the media outreach effort for all of Southern California.
RESULTS
By customer launch day, more than 1,200 stories were generated on local, regional and national levels. The work of the public relations team more than paid off as close to 70 percent of the stories generated were positive, a rare feat for companies going through mergers. The positive coverage was attributed mostly to the information gained through interviews with Sprint-Nextel executives. On a local level, we were able to secure six stories, including a full-page article on the front of the business section for the Orange County Register.
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