This article detailing Dan Hesse's corporate strategy originally appeared in The Verge. Published August 2012.
"At Sprint, we describe it internally as being the good guys, of doing the right thing," he said today. That moral component pervades many of the PR-friendly activities Sprint engages in, from eco-friendly recycling programs to distracted driving prevention, but it also, Hesse says, informs what would otherwise seem like calculated business decisions like continuing to offer unlimited data.
The topline example is Sprint's place in the American Customer Satisfaction Index, which since Hesse's four-and-a-half-year tenure as CEO have gone from worst to first amongst carriers. Hesse says that "doing the right thing" when it comes to better customer service not only makes customers happier, but saves the company money: "Customer care costs are roughly half of what they were four and a half years ago."
While Sprint is making some headway in customer service and its cash position, that's not to say the company or its CEO has illusions that everything is great, "What you’re not going to see around here are any mission accomplished signs," Hesse says. Amongst the reasons Sprint is struggling is the vastly more powerful and entrenched competition it's up against: AT&T and Verizon.