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Castor Panfilov
Castor Panfilov

Is Sprint A Good Stock To Buy



I was away from writing for several weeks - family matters - and still am not fully back up and running. I have been gradually resuming coverage of my various stocks that I have made recommendations to my readers about over the past ten days or so. But I have received several requests to set aside other works and give my opinion on a stock that, after all, I have been strongly recommending for over a year and a half.




is sprint a good stock to buy


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On April 1, 2020, Sprint Corporation completed their merger with T-Mobile US, which effectively made Sprint a subsidiary of T-Mobile until the Sprint brand officially discontinued in the beginning of August. Leadership, background, and stock changes happened immediately, with customer-side changes happening over time. The Sprint brand officially discontinued on August 2, 2020. Billing was already showing the T-Mobile brand, and on this date all retail, customer service, and all other company branding switched to the T-Mobile brand. New rate plans were also introduced as well for all new and existing customers from both companies, though all will be grandfathered into their current plan for at least 3 years should they choose not to switch to a new T-Mobile plan.[9][10][11][12][13]


In 1999, Sprint began recombining its local telecom, long-distance, wireline, and wireless business units into a new company, in an initiative known internally as "One Sprint". In April 2004, the separately traded wireless tracking stock PCS was absorbed into the New York Stock Exchange FON ticker symbol, Sprint's former ticker symbol (FON stood for "Fiber Optic Network", but was also a homophone of the word "phone").[42] This was challenged in many lawsuits by Sprint PCS shareholders who felt their stock was devalued because it was trading at the ratio of 1 share of PCS stock for 1/2 share of FON stock. The PCS shareholders claimed a loss of 1.3 billion to 3.4 billion dollars.[43]


On April 19, 2011, Sprint Nextel announced it agreed to pay at least $1 billion to Clearwire so it can operate on the 4G WiMAX network through 2012, and a later agreement, announced in December 2011, specified terms allowing Sprint, its subsidiaries, and wholesale customers to continue having access to the Clearwire 4G WiMAX network through 2015. On July 9, 2013, Sprint Nextel acquired the remaining stock shares it did not already own in Clearwire and its assets.[124]


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Translation: the era of aggressive price competition in wireless is over. Looking forward, we can expect T-Mobile, AT&T, and Verizon to nestle into a cozy triopoly that returns immense profits to their shareholders. T-Mobile is already prepared to deliver on this prospect. On March 11, it predicted to investors that its free cash flow will be flush enough to support a $60 billion stock buyback within five years.


Stock buybacks benefit the investor class, whose members are disproportionately the wealthiest people in America; recent surveys show that the top 10 percent of households own approximately 80 percent of all stocks. In contrast, nearly all households across the income distribution buy wireless services, and low-income households particularly favor prepaid plans, a segment where T-Mobile and Sprint had competed vigorously pre-merger. With its latest proclamations to investors, T-Mobile celebrates the fact that its merger will transfer billions of wealth from average Americans to the rich, further widening the chasm between the haves and have-nots. For this reason and many others, the T-Mobile/Sprint deal will go down as one of the worst merger-enforcement decisions in decades.


Much of sprint planning involves a negotiation between the product owner and the team to determine the focus and work to tackle in the upcoming sprint. It's useful to time-box the planning meeting, restricting it to 4 hours or less.


In the first part of the meeting, your product owner meets with your team to discuss the user stories that might be included in the sprint. Your product owner will share information and answer any questions that your team has about those stories. This conversation might reveal details such as data sources and user interface layout. Or it might reveal response time expectations, and considerations for security and usability. Your team should capture these details within the backlog items form. During this part of the meeting, your team learns what it must build.


As you plan your sprints, you may discover other requirements to capture and add to your backlog. Before your sprint planning meeting, you'll want to refine your backlog to make sure it's well defined and in priority order.


Scrum teams use sprint goals to focus their sprint activities. They often set this goal during their sprint planning meeting. The goal summarizes what the team wants to accomplish by the end of the sprint. By explicitly stating the goal, you create shared understanding within the team of the core purpose. The sprint goal can also help guide the team when conflicts arise around priorities.


The sprint goal defines what the product owner and the team consider as the ultimate target to accomplish that sprint.It's not a random selection of backlog items that don't really have a relationship, but a short piece of text that captureswhat the team should try to accomplish. Normally the product owner comes up with the sprint goal before selecting many items for the next sprint. The items for that sprint should all fit that common goal.


Setting the sprint goals helps the team to stay focused.It will make it easier to define priority of tasks within a sprint and it will probablyhelp limit the number of stakeholders and end users that are involved.


During the sprint review, the most important question you should ask yourself is whether you managed to achieve the sprint goal.How many stories you completed comes second. If the goal is accomplished, the sprint succeeds, even if not all stories were finished.


Every sprint, the team looks at any bugs remaining in the bug backlog and dedicates capacity to get that known set of bugs down to zero, or near-zero. Whether this is one day, one week, or the entire sprint, they fix the bugs first. Bugs found later, within the sprint, aren't considered part of that initial commitment. Unless they're high priority, they're put on the bug backlog for the next sprint.


Many teams work in a commitment-based organization. Often, management places a high value on a team's ability to meet their commitments. Doing capacity planning against a known set of bugs makes sprint planning more deterministic, increasing their chance to meet commitments. Any new bugs discovered during the sprint aren't a part of the initial commitment, and will be tackled next sprint.


Remember that the bug cap represents the bugs in the bug backlog. It doesn't include bugs found and fixed within the sprint in which a feature is developed. Those bugs are considered undone work, not debt.


Daily Scrum meetings help keep a team focused on what it needs to do the next day. Staying focused helps the team maximize their ability to meet sprint commitments. Your Scrum Master should enforce the structure of the meeting and ensure that it starts on time and finishes in 15 minutes or less.


Conduct your sprint review meetings on the last day of the sprint. Your team demonstrates each product backlog item that it completed in the sprint. The product owner, customers, and stakeholders accept the user stories that meet their expectations and identify any new requirements. Customers often understand their needs more fully after seeing the demonstrations and may identify changes that they want to see.


Based on this meeting, some user stories will be accepted as complete. Incomplete user stories will remain in the product backlog. New user stories will be added to the backlog. Both sets of stories will be ranked and either estimated or re-estimated in the next sprint planning meeting.


After this meeting and the retrospective meeting, your team will plan the next sprint. Because business needs change quickly, you can take advantage of this meeting with your product owner, customers, and stakeholders to review the priorities of the product backlog again.


The sprint retrospective meeting typically occurs on the last day of the sprint, after the sprint review meeting. In this meeting, your team explores its execution of Scrum and what might need tweaking.


For example, consider a team that had several tasks that only one individual on the team could do. The isolated expertise created a critical path that threatened the sprint's success. The individual team member put in extra hours while other team members were frustrated they couldn't do more to help. Going forward, the team decided to practice eXtreme Programming to help correct this problem over time.


Sprint Nextel Corp. said it will pay $2.97 per share for the nearly 50 percent stake in Clearwire stock it doesn't already own. A board committee that excluded Sprint appointees approved the offer. The board hadn't approved Sprint's earlier offer of $2.90 per share, or a total of $2.1 billion, which had been made Thursday.


The agreement is a disappointment for Clearwire shareholders, who were hoping that the company would hold out for an even better offer. Some of them could try to stop the deal. The stock fell 47 cents, or 14 percent, to $2.90 in morning trading Monday.


Answering these questions in detail is beyond the scope of this article. Suffice to say that our research continues to affirm that relative long-term consistency, not short-term sprints, is what can lead to better retirement readiness outcomes for TDF investors.


The short-term performance race is often decided by how aggressive the glide path is relative to peers. But the TDF with a higher allocation to stocks that leads the pack when stocks are rising is vulnerable to underperforming in a stock market downturn. 041b061a72


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