Here is the primary problem with all of this.
The problem is that Sprint CEO Dan Hesse really isn't negotiating with anybody. For years now, everything he has done relative to Clearwire has been to "dictate terms" and bully the opposition to anything he conjures up.
True to form, it's the same thing with the organized minority shareholder groups. Dan Hesse isn't talking to anyone... he's just laying "take it or leave it" ultimatums out there and #$%$ everybody off as only he can.
If Hesse were to sit down and talk to these people like a good negotiator would, he could feel them out, hear their concerns, and probably figure out out to divide their loyalties en-route to an offer that would be a great deal for sprint, but acceptable to just enough shareholders to get the deal done.
As long as Hesse remains bellycose in his approach to clearwire shareholders, he just solidifies their organization and solidarity and damages Sprint's chance to acquire clearwire. A little civility could go a long way with this.
That may be a good part of how he approaches business. However, what drives that approach? When Hesse took over the Nextel iDen network had no clear plan of migration ending with shutting down that had been long overdue. Customer service, customer retention, network capacity, harmony opf networks, growing competition, depletion of capital with which to acquire much needed mid-low frequency spectrum... and a few more substantial factors all spelled to us analysts that Sprint was headed for a cliff the likes of which they would never recover. Sprint was heading for death, a very, very nasty death. You do not like Hesse because he is a hards #$%$. I like the guy, for the most part, because Sprint was a wreck that was only going to get much worse unless drastic moves were taken. In fact, while this was occurring, I was bashing him to some degree for not cutting the 'rotting albatross from around Sprint's neck' loose sooner. Hesse was abrasive and non-comp[romising in many regards. Clearwire was a brain-dead macrocell spectrum wonderbust supreme.. those two extremes were bound to clash. Hesse was far more right than wrong.. even if some of his methods might have been different, such as the skills of a 'grand collaborator type' personality might have netted good results in some instances.. but only if the left side of brain was willing. Clearlywired, the other side of the brain, was dead-headed, bull-headed, wrong-headed... rooted in the past until it proved to already be too late.
You like to blame everyone except the company itself. Its always Lightsquare, Sprint, or analysts fault this company is so screwed up.
The Sprint acquisition of Nextel around 2005 is still listed as one of the TEN worse Business deals since records were kept. Google it if you have to and read all about it. That deal was a horrible decision by humans and nothing else.
Most people paid little attention over a decade ago when Donald Trump screwed the investors in his trump entertainment subsidiary and used the proceeds to bolster his wholly-owned real-estate venture.
Trump was just as un-ethical and manipulative then as Dan Hesse is today. The problem is that it's difficult to go after stock-manipulators... whether it be boiler-room operations or a case of a parent company hammering it's half-owned subsidiary for the purpose of driving it's stock price down and ripping off the minority shareholders as Dan Hesse has done.
Crest is exercising the recourse to that, with a case so good that it was encouraged by the judge and attracted one of the best law firms in the business.
Hesse and Clearwire's bought-off executives need to be held accountable... and it's seldom that you see something this extreme to make the suit as much of a slam-dunk as possible.
I presented that as lop-sided on purpose.. the opinions here are given to being lop-sided, not wanting to acknowledge the situation Sprint has been in.. wanting them to spill more blood on Clearwire for diminishing returns. OK, even that is lop-side but it is 'the other side of the sotry to what is common here.
I have to admit, this is not normal times.. an acquisition means the two sides separate out.... the YES and NO votes do not have a middle ground position. However, think clearly about the options and outcomes because decisions can still be time consuming and costly. A NO vote itself is not as simple as you and others suggest: DISH is not your company or friend. Ergen and Crest do not share their lawyers with you or the deals they may make that you will not get to participate. They are in it for their own aims... don't forget who they work for.. not you.
Leadership is not his strength.. Has the title but cant deliver. Never impressed me. Not good at dealing with investors. Almost ran two companies into the ground. Huge debts and cannot do it by himself anymore. Has not earned the trust of shareholders and others.. I could go on and on.
Hey, who's side are you on? We have Hesse pizzing in everyone's tea cup for a long time, but now that there is a phalanx of minority investors aligned against his tactics you want to give him good advice? You must have lost your mind on that drive back home!