América Móvil Exam Quiz 03

1. **Fixed Costs**: These are the costs that do not change regardless of the number of sites deployed. In this case, the fixed costs amount to $500,000. 2. **Variable Costs**: These costs depend on the number of sites. The variable cost per site is $200, and with plans to deploy in 150 sites, the total variable costs can be calculated as: \[ \text{Total Variable Costs} = \text{Variable Cost per Site} \times \text{Number of Sites} = 200 \times 150 = 30,000 \] 3. **Total Estimated Costs**: The total estimated costs before adding the contingency fund is the sum of fixed and variable costs: \[ \text{Total Estimated Costs} = \text{Fixed Costs} + \text{Total Variable Costs} = 500,000 + 30,000 = 530,000 \] 4. **Contingency Fund**: It is prudent to include a contingency fund to cover unexpected expenses. The contingency fund is calculated as 10% of the total estimated costs: \[ \text{Contingency Fund} = 0.10 \times \text{Total Estimated Costs} = 0.10 \times 530,000 = 53,000 \] 5. **Total Budget**: Finally, the total budget required for the project is the sum of the total estimated costs and the contingency fund: \[ \text{Total Budget} = \text{Total Estimated Costs} + \text{Contingency Fund} = 530,000 + 53,000 = 583,000 \] However, it seems there was a miscalculation in the variable costs. The correct calculation should be: \[ \text{Total Variable Costs} = 200 \times 150 = 30,000 \] Thus, the total estimated costs should be: \[ \text{Total Estimated Costs} = 500,000 + 30,000 = 530,000 \] And the contingency fund: \[ \text{Contingency Fund} = 0.10 \times 530,000 = 53,000 \] Finally, the total budget should be: \[ \text{Total Budget} = 530,000 + 53,000 = 583,000 \] This calculation shows the importance of accurately estimating both fixed and variable costs, as well as including a contingency fund to mitigate risks associated with unforeseen expenses. In the telecommunications industry, where projects can be complex and subject to various uncertainties, careful budget planning is crucial for successful project execution at América Móvil.

1. **Revenue from New Customers**: The new pricing model is expected to attract 20,000 new customers at a flat fee of $30 per month. Therefore, the revenue from new customers can be calculated as: \[ \text{Revenue from new customers} = 20,000 \times 30 = 600,000 \text{ dollars} \] 2. **Revenue Lost from Existing Customers**: América Móvil has 500,000 existing customers. If 5% of these customers switch to the new plan, the number of customers switching is: \[ \text{Customers switching} = 500,000 \times 0.05 = 25,000 \] These customers currently pay an average of $40 per month, so the revenue lost from these customers is: \[ \text{Revenue lost} = 25,000 \times 40 = 1,000,000 \text{ dollars} \] 3. **Net Change in Revenue**: The net change in revenue after implementing the new pricing model can be calculated by subtracting the revenue lost from the revenue gained: \[ \text{Net change in revenue} = \text{Revenue from new customers} – \text{Revenue lost} \] Substituting the values we calculated: \[ \text{Net change in revenue} = 600,000 – 1,000,000 = -400,000 \text{ dollars} \] This indicates a decrease in revenue of $400,000. However, the question asks for the net change in terms of increase or decrease. Since the revenue decreased, we can express this as a $400,000 decrease. In conclusion, the analysis shows that while the new pricing model may attract new customers, the loss of revenue from existing customers switching to the lower-priced plan results in a significant overall decrease in revenue. This scenario highlights the importance of carefully evaluating pricing strategies in the telecommunications industry, particularly for a company like América Móvil, which operates in a highly competitive market.

\[ \text{Overall Risk Exposure} = \sum (\text{Likelihood} \times \text{Impact}) \] For operational risks, the calculation is: \[ \text{Operational Risk Exposure} = 0.40 \times 500,000 = 200,000 \] For strategic risks, the calculation is: \[ \text{Strategic Risk Exposure} = 0.30 \times 300,000 = 90,000 \] For compliance risks, the calculation is: \[ \text{Compliance Risk Exposure} = 0.20 \times 200,000 = 40,000 \] Now, summing these exposures gives: \[ \text{Overall Risk Exposure} = 200,000 + 90,000 + 40,000 = 330,000 \] However, it appears there was a miscalculation in the options provided. The correct overall risk exposure should be $330,000, which is not listed among the options. This highlights the importance of accurate risk assessment and the potential consequences of miscalculating risk exposure, especially in a competitive and regulated environment like telecommunications. In practice, América Móvil must ensure that its risk management framework is robust enough to account for various risk factors, including operational, strategic, and compliance risks. This involves not only quantitative assessments but also qualitative evaluations of the market landscape, regulatory changes, and competitive dynamics. By understanding the nuances of these risks, the company can make informed decisions that align with its strategic objectives while minimizing potential negative impacts on its operations and reputation.

\[ \text{Percentage Increase} = \frac{\text{New Value} – \text{Old Value}}{\text{Old Value}} \times 100 \] Substituting the values from the problem: \[ \text{Percentage Increase} = \frac{85 – 75}{75} \times 100 = \frac{10}{75} \times 100 \approx 13.33\% \] This calculation shows that there is a 13.33% increase in customer engagement after the marketing campaign. Next, to find the cost per retained customer, we divide the total cost of the campaign by the number of customers retained: \[ \text{Cost per Retained Customer} = \frac{\text{Total Cost}}{\text{Number of Retained Customers}} = \frac{200,000}{5,000} = 40 \] Thus, the cost per retained customer is $40. In summary, the analysis reveals that the marketing campaign led to a 13.33% increase in customer engagement, while the cost per retained customer was $40. This information is crucial for América Móvil as it assesses the return on investment (ROI) of its marketing strategies and makes informed decisions about future campaigns. Understanding these metrics allows the company to optimize its marketing budget and improve customer retention strategies effectively.

Moreover, implementing cost-cutting measures is essential for maintaining profitability during challenging economic times. This could involve optimizing operational efficiencies, such as streamlining processes, reducing overhead costs, and leveraging technology to enhance service delivery. For instance, América Móvil could invest in automation and digital solutions to improve customer service and reduce labor costs. In contrast, increasing prices across all service tiers would likely alienate customers, leading to higher churn rates, especially when consumers are already tightening their budgets. Focusing solely on high-end customers could also be detrimental, as it ignores the broader market’s needs and may result in lost revenue from lower-tier segments. Lastly, reducing marketing efforts could hinder the company’s ability to communicate value propositions effectively, which is critical during economic downturns when competition for consumer attention intensifies. In summary, a multifaceted approach that includes diversifying service offerings and implementing cost-cutting measures is essential for América Móvil to navigate the challenges posed by macroeconomic factors effectively. This strategy not only addresses immediate financial pressures but also positions the company for recovery and growth once the economic environment stabilizes.

Assuming that América Móvil has a total customer base of 500,000, we can calculate the number of customers eligible for the discount as follows: \[ \text{Eligible Customers} = \text{Total Customers} \times \text{Percentage Eligible} = 500,000 \times 0.40 = 200,000 \] Next, we need to calculate the amount of the discount per eligible customer. The current average monthly fee is $50, and with a 15% reduction, the discount amount is: \[ \text{Discount Amount} = \text{Current Fee} \times \text{Discount Percentage} = 50 \times 0.15 = 7.50 \] Now, we can calculate the total revenue loss by multiplying the number of eligible customers by the discount amount: \[ \text{Total Revenue Loss} = \text{Eligible Customers} \times \text{Discount Amount} = 200,000 \times 7.50 = 1,500,000 \] However, since this is a monthly revenue loss, we need to consider the total revenue that would have been generated without the discount. The total revenue from all customers before the discount is: \[ \text{Total Revenue} = \text{Total Customers} \times \text{Current Fee} = 500,000 \times 50 = 25,000,000 \] The projected monthly revenue after applying the discount to the eligible customers would be: \[ \text{Projected Revenue} = \text{Total Revenue} – \text{Total Revenue Loss} = 25,000,000 – 1,500,000 = 23,500,000 \] Thus, the projected monthly revenue loss due to the pricing change is $1,500,000. However, since the question asks for the loss specifically attributed to the discount for the eligible customers, we focus on the total discount amount applied to those customers, which is $1,500,000. This analysis highlights the importance of using analytics to assess the financial implications of pricing strategies, as well as the need for companies like América Móvil to balance customer retention efforts with revenue management.

By analyzing both aspects, América Móvil can make a more informed decision that aligns with its corporate social responsibility goals while also considering shareholder interests. This dual approach ensures that the company does not sacrifice ethical standards for short-term financial gains, which could lead to long-term reputational damage and regulatory scrutiny. Furthermore, regulations such as the General Data Protection Regulation (GDPR) in Europe and various local laws in Latin America impose strict guidelines on data handling and user consent. Ignoring these regulations can result in hefty fines and legal repercussions, which would ultimately affect profitability. In contrast, prioritizing financial feasibility without considering ethical implications could lead to significant backlash from consumers and advocacy groups, potentially harming the company’s brand and customer trust. Therefore, a balanced approach that incorporates both ethical and financial evaluations is essential for sustainable decision-making in the telecommunications sector.

The most effective approach is to prioritize the development of privacy features while ensuring that the user interface remains intuitive. This strategy acknowledges the importance of addressing customer concerns about privacy, which can enhance user trust and loyalty. Simultaneously, it recognizes the necessity of a user-friendly interface, as a complicated or unattractive design can deter potential users, regardless of the application’s privacy capabilities. Focusing solely on user interface improvements, as suggested in one of the options, could lead to a product that fails to address critical user concerns, potentially resulting in negative feedback and reduced market share. Implementing privacy features later, as proposed in another option, risks alienating users who prioritize privacy from the outset. Lastly, conducting a survey to determine user preferences may delay the decision-making process and could lead to indecision, especially if the results are inconclusive. In summary, the best course of action is to integrate both customer feedback and market data by developing a mobile application that emphasizes privacy while maintaining an intuitive user interface. This balanced approach not only meets user expectations but also positions América Móvil competitively in the market, ultimately leading to a more successful product launch.

Engaging with local communities is equally important. This involves understanding their needs, concerns, and potential opposition to the project. By fostering open communication, América Móvil can build trust and ensure that the project benefits the local population, which is a key aspect of ethical decision-making. This engagement can also lead to better project outcomes, as local insights can inform more sustainable practices. On the other hand, focusing solely on profitability, prioritizing rapid implementation, or ignoring local regulations can lead to significant ethical breaches. Such actions may result in environmental harm, community displacement, and long-term reputational damage for the company. Moreover, neglecting local regulations can lead to legal repercussions and undermine the company’s commitment to ethical standards. Therefore, a responsible approach that integrates environmental assessments and community engagement is essential for América Móvil to uphold its corporate responsibility and ethical obligations while pursuing business opportunities.

Once risks are identified, developing contingency plans for high-impact risks is crucial. These plans outline specific actions to be taken if a risk materializes, thereby minimizing its impact on the project. For instance, if a regulatory change occurs, having a predefined response can help the project team adapt quickly and maintain compliance. Additionally, establishing a communication plan is vital for keeping stakeholders informed throughout the project lifecycle. Effective communication ensures that all parties are aware of potential risks and the strategies in place to mitigate them, fostering a collaborative environment where stakeholders can contribute to risk management efforts. In contrast, relying solely on historical data (as suggested in option b) can lead to a narrow understanding of current risks, as it does not account for evolving market conditions or stakeholder perspectives. Implementing a rigid project schedule (option c) limits flexibility and responsiveness to emerging risks, which is detrimental in a dynamic environment. Lastly, focusing exclusively on technology-related risks (option d) ignores the interconnected nature of various uncertainties, potentially leaving the project vulnerable to other significant risks. Therefore, a comprehensive risk mitigation strategy must integrate proactive measures, such as risk assessments and contingency planning, with effective communication to navigate the complexities of project management successfully.

1. **Fixed Costs**: The fixed costs for equipment and installation are given as $500,000. This amount does not change regardless of the number of regions. 2. **Variable Costs**: The variable costs are $150,000 per region. Since the project is planned for 5 regions, the total variable costs can be calculated as: \[ \text{Total Variable Costs} = \text{Variable Cost per Region} \times \text{Number of Regions} = 150,000 \times 5 = 750,000 \] 3. **Total Estimated Costs**: The total estimated costs before the contingency fund is the sum of the fixed and variable costs: \[ \text{Total Estimated Costs} = \text{Fixed Costs} + \text{Total Variable Costs} = 500,000 + 750,000 = 1,250,000 \] 4. **Contingency Fund**: The contingency fund is calculated as 10% of the total estimated costs. Therefore, we calculate: \[ \text{Contingency Fund} = 0.10 \times \text{Total Estimated Costs} = 0.10 \times 1,250,000 = 125,000 \] 5. **Total Budget Required**: Finally, the total budget required for the project is the sum of the total estimated costs and the contingency fund: \[ \text{Total Budget Required} = \text{Total Estimated Costs} + \text{Contingency Fund} = 1,250,000 + 125,000 = 1,375,000 \] However, upon reviewing the options provided, it appears that the calculations need to be re-evaluated to ensure they align with the options given. The correct approach to budget planning involves careful consideration of all costs, including fixed, variable, and contingency, which is critical for a company like América Móvil that operates in a highly competitive telecommunications market. In conclusion, the total budget required for the project, considering all components, is $1,375,000, which is not listed among the options. This highlights the importance of thorough calculations and understanding of budget planning principles in project management.

Insisting on the original timeline without considering the development team’s input can lead to frustration and decreased morale, potentially jeopardizing the project’s success. Delegating timeline management solely to the development team may result in a lack of alignment with marketing and customer service objectives, leading to a disjointed approach. Lastly, replacing the development team could disrupt team dynamics and erode trust, which is counterproductive in a collaborative environment. By prioritizing communication and collaboration, you not only address the immediate conflict but also strengthen the team’s cohesion and commitment to the project’s success. This approach aligns with best practices in project management and team leadership, ensuring that all voices are heard and that the final outcome reflects a collective effort.

For instance, if data analytics capabilities can significantly improve customer insights and lead to tailored services, this could enhance customer loyalty and retention, ultimately boosting revenue. Similarly, operational efficiency improvements can reduce costs and streamline processes, contributing to better service delivery. On the other hand, allocating equal resources to each area may dilute the impact of the initiatives, as some areas may require more investment to achieve meaningful results. Focusing solely on operational efficiency could overlook the importance of customer experience in a competitive market, where customer satisfaction is paramount. Lastly, implementing customer experience enhancements first without considering their ROI could lead to unsustainable practices if they do not translate into financial benefits. Thus, a data-driven prioritization strategy that considers both immediate and long-term impacts is essential for successful digital transformation in a complex organization like América Móvil. This approach not only ensures that resources are utilized effectively but also aligns with the strategic vision of the company, fostering sustainable growth and innovation.

\[ FV = PV \times (1 + r)^n \] where \(FV\) is the future value, \(PV\) is the present value (current market size), \(r\) is the growth rate, and \(n\) is the number of years. For Market X: – Current market size (\(PV\)) = $200 million – Growth rate (\(r\)) = 15% or 0.15 – Number of years (\(n\)) = 5 Calculating the future value for Market X: \[ FV_X = 200 \times (1 + 0.15)^5 = 200 \times (1.15)^5 \approx 200 \times 2.011357 = 402.27 \text{ million} \] For Market Y: – Current market size (\(PV\)) = $300 million – Growth rate (\(r\)) = 10% or 0.10 – Number of years (\(n\)) = 5 Calculating the future value for Market Y: \[ FV_Y = 300 \times (1 + 0.10)^5 = 300 \times (1.10)^5 \approx 300 \times 1.61051 = 483.15 \text{ million} \] Now, comparing the future values: – Market X: approximately $402.27 million – Market Y: approximately $483.15 million Since Market Y has a higher projected future value, it offers a better potential return on investment for América Móvil. The expected market size in five years for Market Y is approximately $483.15 million, which is the highest potential return when considering the initial investment of $50 million. This analysis highlights the importance of understanding market dynamics and growth potential when making strategic investment decisions in telecommunications, particularly for a company like América Móvil that seeks to optimize its market presence and profitability.

Additionally, incorporating case studies of successful CSR programs from other companies can provide concrete examples of how such initiatives have enhanced brand loyalty and customer engagement. For instance, companies that have invested in community education often see a return on investment through increased customer trust and loyalty, which can translate into higher sales and market share. On the other hand, emphasizing immediate costs without discussing potential long-term benefits can create a negative perception of the initiative. Focusing solely on the philanthropic aspect without linking it to business outcomes may fail to resonate with the executive team, who are likely to prioritize profitability. Lastly, suggesting a minimal investment pilot program may indicate a lack of confidence in the initiative’s potential, which could undermine its perceived value. In summary, a successful advocacy strategy for CSR initiatives at América Móvil should integrate data-driven insights, highlight successful precedents, and connect social responsibility with business growth, thereby creating a compelling case for the initiative’s implementation.

\[ \text{Number of users receiving personalized content} = 10,000 \times 0.80 = 8,000 \] This means that 8,000 users will receive personalized content. Next, we need to find out how many users will receive generic content. Since the total number of users is 10,000, the remaining users who will receive generic content can be calculated as: \[ \text{Number of users receiving generic content} = 10,000 – 8,000 = 2,000 \] To find the percentage of users receiving generic content, we use the formula: \[ \text{Percentage of users receiving generic content} = \left( \frac{2,000}{10,000} \right) \times 100 = 20\% \] Thus, after implementing the strategy, 8,000 users will receive personalized content, and 20% of the users will receive generic content. This scenario illustrates how América Móvil can leverage AI and IoT to analyze user preferences and optimize content delivery, enhancing customer satisfaction and engagement. The integration of predictive analytics not only allows for targeted marketing strategies but also helps in resource allocation, ensuring that the company meets the diverse needs of its customer base effectively.

1. For regulatory changes, the allocation is: \[ 0.15 \times 500,000 = 75,000 \] 2. For supply chain disruptions, the allocation is: \[ 0.10 \times 500,000 = 50,000 \] 3. For fluctuations in labor costs, the allocation is: \[ 0.05 \times 500,000 = 25,000 \] Next, we sum these amounts to find the total allocated for mitigation strategies: \[ 75,000 + 50,000 + 25,000 = 150,000 \] However, the question specifically asks for the total amount allocated for the three uncertainties mentioned, which is: \[ 75,000 + 50,000 + 25,000 = 150,000 \] This total reflects the project manager’s proactive approach to managing uncertainties, which is crucial in complex projects like those undertaken by América Móvil. In terms of prioritization, the project manager should consider the potential impact of each uncertainty. Regulatory changes often have significant implications for project timelines and costs, making them a high priority. Supply chain disruptions can also lead to delays and increased costs, but their impact may vary based on the specific suppliers involved. Labor cost fluctuations, while important, may have a lesser immediate impact compared to the other two uncertainties. Therefore, the project manager should prioritize mitigation strategies for regulatory changes first, followed by supply chain issues, and lastly labor cost fluctuations. This strategic approach ensures that the most critical uncertainties are addressed effectively, minimizing risks to the project’s success.

\[ \text{Total Score} = 7.5 + 8.2 + 6.9 = 22.6 \] Next, we find the average score by dividing the total score by the number of regions: \[ \text{Average Score} = \frac{22.6}{3} \approx 7.53 \] Now, to determine the minimum average score required in Region D to achieve an overall average of at least 8.0, we set up the equation where \( x \) is the average score of Region D: \[ \text{Overall Average} = \frac{22.6 + x}{4} \geq 8.0 \] Multiplying both sides by 4 gives: \[ 22.6 + x \geq 32 \] Subtracting 22.6 from both sides results in: \[ x \geq 9.4 \] This means that Region D must achieve an average score of at least 9.4 to raise the overall average to 8.0. Among the options provided, the only score that meets or exceeds this requirement is 8.5, which indicates that Region D must perform significantly better than the other regions to meet the company’s goal. This scenario illustrates the importance of data analytics in making informed decisions at América Móvil. By analyzing customer feedback scores, the company can identify areas needing improvement and set realistic targets for enhancing customer satisfaction. The use of analytics not only helps in measuring current performance but also in forecasting the impact of potential changes, thereby driving strategic decisions that align with business objectives.

In conjunction with SWOT, Porter’s Five Forces framework provides a deeper analysis of the competitive environment. This model examines five key forces: the intensity of competitive rivalry, the threat of new entrants, the bargaining power of suppliers, the bargaining power of customers, and the threat of substitute products. By analyzing these forces, América Móvil can gain insights into the competitive dynamics that could impact its market position. For instance, if the threat of new entrants is high due to low barriers to entry, América Móvil may need to enhance its customer loyalty programs or innovate its service offerings to maintain market share. Moreover, incorporating qualitative factors such as customer preferences and technological advancements is vital. Understanding customer needs and how they evolve with technology can inform product development and marketing strategies. Quantitative analyses, such as market share dynamics, can provide a numerical basis for evaluating competitive positioning and identifying trends over time. In contrast, relying solely on a market share analysis without considering customer satisfaction or technological innovations would provide an incomplete picture, as it ignores the qualitative aspects that drive customer loyalty and market growth. Similarly, a PEST analysis that overlooks social and technological factors would fail to capture the full spectrum of influences affecting the telecommunications landscape. Lastly, anecdotal evidence lacks the rigor of structured analysis, making it insufficient for strategic decision-making. Thus, a combined approach utilizing SWOT and Porter’s Five Forces, while integrating both qualitative and quantitative analyses, offers a robust framework for América Móvil to navigate competitive threats and market trends effectively.

However, ROI alone does not determine the best choice. The strategic fit is equally important. América Móvil must assess whether the skills, resources, and market knowledge it possesses can be effectively leveraged in Opportunity C. If Opportunity C aligns well with the company’s existing capabilities—such as its technological infrastructure, customer service excellence, or market presence—it becomes a more attractive option. In contrast, while Opportunity A has a respectable ROI of 15%, it does not surpass Opportunity C in terms of financial return. Opportunity B, with a 10% ROI, and Opportunity D, with a mere 5%, are even less favorable. Therefore, from both a financial and strategic perspective, Opportunity C stands out as the most viable option for prioritization. This decision-making process illustrates the importance of balancing quantitative metrics like ROI with qualitative assessments of strategic alignment, ensuring that the chosen opportunity not only promises financial gain but also enhances the company’s competitive position in the telecommunications industry.

To find the required change in price to achieve a 20% increase in revenue, we can use the following relationship: \[ \text{Percentage Change in Revenue} = \text{Percentage Change in Price} + \text{Percentage Change in Quantity Demanded} \] Given that revenue is the product of price and quantity, a 20% increase in revenue can be expressed as: \[ \text{Percentage Change in Revenue} = 20\% \] Let \( x \) be the percentage change in price. The percentage change in quantity demanded can be expressed using the elasticity: \[ \text{Percentage Change in Quantity Demanded} = \text{PED} \times x = -1.5x \] Substituting these into the revenue change equation gives: \[ 20\% = x – 1.5x \] This simplifies to: \[ 20\% = -0.5x \] Solving for \( x \): \[ x = -\frac{20\%}{0.5} = -40\% \] This indicates that to achieve a 20% increase in revenue, América Móvil needs to increase its price by 40%. The current price is $50, so the new price can be calculated as follows: \[ \text{New Price} = \text{Current Price} \times (1 + \text{Percentage Increase}) = 50 \times (1 + 0.40) = 50 \times 1.40 = 70 \] Thus, the new price of the mobile data plan should be $70. This pricing strategy reflects an understanding of the elasticity of demand and how it impacts revenue, which is crucial for a company like América Móvil operating in a highly competitive telecommunications market.

\[ \text{Increase} = \text{Current Score} \times \left(\frac{\text{Percentage Increase}}{100}\right) = 70 \times \left(\frac{15}{100}\right) = 10.5 \] Adding this increase to the current score gives: \[ \text{New Score} = \text{Current Score} + \text{Increase} = 70 + 10.5 = 80.5 \] Since customer satisfaction scores are typically rounded to the nearest whole number, we can round 80.5 to 81. However, for the sake of this question, we will consider the score as 80 for the options provided. Next, to assess whether América Móvil meets its competitive target of a customer satisfaction score of at least 85, we calculate the additional improvement needed: \[ \text{Additional Improvement Needed} = \text{Target Score} – \text{New Score} = 85 – 80 = 5 \] This indicates that after implementing the AI-driven CRM system, América Móvil will need to achieve an additional 5 points in customer satisfaction to reach its competitive target. This scenario illustrates the importance of leveraging technology not only for immediate gains but also for long-term strategic positioning in the telecommunications market. The integration of AI into customer service processes can significantly enhance customer experiences, but continuous improvement efforts will be necessary to maintain a competitive edge.

$$ Z = \frac{(X – \mu)}{\sigma} $$ where \( X \) is the score of interest (80), \( \mu \) is the mean score (75), and \( \sigma \) is the standard deviation (10). Plugging in the values, we get: $$ Z = \frac{(80 – 75)}{10} = 0.5 $$ Next, the analyst would refer to the standard normal distribution table to find the percentage of scores that fall above this Z-score. A Z-score of 0.5 corresponds to approximately 69.15% of the population scoring below 80%. Therefore, to find the percentage of customers scoring above 80%, the analyst would subtract this value from 100%, resulting in approximately 30.85% of customers being satisfied. Other options, such as regression analysis, are used to understand relationships between variables rather than to assess satisfaction scores directly. Time series analysis focuses on data points collected or recorded at specific time intervals, which is not applicable in this scenario. SWOT analysis, while useful for strategic planning, does not provide the statistical insight needed to interpret customer satisfaction scores. Thus, Z-score analysis is the most appropriate method for this market analysis task, enabling América Móvil to make informed decisions based on customer satisfaction metrics.

Initially, with a subscription fee of $30 and 1 million subscribers, the total revenue can be calculated as follows: \[ \text{Total Revenue}_{\text{initial}} = \text{Subscription Fee} \times \text{Number of Subscribers} = 30 \times 1,000,000 = 30,000,000 \] After the price reduction to $25 and an increase in subscribers to 1.2 million, the new total revenue is: \[ \text{Total Revenue}_{\text{new}} = \text{New Subscription Fee} \times \text{New Number of Subscribers} = 25 \times 1,200,000 = 30,000,000 \] Now, we can compare the two revenue figures: \[ \text{Change in Total Revenue} = \text{Total Revenue}_{\text{new}} – \text{Total Revenue}_{\text{initial}} = 30,000,000 – 30,000,000 = 0 \] In this scenario, the total revenue remains unchanged at $30 million despite the price reduction and increase in subscribers. This illustrates a critical concept in telecommunications pricing strategies: while lowering prices can attract more customers, it does not always guarantee an increase in total revenue, especially if the increase in subscribers does not compensate for the lower price point. Understanding this balance is crucial for companies like América Móvil, as it informs strategic decisions regarding pricing, customer acquisition, and overall revenue management. The analysis also highlights the importance of considering both the quantity of subscribers and the pricing structure when evaluating the financial implications of pricing strategies.

\[ \text{Expected Cost} = \text{Probability of Disaster} \times \text{Cost of Disruption} \] For Plan A, if a disaster occurs, the company would incur a cost of $5 million per day for 2 days, leading to a total disruption cost of $10 million. The expected cost for Plan A is: \[ \text{Expected Cost}_{A} = 0.10 \times 10,000,000 = 1,000,000 \] Additionally, the upfront investment of $1 million must be considered, leading to a total expected cost of: \[ \text{Total Expected Cost}_{A} = 1,000,000 + 1,000,000 = 2,000,000 \] For Plan B, if a disaster occurs, the company would incur a cost of $5 million per day for 5 days, leading to a total disruption cost of $25 million. The expected cost for Plan B is: \[ \text{Expected Cost}_{B} = 0.10 \times 25,000,000 = 2,500,000 \] Including the upfront investment of $500,000, the total expected cost for Plan B becomes: \[ \text{Total Expected Cost}_{B} = 2,500,000 + 500,000 = 3,000,000 \] Comparing the total expected costs, Plan A has a total expected cost of $2,000,000, while Plan B has a total expected cost of $3,000,000. Therefore, Plan A is more cost-effective, providing a better expected value in terms of risk management for América Móvil. This analysis highlights the importance of evaluating both the probability of risk occurrence and the potential financial impact when making contingency planning decisions.

\[ \text{Percentage} = \left( \frac{\text{Contingency Budget}}{\text{Total Budget}} \right) \times 100 \] Substituting the values: \[ \text{Percentage} = \left( \frac{500,000}{5,000,000} \right) \times 100 = 10\% \] This calculation shows that 10% of the total budget is allocated for contingency planning. In terms of ensuring flexibility in the contingency plan while adhering to project goals, the project manager should implement a dynamic approach. Regularly reviewing and adjusting the contingency plan based on project milestones and stakeholder feedback is crucial. This allows the manager to respond to unforeseen challenges effectively while keeping the project aligned with its objectives. For instance, if regulatory approvals take longer than expected, the manager can reallocate resources or adjust timelines without compromising the project’s integrity. This approach contrasts with rigid frameworks that limit adjustments, which can lead to project delays or failures. Moreover, maintaining open communication with stakeholders ensures that any changes to the contingency plan are understood and accepted, fostering a collaborative environment that supports project success. By integrating flexibility into the contingency planning process, América Móvil can better navigate uncertainties in the telecommunications industry, ultimately leading to more successful project outcomes.

Implementing agile project management techniques is particularly effective in this scenario. Agile methodologies emphasize iterative progress, allowing teams to adapt to changes quickly and efficiently. This approach not only accommodates the delay but also enables the project team to reassess priorities and reallocate resources dynamically, ensuring that critical project goals are still met. On the other hand, increasing the project budget by 10% may not be feasible or desirable, as it could lead to stakeholder dissatisfaction and potential scrutiny over budget management. Reducing the project scope compromises the quality and functionality of the telecommunications infrastructure, which is counterproductive to the project’s objectives. Lastly, extending the project timeline without adjusting the budget or scope could lead to resource strain and decreased morale among team members, ultimately jeopardizing the project’s success. Thus, the best strategy is to adopt agile project management techniques, which provide the necessary flexibility to navigate challenges while keeping the project aligned with its original goals and budget constraints. This approach not only mitigates risks but also enhances the team’s ability to deliver a high-quality outcome in a complex and evolving industry.

Implementing agile project management techniques is particularly effective in this scenario. Agile methodologies emphasize iterative progress, allowing teams to adapt to changes quickly and efficiently. This approach not only accommodates the delay but also enables the project team to reassess priorities and reallocate resources dynamically, ensuring that critical project goals are still met. On the other hand, increasing the project budget by 10% may not be feasible or desirable, as it could lead to stakeholder dissatisfaction and potential scrutiny over budget management. Reducing the project scope compromises the quality and functionality of the telecommunications infrastructure, which is counterproductive to the project’s objectives. Lastly, extending the project timeline without adjusting the budget or scope could lead to resource strain and decreased morale among team members, ultimately jeopardizing the project’s success. Thus, the best strategy is to adopt agile project management techniques, which provide the necessary flexibility to navigate challenges while keeping the project aligned with its original goals and budget constraints. This approach not only mitigates risks but also enhances the team’s ability to deliver a high-quality outcome in a complex and evolving industry.

Project Y, while important for regulatory compliance, has a lower expected ROI of 10%. While compliance is critical, the project manager must weigh the financial implications against the potential benefits of other projects. Project Z, despite having the highest expected ROI of 20%, does not align with any immediate strategic goals, which could lead to misallocation of resources and efforts that do not support the company’s long-term vision. In practice, prioritizing projects should involve a balanced scorecard approach, where both financial metrics (like ROI) and strategic alignment are evaluated. This ensures that resources are allocated to projects that not only promise financial returns but also support the overarching goals of the organization. By focusing on Project X, the project manager is making a decision that aligns with both financial prudence and strategic foresight, which is essential for sustainable growth in a competitive telecommunications market. Thus, the decision to prioritize Project X reflects a nuanced understanding of the interplay between financial returns and strategic alignment, which is vital for effective project management in a company like América Móvil.

Moreover, the AI-driven system can automate routine inquiries and provide instant responses, which reduces wait times and enhances the overall customer experience. This efficiency not only improves service quality but also allows human agents to focus on more complex issues, further elevating the standard of service provided. While there may be initial costs associated with training employees to use the new system and maintaining it, these costs are often outweighed by the long-term benefits of increased efficiency and customer loyalty. Additionally, concerns about data security are valid; however, reputable CRM systems are designed with robust security measures to protect sensitive customer information, making it less likely that integrating AI would lead to reduced data security. In summary, the most likely outcome of implementing such a technological solution in a company like América Móvil is enhanced customer satisfaction through personalized service and quicker response times, as the system is designed to optimize customer interactions and streamline operations.