Verdict: América Móvil has embedded NPS into its corporate sustainability framework and publicly reports progress against a 1% annual lift target, which is substantive evidence of metric discipline. However, the company's public website shows minimal customer-centric language, almost no B2B segmentation, and limited operational detail on how customer experience drives strategy. The gap between a formal NPS programme (implied by sustainability reporting) and visible customer-first messaging suggests either underinvestment in public CX narrative, or siloed performance management that does not inform external positioning.
D+
4.6 / 10
Limited — language present, no programme
Scorecard
💬Customer language
0.8 / 2.3
Customer-centric vocabulary is sparse across pages crawled; awards and recognitions appear, but authentic customer voice, pain points, and use cases are largely absent.
🔄CX programme evidence
0.8 / 3.1
While the company states it provides 'best service and customer experience,' there is minimal explicit definition of what customer experience means, how it is measured operationally, or where it sits in leadership priorities.
📊Measurement proof
3.1 / 3.1
NPS is formally tracked and reported on the sustainability page with quantified progress, indicating a structured programme, but the metric is decoupled from customer narrative and market positioning.
🤝Commitment depth
0.0 / 1.5
No evidence of B2B customer segmentation, industry verticals, or use-case differentiation in public communications; the company addresses customers generically without role or business-context clarity.
Overall score
The company demonstrates metric maturity (NPS governance) but weak narrative integration; customer experience is managed as a compliance or sustainability objective rather than a strategic, visible differentiator.
4.6/10
Evidence
[T3a] NPS, CSAT, or named metric mentionedStrongView ↗
América Móvil Sustainability Goals and Milestones Increase the NPS by 1% in each country where we operate. Progress: The objective of 1% was…
[T3b] Named metric on a public web pageStrongView ↗
América Móvil Sustainability Goals and Milestones Increase the NPS by 1% in each country where we operate. Progress: The objective of 1% was…
er of 2024. Claro was awarded the Top of Mind award in the 5G and Broadband category, as well as the Premio Consumidor Moderno 2024 for exc…
What América Móvil, S.A.B. de C.V. is doing well
América Móvil has formalised NPS as a sustainability goal and publicly commits to a 1% annual improvement across operating countries. This shows governance discipline and transparency, and the fact that the target has been met indicates real operational investment in measurement and accountability.
The company has received third-party customer recognition (Top of Mind awards in 5G and Broadband, Premio Consumidor) and highlights these on corporate and annual review pages. This provides external validation of service quality, even if the company does not amplify customer voice or benefit narratives prominently.
What is missing
Customer language is almost entirely absent from the public website; there are no direct customer testimonials, use cases, case studies, or outcome stories that would help prospects and stakeholders understand the real-world impact of América Móvil's services. This weakens brand differentiation and makes it difficult for buyers to self-identify with the company.
The NPS programme appears isolated from external marketing and investor narrative; the sustainability page reports the metric, but no adjacent copy explains what drives promoters, how the company acts on feedback, or how customer health correlates with business outcomes. This creates a missed opportunity to link performance to strategy.
Analyst implication: América Móvil is measuring NPS but not weaponising it for competitive advantage; a more integrated, closed-loop Net Promoter programme could unlock brand velocity and customer acquisition uplift.
How América Móvil, S.A.B. de C.V. could improve its ranking
Publish a dedicated customer experience or success page that maps NPS insights to customer outcomes, competitor differentiation, and strategic initiatives. Include anonymised customer quotes, trend data, and examples of how feedback has shaped product or service changes—this would elevate NPS from a sustainability metric to a credible proof point.
Segment and communicate NPS performance by geography, customer segment (consumer vs. B2B), and service line (mobile, broadband, TV); this specificity would help the company demonstrate deep customer understanding and allow stakeholders to find relevant benchmarks.
Suggested website text
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Recommended copy · About Us page · Net Promoter Score version
Listening to our customers' voice: We regularly gather customer feedback to understand what is working well, where improvements can be made, and how we can deliver a stronger experience. We measure customer loyalty through structured feedback methods, including the Net Promoter Score (NPS), as well as operational and quality indicators. We use this feedback to drive continuous improvement, strengthening our long-term customer relationships.
💡 Why this improves your score: Publishing this on the About Us page would move América Móvil, S.A.B. de C.V. from T3a (NPS named in PDFs) to T3b (NPS visible on a public web page) — worth +1 point. If you add the actual score, that's T3c and worth +2 points total. Only ~3% of public companies do this.
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