América Móvil, S.A.B. de C.V. (AMX) stands as a prominent telecommunications conglomerate, extending its services across Latin America and into various international ...
América Móvil, S.A.B. de C.V. (NYSE: AMX) is a large integrated telecommunications operator headquartered in Mexico City. The company was founded in 2000 (with references to a founding date of September 25, 2000) and has grown into a major provider of connectivity and digital communications across Latin America. Its business ...América Móvil, S.A.B. de C.V. (NYSE: AMX) is a large integrated telecommunications operator headquartered in Mexico City. The company was founded in 2000 (with references to a founding date of September 25, 2000) and has grown into a major provider of connectivity and digital communications across Latin America. Its business is organized around delivering mobile services and fixed-line services, supported by network infrastructure and a broad commercial distribution footprint.
From a products and services perspective, AMX offers wireless voice and data, high-speed residential internet, and fixed-line communication services. In addition, it provides value-added offerings such as messaging and messaging-related services, streaming media and interactive applications, and specialized services including secure wireless communications, mobile payments, machine-to-machine (M2M) connectivity, mobile banking, VPN services, and video calling features. For businesses, AMX also supplies IT-oriented offerings including data center/hosting and data administration services and other enterprise connectivity solutions.
Operationally, the company’s “cost/BOM” in telecommunications is dominated by capital intensity and network economics: building and maintaining access networks (radio/optical), core network/peering and interconnection facilities, data center capacity, customer equipment/channel provisioning, and ongoing spectrum/network operating costs. As with most large telecom groups, profitability and free cash flow are heavily influenced by capex requirements, depreciation/amortization patterns, and efficient customer acquisition/retention. The company’s scale—reported employees of about 177,711—reflects the operational demands of customer service, field/network operations, retail/service center management, enterprise sales, and support functions.
Financially, AMX is a publicly traded conglomerate whose market position is also reflected in its market capitalization and valuation multiples (e.g., market cap and EV metrics shown in the provided data). While telecom revenue streams can be subscription-driven (wireless and broadband) and supported by value-added services, they remain exposed to competitive pricing, regulation, and currency/inflation effects in operating countries.
Key people include Daniel Hajj Aboumrad, who serves as Chief Executive Officer. The company’s leadership has been closely associated with the Slim family’s historic role in the telecom group, including Carlos Slim Domit as Chairman of the Board and Executive Committee (as reflected in the provided leadership references).
Looking ahead, investors typically focus on AMX’s ability to sustain network modernization, maintain customer growth/ARPU dynamics, control capex intensity, and expand or monetize higher-value digital services. Given its integrated approach across mobile and fixed broadband plus enterprise IT/hosting, AMX’s strategy centers on leveraging shared infrastructure and distribution to cross-sell services and improve lifetime customer value.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$885.1B
+1.8%
+2.3%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$77.7B
+239.2%
+4.5%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+42.9%
-30.6%
-28.1%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
+21.0%
+1.4%
+7.1%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
+8.8%
+233.1%
+2.2%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$120.7B
-4.4%
+1338.2%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
+13.6%
-6.1%
+1306.2%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
253.3%
+19.8%
-9.4%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
0.74x
+3.1%
-0.9%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
Operator: Good morning. My name is Caleb, and I will be your conference operator today. At this time, I would like to welcome everyone to the America Movil's Second Quarter 26 Conference Call and Webcast. All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer session. If you would like to ask a question during this time, simply press star followed by 1 on your telephone keypad. If you would like to withdraw your question, press the *1 again. Thank you. I will now turn the call over to Ms. Daniela Lecuona. Head of Investor Relations.
Daniela Lecuona Torras: Hi. Good morning, everyone. Thank you for joining us today to discuss our second quarter 26 financial and operating results. We have on the line Mr. Daniel Hajj Aboumrad, CEO.
Daniel Hajj Aboumrad: Mr. Carlos Garcia Moreno, CFO. Thank you, Daniela. Welcome, everyone, to America Movil's second quarter of 26 financial and operating report. And Carlos is going to give us a summary of the results.
Carlos Jose Garcia Moreno Elizondo: Thank you, Daniela. Good morning, everyone. Well, we can see that throughout the second quarter, with the Iranian regime, oil prices remained elevated peaking mid-May at a price roughly 70% higher than prior to the war. This brought about greater concerns regarding inflation worldwide and the expectation and, in some cases, the reality of high interest rates including those at the long end of the yield curve. 30-year U.S. Treasury notes, which hit the highest yield in nearly 20 years. However, in spite of the supporting dollar rates, the U.S. dollar did not grow stronger against most currencies in our region of operations, this in the quarter. And in fact, actually, we appreciated 6% versus the Colombian peso. In the second quarter, we added 3.5 million postpaid subscribers, with Brazil leading the way with 1.5 million subscribers. Columbia followed with 250 thousand Peru with 173 thousand Argentina with 154 thousand and Mexico with 101 thousand postpaid subscribers. In the prepaid segment, we registered $3.9 million in net losses as Colombia and Argentina cleaned up their base. In the fixed line segment, we connected 531 thousand new broadband accesses. Mexico was the main contributor with 170 thousand accesses followed by Brazil with 83 thousand and Colombia with 74 thousand. As regards pay TV, we added 10 thousand units with most of them coming from Argentina. Eastern Europe, and Central America. Mobile postpaid and fixed broadband access remains the main driver of growth of our customer base. Increasing at an even faster pace 9.1% and 6.1%, respectively, compared with the year earlier quarter. Second quarter revenue was up 3.1% year on year in Mexican peso terms to 241 billion Mexican pesos. Service revenue increased 3.4% and EBITDA, 6.8%. Compared to a year earlier quarter, the Mexican peso appreciated significantly to the dollar and the euro. At 129%, and I am gonna say, respectively. …