$[$GLO$2$B$]$ A U$.$S$.-$based company would like to capitalize on a recent acquisition of a product and expand sales to Mexico. A U$.$S$.$ manager is in charge of a small sales office in Mexico City, and this department has been under$-$performing compared to U$.$S$.$ projections. The manager has called a meeting to attempt to understand the issues and address them by launching a sales incentive plan. Before the meeting, the office manager reviews Hofstede's cultural dimensions for both the U$.$S$.$ and Mexico by looking at the following chart.

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In assessing the above Hofstede dimensions, what aspects of a sales incentive program should the manager consider to motivate the sales reps more effectively? $($Select the bes answer from the options provided below.$)$

Mexico is not an individualistic society and scores high in uncertainty avoidance. The sales reps would prefer a team$-$centered approach to help one another navigate a new or unproven incentive program.

Mexico is a masculine and collectivistic society, with high preference toward indulgence and avoiding uncertainty. The sales reps would respond well to a team$-$based program that clearly outlines the rules upfront and has incentives that align with their cultural values, e$.$g$.,$ added days off in exchange for meeting sales quotas.

Mexico is a collectivistic society that values close, long$-$term commitments and relationships, and where everyone takes responsibility for members of the group. As such, the sales reps would prefer a team$-$based incentive program.

Mexico is a masculine society that scores high in indulgence, so the sales reps would be best motivated by a program that is competitive and focused on monetary incentives and career progression.