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Tecnosol's business model proved innovative in three key ways. Firstly, the firm made strategic alliances to reach the bottom of the pyramid. Secondly, the firm focused heavily on quality post-sale customer service, decreasing the costs of future maintenance or repairs, while at the same time strengthening the Tecnosol brand and increasing client satisfaction. Lastly, Tecnosol developed several distribution channels to reach their bottom of the pyramid clients in these remote rural communities, providing quality service. Nonetheless, Tecnosol faced major challenges going forward. Technological advancements and mass production increased the efficiency of solar panels pushing down prices. In addition, the frontier of Tecnosol's rural clients moved farther away as electrification efforts decreased the number of rural Nicaraguans in the dark. Tecnosol had been able to tap the rural residential market, but had not succeeded with agro-industrial or commercial sectors, neither with the urban market. In June 2017, the Nicaraguan Assembly passed Law 272, which allowed utility customers producing energy to inject their surplus into the national grid without cost. In some cases, when surpassing a certain amount of energy, customers would be able to sell their surplus. Previously, customers would be billed for the surplus. This practice, known as net metering, was already commonplace in many parts of the worlds.

Nutrivida was a social business created by an alliance between Florida Ice & Farm Co (FIFCO), a Costa Rican beer company, Yunus Social Business (YSB), an organization founded by Professor Muhammad Yunus, founder of Grameen Bank (the "bank to the poor") and Peace Nobel laureate. This new social enterprise intended to fight malnutrition, focusing specially in children under two and pregnant women living in extreme poverty. To fulfill its mission, Nutrivida developed a line of highly nutritional foods to sell at low prices at low-income neighborhoods in San José's metropolitan area. It also planned to expand its distribution nationwide and, eventually, to other countries in Central America and the Caribbean. By late 2016, Nutrivida still failed to break even and turn a profit. Part of Nutrivida's strategy hinged on product distribution via a "Mums for Nutrition" (MANU, for its acronym in Spanish) network. However, after operating for three years, this channel continued to have minimal sales. Nutrivida's general manager, Anne Marie Nouel, had to determine the steps to take to boost the organization's sales and what to do with its MANU network to make Nutrivida financially sustainable.