The case presents Imptek Chova, an Ecuadorian manufacturer of waterproofing solutions for residential infrastructure looking for agility and efficiency gains through digital transformation initiatives. Juan Pablo Sotomayor, Imptek's general manager, was analyzing two ideas: the first, raised by the operations manager, considered automating the asphalt membrane production line through an Internet of Things (IoT) application; the second, suggested by the commercial manager, contemplated collecting critical information about final users through a physical warranty shield with a printed QR code installed in the company's residential infrastructure to geographically identify areas with a greater or lesser presence of Imptek solutions.

The KIWA: INTERNATIONAL TRADE WITH A PURPOSE case tells the story of Kiwa, an Ecuadorian company competing in the snacks industry, whose central purpose is to help small farmers in the country get out of poverty and fight climate change through alternative agricultural practices. To do this, it designed a business model that avoids intermediaries and transfers these fees to farmers, who get a higher price for their raw materials. The company exports to 16 countries where retailers or food-processing companies buy its products under private-label agreements, in bulk or under Kiwa brand. However, private-label and bulk sales are increasing steadily, in detriment of Kiwa products that communicate the social and environmental efforts of the firm to final consumers.

The case tells the story of El Ordeño, an Ecuadorian company competing in the dairy sector, whose central purpose is to help small ranchers in the country's Andean (mountainous) region rise out of poverty. To do this, it designed a business model in which they were included as shareholders, received fair payment for their milk and avoid intermediaries by creating their own distribution centers. To better communicate the social impact of this enterprise, and provide more transparency to its supply chain, the company decided to build a blockchain solution, the first of its kind in Ecuador and Latin America. In January 2021, after almost two years since launching the initiative, senior management has to make a decision: Should El Ordeño strengthen or abandon the blockchain technology.

At the end of November 2020, Demetrio Santander and Juan David Gómez were finalizing the details for a pitch scheduled to take place in a few days. After three years of effort and dedication, the entrepreneurs had positioned Waykana as a fast-growing Ecuadorian company with a national and international presence. The company was selling bulk guayusa leaves (a tree located in the Ecuador rainforest) and branded products in more than 10 countries. To accelerate the firm's growth and social and environmental impact mission, the entrepreneurs believed that the time had come to secure additional growth capital and formalize the firm's expansion strategy. Waykana's business model had three sources of income. First, brand product sales in Ecuador-tea boxes and energy drinks-through the country's largest retailer. Second, brand product sales in the United States- tea boxes and loose-leaf-through Amazon and Shopify. And third, bulk guayusa sold to big international traders and extractors. Facing increased competition while deeply committed to Waykana's social mission, the entrepreneurs knew they had to prioritize their growth efforts. But which income stream should be given more attention-without overly weakening the others? Given Waykana's mission-driven interests, which one would generate a better social and environmental impact? Did they need to choose just one or could they secure enough funding to reinforce the three businesses simultaneously? Answering these questions would not only help the entrepreneurs to fine-tune their funding pitch, but also provide insight into the company´s next strategic moves.

At the end of 2018, international markets were no longer paying a premium for Ecuadorian roses. Despite globally recognized product quality, mainly attributed to a longer vase life, Ecuadorian rose growers found it extremely difficult to achieve attractive levels of profitability. A multi-year analysis of US-based data showed just how pronounced this trend was (see Exhibit 1). Being one of Ecuador's chief exportable products, and generating more than 100,000 jobs, the industry needed a change. How could this small Latin American country reimagine how it competes in this global market?

This case uses Pacari, a medium-sized Ecuadorian company whose chocolate bars have won multiple international quality awards, to illustrate the global value chain of the chocolate industry, as well as to compare business models pursued in Ecuador in order to determine which ones create more economic, social and environmental well-being in an emerging country. It starts by describing its founders' concern about Pacari's contribution to changing Ecuador's cacao industry landscape, helping farmers escape poverty and overcoming the traditional hurdles that hindered exports of value-added products in a country largely reliant on commodity exports. Pacari principals wonder if it is convenient for the company to change its business model to have a stronger impact on its sector. The case begins with a dilemma regarding retail management: should Pacari open wholly-owned stores? A significant industry player has made this choice and seems to be reaping fruitful results. Pacari's maturity apparently justifies such a move, which might potentially help it to expand the market and rake in more resources to continue supporting farmers' development. However, this option might also endanger the company's financial health, forcing it to incur high fixed costs. This decision cannot be made without a thorough understanding of the global chocolate industry and the business models coexisting in Ecuador. The key goal of this case is to lead class participants to think about the purpose of private companies in today's society. In a world growingly aware of the need for environmental care and fair global value chains, business leaders must balance economic, environmental, and social demands. Pacari provides an example of a business approach that does not prioritize short-term financial results, focusing instead on improving the conditions of value chain players in Ecuador and the country's positioning as a world leader in the premium dark chocolate segment.