The company's innovative approach was widely recognized, both locally and internationally. In 2018, Moller was invited to join a prestigious NGO focused on the role of the private sector, which led to an invitation by Unilever Chile's CEO to join forces to meet a corporate-wide Unilever commitment: a 25% reduction by 2025 of the plastics it put out into the world. One of the most efficient ways of doing so was the replacement of single-use plastic packaging by reusable containers, but the challenge was to make consumers remember to take their empty containers with them when shopping. With the insight that people never forget to take their wallets, Moller's response was Packaging-as-a-Wallet (PaaW), a reusable plastic container imbedded with a Radio Frequency Identification (RFID) chip that, through Algramo's smartphone app, could also become a digital wallet. At the same time, the app allowed the user to order the exact amount desired and have it home-delivered by electric tricycle. In January 2020, following a successful pilot test, Unilever Chile and Algramo rolled out PaaW across Santiago, Chile's capital. With plastic pollution a highly visible global issue, Algramo's efforts attracted wide international attention and recognition. Several leading FMCG multinationals and environmental NGOs approached Algramo to explore potential partnerships. For many years, Algramo's financing came through awards and prizes, friends and family and benefactors. At the end of 2019, Algramo completed its first institutional capital-raise in a round led by New York-based impact investor Closed Loop Partners. That relationship opened the doors to projects that would take the Algramo model to New York City. In March 2020, Algramo's board approved a joint venture with a Dutch NGO to deploy Algramo in Indonesia, the world's second-largest source of plastic leakage into the oceans. That same month, Chile registered its first Covid-19 case.

SNA Educa (previously known as Codesser) is a non-profit organization which was created by the National Association of Farmers (Sociedad Nacional de Agricultura, SNA) in Chile. Its mission included improving the living conditions of people associated with rural activities. One way of doing this was by offering agricultural and technical education to low-income students in rural areas. SNA Educa currently manages around 20 high schools in different regions of Chile. In the early 2000, SNA Educa made a major decision: to buy a school to provide primary and secondary scientific humanistic education, a field in which the organization had neither previous educational experience nor managing skills. Even though the investment decision had proven financially convenient, several issues cast some doubts about the suitability of the decision: inadequate mission fit, low educational test scores of the school, the troublesome political environment related to school reform, child abuse in the school, , among others. After ten years of the acquisition, the board is now debating whether it should reverse its previous decision and sell the school.

The case opens in March 2008 with Andrés González, the entrepreneurial mind behind Empleados Ya (EY), concerned about the financial situation of his new venture. González and Salvador Sáez, both faculty members at one of Chile's most distinguished business schools, had formed EY with startup capital of just US$ 10,000. In a nation were unemployment was historically high the partners aimed to achieve a dual purpose, namely to make a profit (i.e. create economic value) while making a contribution to solve a pervasive social problem (i.e. create social value). Chile had a longstanding headhunting industry geared towards highly qualified professionals, but labor brokerage for the low-skilled employment sector had been managed by the government through a network of municipal employment offices (Municipal Labor Intermediation Offices, henceforth OMIL). These offices, however, were inefficient in brokering employment and companies did not use them to fill vacancies. González felt that the lack of information available about the job market was one of the causes of unemployment in low-skilled sectors: Job seekers did not know where to find work, and large companies did not trust the OMIL offices to find good workers. This left a niche open for a trustworthy intermediary service to match companies with potential candidates from the low-skills sector. The case outlines the challenges facing EY to stay afloat after three years of operation. Its leaders had formed a partnership with an international labor brokerage organization that had not produced the desired results. While Sáez is willing to cut his losses and close up shop, Gonzalez is not. Still, given EY's unsatisfactory financial results, González has to make some important decisions in order to make the business profitable.

INACAP was the largest tertiary education institute in Chile, with little more than 54,000 students and with coverage throughout the country. Since 1966 the organization had delivered technical and professional formation for work through its technical training center (TTC) and its vocational center (VC). In 2007, given the growing competition of many new private TTCs, VCs and universities offering education for work, INACAP decided to broaden its technical program mix and become a university: Universidad Tecnológica de Chile. The decision entailed venturing into the provision of university education, an area where INACAP had no previous experience. One of its competitors was the DUOC, with a long-standing presence in the market. It offered high quality technical and professional education under the wing of one of the most prestigious universities in the marketplace, Universidad Católica (UC). The other competitor was Universidad Santo Tomás (UST), a university that did not enjoy the high reputation of UC, but nevertheless granted academic degrees to its graduates. This meant that, even if its programs did not measure up to those of INACAP, graduates from Santo Tomás possessed a university degree, a valued asset, in a country that overrated academic degrees. In this scenario, when INACAP's leaders saw the chance of purchasing Universidad Vicente Pérez Rosales, they made a decision to go ahead and buy it. However, the decision entailed changing INACAP's strategic position. Few months into the purchase, the incumbent Rector resigned and the new Rector, Gonzalo Vargas, was confronted with the need to evaluate the cogency of the business model INACAP had been operating and decide its competitive strategy.

Provides an overview of the Corporacion de Desarrollo Social del Sector Rural (Codesser), a nonprofit organization that was created in the 1970s to run vocational, agrarian schools in rural areas in Chile. In the years following, Codesser broadened its administrative scope by forming alliances with other nonprofits to run schools with other specializations in high school technical education, specifically industrial and cooking schools. In 2003, Codesser board members were evaluating an offer that would lead to a new business niche for their organization: buying a school (instead of just administering it) and offering elementary and college-track secondary education (instead of technical secondary education). Focuses on this decision and its implications. Requires evaluating mission coherency, organizational competencies, financial viability, and growth opportunities.

Outlines the history of the Asociacion Chilena de Seguridad (ACHS), a nonprofit organization dedicated to the prevention, treatment, and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of "workers insurance organizations," known generically as "mutuales." By law, these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered seven hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem, ACHS is reviewing a possible alliance with one of its competitors. Focuses on this dilemma, along with the pending succession of the organization's president, who has led for 45 years. Illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission.

Corporacion Credito al Menor (CCM) was created to protect young girls at risk from abandonment, poverty, or abuse. The CCM was developed from within Banco BCI, a local bank. The early proponents were the managers of BCI and the bank controller, who provided funds out of their own pockets to finance the nascent institution. Later, the bank contributed with additional funding. Though there was no legal agreement that tied the CCM to Banco BCI, in time a de facto commitment and collaboration developed between the two organizations. The nonprofit grew and faced the challenge of expanding its facilities to other regions of the country. The decision to expand required finding new sources of funding for CCM and considering going beyond the bank's boundaries to seek new donors. However, this latter option might threaten the special relationship forged between CCM and BCI. Illuminates the process by which individual business leaders can become social entrepreneurs.

Describes the alliance that Manuel Ariztia (Don Manuel), a highly respected owner of one of the leading poultry companies in Chile, has forged with Melipilla, a Chilean municipality, to collaborate in the management of its public educational system. The vehicle used for this alliance is the Corporacion Municipal de Melipilla (CMM), which is defined as a private, not-for-profit, autonomous, nonpartisan entity that provides education and health services at the municipal level. Don Manuel became a leader on the board of directors of the CMM and was instrumental in improving CMM's financial and educational performance. Opens with the challenge facing the CMM--the upcoming retirement of the general manager, who has been in charge of the administration since the beginning. Additionally, the impending retirement of Don Manuel, whose presence has given the board an element of stability, along with the upcoming mayoral elections are jeopardizing the board's stability. Addresses issues of management succession, governance, decision making, and collaboration between business leaders and nonprofit organizations. Also addresses issues related to the key role that board of directors can play in the effective management of educational organizations.

Describes the evolution of the alliance between Corporacion de Ayuda para el Nino Quemado (Corporation for the Aid of Burned Children, or COANIQUEM) and ESSO-Chile (ESSO), a subsidiary of ExxonMobil International and one of the major fuel distributors of the country. This alliance involves a long-term relationship that becomes increasingly important for both partners. Addresses issues of long-term collaboration in the context of a multinational organization that does not espouse a policy of establishing formal alliances with nonprofit institutions. COANIQUEM has gained standing and recognition in the community, and a stable partnership has emerged between the two successful organizations. However, the decision to build an international center for the rehabilitation of burned children might challenge the long-standing relationship, which can jeopardize the financial health of COANIQUEM. Explores the opportunities and risks entailed in the strategic decision to expand and the challenges this decision entails for the future of the alliance. Can address the role of charismatic leadership and trust-building in the creation and growth of nonprofits.

Describes the alliance between Farmacias Ahumada S.A. (FASA), the largest drugstore chain in Chile, and the Las Rosas Foundation (Fundacion Las Rosas, or FLR), a nonprofit organization that provides shelter and care to needy elders. The collaboration began in 1997. The board at FASA opted to partner with a NGO to enhance its public image as a good community neighbor. FASA trained its salespeople to ask drugstore customers for a small monetary contribution at store cash registers to benefit FLR. By 2002, fundraising among FASA customers amounted to $381,000, covering approximately 5% of FLR's operating expenses. One half of store purchases resulted in a small donation for FLR. In recent years, FLR underwent remarkable growth. However, this growth called for an increase in financial resources if the institution were to fulfill its mission appropriately. The nonprofit was offered the chance to enter into a new partnership with an international supermarket chain. A new alliance posed a potential risk to the relationship with FASA, and the foundation's vice-president faced a critical decision. The visibility of a new partnership between FLR and the supermarket might make FLR a less attractive partner for the drugstore chain. Addresses issues of alliance development, strategy valuation, and selection of cross-sector collaborations.

Describes the alliance between a private businessman in Chile and a municipality to manage the local public education system. Describes the institution of a performance-based culture, including the use of management tools to align visions and incentives among key stakeholders.