solution

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.