Pontificia Universidad Católica de Chile
Chile’s Corporación de Ayuda al Niño Quemado (Aid Corporation for Burned Children, COANIQUEM) has forged alliances with multiple organizations and business companies in Chile. Pursuing this strategy, COANIQUEM, a nonprofit providing free rehabilitation services to burned children, has managed to grow and expand. One of COANIQUEM’s topmost alliances is a long-lasting partnership with ESSO Chile, an Exxon Mobil International subsidiary and one of the largest fuel distributors in Chile.
This case describes how the alliance between COANIQUEM and ESSO Chile evolved, becoming increasingly important for both partners. It addresses the challenges faced by a collaboration involving a multinational company with no policy in place to build formal alliances with nonprofit organizations. Thus far, the relationship has proven fruitful because COANIQUEM has been extremely successful and well managed. Also instrumental in this success story has been COANIQUEM’s founder, Dr. Jorge Rojas, whose personal charisma has contributed greatly to the partnership forged with ESSO Chile.
However, this long-standing relationship may be threatened by COANIQUEM’s decision to expand, building an international center for burned children rehabilitation (ICTBC) in Antofagasta, a port city. This plan may jeopardize COANIQUEM’s financial health. The case provides enough information for students to discuss how this alliance has been forged, key stakeholders’ needs and benefits, and future challenges, including the organization’s sustainability, leadership and board issues.
This case may be used in social organizations’ leadership courses and other courses exploring collaborations in the social sector. It may also prove useful to deal with the role of charismatic leadership, trust and personal connections in the creation of nonprofits, board issues, and strategic decisions in nonprofits and social enterprises.