The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders.

This paper explores Export Promotion Agencies’ (EPAs’) lived turmoil amid the COVID-19 crisis. It investigates: the EPAs’ perspective on pandemic impact on exporting SMEs; the pandemic impact on EPAs, their operations and response strategies; and EPAs’ perception and expectations post-COVID. The research draws on in-depth interviews with three countries’ EPA managers (Chile, Ecuador, Peru); five elite informants engaged operationally and strategically. A narrative approach inquiring on human experience is adopted, enabling rich insights on complex dynamics and contextual realities ‘from the inside’. Notwithstanding heavy regional impact, no research exists on South America; especially EPAs’ role in COVID times. The methodology provides intimate first-hand knowledge on idiosyncratic circumstances shrouded in uncertainty; unprecedented challenges faced at ground zero, addressed in unconventional ways. Country-specific complexities compounded pandemic impact. EPAs were compelled to rediscover their purpose, devising novel responses to help exporting SMEs. Notwithstanding reduced budgets and layoffs, the EPAs persevered, innovating resource-light solutions to pragmatically surmount turmoil; effectively serving their mission amid uncertainty and adversity. In/formal emergent trust-based cooperation strategies proved crucial. Also accentuated was production and consumption environmental sustainability. Detailed front-line perspectives provide valuable insight and important lessons on complex challenges endured and effective EPA action. Post-COVID perspectives, best practice and policy support recommendations are forthcoming.