Productive and commercial
disparities and dynamics at the community level
Brechas y dinámicas
productivas y comerciales en el ámbito comunitario
Pablo Dávila[*]
Diego Mantilla*
Mauricio Balarezo*
Mónica Noboa Reinoso*
ABSTRACT
This
study examines socioeconomic gaps affecting productive and commercial dynamics
in urban community contexts of Quito. From a territorial perspective, it
explores conditions influencing the sustainability of small local businesses.
The objective was to identify key productive and commercial weaknesses
perceived by community actors. The research adopts a qualitative, descriptive
approach, with a sample of businesses collected during university outreach
activities. An anonymous survey was applied using EPICOLECT5 and textual
analysis was conducted with Voyant Tools. Results reveal structural shortages,
high dependency, and limited competitiveness, highlighting university
engagement as a strategy for capacity building and inclusive territorial
development processes locally.
Keywords: Socioeconomic
gaps; Community economy; Local productive dynamics; Community trade;
Territorial development.
RESUMEN
Este estudio analiza las brechas
socioeconómicas que inciden en las dinámicas productivas y comerciales en
contextos comunitarios urbanos de Quito. Desde un enfoque territorial, se
examinan las condiciones que afectan la sostenibilidad de pequeños negocios
locales. El objetivo fue identificar las principales debilidades productivas y
comerciales percibidas por los actores comunitarios. La investigación es
cualitativa y descriptiva, con una muestra de negocios recopilada durante
prácticas de vinculación universitaria. Se utilizó una encuesta anónima
aplicada mediante EPICOLECT5 y un análisis textual con Voyant Tools. Los
resultados evidencian carencias estructurales, alta dependencia y limitada
competitividad, y destacan la vinculación universitaria como estrategia.
Palabras Clave: Brechas socioeconómicas;
economía comunitaria; dinámicas productivas locales; comercio comunitario;
desarrollo territorial.
INTRODUCTION
Community projects have emerged as a key strategy for
local development and improving the quality of life in communities. These
initiatives aim to address social, economic, and environmental issues through
the participation of community members, promoting collaboration and citizen
empowerment. However, to ensure that these projects meet their objectives and
generate positive impacts, it is essential to have appropriate evaluation and
monitoring mechanisms in place.
Regarding the evaluation of community projects, its
implementation focuses on measuring their effectiveness, efficiency, and
relevance in relation to the proposed objectives. Since information is crucial
for decision-making and resource optimization, it is clearly a unique feature
of the evidence-based approach. In fact, a structured evaluation process allows
for aligning achieved results with initial expectations, which in turn
simplifies the implementation of corrective strategies and increases long-term sustainability.
Conducting monitoring and evaluation activities allows
for the collection of crucial data on project inputs, outputs, and impact,
which is fundamental for evidence-based decision-making and for improving the
impact on the community. These activities not only strengthen relationships
among the various stakeholders but also help identify community needs and
demonstrate the positive impact of projects.
On the other hand, monitoring involves the continuous
collection and analysis of data related to project implementation. This process
helps ensure that planned activities are carried out as intended and allows for
timely adjustments to improve performance. Monitoring, for its part, is a
fundamental tool for efficient project management, as it provides real-time
information on progress and contributes to transparency and accountability
toward the community and stakeholders.
This research aims to provide information on the
evaluation and monitoring of community projects from a local perspective. To
this end, it will analyze the methodological approaches used in various parts
of the world, as well as the strategies implemented in Latin America and
Ecuador to improve the management and impact of community projects.
It is worth noting that the relationship between
higher education institutions and their surrounding communities goes beyond
mere revenue generation; it is, above all, a mechanism through which the
university contributes to the country’s social and productive development
(Martínez et al., 2010). In the case of Ecuador, this relationship begins with
applied activities—guided tours, training stays, courses, and technical
assistance—that enable the establishment of channels for collaboration between
academics and local stakeholders. Over time, some of these links mature into
development contracts and technology licensing agreements—forms that Martínez
et al. (2010) identify as the most significant modalities within the spectrum
of university–industry engagement.
It is worth noting that sustained exchange between
academia and the productive sector directly influences the quality of goods and
services reaching the market. García and Pomar (2021) note that academic
collaboration facilitates not only the design of joint projects but also their
translation into products and processes with greater competitiveness and higher
technical value. When university teams work with companies and communities on
the development and implementation of programs, learning takes place that leads
to improved production and marketing practices.
Finally, the social dimension of university-industry
collaboration must not be overlooked. Beldrán and
Ortega (2021) emphasize that a university committed to its community identifies
local problems and directs applied research toward relevant solutions. If the
social function is properly integrated with research and technology transfer
strategies, higher education institutions contribute to producing knowledge
that is useful in specific contexts and measurable in terms of benefits for the
population. This approach positions university engagement as a bridge between
knowledge generation and the resolution of specific needs, beyond merely
securing external resources.
Socioeconomic Context of Quito and Training Needs
Quito, the capital of Ecuador, is located in the
province of Pichincha, founded in 1534, regarding its socioeconomic context, it
has been identified as a city with limited economic freedom according to the
results of a study conducted by the Citizenship and Development Foundation;
that is, the ability of individuals and families to make economic decisions
autonomously is restricted by an excessively interventionist government, as the
city is one of the highest tax collectors, has the highest wage expenditures,
and hosts the most municipal enterprises.
Furthermore, the Metropolitan Mayor’s Office of Quito
(2015) notes that access to productive factors is not equitable, thereby
marginalizing certain socioeconomic groups and depriving them of access to
improvements in their quality of life. This can be improved through education,
with children and adolescents receiving a quality education that prepares them
to be creative, leaders, researchers, entrepreneurs, professionals of
excellence, and good citizens.
According to a report on the economic and business
environment presented in 2024, in 2023 the Economically Active Population (EAP)
consisted of 72.7% men and 55.4% women, reflecting a gender gap of 17.3
percentage points. Furthermore, women represent the largest group within the
Economically Inactive Population (EIP), accounting for 44.6% compared to 27.3%
for men. As for young people who are neither studying nor working (NEETs), they
accounted for 16.9%, a decrease of 1.6 percentage points compared to 2022.
These data suggest the need for training in various areas that can be offered
to the population to help them improve or discover the skills and abilities
required for a particular activity, which can serve as a pathway to a better
quality of life, while also addressing the segment of society that needs to
learn and engage in productive activities.
Participatory Approach
Participatory research has been conceptualized as a
process through which members of an oppressed group or community collect and
analyze information and take action on their problems with the aim of finding
solutions and promoting political and social transformations (Balcazar, 2013).
According to Alava and Orellana (2014), the
participatory approach constitutes a set of alternative techniques that promote
dialogue between academic knowledge and social knowledge—that is, popular
knowledge.
In this approach, the subject engages with another
subject beyond the traditional relationship between researcher and research
subject—the people. In this case, dialogue is fostered and encouraged;
questions are posed, which in turn stimulate communication and expression in
all their forms.
However, Velásquez et al. (2021) describe the
participatory approach as a method that addresses the study of communities from
an interdisciplinary perspective using sociological, anthropological,
educational, and political criteria without any bias. This is because it has
its origins in social struggle with liberating and emancipatory aims, within a
multipolar, integrative, and syntagmatic vision.
Selection of target areas
According to Piñeroso et al. (2023), selecting a
target area (neighborhoods and markets) for a community engagement project
allows for the development of a comprehensive understanding of that area, using
technical and experiential tools; in other words, the aim is to establish or
build a tool for planning and social transformation through community
participation.
Similarly, Gordillo et al. (2015) indicate that every
program or project addresses a problem; in this sense, a project must be
planned according to the current state of that territory; within a city, these
places generally correspond to neighborhoods or markets with certain potential
problems to be resolved that the population cannot address due to the costs
typically involved, which is why there is usually a mechanism for ranking or
prioritizing based on previously established criteria that allows for selecting
which issues to address first.
The Ministry of Education (2021) specifies that to
identify a territory and ensure the project can be implemented effectively,
processes must first be outlined that link the various aspects, allowing the
education sector to engage with the social and/or productive sectors—in this
case, neighborhoods and markets.
Design of Workshops and Teaching Materials
From the perspective of Jalo and Albizú (2013), the
design of workshops and instructional materials can be approached through a
wide range of theories and approaches; however, in the educational setting,
their design must encompass key concepts that illustrate and encourage students
to acquire knowledge through appropriate materials, as well as the design of
tasks relevant to each class.
Rivera (2011) notes that teaching materials serve
various objectives, which allow for classification; it should be emphasized
that all are aimed at increasing motivation, interest, attention,
comprehension, and work performance, and they primarily engage the senses of
hearing, sight, and touch. In terms of classification, these materials can be
permanent, informative, visual, audiovisual, illustrative, and experimental.
Teaching materials and workshops are conceptualized as
the link between words and reality. This link contributes to the development of
the teaching-learning process, which is based on observation and
experimentation that foster objectivity in the student.
Community Engagement in Higher Education
Community engagement is one of the core functions of
higher education institutions in Ecuador, on par with teaching and research, as
it bridges academic knowledge with the real needs of local communities and
social actors.
The Academic Regulations of the Council for Higher
Education (CES) establish that higher education institutions must promote
projects and initiatives that contribute to local, regional, and national
development, thereby consolidating a model of a socially relevant university.
From a conceptual perspective, engagement is
understood as a dimension that establishes a two-way relationship between the
university and society, where both parties learn and benefit: academia
contributes scientific, technical, and professional knowledge, and the
community provides local knowledge, socio-productive practices, and challenges
that guide new lines of research and professional training. In this vein,
community engagement is not merely social outreach but a systematic process of
knowledge exchange that strengthens social development and improves the quality
of student education.
Bernal et al. (2023) conceptualize community
engagement as a dimension of higher education that focuses on establishing a
two-way relationship between the institution and society, allowing the
university to contribute to social development and, in turn, benefit from the
community’s knowledge.
Furthermore, engagement with society is recognized as
the set of actions that express the university’s mission to dynamically and
coordinately project its scientific knowledge and connect all of society with
the university. This function comprises philosophical, scientific, artistic,
and technical studies and activities through which the problems, data, and
cultural values existing in all social groups are explored and gathered from
the social, national, and global environments, and seeks to stimulate social
development and elevate the spiritual, intellectual, and technical level of the
nation by impartially and objectively proposing to the public fundamental
solutions to problems of general interest (Quezada et al., 2017)
Both Ecuadorian and Latin American authors recognize
it as the “set of actions through which the university makes its scientific,
philosophical, artistic, and technical capabilities available to society to
identify problems, gather information from the environment, and propose
objective solutions to issues of general interest.” When carried out in a
planned manner, this function helps raise the cultural, intellectual, and
technical level of the population and positions the university as an agent of
social transformation.
Higher education institutions in the country have
expanded this concept into an operational notion of engagement that includes
plans, programs, projects, community services, continuing education,
consulting, inter-institutional cooperation, and processes for the
democratization of knowledge. What is important is that these activities are
systematically planned, executed, monitored, and evaluated, ensuring that the
university’s intervention has social relevance and sustainability.
The Role of Public Universities in Local Development
Since their inception, universities have been
important institutions designed to perform essential functions within a social
context. Today, society universally expects the university to be a place that
contributes not only to the education of students but also to addressing
everyday problems, with the aim of providing well-being, development, and a
better future. This has created an unbreakable bond; in other words, the
university is an extension of society, with each drawing from the other—people,
resources, means, and motivation—for the collective benefit (Council for
Quality Assurance in Higher Education [CEACES], 2020).
According to Rojas et al. (2019), the university was
created to serve as both a cultural extension and a university extension; the
former corresponds to artistic expressions, and the latter to the services and
solutions it can offer through research and teaching, respectively. The public
university not only conducts research and is not merely a center for technical
and professional training, but also encompasses a mechanism that allows these
functions to be aligned with addressing the needs of the surrounding
environment—that is, society. It is here that engagement plays a crucial role,
serving as the link that provides relevance to the public higher education
institution.
Quezada et al. (2017) note that the role of the public
university through community engagement involves a dynamic dialectical
relationship with society. Consequently, there is a need to transform the
management of community engagement into a strategy that enables local
development in the region where activities are carried out or planned, or where
some form of necessary collaboration is implemented to solve a problem.
Importance of Financial Literacy in Low-Income Sectors
A country’s financial system represents a fundamental
pillar of its wealth, as it plays an indispensable role in the functioning of
the economy. While society is organized through mechanisms that allow for
individual or collective economic decision-making, families need to possess the
necessary knowledge required in a globalized world where all kinds of business
transactions can be conducted with a single click from anywhere on the planet.
Therefore, economic and financial literacy takes on great importance by
offering adequate support to individuals throughout their life cycle—not only
in the process of financial accumulation but also by fostering personal and
social well-being and quality of life, thereby generating progressive social
and economic development.
As Bonilla et al. (2022) state, financial education is
of great importance today because it not only enables people to make smart
savings and investment decisions, better manage debt, plan for retirement, and
accumulate greater wealth, among other things, but also provides essential
tools for understanding economic and financial topics that affect the economy
from the global to the national level, thereby allowing for a better
understanding of social and economic policies to be prepared and avoid macroeconomic
shocks.
Similarly, Peña et al. (2020) indicate that the
importance of financial education lies in the fact that knowledge in these
areas enables people to make informed decisions and thus achieve greater
benefits.
For example, understanding the importance of saving,
credit management, retirement savings, the effects of inflation, and risk
management in financial transactions. Furthermore, it enables greater
participation by the population in various products and services offered by the
financial sector, which translates into higher levels of financial inclusion,
thereby reducing social gaps in this area.
Impact on the Family and Community Economy
According to Quezada et al. (2020), to measure the
impact of engagement on the family and community economy, three major variables
are taken into consideration, as described in the table below:
Table 1.
The Impact of Employment on Family
and Community Economies
|
1.
Impacto en los Beneficiarios de los proyectos de labor comunitaria |
|
|
La
participación ciudadana |
1.-Percepción
y aprobación de la gestión 2.-Percepción
de la institucionalidad 3.-Satisfacción con los resultados y la puesta en
práctica 4.-Integración
comunitaria a través de la asistencia y participación 5.-Ausentismo
y deserción 6.-Apropiación
y disposición social para la participación 7.-Participación
en el seguimiento y mecanismos de vigilancia |
|
Desarrollo
formativo |
1.-Mejoramiento
de la capacidad de la formación 2.-Incremento
de los indicadores de situación laboral 3.-Competencias
profesionales y técnicas |
|
Educación
continua |
1.-Capacidades
y potencialidades de la ciudadanía 2.-Acreditación de programas
3.-Certificación de procesos 4.-Percepción del proyecto de formación y diseño
de aprendizaje |
|
2.
Impacto en las familias y comunidad |
|
|
Bienestar
social |
1.-Calidad
de entorno 2.-Mejoramiento
y diversificación de las actividades sociales 3.-Equidad
de género e integración 4.-Naturaleza de conciencia social |
|
Creación
de valores económicos |
1.-Mejora
en las capacidades del grupo familiar 2.-Distribución y diversificación de
ingresos 3.-Estandares
de vida material y relaciones sociales |
|
3. Impacto en los gestores del
proyecto |
|
|
Rendimiento
de los grupos estudiantiles |
1.-Integración
estudiantil con los proyectos comunitarios 2.-Percepción
de los estudiantes con respecto a la aplicación y puesta en marcha |
|
Percepción
del profesorado |
1.-Desarrollo
académico de estrategias, técnicas y gestión 2.-Aspectos
psicológicos, evolutivos y trabajo en equipo |
Nota. En la tabla se presenta los
niveles de impacto a medir en un proyecto de vinculación
Similarly, Méndez (2021) notes that the participation
of faculty researchers in leading outreach projects not only enables the
theoretical development of knowledge but also fosters innovation in addressing
societal challenges, highlighting a shift in the role of universities and
viewing them as strategic allies capable of contributing their resources and,
to some extent, their physical spaces in both the public and private sectors,
all with the aim of supporting research and the development of new outreach projects.
On the other hand, community engagement generates an
impact on the population in various aspects—such as social, scientific,
economic, and political—resulting in users largely benefiting from economic
growth, since by gaining new knowledge on a specific topic, they can apply it
to their businesses or microenterprises, which, when managed effectively and
with optimal use of resources, grow and develop, becoming more productive and
contributing to the family economy and improved living conditions.
From this perspective, the question arises: How do
socioeconomic gaps affect local productive dynamics and community commerce, and
how do these processes influence territorial development within the community
economy?
In Ecuador, markets serve as the primary venue for the
sale of products and, consequently, as the economic hub of certain
neighborhoods. In Quito, there are 33 registered markets, where a short supply
chain generally prevails, starting with the producer, followed by mobile
wholesalers, stationary wholesalers, retailers, and consumers. About 75% of
small businesses are run by women, who face risks due to the lack of
intervention by government, public, or private entities that could help address
various challenges.
MATERIALS AND METHODS
You must describe the type of research, the study
sample, the techniques and instruments, and explain how the process is
established. The text should be between 1 and 2 pages long.
This study adopts a descriptive qualitative approach,
involving an on-site assessment of the productive and commercial dynamics in
neighborhoods and urban markets within the Metropolitan District of Quito. The
research is based on primary data collected through community engagement
activities carried out by university students, who gathered data directly in
the study areas, allowing for the capture of community actors’ perceptions and
needs within their real-world context.
The open-access program EPICOLECT5, developed by the
University of Oxford, was used for data collection. This program facilitated
the design and implementation of an anonymous survey aimed at identifying the
main weaknesses of community businesses, which were considered key response
categories for the analysis. This tool allowed for the systematization of data
in a standardized and georeferenced manner, ensuring the traceability and
consistency of the information collected in the field.
Data processing was carried out in two phases. In the
first phase, the obtained databases were cleaned and refined, removing records
with blank fields, incomplete, or inconsistent responses, in order to ensure
the quality of the analyzed corpus. In the second phase, a qualitative
evaluation was conducted using the open-source software Voyant Tools, a tool
specialized in textual analysis and basic qualitative data mining.
The analyzed corpus consisted of a consolidated
document, totaling 7,494 words and 1,359 unique lexical forms, created on
October 15, 2025. The textual analysis revealed a vocabulary density of 0.181,
a readability index of 14.755, and an average of 48.7 words per sentence,
reflecting a broad and descriptive discourse on the part of the participants.
The most frequent words in the corpus were: lack (205), no (124), competition
(98), products (96), and dependence (89)—terms that guided the qualitative interpretation
of the main issues perceived in community businesses.
This methodological approach allowed for the
identification of discursive patterns, semantic relationships, and recurring
problem areas, providing a comprehensive understanding of socioeconomic gaps
and productive and commercial dynamics from the perspective of local actors.
RESULTS
Qualitative assessment using an IN SITU approach.
For this study, we started with the information
provided by students during their outreach internships. To this end, we used
the open-source program EPICOLET 5 from the University of Oxford
(https://five.epicollect.net/). Using this program, we designed an anonymous
survey and focused on business weaknesses as responses. In the first phase, we
cleaned the provided databases (removing blank spaces and incomplete
responses); in the second phase, using the open-access program Voyant Tools (https://csdh-schn.org/stefan-sinclair-in-memoriam/),
we conducted the qualitative evaluation based on the following corpus:
This corpus contains 1 document with a total of 7,494
words and 1,359 unique terms. Created on October 15, 2025.
Vocabulary density: 0.181
Readability Index: 14.755
Average words per sentence: 48.7
Most frequent words in the corpus:
- missing (205); no (124); competition (98); products (96); dependence (89)
Here, in this detail, we can observe the most
frequently repeated words within the qualitative analysis. If we focus on a
word cloud, the following matches and repeated words can be observed as
follows:
Figure 1
Business diagnosis with word cloud
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&view=Cirrus
In Figure 1, we can observe the following words from
the corpus of analyzed phrases that show similarities and concordances in the
following order:
i) The word “lack” includes complete phrases such as
lack of financing, lack of social media, lack of budget, lack of staff, lack of
marketing, advertising, and customer service, lack of financial education, lack
of education, lack of capital, lack of market positioning, lack of training in
electronic media, lack of inventory control, lack of planning, lack of
technology in processes, lack of police presence, lack of access to financial
services, lack of knowledge in the use of technology, lack of resource acquisition,
lack of reliability from suppliers, lack of product variety, lack of visibility
on social media, lack of differentiation, lack of adequate staff and
infrastructure, lack of innovation and a customer loyalty strategy, lack of
storage, lack of technological infrastructure, lack of cash flow, lack of
marketing, lack of trust in teamwork, lack of management knowledge, lack of
product variety, lack of updates to the accounting system, lack of solid
marketing strategies, lack of legal stability, lack of merchandise, lack of
business promotion, lack of electronic payments, lack of modern tools, and lack
of brand recognition, among the most common and recurring issues.
The study conducted as part of the project Boosting
Economic and Social Development in Neighborhoods and Marketsreveals a landscape
that, although part of daily life for those working in these spaces, often
remains unclear when systematic information is lacking. It is worth noting that
several of the identified limitations recur across different businesses and ultimately
affect the stability of merchants, particularly when they need to adapt to
changes in demand or unforeseen economic fluctuations.
A review of the testimonies and data collected reveals
that many owners lack even basic accounting and financial records. This
situation suggests that the day-to-day management of businesses is left to
intuitive decisions—sometimes successful, but at other times difficult to
sustain without proper documentation. Added to this is the scarcity of
technological tools and commercial promotion practices, which affects their
ability to expand their customer base or improve their visibility in highly
competitive markets.
It is worth noting that other aspects of the
assessment also point to persistent problems: insufficient infrastructure, poor
planning, and a reluctance to organize collective efforts or participate in
support networks. Taken together, these elements paint a fragile picture. A
brief statement sums it up: business owners work hard, but with limited
resources.
In this context, the involvement of the public
university takes on a different meaning. It does not merely offer technical
support or ad hoc training; it creates a space where merchants can reinterpret
their daily practices in light of project management methodologies and
previously systematized experiences. This partnership creates a meeting point
between practical knowledge and academic tools, opening the possibility of
strengthening capacities and building solutions that address real needs.
It must not be overlooked that these processes, when
carried out continuously, contribute to improving business operating conditions
and, more broadly, to revitalizing the economic life of neighborhoods and
markets. The collaboration between the university and the community, in this
sense, ceases to be a symbolic gesture and becomes a mechanism for promoting
changes that are locally situated and socially valuable.
The word “No” has the following associations: no
social media presence, no advertising to attract customers, no social media
management, no products the neighborhood needs, no technological knowledge, no
access to digital services, not well-known throughout the neighborhood, not
well-known on digital platforms or social media, no digital marketing, does not
accept electronic payments, lacks payment technology, it lacks cash, lacks
digital permits and faces security risks, lacks electronic payment processing,
doesn’t know all suppliers, has a limited customer base, doesn’t manage
inventory and taxes well, isn’t very organized, lacks security cameras, lacks
necessary resources, lacks parking and has limited infrastructure, products
don’t sell quickly, doesn’t maintain inventory control, lacks marketing
experience, and faces technological barriers, sales are slow and operating and
logistics costs are high, it is not open throughout the workweek and has high
operating costs, there is little visibility and a reliance on specific
suppliers, there is no product variety, there is no home delivery, there are no
process manuals, expensive equipment is not repaired, no credit facilities are
offered, it is not safe to work late hours due to crime, the business is not well-known,
digital payments are not used, the location is not busy, the customer base is
not expanding, prices are not competitive, products are not in stock, there is
not much foot traffic, new markets have not been tapped, the large customer
base is not being served, it is not located in a strategic spot, suppliers are
not diversified, the area is not very busy, and there is not much time to spend
with family.
An examination of the statements linked to the term
“no” reveals various limitations that directly impact the competitiveness and
sustainability of small businesses located in neighborhoods and markets. The
lack of digital tools—such as social media, online advertising, or electronic
payment systems—restricts their visibility and reduces their ability to attract
new customers. Added to this is the lack of technological skills, inventory
control systems, digital permits, and marketing strategies, revealing a
significant gap in business management.
These deficiencies are exacerbated by insecurity,
limited infrastructure, low foot traffic, and dependence on specific
suppliers—factors that raise operating costs and reduce profitability.
Similarly, the absence of internal organization, clear processes, and access to
financial services hinders the expansion or diversification of these
businesses.
In light of this scenario, university engagement
through training programs and accounting-financial advisory services emerges as
a strategic alternative. Through well-planned projects, it is possible to
strengthen capacities, bridge technological gaps, and promote economic
inclusion. This academic intervention not only offers technical solutions but
also drives social and economic development through a territorial,
collaborative, and sustainable approach.
ii) The word “competition” has several contexts; the
most common ones are as follows: competition among pharmacies, competition with
fast food, competition in the cosmetics sector, competition in the chicken
retail sector, competition in refrigeration equipment, competition in
perishable goods, competition due to lack of social media management,
competition with similar businesses, competition in inventory control,
competition in electronic payments, competition for strategic locations,
competition affected by insecurity, competition from high prices, competition
with street vendors, competition due to rising prices, competition due to
higher costs, competition from the opening of new supermarkets, price
competition from suppliers, competition for new investments, competition due to
staff shortages, competition due to power outages and staff shortages,
competition from similar products, competition from high operating costs,
competition due to product diversification, competition from large chains with
extended hours, competition due to reliance on supplier credit, competition and
constant efforts to differentiate, competition over infrastructure, competition
for specialists, competition from similar businesses, competition regarding
service hours and insecurity, competition due to environmental issues,
competition due to strict regulations, competition from lower-quality products,
competition from high-quality products, competition from prices of recyclable
materials, competition to invest in new products, competition from external
factors such as: crises, pests and diseases, technology, new regulatory
challenges, competition to upgrade equipment, and delays in product delivery.
The study shows that competition is one of the most
significant challenges for small retailers operating in neighborhoods and
markets. This manifests in various ways: the presence of large chains with
longer operating hours, the increase in similar businesses, the activity of
street vendors, and the opening of new supermarkets. Competition goes beyond
price, involving factors such as the use of technology, the quality of
infrastructure, customer service, product variety, and the ability to respond
to external factors such as economic crises, pests, insecurity, or strict
regulations.
Many of these businesses struggle to differentiate
themselves due to the lack of digital tools, inventory control systems,
marketing strategies, and trained staff. This creates constant pressure to
innovate, invest, and refine processes in an environment marked by scarce
resources.
In this scenario, the management of university
outreach projects becomes a key strategy for strengthening local
competitiveness. Through accounting and financial training and technical
support, continuous improvement, operational efficiency, and the sustainability
of these ventures are promoted. Academic involvement provides tools to face
competition with knowledge, planning, and strategic vision, thereby
contributing to the economic and social development of the region.
iii) The term “products” encompasses the following
categories: products with limited availability, products with a wide range of
offerings, products without advertising, perishable products, products
requiring significant capital investment, products with new brands and
franchises, highly competitive products, products dependent on suppliers and
brands, products in short supply, high-cost, high-quality products, products
with low inventory and sales, products that do not use electronic payment
methods, products with inventory control and high competition, substitute
products, products with very high raw material costs, high-cost products,
products with low sales on specific dates, products with storage restrictions,
products with poor training in management, digital marketing, and unfair
competition, products with poor inventory control, products with rising prices
and high inventory costs, products with price fluctuations, products with low
visibility, products with low profit margins, products with poor social media
presence, similar products at low prices, products with high operating costs,
limited diversification, and competition risks, products dependent on
suppliers, products with little market differentiation, products not available
in stock, products with high innovation but little differentiation, products
with limited production capacity, products that remain in storage for a long
time, products with limited supply and lacking advertising, products with
occasional supplier delays causing delays, products with supply issues,
products with poor tax management, scarce imported products, products with
large industrial customers, products with insufficient supply, products with
low quality and market competitiveness, high-priced organic products, unsold products
with greater variety, products with high transportation costs, products with
unstable markets.
An analysis of the expressions associated with the
term “products” highlights multiple structural challenges faced by small
merchants in neighborhoods and markets. Storage constraints, low visibility,
lack of advertising, and weak product differentiation directly impact
competitiveness. Added to this are dependence on suppliers, high operating
costs, limited availability of imported goods, and price volatility—factors
that increase uncertainty in business management.
The lack of inventory control systems, limited use of
electronic payment methods, and insufficient training in key areas such as
digital marketing and administration intensify these difficulties. High
competition and limited production capacity further undermine the
sustainability of these businesses.
In this scenario, university intervention through
outreach projects emerges as a strategic resource for strengthening product
management. Through accounting and financial training and technical support,
better planning, control, and marketing are facilitated, enabling merchants to
adapt to market demands. In this way, project management driven by academia
contributes to local economic development, promoting innovation, efficiency,
and productive inclusion.
iv) Finally, the term “dependence” has the following
connotations: dependence on local suppliers and brands, dependence on products
due to high costs and storage, dependence on inputs and limitations in
production capacity, dependence on high staff turnover, dependence on local
clientele and limited space for storage and product display, dependence on cost
fluctuations, dependence on seasons and seasonality in sales, dependence on
high operating and production costs, dependence on suppliers for untimely delivery,
dependence on technical equipment, dependence on tourism and limited
operational capacity, dependence on local demand, dependence on schedules and
low income, dependence on repeat customers, dependence on traffic and location,
dependence on brands, dependence on supplier credit, dependence on electricity,
dependence on physical sales channels and parking, dependence on manual
production. Dependence on ingredient quality, dependence on a single
specialist, dependence on suppliers, risks and accidents, dependence on payment
systems, dependence on recyclable material prices, dependence on the weather,
dependence on poor social media management, dependence on poor adaptation to
technological changes.
The repeated appearance of the term “dependence” in
the analysis reveals a structural weakness in small businesses located in
neighborhoods and markets. This dependence manifests in various dimensions:
suppliers, inputs, local clientele, in-person sales channels, electricity
supply, weather conditions, seasons, specialists, and technological systems.
This level of dependence limits both the operational autonomy and strategic
capacity of merchants, creating vulnerability to external factors such as delivery
delays, price fluctuations, power outages, insecurity, or regulatory changes.
Likewise, the limited diversification of products,
processes, and commercial channels hinders rapid adaptation to environmental
challenges. This reality is exacerbated by low capacity for technological
adoption and the absence of solid strategic planning.
In this scenario, the management of
university-community partnership projects emerges as an essential tool for
reducing these dependencies. Through accounting and financial training, the
strengthening of digital skills, and technical support, business autonomy,
operational resilience, and innovation are promoted. Academic intervention
facilitates the transition toward more sustainable, diversified, and
competitive business models, contributing to local economic development from a
comprehensive and collaborative perspective.
Analysis of Trends in Qualitative Data for Community
Development and University Engagement
To visualize trends within the qualitative analysis
used in various neighborhood businesses, the following can be observed:
Figure 2
Repetitive word trend: “lack”
Note. Taken from:
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&query=productos
Figure 2 shows that the relative frequency of the term
“falta” within the segments grouped as Debilidades_negocios varies widely
throughout the analysis. The highest value is recorded in Segment 8, where the
frequency reaches approximately 0.006, indicating the highest concentration of
mentions of the concept. A minor increase is also observed around Segment 5,
followed by a pronounced decrease in segments 9 and 10.
Figure 3
Trend of the repetitive word “no”
Note. Taken from:
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&query=productos
Figure 3 shows that the use of the negation term “no”
follows an irregular pattern. Although its presence is low in the middle
segments, with values close to 0.0009 in Segments 4 and 7, the frequency
increases significantly in the second part of the analysis. Two peaks stand
out: one in Segment 8, where it reaches approximately 0.0025, and another in
Segment 10, with a value close to 0.0026. Overall, Segment 8 stands out again,
as this is where expressions of absence linked to “no” reach one of their highest
concentrations within the corpus.
Figure 4
Trend of the repetitive word “competition”
Note. Taken from:
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&query=productos
An examination of Figure 4 reveals that the relative
frequencies associated with the concept “competition” within
Debilidades_negocios follow an irregular pattern across the segments. The
highest value appears in Segment 3, where the frequency approaches 0.0026.
After this point, the curve descends until reaching its lowest level in Segment
6, with a reading close to 0.0004.
In the final part of the analysis, the frequency of
the term increases steadily once again. This trend leads to a new peak in
Segment 10, where the frequency—again close to 0.0026—matches the maximum
observed at the beginning, thus marking a conclusion that balances the overall
distribution of the concept throughout the analysis.
Figure 5
Trend of the repetitive word “products”
Note. Taken from:
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&query=productos
Figure 5 shows how the relative frequency of the term
“products” varies across the ten segments linked to Business_Weaknesses. The
series begins with a high value in Segment 1, close to 0.0016, suggesting that
this topic receives considerable attention at the start of the corpus. After
this point, the curve shows a decline in the following segments, before
beginning a more pronounced uptick.
The subsequent increase leads to the peak in Segment
6, where the frequency reaches approximately 0.0018. In this section,
references to products become particularly prominent, becoming the core of the
discussion regarding the weaknesses affecting the businesses analyzed.
Figure 6
Trend of the repetitive word “dependence”
Note. Taken from:
https://voyant-tools.org/?corpus=ed4a1203902a73ecff6f3f7de04d747e&query=productos
Figure 6 shows the relative frequency of the term
“dependence” across the ten segments comprising Debilidades_negocios. The trend
is irregular and characterized by pronounced fluctuations both upward and
downward. After starting at an intermediate level, the series declines until
reaching its lowest values in Segments 2 and 3, where the frequency approaches
0.0006.
From that point on, the curve changes direction and
rises sharply until reaching Segment 5. There, the highest value of the entire
set is recorded, with a frequency close to 0.0026, the point at which
references to “dependence” reach their greatest intensity within the analyzed
corpus.
The assessment conducted in neighborhoods and markets
in Quito reveals a set of structural constraints affecting the sustainability
of small businesses. The constant lack of resources, knowledge, technology,
infrastructure, and strategic planning limits their capacity for growth. Added
to this are the things they lack or fail to implement: the absence of social
media, advertising, inventory control, electronic payment methods, and internal
organization, which weakens their market positioning. Competition, both formal
and informal, is intensified by the presence of large chains, low prices,
similar products, and external factors such as insecurity and economic crises.
Regarding products, problems of limited differentiation, high costs, low
visibility, poor management, and dependence on suppliers are identified, which
generates commercial instability. Finally, dependence on inputs, local
customers, physical channels, specialists, and external conditions such as
weather and electricity reveals high operational vulnerability. Given this
landscape, university engagement through project management emerges as a key
strategy to strengthen capacities, reduce risks, and promote economic and
social development from a collaborative, inclusive, and sustainable perspective.
CONCLUSIONS
The qualitative analysis conducted in neighborhoods
and markets throughout the city of Quito provides a comprehensive understanding
of the gaps and dynamics that shape productive and commercial development at
the community level. The study confirms that the constraints identified in
small businesses are not the result of isolated or temporary problems, but
rather form part of a structural web of inequalities that are repeatedly
expressed in the discourse of local actors.
The high frequency and variability of the term “lack”
throughout the analyzed corpus reflects a persistent perception of multiple
deficiencies that permeate the day-to-day management of community enterprises.
These deficiencies are not limited solely to the absence of financial resources
but extend to deficits in business training, access to technology, adequate
infrastructure, and strategic planning. The centrality of this concept
highlights that business sustainability is compromised by structural conditions
that limit their capacity for adaptation, growth, and innovation in highly
competitive urban environments.
Complementarily, the significant frequency of the
negation term “no” reinforces the interpretation of a context marked by
systematic constraints. The concentration of this expression in certain
segments of the corpus points to critical moments in which the possibilities
for economic action are clearly constrained. Discursive negation expresses, in
this sense, the impossibility of implementing basic management, marketing, or
promotional practices, which reduces the room for maneuver of community
businesses and accentuates their lag behind larger-scale actors. This
discursive dimension illustrates how structural inequalities translate into
concrete limitations on decision-making and the implementation of sustained
improvements.
Analysis of the term “competition” reveals a constant
source of tension in the community business environment. The fluctuations
observed across the segments indicate that competition is perceived unevenly
but is persistently present. This perception is linked both to the presence of
large retail chains and economies of scale, as well as to informal competition
and other external factors, including insecurity and economic instability. The
difficulty in differentiating products and services intensifies this competitive
pressure, placing small businesses at a structural disadvantage that limits
their survival and market presence.
Regarding the term “products,” the results show that
this constitutes a central theme in the narrative on commercial weaknesses. The
identified trends highlight problems associated with limited diversification,
high costs, low visibility, and deficiencies in production and commercial
management. These limitations directly impact the generation of added value and
the ability of businesses to respond to consumer demands and preferences.
Weaknesses in product management also reinforce dependence on suppliers and
external conditions, increasing the economic vulnerability of the businesses
analyzed.
The category “dependence” emerges as a key indicator
of the structural fragility of community-based businesses. The concentration of
the term in specific segments of the corpus highlights a high degree of
subordination to suppliers, local clienteles, physical marketing channels, and
external factors such as the climate, the availability of electricity, or the
stability of the urban environment. This dependence significantly limits the
resilience of these enterprises in the face of economic crises, changes in
demand, or disruptions in supply chains, reducing their potential for
adaptation and sustainability in the medium and long term.
Taken together, the analysis of qualitative trends
allows us to conclude that the identified weaknesses stem from a
community-based production model operating under structurally unequal
conditions. These conditions not only constrain immediate economic performance
but also affect the territories’ capacity to build more equitable and inclusive
development processes. In this context, university outreach takes on strategic
importance by positioning itself as a mechanism that bridges academic knowledge
and the real needs of the territory.
The management of outreach projects, grounded in
on-site assessments and participatory methodologies, serves as a key tool for
strengthening local capacities, promoting social innovation processes, and
reducing identified gaps. By integrating students, faculty, and community
actors into collaborative processes, the university can make a concrete
contribution to the design of relevant, sustainable, and socially inclusive
solutions. In this way, university engagement not only fulfills an educational
function but also establishes itself as a key actor in promoting economic and
social development from a territorial and community perspective.
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* Msc. Universidad
Central del Ecuador, pgdavila@uce.edu.ec
https://orcid.org/0000-0002-5741-5405
* Msc. Universidad
Central del Ecuador, dmmantilla@uce.edu.ec
https://orcid.org/0000-0002-4826-9784
* Msc. Universidad
Central del Ecuador, mabalarezo@uce.edu.ec,
https://orcid.org/0000-0002-5374-1051
* Msc. Universidad
Central del Ecuador, mnoboa@uce.edu.ec
https://orcid.org/0009-0006-8178-985X7972