This study aims to investigate, understand, and compare the internationalization processes of two companies in the açaí production and commercialization sector, OAKBERRY and SAMBAZON, focusing on their decision-making processes and the factors that influence their global expansion strategies. In order to achieve this objective, a qualitative approach is adopted, based on a multiple case study method, allowing for a comparative analysis of the international trajectories of these companies. The findings indicate that OAKBERRY pursues a rapid and decentralized internationalization strategy, prioritizing the franchise model to expand its global presence. In contrast, SAMBAZONadopts a more gradual approach, initially focusing on consolidating its brand in the United States before expanding to other countries. Although it shares characteristics with Born Global firms, its expansion has been more centered on this specific market. Both companies demonstrate a high degree of adaptability, yet their internationalization strategies reflect distinct priorities and contextual challenges. While contributing to a deeper understanding of the mechanisms and challenges inherent in the internationalization of companies in the açaí sector, this research also broadens the discussion on the global integration of regional and/or origin-certified products. The cases analyzed further suggest that the internationalization of such products can support the establishment of new market standards, the shaping of consumer habits, and the strengthening of global brand positioning. From a managerial perspective, the study highlights the importance of relationship networks in supporting internationalization and contributes to academic literature by offering new insights into the strategies of açaí companies and origin-certified and/or regional products in the global marketplace.