1) CINI is a leading Indian nonprofit founded in 1974 that provides health, nutrition, education and protection services to underprivileged women and children. It has over 1200 employees working on over 100 projects with an annual budget of INR 34 crores. 2) In 2009, CINI began developing a social business called CINI Nutrimix, a nutrient-rich food made from locally available ingredients. However, by 2012 CINI was considering withdrawing from the Nutrimix initiative due to structural rigidity and cultural issues integrating the business. 3) A participatory action research process was launched involving CINI employees and stakeholders. This led to the creation of CINCOMM as a logical extension of CINI's social

1. Good Morning !!!
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2. Context
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Leading Indian Nonprofit founded in 1974
Health, Nutrition, Education, Protection for underprivileged women and children
Direct Services * Knowledge Services* Facilitating Services
1200 Employees, Covering 5 M, 100+ Projects, Annual Budget INR 34 crores in 2011
Considered commerce since 2009

3. CINI: Environmental volatility
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2004 2005 2006 2007 2008 2009
Receipt & Disbursement of funds by CINI (in INR 10 million)
Receipt Disbursement

4. Attempting commerce: CINI Nutrimix
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5.  Made out of easily available ingredients:
 Wheat flour/rice
 Green Gram flour
 Iron Salt and
 Iodized salt
 Low cost
 Locally Available ingredients
 Easy to prepare at home
CINI Nutrimix

6. Intended business model: CINI Nutrimix
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Product Production
Sales and
Distribution
Target
Audience

7. Research and Practice: Mutual Exchange
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8. However situation as in Dec, 2012
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CINI was considering withdrawal
of the Nutrimix initiative

9. Emergent Research Scope: Participatory Action Research
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10. Participatory Action Research (PAR)
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11. Day one of Participatory Action Research
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12. Revisiting Business model: CINI Nutrimix
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Product Production Distribution Target
Audience
Structural
Rigidity
Cultural
Entrapment
Inexperience
with
newer
elements
Legitimacy
Business became a donor funded development project

13. Firefighting ( resources left to support 2 months of ops)
 Executive sponsorship
 Temporarily isolating the business from mainstream operation
 Bringing in production capabilities
 Shifting from retail to institutional sales
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14. Attempting Institutional Sales
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…. and it created newer opportunities

15. Reaching monthly break even quantity
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4850 kg

16. No celebration though !
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 Statutory limitations
 Internal rigidity
 Continued conflict with internal culture
 Afew concerned external stakeholders
 Initiative shows potential, but issues must get addressed

17. Sponsored spinoff – CINI Community Initiatives
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18. Business went for a toss…
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 Market preferred to buy products from CINI over CINI Community Initiatives
 Separation allowed some internal groups to deny access to CINI’s resources
 “That’s a company, no longer a part of us”
Transferred employees thought CINI was more secure place to work
 With continued confusion, we could hardly do any business in May-June, 2013
 “An absolute separation is not working, what will work?”

19. Finding answer: CINCOMM as logical extension
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“Health, Nutrition, Education and
Protection for woman and child in
need”
“Strengthening CINI’s mission
through social ventures”
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20. Solution integrating CINCOMM Product and CINI Service
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Survey on Nutritional Status
Nutritional Gap
Community Sensitization
Customized Nutrimix
As part of intervention
Consumption monitoring
Data collection and analysis
product price covered the value added services
Institutional
Programs

21. Malnutrition – “a national shame”
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22. Institutional responses
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“... 10 worst
malnutrtion districts
(list enclosed)
additional
nutritional support
in form of vita
Shakti/
Micronutrients/
Nutrimix may be
provided to overcome
the problem of
malnutrition …”

23. CINCOMM: Gaining foothold
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24. Just when I thought the research was nearing completion…
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Proposal rejected !!!  only generating surplus can’t be CINCOMM’s only goal !!!
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25. Finding Opportunity in a Supreme Court Ruling
Ruling: Procurement of
processed food for
ICDS, Mid-day Meal
only from Community
or Local NGO
Observation: Issue of
Quality, Hygiene and
Corruption in
Community Model
Opportunity:Acommunity centric production and distribution model that would address the
observed concerns
“mass production by masses” – enhances livelihood opportunities but increases cost
“locally produced and consumed” - reduces storage, packaging and distribution cost
“community produced and supplied, procured by local development institutes/ Govt, distributed locally”
Strategic Management in binding
Social Science, Health Science, Food Technology, Org Sc, Public Policy, Community Development

26. Building “community+”: optimizing automation and livelihood

27. NUTRIMIX Community +
addressing
nutrition and livelihood generation

28. Initial Response: Supporters/ Patrons/ Value Partners

29. Completion of year 2: Indications of attaining legitimacy…
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Dear S ir,
I have been working for
CINI for the past 1
0
years. The proýect where
I am a supervisor will be
over in a few weeks. It
will cost my ýob.
I tried to sell Nutrimix
in my locality. The
responses have been
positive. I would like to
take distributorship of
Nutrimix.
If you agree, my family
will besaved.
S antanu Ghorai
“You are advised
to get
information on
the “West Bengal
model of
Nutrimix.”

30. Financials till 2017
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31. CINI – CINCOMM
fighting COVID
https://cini.org.uk/692-2
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32. The journey has been long but rewarding….
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33. Thank You
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