Strategy

Akshay Patra Brand name

Kitchen to full utilization

Where there is no kitchen they nee to outsource

Centralization or decentralization

Grab the opportunity- The Akshaya Nidhi

Foundation - in Aid of Akshaya Patra
Satvicc food

Decentralized kitchen

The needs of different departments are centrally

collected, and priorities are decided for the budgeting and allocation of the
resources to capital, research and development, training, and so on. These
management processes are central to the effective functioning of matrix
organizations. They need to be supported by dual or multidimensional
information systems.

Strategy - vision/mission/goals/values

Akshay Nidhi was established to sustain operations of Akshay Patra. Overall strategy should be to
develop a model which generates revenue, explore more business opportunities, while keeping in mind
the values and missions with which Akshay Patra was set up.

(Akshay Patra want to feed 5bn children by 2020. They serve only sattvic food and are driven by goodwill
and not profits. They wish to make enough to be able to sustain themselves and donations were not the
way to go about it as they had already tried and realized the inefficiencies of the donation based
sustenance. They want to become self-sufficient, hence Akshay Nidhi was established)

Currently Akshay Patra relies on Akshay Nidhi that utilizes the kitchens of Akshay Patra to generate
revenues.

“In aid of Akshay Patra” is the branding that is used.

Akshay Nidhi initially catered B2B and only occasionally. Slowly they moved to manufacturing products
for the B2C market. 

Till now - only produces sattvic food as they use same kitchens as AP.

Structure - Director of Operations of AP and CEO of TANF is the same person. Works like a startup. not
very well defined company structure(exhibit 8). Structure was flat. Horizontal differentiation
Processes - Currently, the profits are siphoned from Akshay Nidhi to Akshay Patra. However, Akshay
Nidhi depends on Akshay Patra's contacts to set up operations and procure equipments to function,
supply logistics. Akshay Nidhi is on the path for independence operationally. This can be a problem in the
long run as then it can again take the form of donations. The interdependency of both organisations is
diminishing. Diversification is happening rapidly. Expansion is needed to achieve goals of AP.

Experience in large scale operations.

People - Self-motivated, driven by goodwill. No particular skill is required for taking up job.

Rewards - apart from salary, stability, the satisfaction of being a part of a good cause.

Companies like TCS and Infosys- that tie up with Akshaya Nidhi as part of CSR activity

 Akshaya Patra – income generated by Akshaya Nidhi goes to Akshaya Patra

BBMP- Major customer of Akshaya Nidhi, and contribute to more than half of total revenue of Akshaya
Nidhi

Expansion into Northern India where there is relatively lesser presence.

Projects in collaboration with state governments, building up on the project that failed with the Karnataka
Government.

Diversification into new products/ packaged food/ ready to eat food.-BD20011

Value creation process

1. Highly mechanized and scalable kitchens:

Pros: Easier to produce large quantities of food on a routine basis

Cons:Difficult to take one off orders. Difficult to set up outlets without proper infrastructure or trained staff

Value creation

1. highly mechanized and scalable kitchen enables taking up large projects, where they can feed many
people.

hygienic sattvic food is healthy and reliable but the taste may not appeal to all and limits diversification

2.