How to Scale Up Food Banking Through Multi-Stakeholder Partnerships: The Case of the India FoodBanking Network

Abstract

This case study discusses the India FoodBanking Network (IFBN), a unique initiative to promote food security in India. The case focuses on the challenges faced by IFBN as it tries to scale up its impact on intended beneficiaries through corporate social responsibility (CSR)-based and other multi-stakeholder partnerships in the emerging economy of India. CSR-based food banking is novel in the Indian context and the case protagonist IFBN’s CEO, Vandana Singh, has to decide how to strengthen corporate partnerships, especially when food donations are unreliable. Also, she has to explore the possibilities of popularizing food banking at the grass-roots level with diverse stakeholders.

This case was prepared for inclusion in Sage Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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