Laced up their sneakers in April 2007, Kristin Richmond and began the four-mile run to Kirsten Tobey house. It was a Saturday morning, but the two co-founders of Revolution Foods (RevFoods), a provider of healthy meals and nutrition education in schools in San Francisco and Los Angeles, felt pressure to finalize a plan for the effective management of their relationship with Maria Nunez. Nunez, a skeptical and influential food service administrator, had undermined the RevFoods program in Green A. .. Read more »

Laced up their sneakers in April 2007, Kristin Richmond and began the four-mile run to Kirsten Tobey house. It was a Saturday morning, but the two co-founders of Revolution Foods (RevFoods), a provider of healthy meals and nutrition education in schools in San Francisco and Los Angeles, felt pressure to finalize a plan for the effective management of their relationship with Maria Nunez. Nunez, a skeptical and influential food service administrator, was undermining the RevFoods program on the Green Academy, a charter school in the California Bay Area. Richmond and Tobey believed that if they now, their contract could not be canceled, the problem with the school, a result that could jeopardize the reputation RevFoods with other schools. How Richmond jogged the last hill before reaching Tobey residence, they wondered how they make their strained relationship with Nunez in a productive partnership.
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from
Bethany Coates,
H. Irving Grousbeck
Source: Stanford Graduate School of Business
14 pages.
Release Date: 17 November 2008. Prod #: E322-PDF-ENG
Revolution Foods HBR case solution

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