Subject category:
Entrepreneurship
Published by:
Stanford Business School
Version: 22 November 2013
Revision date: 19-Mar-2014
Length: 14 pages
Data source: Field research
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Abstract
In April 2007, Kristin Richmond laced up her sneakers and began the four mile run to Kirsten Tobey''s house. It was a Saturday morning, but the two co-founders of Revolution Foods (RevFoods), a provider of healthy meals and nutrition education to schools in San Francisco and Los Angeles, felt pressure to finalize a plan for effectively managing their relationship with Maria Nunez. Nunez, a sceptical and influential food service administrator, had been undermining the RevFoods program at Green Academy, a charter school in California''s Bay Area. Richmond and Tobey believed that if they did not address the issue now, their contract with the school could be revoked, an outcome that could threaten RevFoods''s standing with other schools. As Richmond jogged up the last hill before reaching Tobey''s residence, she wondered how best to turn their tense relationship with Nunez into a productive partnership.
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Abstract
In April 2007, Kristin Richmond laced up her sneakers and began the four mile run to Kirsten Tobey''s house. It was a Saturday morning, but the two co-founders of Revolution Foods (RevFoods), a provider of healthy meals and nutrition education to schools in San Francisco and Los Angeles, felt pressure to finalize a plan for effectively managing their relationship with Maria Nunez. Nunez, a sceptical and influential food service administrator, had been undermining the RevFoods program at Green Academy, a charter school in California''s Bay Area. Richmond and Tobey believed that if they did not address the issue now, their contract with the school could be revoked, an outcome that could threaten RevFoods''s standing with other schools. As Richmond jogged up the last hill before reaching Tobey''s residence, she wondered how best to turn their tense relationship with Nunez into a productive partnership.
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