The Good Food Revolution: Growing Healthy Food, People, and by Will Allen

By Will Allen

A pioneering city farmer and MacArthur “Genius Award” winner issues the solution to development a brand new meals procedure that may feed—and heal—broken communities.

The son of a sharecropper, Will Allen had no goal of ever changing into a farmer himself. yet after years in expert basketball and as an govt for Kentucky Fried chook and Procter & Gamble, Allen cashed in his retirement fund for a two-acre plot a part mile clear of Milwaukee’s greatest public housing undertaking. the realm used to be a foodstuff wilderness with simply comfort shops and fast-food eating places to serve the wishes of neighborhood residents.

In the face of economic demanding situations and daunting odds, Allen outfitted the country’s preeminent city farm—a foodstuff and academic middle that now produces sufficient greens and fish year-round to feed millions of individuals. applying kids from the neighboring housing venture and neighborhood, turning out to be strength has sought to turn out that neighborhood nutrition platforms can assist bothered youths, dismantle racism, create jobs, convey city and rural groups nearer jointly, and enhance public future health. this day, Allen’s association is helping advance group foodstuff structures around the country.

An eco-classic within the making, The stable nutrients Revolution is the tale of Will’s own trip, the lives he has touched, and a grassroots stream that's altering the way in which our country eats.

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Extra info for The Good Food Revolution: Growing Healthy Food, People, and Communities

Sample text

Chapter three is fully dedicated to the competency of customers as assets. In this chapter there are more specifics about how to go about this transformation with your organization and leadership team. You will find the following sections in all the chapters on the five competencies: • • Action Lab: Tools to put immediately into use My Rock, My Story: True life stories from fellow CCOs . 35 Customers as Assets Diminishes “Leap of Faith” VISUAL CUSTOMER ASSET STORY We have found that sometimes the first way to get traction is to get acknowledgment that there is work to be done.

Of course there is much work ahead of that team now to quantify how to track and agree on the growth and loss of the customer asset. But the idea is now there and the transformation begins. ” Then move to specifics. In each segment of your customer base, how many new customers were acquired, in whole numbers—in volume and value? Next, by segment of your customer base, how many customers did we lose, in whole numbers—in volume and value? And, most important, WHY? What did we do to grow or shrink this asset?

And that got in the way of solving customer issues and creating value. It impeded growth and our ability to scale. We also work deliberately to show customers that we have confidence in our own people and trust their decisions. We are always in meetings with customers—so we showcase their account manager as the one who owns the decisions on the account. If we make them get approval on everything—then the customer will see their account manager as a paper pusher they have to go around to get a decision.

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