During her first weeks on the job, Danny had encouraged her to go on a “listening tour,” meeting with MMC staff and athletes, and she quickly learned that the registration process was a huge pain point, frustrating both diehards and first-timers. “You can register online,” Erica began, but the racer rolled his eyes.Įrica sighed. I took a day off work, and now the line isn’t even moving.” “I didn’t even compete yesterday, but I had to drive overnight from L.A. Staying connected to MMC athletes-especially the “Mendoza maniacs,” as the hard-core racers called themselves-was vital to him.
Danny couldn’t compete in or even attend all the races himself anymore, but he encouraged his staff to participate as often as possible. The events had started as a personal challenge among Danny and his friends but now had grown to more than 50 races across Canada, Europe, and the United States. An avid runner, she was excited to work with CEO Danny Mendoza, the former Olympian and founder of MMC, which ran races combining ultramarathons and military-style obstacle courses. She’d joined the company six weeks before, after a long stint as CMO of Atawear, a sports apparel firm. “Do you work for Mendoza?” he asked, sounding annoyed.Įrica looked down at the MMC logo on her water bottle, remembered her matching hat, and knew she was outed. She spotted Alan Kurtz, MMC’s chief operating officer, and headed over to join him, but a racer intercepted her. Is it OK to upset your loyalists along the way? 1Bertini and Tavassoli teach the original case in their undergrad and executive courses to examine the role of core customers in growing a company’s brand and bottom line.
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