Monticello Motor Club: Straights and Corners
13 Pages Posted: 1 Jun 2017
Abstract
This case has been taught successfully in a second-year MBA elective, "Management of Service Operations," in a module on service system design. The material works well to unfold with Frances Frei's service model framework. Ari Straus, a former customer of Monticello Motor Club (MMC), brought that customer perspective with him to take on the roles of CEO and president. MMC was a high-end service business with an exclusive clientele. As much as the asphalt track, racecars, and clubhouse facilities attracted members and guests, the staff's professionalism and personal touch kept them coming back and kept them recommending the club to their acquaintances.
Excerpt
UVA-OM-1511
Rev. Sept. 8, 2015
Monticello Motor Club: Straights and Corners
The fundamentals of business and racing strategies are analogous: focus on where you're going, keep competitors in your mirrors, and plan for ever-changing conditions.
—Ari Straus
With over four miles of smooth black asphalt winding through the countryside within 90miles of New York City, Ari Straus, CEO and president of Monticello Motor Club (MMC), knew how enjoyable it was to step on the accelerator and leave all your problems behind in the rearview mirror. In 2007, he signed up as an early member before MMC had opened as the Drive and Race Club in 2008. Later, Straus joined the small group of private investors as a partner. In 2011, when the managing partner left to start a new business, Straus was invited to take over as president.
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Keywords: Employee, employee management system, attribute map, value added service, leveraging operations, job design
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