Addvantage 1991 February by RSPA

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Men's Low

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Women's Low

princeW Playing in the Zone.

The Trade Magazine of Men and Women Tennis-Teaching Professionals™

Volume 15 — Issue 2

NATIONAL BOARD OF DIRECTORS President

Jack Justice

First Vice President

Gordon Collins

Vice President

Dave Sivertson Kalhy Woods Cliff Drysdale Will Hoag

February 1991

On the cover... Pete Sampras, one of the top U.S. players, will be at the UPC. See related information on page 6.

FEATURES 6

TENNIS AND TEA WITH LIPTON FORM

SUCCESSFUL MANAGEMENT PHILOSOPHY

An interview with Peter Burwash WORLD HEADQUARTERS

TEAM SKILLS

Understanding the structure of your club management team By MARK McMAHON

Dtrector of Operations

Rich Fanning

Coordinator of Tennis Teacher Development

Allan Henry

ACROSS AMERICA TENNIS DAY

Shawna Riley

ACROSS AMERICA TENNIS DAY BONANZA

John Tamborelto

THE TENNIS PROFESSIONAL

Michelle Tanner

It takes more than a good game to be a tennis pro these days ByGARY HENKIN

Christ! Call

Kathy Buchanan

The goal of a management team By GREG LAPP N

Membership/Education Assistant

Schelli Dykes

Membership/Education Assistant

Sharon Duste

Corporate Services Manager

Tawnya Buchanan

SYNERGISM

DEVELOPING A STRATEGY FOR YOUR CLUB

Careful plann ng can produce a more successful membership expansion program By CHARLEYSWAYNE

YOU, TENNIS AND COMPUTERS???

An introduction for tomorrow's computer literate professional By TIM HECKLER

Financial Manager

Renee Heckler

Director of Certification and Academies

George Bacso

Bill Tym

DEPARTMENTS

Co-Director of Academies

Phone{713)97-USPTA

ADDvantage is published monthly by the United States Professional Tennis Association. For information, write World Headquarters One USPTA Centre 3535 Briarpark Drive Houston, TX 77042 phone (713) 97-USPTA, or fax (713) 978-7780 Office Hours: 8:00-5:00 CST Copyright© United States Professional Tennis Association, Inc. 1991. All rights reserved. Reproduction of any portion of this magazine is not permitted without written permission from the publisher.

ACROSS AMERICA TENNIS DAY ENTRY COUPON

PRESIDENT'S MESSAGE

DRILLS

QUIZ

DATES THAT RATE

ANNOUNCEMENTS

INDUSTRY ACTION

CEO'S MESSAGE

EXECUTIVE COMMITTEE ^

NA 1 IUNAL DUAHU UP UIKCi; 1 UHd

JACK JUSTICE President (803)642-6642

DAVE SIVERTSON Vice President 512)453-7249

CLIFF DRYSDALE Vice President (919)256-6735

PHIL LANCASTER Secretary/Treasurer (214 233-5312

PAULWALDMAN Legal Counsel (212)354-8330

GORDON COLLINS First Vice President 408)395-7111

KATHY WOODS Vice President (908)329-9146

WILL HOAG Vice President (305564-1271

ROD DULANY Past President (703)524-3227

TIM HECKLER CEO (713) 97-USPTA

r^ i % / 1 c* i f\ i n n f f DIVISION PRESIIDENTS AND REGIONAL VICE F»nt^ir%dkJT£* 'RESIDENTS m

CALIFORNIA DIVISION DON GOMSI President (714 792-4829 HANK LLOYD Regional Vice President (714 535-7740 EASTERN DIVISION GORDON KENT President (212)243-2386 STEVE DIAMOND Regional Vice President (201 857 7476 FLORIDA DIVISION MARKMcMAHON President 407)483-9227 WOODY NEWSOM Regional Vice President 407)468-1525 HAWAII DIVISION DINO BONDALLIAN President (808)332-3441 DAVID PORTER Regional Vice President (808)293-3755 INTERMOUNTAIN DIVISION DAVE ROMBERG President (303)761-9900 MIDDLE ATLANTIC DIVISION CHIP KING President (703)273-2056 TED MEYER Regional Vice President (804 320-3244 V

MIDDLE STATES DIVISION BECKY DESMOND President (215)269-8037 ANDREW POGONYI Regional Vice President (215)233-3191

PACIFIC NORTHWEST DIVISION LISAMOLDREM President (206)526-0435 CAROLYN LUMBER Regional Vice President (503)287-0250

MIDWEST DIVISION JIM DAVIS President 419)865-1141 MIKE HURLEY Regional Vice President (216)478-2712

SAN DIEGO DIVISION JUDY PRESTON President (619)280-7355 DON HENSON Regional Vice President (619)435-7133

MISSOURI VALLEY DIVISION JAIME VARGAS President (314 449-1332 DOUG BOSWELL Regional Vice President (918)496-1523

SOUTHERN DIVISION FREDBURDICK President (404)832-6570 RANDY STEPHENS Regional Vice President (912)474-5075

NEW ENGLAND DIVISION HOWARD BURNETT President (603)772-6191 DAVEFLEURY Regional Vice President (207)846-3675

SOUTHWEST DIVISION JOE LONG President (505)822-0455 BRIAN CHENEY Regional Vice President (602)840-6412

NORTHERN CALIFORNIA DIVISION DAVE HOUSTON President (415 388-1727 BILL RAPP Regional Vice President 415 364-6272

TEXAS DIVISION RON WOODS President (512)991 7561 BOB KING Regional Vice President (713)622-5921

NORTHWEST DIVISION RAJAN KESWANI President (612)426-1308 STEVE WILKINSON Regional Vice President (507)931 1614

JIM REFFKIN Past President (1988] (602)791-4896 MIKE EIKENBERRY Past President (1986) (703)893-4428 BILL TYM Past President (1984) (615)297-3340 y

ItisriteasyiokfllaProl^nn. The new Pro Perm has a 30% longer playing life than our regular tennis ball. A fact some of our competitors are finding hard to swallow Available now at your pro shop. c, 1989 Penn Athletic Products Division. For a poster of this ad send $2 to Penn, 306 South 45th Avenue, Phoenix, Arizona 85043

president's message

The Third Task First impressions count

Jack Justice, President

If you've recently organized your local USPTA pros, started working on industry projects to promote the USPTA name and promised yourself to remain physically fit through all of this, then you've been pretty busy and you've accomplished the "tasks" ment oned throughout my previous messages. sure hope you are not getting tired at least not yet. Now that you've organized yourselves and committed your time and efforts to enhancing the public image of USPTA, it's time to take a closer look at the individual members of our 9,000-member Association. First, each of you should realize that "you" are this Association, and no one person or group of people can take "your" place. Consequently it is your personal and public image, combined with that of your peers, that comes into play when creating the collective image of our Association Therefore it is important to focus on who and what we are. In reviewing this, what does your appear ance say about you? How about your staff? Will each of you present a neat appearance today as you interact with your members, clients and other club/facility staff? The appearance of USPTA professionals should set an example for all teachers and players. With a little extra time and effort we can elevate the public and industry per

ception of the teaching professional. The importance of a role model's dress style or appearance is evidenced by the mixed reaction to Andre Agassi's on-court image. Next, we should examine our club environment. Is the initial "picture" of your facility pleasing if you go out to the front entrance and imagine that you are a member/customer arriving for the first time? Does it put you in the mood to play or turn around and go home? Does the walk out to the courts also make you anxious to play tennis or do you first feel the inclination to pick up trash? Do you begin to look around to find the best court, or are you forced to look for the one that is swept and kept in good repair? Or do all of the courts look as if they were readied for your arrival? What about your pro shop? Since customers might need a can of balls for their first match, what kind of impression would they get upon entering your shop? Is the shop neat and orderly? Does the first impression make members or potential members want to be a part of the club/ facility? Seeing is believing, and you definitely want customers, students and other professionals to believe you are the tennisteaching professional you claim to be. Pride in yourself and your surroundings is often the difference between a successful or unsuccessful career in any field.

Take a little time to make a personal analysis of appearance and the role it plays in your day-to-day life and work. We often get so used to our facility office, pro shop and even home that we begin to overlook things that are very important. would like to close by thanking you for the tremendous response to my messages and the other communications from USPTA. Your interest shows just how important the Association is to all of us in our roles as teaching professionals. iÂť

A MATCH MADE IN PAQADIS Special ^snu Italian to teaching. a Organize and escort your own group to the

Lj ipton 1 nternational

n rr^layers

Key Biscayne, Florida March 15 to March 24, 1991

hampionships

Bring your own cheering fans to watch both the USPTA International Teaching Professionals Tournament and the tour players at the Lipton International Players Championships.

T R A V E L

EXCLUSIVE SPECIAL RATES OFFERED FOR HOTELS

• • • CAR RENTALS • • • AIR TRAVEL

Special packages can be arranged for groups of 20 or more. For a detailed brochure, or more information on individual or group bookings please call Sandy Bernard or Jackie Hassine at: AROUND THE WORLD TRAVEL, INC. Official Travel Agent for The Lipton (305) 445-2555 or 446-5411 (Local) • (800) 344-3582 (USA) • (800) 330-6667 (FLA) (305) 448-8290 (FAX)

LIPTON INTERNATIONAL PLAYERS CHAMPIONSHIPS

1991 USPTA/LIPC

USPTA will conduct its nternational Tennis Teachers Championships March 18-24, in conjunction with the Lipton International Players Championships in Key Biscayne, Fla. Teaching professionals will compete side-by-side with the top names in tennis in a one-of-a-kind event that combines the playing (ATP and WTA) and the teaching (USPTA) professionals of tennis. The members of USPTA are in a position to make the LIPC more successful every year USPTA is given tremendous public exposure through this tournament on a national level, and our members are encouraged to promote tennis as fun in your local area. Tennis and Tea with Lipton is a chance for you to host a special event at your facility promoting tennis, the LIPC and USPTA. Here's how to get involved: 1 Organize a fun social event at your

club such as a round-robin, a clinic or a social mixed doubles. 2. Set up an area in the club where members and their guests can view the finals of the LIPC following your Tennis and Tea with Lipton event. If this is not possible, try to arrange to meet at a location where everyone can watch the LIPC. 3. Complete the registration form below to establish your commitment to the USPTA/LIPC Tennis and Tea with Lipton. Remember the more people that are involved, the more recognition we get in the tennis industry and increased chances for national television exposure. Of primary importance, you as a USPTA professional will be part of another major grassroots event to motivate organized play

at the recreational level. The finals will be aired live on ABC. Women's finals will be on Saturday, March 23, from 1 -3 p.m. EST., and Men's finals will be on Sunday March 24, from 4-6 p.m. EST When you return your registration form, you will receive an official certificate to display at your club For more information, contact the USPTA Marketing Department at(713)97-USPTA. USPTA has a great friendship with the LIPC and their Tournament Chairman Butch Buchholtz. It is a relationship that has helped boost the image of USPTA to the forefront of the tennis industry Now you can help solidify this bond by getting involved in this important grassroots event. Support the 1991 USPTA/LIPC National Tennis and Tea with Lipton.

USPTA/LIPC TENNIS AND TEA WITH LIPTON Return to: USPTA World Headquarters, One USPTA Centre, 3535 Briarpark Drive, Houston, TX 77042. plan to organize an event for USPTA/LIPC Tennis and Tea with Lipton. Tennis Facility/Address State Tennis Director

Telephone

Signature USPTA Professionals Participating

Type of Event Held ._ Number of Participants: LIPC Tournament Viewing:

Yes

MATCH MATE ADIV OF CROWN MANUFACTURING

Ball Machine Drill

Group Approach Drill PURPOSE OF DRILL To sharpen the sk s of your approach and volley game To perfect your ability to hit to a specified target area.

SKILL LEVEL Beginners to advanced

PREPARATION Set position #1 for a deep shot down the center of the Forehand court and Position #2 for the same depth shot down the midd e of the Backhand court Set the mach ne at average speed and the Bal Feed for a 1-second nterval

THE DRILL Player 1 hits shot 1 to target B. Player 2 hits shot 2 to target A. Player 1 hits shot 3 to target A. Player 2 hits shot 4 to target B. Player 1 hits shot 5 to target D Player 2 hits shot 6 to target C. Player 1 and 2 returns to back of ne wh le next players beg n the same sequence

A 2

T = Target Areas A = Player Locations â&#x20AC;¢ = Shot Locations = Ball Path

Ball Machine Tip Keep it simple Never challenge the payer's abi ity to return the bal For More nformation Contact CROWN MANUFACTURING 24807 Avenue Tibbetts, Valencia, CA 91355 (805) 257-7714 or Cal To I Free (1-800) 251-6716 USPTA PROS WILL BE PAID $100.00 FOR ANY DRILL SUBMITTED & PUBLISHED BY CROWN MFG.

Successful Management Philosophy An Interview With Peter Burwash

Tennis lost "a phenomenal number of really good people simply because an owner wanted to cut back on the tennis program, or had a son-in-law they wanted to serve as tennis director Suddenly this guy who had been very faithful to the club is out of a job after 10 years," he said. While many good pros were being forced to leave secure positions for a variety of reasons, many owners and managers were at the same time being forced to hire new tennis professionals every few months or so. And the tennis playing customer fit somewhere in the middle of the scheme Without continuity in their instructional program, the customer was not receiving quality service from the facility Burwash's tennis management plan tar gets the teaching professional the customer and the manager/owner of a facility

ack in 1974, Peter Burwash recognized three basic needs within the tennis industry and he set out to fulfill them He wanted to create security for the teaching professional provide continuity of instruction for clients and offer a guarantee of program stability to facility managers. Meeting the Demand Burwash took a shot at fulfi ling those needs, and what he called just a 'guess in those days" turned out to be a sure thing in the world of professional tennis management. Peter Burwash nternational now operates in more than 40 countries. And the keys to success? For PBI or for any professional, according to Burwash, are enthusiasm, service and a wi ingness to wait for the big payoff "In the mid 70s, the average tennis pro was staying at a facility about nine months," said Burwash. A vicious circle was created While the turnover rate among teaching professionals was very high, it seemed these same pros were leaving the tennis industry to search for positions that could offer long-term security 8

Quality vs. Quantity A love of the game, long-term vision, a solid personality and a good attitude will go a long way in determining the success of a professional. The people n the management team make the difference, said Burwash "The more you are around, the more you realize that working with the right people is a much more important ingredient than the finances in the long run." With teamwork, a sound financial situation will follow he said. Although Burwash doesn't place any educational limitations on applicants for PBI he does look for specific personality traits in potential managers. "We look for someone who is in it for the long haul, someone with long-term vision, with a Japanese mentality the Japanese want return on their investment much further down the road." And, that long-term mentality equals good service. In today's market many managers only provide lip service," Burwash said. He maintains that an nvestment in quality ser vice will create a successful venture because the customers will be satisfied. PBI professionals undergo 450 hours of training. The first few days of the intense educational period concentrate on the importance of service. "What managers need to know is that we are not in the tennis business, we are in the service business," said Burwash.

Pros are also trained in facility management, marketing, public relations and programming for tournaments and special events. Additional classes in photography accounting, pro shop management, travel, computers and anything critical to the development of the individual's place in the management team Certification through the United States Professional Tennis Association is the next step for PBI professionals. "We want all our pros to be USPTA professionals in the end,"said Burwash. Many of the successful people in the company have been "career-change people " These people have been trained in a field other than tennis, but they've found they loved the game and it's where they want to be" Above and beyond all of the training pros receive through PBI Burwash said he feels many managers don't evaluate the on-court personality of a tennis professional.."They really need to see the tennis pro on the court not just at an interview across the table." Likewise, Burwash emphasizes the need for tennis pros to research the facilities they consider to be career options. The biggest mistake is the pro that doesn't research the owner or manager They don't find out what the other employees think about the owner manager Sometimes, tennis pros don't do their homework." A Changing Industry If tennis continues to rebound, the industry will be in great need of quality tennisteaching professionals. "Back in 1973, when Bobby Riggs played Billie Jean King in Houston, everyone started cal ing themselves a tennis pro. We lost a lot of people because they [customers] did not get the proper instruction," he said. Since then, the number of professionals has declined. "The cream rose to the top, and we have a lot of competent tennis professionals, but there are not enough " Bur wash said if another tennis boom hits, the industry will not have enough teachers to meet the demand. And what if someone wants to go into the field of professional tennis management? "It all boils down to the attitude factor and the level of enthusiasm." n

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USPTA DRILLS Double Check Drill Purpose: To learn to hit an approach shot and to run down, set up and hit an effective return lob. Players line up at the baseline with the instructor at the opposite service ine. The nstructor feeds four balls to the player The first is a short bal to the player who then hits an approach shot to a target designated by the instructor As soon as the approach shot is hit, the instructor feeds a deep lob to the opposite corner of the court. The player runs back and returns this lob with a lob of his own As soon as the player hits his lob, the instructor feeds a short ball in front of the player as before and the sequence is repeated. Mike Whittington Sugar Land,TX

Serv-Ant Drill Purpose: Serving to a target. Set up the court with two targets placed n each service box that can easily be knocked down, such as court-chair cushions set up ike playing cards. The goal is to concentrate on each individual serve, practicing from both the singles and doubles service positions. Students serve to one target from one position never serving to the same target or from the same position twice in a row The diagram shows movement-Si to T1 S2 to T2, S3 to T1 S4 to T2 If the target is hit but remains standing, one point is scored. If the target is knocked down, two points are scored and the player can designate any other person in the group to be the "servant' to run and reset the target. To augment the player's incentive to hit the target, have the pro play in, and they wi probably be picked as the "servant" more than anyone else. When the bal hopper is empty the player with the most points scored can rest and watch all the other "servants" pick up the balls. Stress full, controlled service motion only Pushing the bal simply to hit the target or serving with reckless .abandon defeats the purpose of the drill 10

Ken Hupka Willow Grove, PA

84 Positions

Footwork and Preparation Drill Purpose: To improve footwork and preparation for groundstrokes and passing shots. This drill can be done with either two players, or one player and an instructor The nstructor is positioned at the net in the center of the service box. He/she should stand closer to the net than the normal volleying position, so that the ball will cpme back to the groundstroker faster than usual. A key to this drill is the consistency of the volleyer Player A is standing near the baseline (within three feet) between the center service mark and the alley During the dri both players will hit the ball directly back at each other The volleyer's primary objective is to be consistent and firm with the volleys. The baseline player will work on setting up and hitting shots right at the net man. On each ball, the shot should be hit firmly yet urlder control, no slicing of soft shots allowed. With the net person so close to the net, it becomes extremely challenging for Player A to consistently set up for the shot. It forces them to be very quick with their preparation, yet they must execute their shots with control and accuracy This drill can last up to five minutes, then switch. Nick Saviano Wesley Chapel, FL

Ball Movement Player Movement

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Team Skills by Mark McMahon Adapted from the forthcoming USPTA book A Career Guide to Professionalism

o club tennis professionals, the chain of command at their facility often seems more like a game of "Chutes and Ladders" than a complete and structured management system. The professional management team of acountry club is normally comprised of the golf professional, tennis professional, greens superintendent, food and beverage manager and club comptroller al of whom report to the general manager The role of general manager is to direct and support this team of department heads in implementing the policies and carrying out the wishes of the board of directors, the tennis committee and the club owner It is the complexity of fulfi ing-these obligations that causes most of the problems for today's tennis professional.

Be a Team Player My first recommendation is to remember you are part of a team. It is a team with a leader and a leader normally has the most unbiased view of an idea and can best see how it might fit into the total picture. The general manager can be an invaluable source for ideas and advice when your recommendation is needed on an idea or project. As an example, the fun and games of planning, presenting and having your annual

operational budget approved can be made much easier by involving your manager initially and during each stage of the task. Naturally there must exist a mutual respect between you and your general manager if you are going to be able to rely on the expertise and support of this person. The important thing to remember is that, whether you are hiring a new assistant, considering a change of policy planning your budget or changing your days off, your department is only one of many in the club!

The Professional Management Team Understanding and working within the structure of your club in recommending and determining policy is your biggest challenge. For example, if your tennis committee wants to run a certain type of activity but first needs approval of the board, you must be careful to consider how the board might react before giving your wholehearted recommendation. Remember the idea may wind up being presented to the board with the following addendum: And this idea has the 100 percent recommendation of our tennis professional." If the idea is not economically feasible, it will cause an excessive drain on the club's staff or other departments. If it has not been properly thought out, you will come across as being a poor planner a non-team player or someone with tunnel-vision. This is a scenario not uncommon in country clubs today What then, are the proper ways to handle this and the hundreds of other similar situations confronting you each year?

TEAM SKILLS (continued)

What happens in your department wi have an effect on other areas of the club. It is only courteous, and of considerable advantage, to consult your general manager Establish a Rapport You should be aware that frequently only the general manager handles the day-today chores of payroll control, absenteeism, maintenance, etc. Other concerns such as equipment replacement or building repair decisions, staffing levels, etc., are sometimes addressed by the tennis committee, the chairperson, the club president and perhaps the entire board. Now what? How do you best handle the type of situation in which you and your manager are better prepared to handle these day-to-day matters, but first must answer to any or all the aforementioned entities7 This is a management ski more often required of the country club tennis professional than his other colleagues in commercial and municipal facilities. You must identify the situation quickly and establish where and with whom the power base belongs. Make certain that your primary â&#x20AC;˘ concern is to satisfy the demands of the board member or committee chairperson n control Without causing any embar rassment to your manager you must perform your duties as directed by your more obvious superior Although this is sometimes an uncomfortable situation, the experienced professional wi recognize and give priority to those things which are important to the facility and develop a rapport with his or her superiors so they can rely on the professional for support, direction and expertise Even if the general manager concept is well-established at your club, the need to gain the constant approval of the board or tennis committee must not be forgotten. However the basic daily responsibilities of any tennis professional if performed competently will normally take care of most of these concerns. A well-staffed, maintained and programmed faci ity will generally take care of any problems this group might have. Naturally any general manager will also be concerned with these areas, but he or she would ke to take for granted that these areas will receive the professional's thorough attention on a daily basis. As stated previously it is usually the new or different things â&#x20AC;&#x201D;the surprises that cause the country club professional the most concern. Encourage Open Communication The first thing you should do is minimize the possibility of surprises. Try to have regular discussions with your chairperson and general manager Make sure each knows what the other is thinking. It is

important to have your finger on the pulse of the membership. Find out what your members are thinking. What do they like or dislike? What improvements or changes would they like to see? By finding out early what might happen, you can sound out your tennis chairperson and manager as to how they feel By doing this, you will be better prepared to form your opinion based on what is best for the club. Define and Actuate Policy Another important concern for the tennis professional wanting to be a part of the professional management team is in deter mining and implementing club policy Your role as a professional at a country club is to provide service to the members in whatever fashion the board determines. The key to understanding the role of the professional regarding policy is to first understand the club's own chain of command. The typical country club is operated under the direction of a board of governors. The board will generally accept input and suggestions from advisory committees, headed by chairmen who are normally members of the board. The tennis committee will usually (and should) solicit the opinion of the tennis professional in al areas; however it is under no obligation to accept that opinion! Another consideration is that the board ikewise is under no obligation to accept the recommendation of the tennis committee. The tennis professional must remember that with policy or rules adopted, it is his or her job to implement such rules graciously and to the best of his or her ability Secondly it is generally accepted procedure that policies set by the board are implemented by the general manager It is important not to associate the policy with the manager The manager may disagree with the policy just as much as you do, but, it is his or her job to implement that policy and it is your job to adopt the policy in your department. Summary The tennis professional's job is to lend expertise when requested, but to implement any and all club policies regardless of who directs the policy n no way is this meant to suggest that the professional should be a puppet, or "yes person." If you feel that a particular idea will be detrimental to the tennis department or the club, you should express your opinion to the general manager If you both agree that a problem could arise, a course of action should be determined and carried out. If your general manager considers your concerns unwarranted at that time, you must accept that decision. Now you must act as a department head and implement

whatever policy is being considered. n a time when every club is looking for value with every expenditure, the professional management team is the club's most important asset. Tennis professionals must establish themselves as an integral part of this management team and always consider the implications of their actions with the rest of the club. This is imperative to the facility's success and, ultimately to the success of the professional. Each of us realizes that today's tennis professional must display competence in many areas of club operations. One of the most important skills that a professional must possess is integrating his or her talents into the country club's management structure. The management team concept is the key to successful club management. When the club manager tennis professional, golf professional, clubhouse manager and club accounts manager team up, the performance level generally improves and the results are positive. A team spirit is developed, creating mutual respect, good communication, trust, acceptance and encouragement, much like a winning football team. When the team spirit falters or becomes side-tracked, one or more of the management team members may feel a degree of isolation from the overall management goals of the winning team. Managers and professionals have an ideal performance state, as do all management team members. This is related directly to the quality of interaction and respect among the members of the management team. Team spirit is a powerful source of positive energy and when it is present each team member seems to come to life. Members of such a management team report that team spirit not only keeps them energized, but also removes the daily pressures. The members of the management team will feel more relaxed and secure, give more of themselves and perform more confidently when an atmosphere of team management and togetherness is present. Many successful Chief Operating Managers (COM), be it club manager or other members of the management team, will tell you that performance potential of the management team as a unit is greater than that of the individual team members. Those who have held a management or professional position at a club which enjoyed greater success than rival clubs with greater experience and/or talent know in part, the power of the management team concept. There is no doubt that the presence of team spirit breeds inspiration, confidence and intensity In short, management team harmony can lead the way to the realization of each manager's goals and success seems easier and more self-satisfying. ÂŤ

Topic: Municipal Facilities

1 In municipal programs, who sets the budget and service priorities for the tennis teaching staff? DA. The Tennis Director D B. The City Manager DC. Government Officials DD. The Public 2. True or false: When submitting a proposal for a municipal program, one should always remember that municipalities are concerned with profitability 3. Of the three types of employment agreements between a pro and a municipality which type gives the professional the greatest range to define the position? DA. Employer-Employee D B. Private Contract D C. Proposal 4. The most obvious factor that influences staffing at a municipal facility is: DA. Demographics DB. Budget DC. Traffic Flow DD. Physical Size 5. True or false: A prize money tournament held at a municipal facility should be sponsored with the intent to break even. 6. The best rule of thumb in dealing with new employees after a careful explanation of their responsibilities, is: D A. Let them learn by observing D B. Honesty is the best policy

DC. Experience is the best teacher D D. Never assume anything 7 What is at the heart of all legislation regarding fair employment practices? DA. U.S. Constitution DB. Bill of Rights D C. Supreme Court Rulings D D. Labor Laws 8. In purchasing a database for your computer you must ensure that the program will: D A. Serve your particular needs D B. Be compatible with other software programs you intend to purchase D C. Have a menu CD. A & B DE. All of the above 9. True or false: A computer can be of little help to an already successfully organized tennis program. 10. The bottom line at a municipal facility is: DA. The budget D B. Upkeep of the facility D C. Generating participation DD. Getting along with city officials 11 Statistics show that only percent of people are leaders and the rest are followers. DA. 5 DB. 7 DC. 10 DD. 12

12. To aid in soliciting funds, a municipal tennis director should establish: DA. A tennis committee D B. Local tax exempt/patron foundation DC. A local charity D D. A bank account 13. True or false: The most important question to ask when working with cities regarding programming is, "Did the program stay within the budget?" 14. True or false: The donation of used racquets to a municipal program is not tax deductible, whereas new racquets are. 15. The foremost goal of a municipal facility should be to: D A. Provide facilities and exciting programs to the public D B. Keep facilities clean and available D C. Provide the opportunity for a positive tennis experience to all levels of players D D. Operate within the rules and budget requirements 16. True or false: The best means available for setting yourself apart from your competition in retailing is customer service. 17 True or false: One can always tell a well maintained municipal facility by looking at the windscreens. Answers on page 31

Across America Tennis Day ^f |f ith spring just around the corner, USPTA is gearing up for its second round of Across America Tennis Day. This year's event, set for Saturday, May 11, promises to be bigger and betterthan last yeari. With approximately 2,000 participating teaching professionals and a new five-week fotlow-up program planned for selected sites throughout the nation, this one-day spectacular will be much more. The project will provide inspiration to many new and1 existing players and a chance for USPTA to showcase its pros find their respective facilities. The largest one-day grassroots tennis event, Across America Tennis Day, was introduced in 1990. USPTA garnered national media exposure by offering free clirlcs and social round-robin doubles playlat 1,500 sites in the United States and Canada. As part of an annual event, participating teaching professionals— USPTA or not— are encouraged to host a 45-minute clinic and a social round-robin mixer. The clinics and funlpurnaments may be extended at your discretion if time and the facility permits. This year's Across America Tennis Day will be supplemented with follow-up clinics and league play activities during a five-week summer program. Across America Tennis Day Bonanza was designed to inspire players to continue their participation n the game of tennis. The supplemental project will benefit both professionals and students by introducing summer programs that can be continued after the one-day event. We encourage all pros to take part in this great effort to nvolve tens of thousands of participants in tennis clinics and

fun tournament play. This is a chance for USPTA to promote health, fitness and the lifetime benefits of tennis as a way of life in America, Grassroots programs have long been the focal point of USPTA's efforts to generate interest in tennis. With the inaugural event of 1990, the Association staged the largest grassroots program in the history of tennis. USPTA's hope was to generate publicity for its pros and tennis in general. With this program, the Association has worked to bring the entire tennis industry together in support of something that wil! have impact upon the sport for years to come. Across America Tennis Day wil) again be held in conjunction with National Tennis Month. A professional that produces an activity for the May 11 event will also earn credit toward participation in National Tennis Month, the USPTA generated activity has also won support of the President's Council on Physical Fitness and Sports. This event, along with many others hosted and promoted by USPTA and its members, represents just one way that teaching pros, recreational players and promoters of the game of tennis can create continued growth for the remainder of this decade. After signing up to host an event, a free promotional package will be sent to the participating pro. It will include a T-shirt, sign-u p poster, press releases,a format for the 45-minute clinic and other helpful information for the event. If you would like more information, or to sign upforthe event, call the USPTA World Headquarters at (713) 97-USPTA. «

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Across America Tennis Pay Bcnanza ow would you get more people to play tennis? How would you keep them motivated? Across America Tennis Day and its follow-up program Across America Tennis Day Bonanza will accomplish both of these goals for you. Host a one-day clinic on May 11, and invite the participants back for a five-week lesson and tournament-play program.^ This supplemental pilot program is designed for beginners, or former players who want to get back into the sport. The simple lesson plan is based on other successful adult recreational tennis programs that allow players to learn or polish up the basic skills needed to enjoy a lifetime of tennis. The Bonanza is designed to be inexpensive for the participants, while providing a great way for them to meet other players at their own experience level. The format of half instruction, half league will allow the students to practice what they are taught, and can

lead into a summer tennis league. The initial follow-up venture can be held as soon as one week after the May 11 Across America Tennis Day. The key to the project is to get the players involved in a structured tennis program Each participant who completes the five-week course will receive a CERTIFICATE OF ACHIEVEMENT from USPTA World Headquarters. The possibilities are endless with this group of new players. Think of the five-week program as a bu Iding block for mole players to become interested in the sport of tennis and your facility These people can become interested in private and group lessons, ball machtee rentals, purchasing new equ pment, playing n faci ity tournaments and local leagues. Send in your sign-up card for Across America Tennis Day and then prepare to us:ÂŠ the Tennis Bonanza afterward. Yqi wi be surprised at the interest generated by these activities at your faci I ity

The Tennis Professional by Gary J Henkm

here can be little argument that to be successful, today's teaching professional must be able to consistently demonstrate a high degree of competency in both playing and teaching the game of tennis. However as important as these elements are, an owner or manager who allows playing or teaching ability to dictate his selection of a teaching pro for his club, may be in for a rude awakening. It has only been recently that tennis facilities and their owners, managers and committees have come to realize the importance of the administrative, organizational and promotional skills of the teaching pro. A premium is now placed on these types of skills. Simply put, teaching pros who are involuntarily transient are not "on the move" due to lack of playing or teaching ability Instead, those problems which may surface for the pro at a club often can be attributed to a basic deficiency in business acumen and/or emphasis in the administration, organization or promotion of the tennis program. Fortunately for both the teaching professional and his club members or guests, there has been a realization that providing a terrific lesson is an important, albeit small part of the overall job. In the past, there has often been an emphasis placed on the number of hours that a pro could teach and the revenue that could be derived from the offering of private and group lessons. Consequently other equally important functions are in some instances ignored. There are numerous areas in which the teaching professional should be both a leader and participant that have little to do with the playing or teaching of the game of tennis. A pro's ability to provide what may appear to be small or less important services are, in many cases, the very things that members and owners notice most. As an example, the offering of an occasional free clinic, strategy lesson or "stroke of the month" function can go a long way toward building positive public relations as well as future lesson revenue. There is usually not a need to offer occasional free clinics or lessons; however the prudent teaching pro should want to do so as a way of stimulating more income and goodwill down the road.

From an administrative standpoint, the teaching pro must make the time to be involved with and concerned about areas such as maintenance supervision, social and competitive program development, maintaining accurate records and accounts, enforcing club/resort rules and regulations and even with the collection of guest fees (a source of constant complaint for many general managers). Even a small effort on the part of the pro to change a display or create a unique program for the pro shop area will go a long way in increasing sales and ingratiating himself to the membership.

Teaching professionals have numerous opportunities to upgrade their skills in the areas of management and administration. Attendance at various tennis industry seminars held throughout the year are very helpfu in educating the pros in the latest in programs, junior functions, organization, promotion and event management. In addition, there are numerous out standing academies and schools where the pro can receive anything from a two or three-day "refresher" course to a complete indoctrination into the management skills necessary to be successful at a club or resort. There are even schools and colleges that now have fully accredited programs for club and/or tennis management. Perhaps the easiest and least expensive way to upgrade skills in these areas is to constantly stay abreast of the newest trends by reading

the many informative articles that appear monthly in tennis trade publications. Too many teaching pros just don't make the time to take that one to two hours per week that would allow them to learn new and innovative ways of improving management and promotional skills. Clubs or resorts seeking pros with managerial skills can and should explore a number of available options, which include the United States Professional Tennis Association (USPTA), a body of some 9,000 certified teaching professionals; or several tennis and sports management firms which also offer specific training for the teaching pro. Another excellent resource for a club manager or owner is the advice or recommendation of a highly respected teaching pro in the area. Often, the pro will be able to recommend a colleague who may be qualified to fill the position. Finally when it comes to completing the overall picture outside the sometimes narrow domain of the tennis area, many teaching pros are truly remiss. Unfortunately it is still a somewhat unique occurrence when a tennis professional approaches the owner or manager with a suggestion related to increasing overall membership levels, mar keting of the club as a whole, food and beverage service, decreasing overhead costs or advertising or promotion of the club as an entity This is not to say that all teaching pros overlook or disregard these areas, but rather to point out that many pros still do not take enough time or effort to analyze the fact that the tennis area and program are, in fact, part of what is normally a much larger picture at most clubs today The teaching professional, who not only realizes this but actively engages in assisting other parts of the club's operation, is well ahead of the pack. In conclusion, the club or resort pro who shirks his administrative, organizational or promotional responsibility by saying to a manager owner or tennis committee, "that isn't my job," will, in the end, be right. It won't be his job much longer! These elements have become vital to the ultimate reputation and staying power of the teaching pro and should not easily be ignored. ^

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Synergism The Goal of a Management Team by Greg Lapp n

e all know that two plus two equals four that the whole is equal to the sum of the parts. But, wouldn't it be great if two plus two could produce six or seven? In other words, a situation where the whole is greater than the sum of the parts. This phenomenon, where the whole is greater than the sum of the parts, is called synergism. Synergism does occur A team of eleven men on a football field a team of doctors and nurses, a team of NASA scientists wil create an end result more astonishing than if each individual of that team worked independently Synergism should be one of the goals of a club management team Managers can produce positive results and create an enjoyable atmosphere when they work together as opposed to 'doing their own thing. Synergism can be created in any management team. First, there must be an alignment or agreement regarding personal values A value is defined as a priority that governs one's life A staff meeting can be scheduled to discuss and agree upon the personal values of the management team. Two agenda examples could be: 1

mportance of starting staff meetings on time or tennis lessons These concepts are being discussed n the context of a management team but they certainly apply to non-management employees as we! 2 Definition of status of at employees .e Are they viewed as expendable or are they respected as valuable assets7) Values should be quantifiable For ex ample, it is not enough to say "Let's respect each other The following are some components that help to determine respect: 1 Punctuality at meetings 2 Conflict resolutions go d rectly to the person nvolved. 3. Honesty team members give each other open and constructive feedback. 4 Respect for agreed upon deadl nes.

What if a manager or employee does not ive up to his/her verbal or written agreements? It must be made clear to that person that he/she is not producing the agreed upon results. The manager or employee must explain why he/she is not living up to the agreement. If the reasons are not acceptable, it must be understood that a change of behavior is required. A dysfunctional member should be dismissed from the team An agreement on corporate values logically follows an agreement on personal values. Five factors should be understood: 1 2 3. 4 5

Mission why are we here? Goals where are we going9 Feedback how are we doing? Rewards what is in it for us9 Support where do we go for help7

These five concepts are discussed in detai in ADDvantage magazine, October 1989 The competitive strategy should be clear create a member focused enterprise. The management team should identify the values of the members also. Managers of a team must also respect the individual differences and different social styles of its members if it is to function smoothly A serve and volley player understands his/her style of play but at the same time can understand and appreciate a baseliners style of play It is the same with social styles. One can understand his/her social style and at the same time respect and understand someone else's social style There is no one best style The Wilson Learning Corporation has stated that "most people fall more or less in one or another of the four styles we cal Driver Expressive Amiable, or Analytical. These four styles can be described this way 1 Analytical Style. Analytical are task oriented They are precise and thorough. Analytical ke to deal in facts, work methodically and use "standard operating procedures 2 Driver Style. Drivers are goal oriented. They are disciplined, determined "bottomme thinkers who push for results and accomplishments.Drivers ike control

3. Amiable Style. Amiables are idea oriented. They are friendly, accepting and cooper ative, and they ike to be liked. Amiables are motivated to help others in a team effort. 4. Expressive Style. Expressives are idea oriented. They are vigorous, enthusiastic, spontaneous. They like to initiate relationships and motivate others toward goals. When one is being conscious of social styles, one can: 1 understand his/her style better 2 gam appreciation for a fellow employee's style, and 3 become more versatile in relating to others. A more in-depth explanation of social styles can be had by contacting: University Associates, Inc. 851 7 Production Ave San Diego, CA 92121 619)578-5900 Ask for Wilson Learn ng Socral Styles iterature. It is crucial to understand the difference between job tasks and job functions. Job tasks answer the question 'What do do at work 7 " while job functions answer the question 'Why do come to work?' Answering telephones, instructing tennis lessons, maintaining clay courts or hiring a new employee can be classified as job tasks. The function of a manager's job is to fulfi the needs of the customer Who, then, are the manager's customers7 A manager has two types of customers. Members, or external customers, and fellow employees, or internal customers, make up these two groups. If a manager spends the majority of his/her time dealing with fellow managers or employees, then it is important for that manager to understand that it is his/her function to exceed the expectations of his/her fellow workers. When managers of a team come to work willing to serve their internal customers, wiling to show respect for various social styles and willing to commit to the personal and corporate values of the team members, then trust within the management team will be created The members of a management team that trust each other wi surely produce synergism in the workplace. ^

You're moving your opponent all over the court, putting the ball precisely where you want it. The racquet is the CTS Response: The place is the Zone.

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Developing a Strategy for Your Club by Charley Swayne

• saw it at the trade show and it looked great so ordered two." "The ad looked so tempting that just had to get it." "It works for my buddy so think I'll go for it." So often we jump from one idea to another and make product decisions based on things other than a long-term business plan. The following information will cover the areas that should be fully exploited before embarking on a risky and expensive diversification program, and suggest a cost-effective framework for decision making. In reality, product strategy is a small part of a larger business analysis that must be conducted. The strategy should be developed with an understanding of: the owner's philosophy of doing business, statement of values and the mission of the club; • a list of the strengths and weaknesses of those items that are under the control of the owner (i.e., finances, people, pricing, present products, location and promotion); • the condition and impact of those variables not under the control of the owner (i.e., economic, social, legal, technological, competitive and cultural); • a clear long-term club goal, usually expressed quantitatively as a target to be achieved in a specific time frame (e.g., profit of $300,000 by the year 1993; or 3,000 members in three years).

club. Whichever group you choose to attract, the idea is to increase the number of people using your club. External market penetration usually takes the form of new promotional appeals, free guest visits or short term discounting. Eventually the club will either gain market dominance or find that it is unable to steal a competitor's members or attract non-users profitably At that point market development should begin.

•

Market Penetration Market penetration means increasing your memberships with present club facilities within your present markets. This is done internally by increasing your present members' rate of use. Parties, tour naments, special events and lots of phone calls are ways of increasing use, and work very well if you are on a pay as you play system, but must be used selectively if you are on monthly dues. 22

Charley Swayne is an internationally known speaker author club owner professional and consultant. A former member of the IRSA Board of Directors, he has written several articles and books on various business topics. He has also consulted for many clubs, studios, and hospitals in North America. In addition to owning and running a club he is a full time member of the faculty at the University of Wisconsin in the Marketing Department. He is a member of the Fitness and Sports Management Advisory Committee to the University of Wisconsin—La Crosse. He may be contacted at his club, the Valley View Fitness and Racquet Club, 3939 CTHB, La Crosse, Wisconsin, 54601 (608)781-4614.

To increase marKet penetration externally you must attract new members. You may choose to attract non-users by sending a guest pass to everyone who lives within an eight-minute driving radius of your club and has an annual income of $25,000 or more. Or you may choose to target competitors' members by offering a free week to anyone showing proof of membership at another

Market Development Market development means increasing memberships by selling the present facilities and programs in new markets. Some examples of market development would include offering aerobic classes at a local business during lunch hours, offering special incentives for employees of local businesses, sending free guest passes to a larger radius or even opening a second club at a new location.

External market penetration usually takes the form of new promotional appeals, free guest visits or short term discounting Market development is normally character ized by trying to reach a new target market through a variety of new and innovative ideas, and by utilizing new media. In the process of trying many methods you will discover one or two ideas that work well for your club and these should be kept as part of your ongoing operations. Product Development Product development means offering new or improved products and services for your current members. Started once market pene-

Diversification

Market Development

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Market Penegration

Product Development

Time (Years)

tration begins to fade, product development is a process that lasts throughout the life of the club. The scope of product development encompasses every aspect of your club. Adding the latest treadmill. Installing pacing lights around the track. Including a step aerobic program in your class schedule. Sending your tennis

The scope of product development encompasses every aspect of your club. pros to a USPTA seminar to learn new teaching techniques. The replacement of torn car pet, or outdated wallpaper The addition of plants. The list of product development ideas is end less. As a rule, product development does not attract many new members unless it is done

on an outrageously large scale. It does allow you to help reduce attrition among your cur rent members and gives you a reason for increasing the dues more than the usual 10 percent annually Diversification There comes a time when the owner reaches a "comfort zone," and feels that the club has taken market penetration, market development and product development as far as possible. The owner finds that although the membership is still increasing, it is not increasing at a great enough rate. It is only at this point that diversification should begin. Diversification occurs when the club moves into an entirely unfamiliar area of business. While this is the most difficult and most expensive phase of club development, it is also the most exciting. All of us have dealt with unfamiliar products. Most clubs that started as pure racquet clubs

had no understanding of physiology when they moved into the fitness market. By opening yourself up to unfamiliar products, you open up to an entirely new market. The addition of a pool not only captures swimmers, but opens up to the entire market of disabled people if you include accommodating facilities. The market possibilities are expansive if you are willing to be open to new product and service ideas. The graph illustrates a good approach to product strategy. If followed, this model will allow you to mine all opportunities before embarking upon expensive diversification. In order to get new members in the most cost effective manner it is important to remember these steps: first, market penetration; second, market development; and finally diversification. A blend of market penetration and product development will retain old members and prod those dues to new heights.

ANNOUNCEMENTS 1991 MASTER PROFESSIONAL APPLICATIONS Professionals who are applying for the Master Professional rating in 1991 must contact the World Headquarters for the 1991 Master Professional application, ndividuals applying for Master Professional must fulfill requirements for the year in which they apply

PRINCE AGREEMENT RENEWALS Professionals who want to renew their exclusive use agreement with Prince racquets for 1991 should contact Corey Hamnet at 1 -800-2-TENNIS, ext. 7296.

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GEORGE SEEWAGAN 1908-1990 George Seewagan, tennis coach at St. John's University for 49 years, passed away on December 27 1990 after a long Iness. He was 82 years old George was an AllAmencan soccer player at Springfield College in Massachusetts and was drafted by the New York Yankees to play baseball before his attention turned to tennis. George taught many youngsters to play tennis including John McEnroe. George served as president of the United States Professional Tennis Association from 1948 to 1953 and then again from 1962 to 1963. George coached St. John's tennis team from 1937 to 1986 when he suffered a stroke and became paralyzed. George was also a New York City teacher and he was nominated for the 1990 Eastern Professional Tennis Association's Man of the Year Award.

COMPURNNIS The Right Choice... for Edberg, Evert, Navratilova, Sampras and You Are you curious to learn more about your game than just the score? CompuTennis. the tool designed for and used by top juniors and professionals s now aval able to PC owners. Use CompuTennis. and start playing smarter tennis today! Train ng programs for parents, players, and coaches also available For more nformation contact: Sports Software, Inc. 949 Sherwood Ave., Suite 201 Los Altos, CA 94022 (415)941-6363 (800)733-6363

You, Tennis, & Computers??? An Introduction for Tomorrow's Computer Literate Professional byT'm Heckler, CEO

Editor's note: Since assuming USPTA's top administrative post in 1982, CEO Tim Heckler has streamlined the Association's business operations by implementing advanced computer programs. As a result, USPTA has tripled its membership, expanded its member services and drastically improved its financial and administrative operations.

easy to understand why resorts and clubs are turning to computers to solve virtually every management problem imaginable.

computers hove altered the face of the business community Five to 10 years from now it wi be very difficult for any tennis-teaching professional to get a new job without at least some knowledge of computers. At that time, all younger professionals will have at least some high school and/or college training in computers. Competition will be keen. Now is the time to get friendly with a computer To varying degrees, almost every other profession is moving toward computerization. A few examples: •

•

Getting Friendly with a Computer

•

he world is a much different place today than eight or 10 years ago, when microcomputers were first making their mark in laboratories, clerical offices, board rooms and elsewhere. Over this period, computers have altered the face of the business community in a manner even progressive thinkers might have thought not possible, n short, computers are here to stay The business world of today has made a total transition from the "Mechanical Age" to the Age of Technology or Logic). One table-top computer can now do the work of many people. Given this vast potential it's

•

Clerical: Eventually no secretary will be hired without word-processing and pubishing ski Is. Marketing: Al marketing specialists require some selective database mar keting training. Banking: Whether making deposits and payments by telecommunications or using the PC on their desk to sign up new customers, people in this profession rely on computers. Architecture. Today's architects can design homes and buildings using Computer Aided Design programs. Medical, Publishing, Law Enforcement, Educational and many other fields: All are following suit in computerizing their respective operations.

As for the tennis-teaching profession, it too is becoming increasingly reliant on computers in all areas, from point-of-sale and inventory controls in the pro shop to club activities, ndeed, the computer will soon become a necessary tool of al teaching professionals.

How the teaching pro can benefit Consider whether the availabi ity of any of the following computer applications could be of help to your business: A. Lesson Programs 1 Increased lesson availabi ity to fill all group lesson schedules with compatible pupils. 2. Simplified recording of class progressions with easy and organized promotion of follow-up classes. 3. Professionally written promotions and communications. B. Pro Shop 1 Sending special-occasion reminders to spouses and relatives to promote pro shop sales. 2. Updated records of each client's equipment profile to merge with special promotions. 3. Point-of-sale accounting with automatic inventory adjustments. 4. Professional signs and posters. 5. Increased stringing income due to precision record-keeping. 6. Automated personalized promotions and communications with individuals or computer-selected groups. 7 Court utilization, locker and other membership/client controls. 8. Records and communications with club committees and officials. C. Activities 1 Abi ity to accurately match players for games, lessons and tournaments through an extensive player bank. 2. Automatic scheduling of fun-event leagues and round robins. 3. Multiple elimination tournament management. 4. Establishing player ratings due to computer comparisons of actual results. 5. Ability to rank players by computer analysis of all facets of their game. 25

Of course there are many other applications too numerous to outline in this document. However if any items on this brief ist would be helpfu to you, you should consider purchasing your first computer

Getting Started Now that you've decided to venture into the world of computers, you may be making the wisest buying decision you' ever make. Nevertheless, you may have doubts as to whether or not to buy This is perfectly normal. Essentially prospective users face five 5 barriers when they decide to start working with computers. These barriers include: A. Dealing with Psychological Resistance. This is the first barrier to learning about computers, and it can be further broken down into four types of resistance. 1 The first level of resistance begins with the feeling that "/ can't under stand the terminology" Every profession has its own vocabulary or jargon, and novices always feel uneasy with it at first. Consider the aeronautical engineer the chemist, the doctor and the attor ney These professionals first had to become familiar with the language of their field. Why should it be any different for computer users? Computer terminology is filled with unfamiliar words and phrases such as bits, bytes, megahertz, floppy disk, hard disk, baud rates, to name but a few of the simpler ones. Busy people have a tendency to resist learning'terminology which plays a big role in pur chase decisions. 26

How to overcome this resistance? You need to declare your level of knowledge and humility when talking to salespeople or other computer buffs. Don't be afraid to say "What does this mean?" Ask lots of questions and read lots of computer magazines. Avoid people who don't explain things clearly and who never say "I don't know " Finally be grateful and hang onto anyone who will give you free time. 2. The second psychological resistance is, "/'// never figure out how it works." The transition from the Mechanical Age to the Technological or Logical) Age is met with a certain amount of psychological resistance. Needless frustration is caused to beginner computer users, who have a great tendency to ask how or why it works. We should use the same approach as is applied to the inventions of the Mechanical Age. For example, we don't ask how the automobile works; we simply get in it and drive. 3. Next: "/'// never learn how to write programs." Many people avoid computers due to the misperception that they may have to learn difficult, timeconsuming computer languages in order to "write 1 programs. Although you may someday wish to learn this, it is in no way necessary for operating your business. You don't actually write programs, you run them. There are a multitude of excellent 'canned' (preprogrammed) computer packages which you can purchase after studying your personal application needs. A few hours with a "cookbook" and you wi be able to begin running a program Indeed, program documentation and on-screen help programs have become very friendly in recent years. 4. The final psychological resistance: "/ don't have the time to learn about computers." Learning wi definitely take time and you do have the time You simply need to prioritize it wel and adjust your work ethic. It all depends on how much emphasis you place on planning for the future rather than for the moment. B. Understanding Your Own Computer Application Needs. This represents the second obstacle which must be overcome How wi you specifically use a computer in your business operations? You must act as your own consultant and ask yourself the appropriate questions to flow chart your operations. Begin by departmentalizing your func-

tions. Create separate departments for Lessons, Pro Shop, Activities and Membership Controls. Write down every job duty you are required to perform in each department, from general to specific. Write down those job duties you wish you could add but might not have the resources or time for After thorough charting, you find that most, if not al of your functions can be placed into one or more of the following general categories: • • • • •

Client communications Client information and statistics Running tennis events Managing your money Business support programs e.g. signs, posters, charts and graphs)

C. Determining Which Software and Hardware Will Best Fill Your Application Needs. Software should be based on job duty needs. For communication with clients, a word processing package is required. For client information and statistics, you need a database management package For running tennis events, you may choose from an assortment of available tennis packages. For money management, there are accounting packages (Pomt-of-Sale and inventory) And for business support programs, there are various graphics and desk top publishing packages.

A few hours with a 'cook book' and you will be able to begin running a program. If not wisely advised on hardware, you can make serious mistakes, the most

serious being to place yourself in the hands of the nearest salesperson. Your basic hardware choices today are IBM/IBM compatible (used mostly for business applications) and Apple/Macintosh (used mostly for home applications and in educational settings, but recently breaking into the business market). You should be aware that IBM/IBM clone computers are not compatible with Apple/Macintosh computers and have different operating configurations. Therefore, it is important to understand the dif ference in capabilities of the two systems before making your decision. There are some great values out there if you know what you are doing.

uncommon to find an excellent buy on an IBM-compatible. The advertisement for this system may read something ike this:

nical user support. In some ways this option may enable you to overcome the barriers previously outlined.

•IBM-compatible 80386 25 MHZ speed • 1 MB RAM, parallel/serial ports • monochrome monitor and graphics card • FD/HD controller • clock/calendar •1.3 MB floppy drive • 200-watt power supply • AT enhanced keyboard • 80 MB hard drive (28MS access speed) Cost for system: $1,400. •10" parallel printer 192 CPS draft & 38 CPS near-letter quality, tractor and friction feed. Cost for printer- $200. Before the final purchase, find someone you trust and who has computer knowledge to offer some advice. If you have done your homework, you will have less trouble receiving this help. At all costs, avoid the "checkered coat, know-it-all" salesperson. Tell the salesperson that if he or she cannot explain the equipment in simple English, you intend to buy elsewhere.

Confusion usually occurs due to the multitude of hardware options available. You may purchase a basic system and add optional equipment later These var iables generally include: • Processing speed • Capacity to run more elaborate soft ware programs • Monitor options • Graphics capabilities • Hard-disk storage capacity and speed • Capacity to add supplemental hardware (e.g. modem, mouse, scanner) • Printer options Options and prices often reflect past, present and future technology Another frustration is that current technology can arrive today and be updated by tomor row Once again, this requires careful self-evaluation to determine your present and future application needs. Some computer systems cost thousands of dollars. However it is not

D. Becoming a Self-Reliant Computer User For economic and practical purposes, you need to gain a certain degree of self-reliance with regard to your computer operations. Anticipating this may cause considerable apprehension however acquiring basic computer knowledge is not very complicated if you approach it systematically In today's market, there are many ser vices to assist you in the set up, training and implementation of equipment and software programs. Since these services are in high demand and involve technically advanced knowledge, careful evaluation should be given to their use to avoid overextending your budget. One sales philosophy within the computer industry recognizes the educational and time constraints of the novice user These companies have developed their marketing plans around the production and sale of support-dependent packages (including both hardware and software). In plain words, you can pur chase your computer from them, fully loaded with certain software programs in which they specialize. The plan also includes installation and on-going tech-

The negative aspect of this approach is its inherent expense. While the time and quality of service from such companies is often excellent, they are beyond the means of tennis professionals whose business operations fall beneath a cer tain income level. Choosing this option by mistake, will inevitably stymie the growth of your computer operations due to the limited availability of funds. In addition, you will be unable to broaden your capabilities in many of the other program areas and you will not possess the self-reliance to do so. In the case of average to smaller tennis operations, you are better off followng the guidelines have suggested in this article. Take the time to carefully evaluate your precise needs and pur chase and implement your hardware and software independently

E. Getting Your Computer Operations Organized the fifth and final barrier Simplification, speed of operation, ease of self-learning and the ability to train others are all highly dependent on getting your operations organized. It is probably the most important aspect of your computer-related business. This task can be accomplished by using a master menu organizational

WORD PROCESSING (Client Communications)

DATA BASE MANAGEMENT (Client info and Statistics)

package. This package: • Keeps your entire business operations before you on the monitor screen. • Gives you simple keystroke directions to reach your software packages. • Allows you to avoid time-consuming, complicated command-line directions in order to reach and start the desired software.

TOURNAMENT MANAGEMENT (Running Tennis Events)

ACCOUNTING & PRO SHOP (Managing Your Money)

1. 2. 3. 4.

Wordperfect 5.1 Ventura Desktop Publishing Special Printing Fonts Optical Recognition Software

Paradox 3.5

DBase 5

1. 2. 3. 4. 5. 6. 7.

Total Tennis System Round Robins Elimination Tournaments Player Banks Player Rating Programs Rankings Miscellaneous Programs

USPTA Operations XYZ Tennis Operations "My" Operations Example Files

General Accounting Program

1. 2. 3.

Smyth Business Systems DacEasy Accounting Applications DacEasy Accounting Tutorials

Electronic Spread Sheets

1. 2.

Lotus 1-2-3 Application Programs Lotus 1-2-3 Tutorial Programs

Varied Financial Assistance Programs

Andrew Tobias - Managing Your

BUSINESS TOOLS (Business Support Programs)S

Harvard Presentation Graphics Org Plus' Flow Charts Printshop Paintbrush Applications Windows 3.0

1. Deskview 2. Agenda 3. Sidekick

Play & Learn Programs .

1. 2.

Computer Games Mr. Boston's Bartender Guide

Norton's Utilities Disk Usage Check Learn "MS DOS" Basic Programming Disk Optimizer Serial Port Analysis Resident Memory Analysis 1. 2.

Receiving a Call Making a Call

UTILITY TOOLS & TUTORIALS —*

TELECOMMUNICATIONS

Carbon Copy

Smartcom II

Mountain, Irwin, Genoa, Emerald, etc. (Harddisk to Tape) Fastback (Harddisk to Floppy Disk)

1. 2. 3. 4. 5.

Desk Organizing Tools

BACKUP SYSTEM

$$$

1. 2. 3. 4. 5. 6. 7.

Please Note: This is simply an example, and it includes various software programs that can be replaced with others that you feel will better suit your individual needs. ^

1. 2. 3. 4.

Graphics Programs 5.

The following is an example of how you might design your master menu organizational package.

USPTA'S

Across America Tennis Day May 11,1991

HAT IS IT? USPTA's Across America Tennis Day is a nationwide grassroots tennis event sponsored by USPTA.

WHEN IS IT? Saturday May 11 1991 The event will be held annually. WHAT IS THE PURPOSE? To stimulate interest in tennis as a participation sport and a means of maintaining physical fitness. New, existing and former players of the game are being targeted in order to have millions of tennis balls played simultaneously across the country on May 11

D Yes, I will participate in USPTA's Across America Tennis Day

]

| I

My clinic social round-robin will be open

! I

to:

D Public

D Members only

Host Professional Location where event will be held: Call USPTA with questions: (713) 97-USPTA

WHERE WILL IT BE HELD? At registered clubs and public facilities across the nation.

Club/Facility

IS IT LIMITED TO USPTA PROS? No. Any teaching pro is eligible to host activities at his or her facility.

Street Address. State

City.

HOW DO I REGISTER MY FACILITY? Simply fill out the registration form or call the USPTA World Headquarters at (713) 97-USPTA.

.Zip.

Phone

Zip.

Phone

Ship all materials to: (NO PO. BOXES PLEASE) Name

WHAT ARE THE ACTIVITIES? Each registered facility will offer a free basic tennis clinic followed by social round-robin competition. The size and scope of the activities will be determined by the participating pros, each of whom will be provided with an event Starter Kit with an outline of suggested activity guidelines. NEW FOLLOW-UP PROGRAM A supplemental project that Across America Tennis Day teaching professionals can use to extend the participation of the one-day clinic pupils for five additional weeks through an organized lesson and league play program.

Join your fellow USPTA pros on May 11 for what could become the largest singleday grassroots event in tennis history. For further details on USPTA's Across America Tennis Day, call the USPTA World Headquarters at (713) 97-USPTA.

WHAT ABOUT NATIONAL TENNIS MONTH? USPTA's Across America Tennis Day is being held in conjunction with National Tennis Month. Activities produced for USPTA's Across America Tennis Day may be credited toward participation in National Tennis Month.

Club/Facility. Street Address. State

City

D Please count my event as a National Tennis Month Clinic. T-Shirt size:

D Lg.

D XL

Send to: USPTA World Headquarters • One USPTA Centre • 3535 BriarparkDr. • Houston, TX 77042 _

INDUSTRY ACTION USPTA • The Ft. King Tennis Center in Ocala, Fla. has appointed USPTA professional Mike Flynn as the Director of Tennis. • The Eastern Division award winners are as follows: Professional of the Year Steve Diamond; Co-Coach of the Year Martin Vinokurand Kevin McGlynn; Player of the Year Lee Burling; Major Contributor of the Year Willie Washington; New Member of the Year Bill Wing; Club of the Year Maywood Tennis Club. • The Western Region Convention consisting of the San Diego, Intermountain, Southwest and California Divisions, will be held April 5-7 in La? Vegas, Nev Specialty Courses for the convention are: Fitness Training and Periodization taught by Jack Groppel, PhD, Stringing from A to Z by Drew Sunderlin and Personal and Professional Deve opment with Barbara Braunstein as the lecturer Members from other divisions are welcomed at the convention. For more information, please contact your division president, or Don Gomsi at (714 792-4829.

USTA • The 1991 National Team was announced by the USTA. Members are: Lindsay Davenport, Palos Verdes, Calif., Nicole Hummel, San Marino, Calif Janet Lee, Rancho Palos Verdes, Calif., Nicole London, Rol ng Hills, Calif Anne Miller, Midland, Mich. Pam Nelson, Ross, Calif Keri Phebus, Newport Beach, Calif., Chanda Rubin, Lafayette, La Sandy Sureephong, Haines City Fla. Ivan Baron, Plantation, Fla. Brian Dunn, Brandon Fla. J.J. Jackson, Henderson, N.C., Michael Joyce, Los Angeles, Calif Adam Peterson, Orange, Calif., Vincent Spadea, Boca Raton, Fla. Jonathan Stark, Medford, Ore., Jason Thompson, Salem Ore and David Witt, Jacksonville Beach, Fla. • The 1991 USTA Tennis League wil have a senior division. This division wil have the same rules and regulations as all other divisions, but will have ortly a doubles format. The new division is open to anyone over the age of 50. 30

• Grants and scholarships are available for programs designed to build recreational tennis. Application dead ine for USTA Seed Money Grants, Starter Grants for the Disabled and Adult/Senior Recreational Tennis Developmental Grants is March 1 1991 There are also funds for National Junior Tennis League Seed Grants and National Junior Tennis League Project Grants. Contact the USTA for applications and appropriate contact peop e at (609 452-2580. • The Tennis ndustry Council is looking for the best adult programming for attracting new tennis players. There wi be three Grand Prize winners receiving airfare and box seats for two to the U.S. Open. For an application, please contact the USTA at (609) 452-2580. • Wilt Chamberlain, best known for his professional basketbal career wi be endorsing the USTA League Tennis Program. Chamberlain is an avid tennis enthusiast and wil be seen in the nationwide promotional campaign. • The USTA currently has several Project and Research Grants available for individuals involved in tennis research. The project grants do not exceed $1,000 and the research grants start at $5,000. Contact the USTA Sport Science Department for more information. Deadline for application is June 4, 1991

• The United States Racquet Stringers Association has announced its 1991 schedule for seminars and certification. March 21 certification, Hilton Head, S.C. (Contact Tom Jilly at 803-785-8656); March 23 advanced racquet technician and certification, Washington D.C. (Contact Greg Seybold at 703-455-4245).

Professional • According to TENNIS magazine, the 1990 top 10 list for Men's and Women's tennis includes: Men's; Stefan Edberg, Boris Becker Andre Agassi, Ivan Lendl, Pete Sampras, Andres Gomez, Thomas Muster Goran Ivanisevic, Emilio Sanchez and John McEnroe. Women's; Steffi Graf Monica Seles, Gabriela Sabatini, Martina Navratilova, Mary Joe Fernandez, Zina Garrison, Katerina Maleeva, A. Sanchez Vicario, Jennifer Capriati and M Maleeva Fragniere • Boris Becker won the Australian Open and claimed the number one spot for the first time on the IBM/ATP tour rankings. This is the first time ever that a German has claimed the number one spot in the rankings. • TENNIS magazine has named Thomas Muster of Austria as the Comeback Player of the Year Muster severed two ligaments in his knee when a car struck him in January 1990 Five months later he returned to the tour and finished the year ranked No. 7

Associations • According to a recent survey of the USRSA members, the 16-gauge Prince Synthetic Gut is the most used string on the market. Gamma Pro was rated the best in overall payability while Babolat VS was rated the best natural gut. This was the 14th annual survey of the USRSA members on racquet strings. • The ATIF and Lipton International Players Championships have joined forces to collect usable racquets to donate to the RacquetsFor Kids program.. Anyone who purchases a regular priced admission ticket, and brings a usable racquet to the LIPC on March 15-18, will receive one free admission ticket for either the day or night session. The racquets are given to the Greater Miami Tennis Patrons Foundation, which in turn donates them to various youth programs including the Schools Program of the USTA.

Vijay Amritraj

TBIIIS TUTOR The Portable Ball Machine Tennis Tutor provides world-class performance in a portable package. And it's powered by an internal rechargeable battery that provides hours of playing time so you can play with it on any court. Used by coaches and players on six continents, Tennis Tutor sharpens skills by providing needed stroke repetition and shot variety. When it comes to building better tennis players, nothing beats Tennis Tutor. Prices start under $1000.

Call 1-800-448-8867 for free brochure or nearest dealer

Manufacturers • Penn was named the Official Ball of The Liptonfor 1991 and 1992.

USPTA/USPTR Discounts

TENNIS TUTOR 2612 West Burbank Blvd. Burbank, California 91505

• Spalding has signed Vijay Amritraj to a racquet endorsement contract for the OrbiTech XL racquet. Amritraj is the president of the ATP Tour Players Counci and is the • Tickets are now on sale for the 1991 only player to play four decades at GTE Championships to be held August Wimbledon. 12-18, in Indianapolis, Ind. Contact GTE Championships by calling (317) 632-8000 or write to GTE Championships, 815 West New York St., Indianapolis, Ind. 46202 Expected to play at this year's tournament are Pete Sampras, Andre Agassi and Boris Becker

Miscellany

Answers to Tennis Quiz on page 15.

1 C 2 FALSE 3. B 4. D 5. FALSE 6. D 7 A 8. D 9 FALSE

10 C 11 A 12 B 1 3. FALSE 14. FALSE 15. C 16. TRUE 17 TRUE

Source: The USPTA Guide to Municipal Tennis Operations

CEO's message

Across America Tennis Day This year it's more than just a one-day event Tim Heckler, CEO

I rassroots programming and support has long been a trademark of USPTA philosophy and 1991 will prove to be no exception. As we sponsor the second annual Across America Tennis Day on May 11 we will again be promoting tennis as a lifetime sport. We are once again counting on the membership of USPTA to make this oneday event a success. Approximately 2,000 teaching professionals are expected to host a free clinic and round-robin tournament program for those tennis enthusiasts who come to their facilities for the occasion.

Now we want to take it one step further We want Across America Tennis Day to be more than just a one-day shot in the arm. After all, the strength of USPTA and its grassroots programming lies in the individual members and their willingness to get involved at the fundamental level of tennis activity Events like Across America Tennis Day have long been the focal point of our efforts to generate this interest. We remain dedicated to this objective as we promote the concept of tennis for a lifetime through 32

member-supported projects. The Across America Tennis Day project was created by USPTA last year in response to a call from the Tennis Industry Council to all tennis-related entities for increased tennis promotion among former current and prospective recreational players. Our concept was to put into play millions of tennis balls on thousands of tennis courts throughout the United States and Canada all on one day The success of the first one-day event was phenomenal. Approximately 1,500 teaching professionals volunteered their time and facilities for the free clinics and fun tournaments. Every division of USPTA responded with host sites, representing every state in the U.S. This overwhelming turnout of teachers and students alike demonstrated the effectiveness of teaching professionals and reaffirmed their role in the tennis industry Now we want to take it one step further We want Across America Tennis Day to be more than just a one-day shot in the arm. The goal of the event is to encourage continued involvement within the sport. Therefore, we are urging each participating professional to arrange a five-week follow-up project to take the participants of the oneday clinic into a series of lessons and league-play situations. The package which

will be sent to host professionals will include a sample lesson plan to accomplish this added goal. In addition, this followup program offers a framework on which to build a yearly lesson program and increased lesson revenues. As supporters of National Tennis Month, any USPTA member who organizes and operates an activity for Across America Tennis Day will earn credit for participation in a National Tennis Month event. This is the only event in the entire tennis industry that is exclusively organized, sponsored and run by tennis-teaching professionals. It is your event, and your money and hard work pays for its success. We want to see tennis played on courts from California to New York, from the inner-cities to rural school yards and from suburban commercial clubs to non-profit community centers. If you have not signed up to host an Across America Tennis Day event, please reconsider your commitment and sign up today To host an event, fill out the clip-out card on page 29 of this magazine and send it to the World Headquarters. You will then receive a package containing all the information you need to organize your events, along with a free T-shirt, sign-up poster and various press releases to promote yourself and your facility O

The same kind of German engineering responsible for some of the world's fastest cars is behind the new Pro Perm tennis shoe. Created by a famous German designer, this shoe embodies the same sion with perft mance and refined sense le that you mig see in a 911. •':• he Pro Penris iicluttered, white leather iorandyoullf id high-tech .; materials. Lil v an interior'

strap of nonstretching HytreF which anchors your foot in the shoe. And a sole made of Long Play Formula 144A® a new rubber compound which will wear for hundreds of hard matches. This brilliantly conceived shoe is manufactured with the stringent quality control that has made Penn and Pro Penn tennis balls number one in the world. The USPTA recently named it the official shoe for their

organization of tennis professionals. Men's and women's Pro Penn tennis shoes are availableinr and wide width;5. Loc your pro shop 01'tern specialty store. £>ticke not included.

Part tennis shoe, part Porsche.

•p?

£tfIfDCESTOf>E

Everybody Needs Some Help Sometimes

BULK RATE U.S. POSTAGE PAID Permit No. 3887 Tampa, FL Tennis Professionals

UNITED STATES PROFESSIONAL TENNIS ASSOCIATION, INC. World Headquaters One USPTA Centre 3535 Briarpark Drive Houston, TX 77042