Addvantage 1991 October by RSPA

It's time to show off our figure. • TENNIS WEEK is readfi.rst, before TENNIS & RACQUET maga21nes. • TENNIS WEEK comes outfi.rst; before TENNIS & RACQUET magazines (no need to wait two months after Wimbledon to read about it). • TENNIS WEEK is relied on ji"rst for the sport's behind the scene's political and business news.

Maintaining our figure is no sweat.

T~NNI~ W~~K®

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THE

FIRST

AND

LAST

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TENNIS

$40 one year • $60 two years • $85 three years $50 Canada & Mexico • $125 All Other Foreign Countries ,124 East 40th Street, New York, NY 10016 • (212) 808-4750

The Trade Magazine of Men and Women Tennis-Teaching ProfessionalsTM

Volume 15 -

Issue 10

October 1 991

The Voice Of The Tennis Teaching Profession NATIONAL BOARD OF DIRECTORS President

Jack Justice

First Vice President

Gordon Collins

Vice President

Dave Sivertson Kathy Woods Cliff Drysdale Will Haag

Secretary/Treasurer

Phil Lancaster

Past President

Rod Dulany

CEO

Tim Heckler

Legal Counsel

Director of Operations

Rich Fanning

Coordinator of Tennis Teacher Development

Allan Henry

Public Relations and Marketing Magazine Coordinator Business Operations Corporate Services Manager Corporate Secretary

Shawna Riley

John Tamborello

6 7

Christl Call

Barbara Casey Kathy Buchanan

Membership/Education Assistant

Sharon Schmuck

Membership/Education Assistant

Karen Mahon

Membership/Education Assistant

Vicki Tristan

Financial Manager

Remie Heckler

Director of Certification and Academies

George Bacso Bill Tym Phone (713) 97-USPTA

ADDvantage is published monthly by the United States Professional Tennis Association. â&#x20AC;˘ For information, write World Headquarters One USPTA Centre 3535 Briar park Driv~ Houston, TX 77042 phone (7 13) 97-USPTA, or fax (71 3) 978-7780 Office Hours: 8:30-5:00 CST CopyrightÂŠ 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.

Member benefits announcement "Don't take this personally, but . .. " Using criticism to motivate by Deborah Bright

Does your contract help or hinder you financially? The financial approach to your contract by Bruce Weeber, CPA

Luis Ayala: from tennis player to teaching pro His views on modern tennis

No matter how you slice it, backhand remains classic Sequence shot of Martina Navratilova

Bob Ellis

Computer Services and Club Relations

Advertising/Marketing Information

FEATURES

Michelle Tanner

Co- Director of Academies

Marti na Navratilova demonstrates the c lassic backhand. See page 1 6 for seq uence shot. Photo by Russ Ad ams.

Paul Waldman

WORLD HEADQUARTERS

Communications Coordinator

On the cover ...

18 22

US PTA pros pass USTA sport science test Communication in the club environment by Spike Gonzales

Buying apparel It takes planning and flair to do it right by Vicki Bernstein

Opening a pro shop by Kurt Kamperman

DEPARTMENTS 2 3 4

President's message CEO's message Quiz

6 15

Letters

28 30 32

Drills

Dates that rate Industry action Polling the pros

president's message -

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Tips make busy â&#x20AC;˘ season eas1er

Work pays off in the new year

W w ' The end of summer was once agaiQ a whirlwind of activity The U.S. Open , the 'Tennis Teachers Conference and, finally, USPTA's National Convention. The se ries of seminars, meetings and the many distinguished guests made the 1991 event a great success. I'd like to tip my hat to the Southern Division and its island members who worked so hard to host "Overheads on Hilton Head." Look out Tucsonl Now that October is upon us, fall is closing in , and the holiday season means that everyone will be very busy tying loose ends and planning for 1992. The past few months' activities have generated new ideas that will influence the tennis industry, and it's important to carefully develop our strategy for 1992 to ensure the success of USPTA's programs and each tennis-teaching professional. The following list provides some tips for an organized and smooth transition into the new year. 1. Large corporations currently are creating their budgets for -llext year. It's time to decide if any 1992 events will need corporate funding , and if so, it's also time to make those needs known and be involved in the company's discussions and decisions.

2. Most supporting organ izations are developing their calendars for next year. This is the time to make sure division and Association events will be included in any industry calendars to secure industry support and added press coverage. Also, if umpires or officials figure into any 1992 events, now's the time to reserve their services and make sure your dates are on all appropriate schedules. 3. If a business operates on a calendaryear basis, next year's budget requires some fine tuning before it is submitted for final approval. Requests for capital improvements should be completed and submitted to management for consideration . And, employees should be evaluated now for possible pay action and performance feedback. 4. Holiday sale plans should be finalized for pro shops and spring merchandise ordered . Now is .a good time to assess what sold during the past season and organize buying periods for the coming year . 5. Review programs from the current year. Successful projects should be maintained , while new ideas can be implemented to replace those that did not meet with success.

Jack Justice, President

6. Though it's not a popular idea, now is the ideal time to start organizing information for this year's tax return . It's critical that we institute practices into our cur rent course of action to ensure smooth sailing on our preparation and submission of the inevitable "retu rn. " 7. October usually brings many weather changes and tennis professionals need to prepare various types of facilities for the indoor or winter season . In the north, the indoor season is under way and program adjustments have been made, while teaching professionals in the Sun Belt are preparing for a peak outdoor period . The end of the year signals preparation , documentation and evaluation for most people - all the things that create a lot of work without the benefit of an immediate reward. This list is by no means comprehensive, and I think everyone can add something to it that will enable them to judge the past and map out the future . Organization and planning can mean the difference between a successful or unsuccessful season . o Good luckl

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Changes in USPTA's exclusive endorsement program Tim Heckler, CEO

USPTA's success is linked closely with the individual members that lnake up the Associ-. ation and the industry support we garner through sponsorships or endorsement agreements. We are grateful to the companies that champion our cause, and, in turn, we provide a prime marketing vehicle through our nationwide n_etwork of more than 9,000 teaching professionals. Recently, USPTA signed new endorsement agreements and modified and discontinued e?<isting contracts for various products. And, to keep our members informed of the latest endorsement programs, we 'd like to explain some of the specifics about each agreement and company. PENN RACQUET SPORTS - USPTA has been associated formally with Penn since 197 4, when it first endorsed the Pro Penn tennis ball. Penn's record of excellence and USPTA's loyalty to the endorsed product has proven to be a valuable combination for the company and our Association for almost 18 years. Penn has decided to discontinue the production of Pro Penn shoes, thereby eliminating that segment of our endorsement agreement with the company. We would like to express our thanks to our friends at Penn for their support during the shoe production. Both Penn and USPTA would like to take this opportunity to inform the general membership and those members who have supported the shoe in their pro shops of the discontinuation of the product line. We 're proud to say we have just completed negotiations that will extend ,the Pro Penn ball endorsement and our relationsh ip with Penn for the next five years.

production ends on Pro Penn shoes, new ball machi"ne agreement begins

Penn has decided to \} discontinue the production of Pro Penn shoes, thereby eliminating that segment of our endorsement agreement with the company. We would like to express our thanks to our friends at Penn for their support during the shoe production. PRINCE MANUFACTURING INC. - Our Prince racquet and stringing machine endorsements are still going strong. However, Prince is no longer producing its ball machine, and the company has allowed us to withdraw from that portion of the USPTA agreement. Âˇ Members can be assured that Prince is committed to service its machines already in the field for the next seven years, according to a company spokesman. CROWN MANUFACTURING - We have just completed negotiations with Crown for

an endorsement of its Match Mate ball machine. We've had a long-term relation-Âˇ ship with Match Mate through various advertising and promotional programs, and even though the company hasn't been a stranger to USPTA or its divisions, we 're happy to welcome them as the newest member of our endorsement family. The formal agreement with Crown was a natural progression to our already col laborative relationship with the company. Jack Scott, president of Crown Manufacturing, has supported USPTA's efforts over the years at the national and divisional level. We plan to work closely with Crown to promote innovative uses of the ball machine within a framework most suitable to today's professionals. This will mean developing lesson programs and clinics devoted to increased use of the machines. Of course, we still have our excellent relationship with Saddlebrook, USPTA's national resort headquarters. Saddlebrook continues to support tennis and USPTA members through many developmental tennis programs and USPTA member discounts at the resort. So, I urge you to support Penn , Prince, Crown and our other USPTA supporters by participating in the endorsement programs. Your involvement with and promotion of our endorsees will be rewarded through member discounts, marketing publicity, national and divisional clinic and tournament sponsorships and national advertising spotlighting the USPTA. We 're delighted to be associated with these endorsees - companies that maintain a standard of excellence and represent the highest quality in our industry.. o

â&#x20AC;˘ Topic: Tennis Courts

1. When buying a private club, what is the recommended ratio of courts to players? 0 A. 1 to 10 0 B. 1 to 15-20 o c. 1 to 20: 40 0 D. 1 to 50 2. Indoor commercial clubs will find that one cocirt has a capacity of approximately _ __ players for a 15-hour day. 0 A. 100-110 0 B. 120-140 0 c 150-160 OD. 160-170 3. True or false: An area of 60 X 120 feet is the recommended size for a tennis court and playing area. 4. Courts should generally be laid out with the length in a axis. 5. What is the main factor to consider in choosing a court surface when building a tennis facility? 0 A. Budget 0 B. Supervision 0 C Maintenance 0 D. Landscaping 6. The area within the tennis court playing lines is: 0 A. 34 X 76 feet 0 B. 36 X 76 feet 0 C 34 X 78 feet 0 D. 36 X 78 feet 4

7. The recommended distance between the baseline and the back fence is feet. 8. What is the recommended distance between sidelines of tennis courts within a common enclosure (no divider fences), that is used for recreational play? 0 A. 10 feet 0 B. 12 feet 0 C. 14 feet 0 D. No such recommendation 9. True or false: Indoor courts can be lighter in color than outdoor courts. 10. The width of a tennis "alley" is _ __ feet, _ _ inches. 11 . Alligatoring (cracks in the court), bird baths (standing water in depressions) and rust spots are conditions which may occur on courts. 0 A. Non-porous 0 B. Porous 12. When top dressing a clay court, how much material should be used, per court? 0 A. 1/2 ton 0 B. 1 to 2 tons 0 C. 2 to 3 tons 0 D. No recommended amount 13. What is the primary objective of proper lighting on a tennis court?

14. The unwelcome illumination of areas outside the tennis court defines: 0 A. Excess lighting 0 B. Refracted lighting 0 C. Glare 0 D. Light pollution

â&#x20AC;˘

15. What class of lighting is recommended for clubs, parks and residential play? 0 A Class 1 0 B. Class 2 0 C. Class 3 0 D. Class 4 16. Which is considered more important, the quality or quantity of light? 17. True or false: Lighting levels should be as nearly uniform as possible, including all areas outside and behind the baseline. 18. It is expensive to operate an enclosed light fixture as opposed to an open fixture. 0 A Less 0 B. Equally 0 C. More is the fixture 19. which houses the light source and determines how much light to emit. 20. True or false: Lever devices are still the most popularly manufactured method for anchoring the net to the posts. Answers on pag~ 31 .

â&#x20AC;˘

It isrrt easy to kill a Pro Thnn. The new Pro Penn 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 Athlelic Products DIVISIOn. For a poster of th1s ad send $2to Penn, 306 South 45th Avenue, Phoen1x, Anzona 85043

IMPORTANT USPTA MEMBER BENEFITS ANNOUNCEMENT Tennis Illustrated (formerly World Tennis) magazine has ceased production . Its parent company, Family Media Sports, is no longer in business.

A decrease in advertising revenue and the parent company's. inability to borrow money for financing were cited as two reasons for the shutdown. The magazine is currently for sale, and if production resumes, you will receive the magazine again. Thank you for your coC?peration.

What you eat • 1s more important than your racquet. It's your body that has to · see the ball, get to it and swing before the racquet even has a chance to affect your game. PowerBars are delicious, nutritious athletic energy food. They raise and sustain energy levels and provide all the nutrients your body needs to perform at its best.

I would like to congratulate your staff on th e success of the last two issues of ADOvantage. I write every month for German tennis magazines and I recognize the hard work and effort. This publication is always worth the long wait and the time to read and digest it. I salute the USPTA's efforts to continue th e upgrading of each member. With most people, it has to be mandatory before everyone does at least something . Kee p up the good work. Sincerely, Kurt W Ehrhardt Ge rmany Dear Jack (Justice): Thanks for the reminder to take the time to do th e little thing s that make a difference tor us professionally. It's so easy to get cau ght up in helping our juniors to develop, or our club members to find their way to the correct leagues, etc., that we forget to keep 6

an eye on our own career needs and the needs of our assistants. Al so, I am an Area Training Center scout and coach and had not yet taken the initiative to pursue the Sports Science test. I'm not sure what I was waiting for. It's ironic how much satisfaction I derive from helping people achieve their goals, yet I actually was overlooking a few (of my goals) under my own nose. Your cattle prod is just what the doctor ordered! Rest assured , your messages do not go unheard or unappreciated. Than ks tor taking the time . Sincerely, Tom Chorney Mad ison , Wis. The Across America Tennis Day issue of AOOvantage magazine looks greatl Kay Konove Briarcliff Manor, N.Y.

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''Don't take this personally, but... ''

Using criticism to motivate By Deborah Bright

The subJect of criticism has been grossly misunderstood, but for both club managers and teaching professionals, it is something dealt with daily. Is there such a thing as constructive criti cism? Can criticism be positive? These are some of the questions explored in this article. Can criticism _be positive?

Criticism is probably the most powerful form of communication . Delivered poorly, it can destroy confidence levels and shatter percepti ~ ns of self. Yet, when delivered with eloquence, criticism can be a motivator , like praise. "Jerry" is an assistant to head professional " Mike " at the Tennis and Swim Club. Mike has noticed on several occasions that Jerry arrives on the tennis court at the exact time the student appears. For the next few minutes, Jerry scurries around getting ready. Mike decides to talk with Jerry about his fai lure to prepare for lessons. One way to handle this situation is that Mike gets frustrated with Jerry and tells him what he really feels. "You run around like an idiot before each lesson! " Other com mon statements might be , "You are so disorga nized," "I've noticed the sloppy way you teach tennis," and "You better get your act together! " These comments will not create a change in the employee. Instead , Mike tells Jerry that since Jerry prides himself on being a good instructor, he can come across more professionally if he is better prepared for his lessons. Mike suggests that Jerry begin five minutes before the lesson by gathering balls and oth er equipment and having it on the tennis court when the pupil arrives. Besides better utilizing the club member's time , assures

Deborah Bright, Ph.D., has written several management books including "Gearing Up for the Fast Lane: New Tools for Management in a High-Tech World," "Creative Relaxation: Turning Your Stress into Posi tive Energy," and "The Official Criti cism Man ual: Perfecting the Art of Giving and Receiving Criticism." She is the president of Brig ht Enterprises. Inc , a New York-based resource company specializing in improving performance and enhancing the quality of managemen t. Bright trains members of th e Professional Golfer's Associati on of Am eri ca (PGAI to enhance personal effectiveness and manage with greater productivity. Bright also trains amateur and professional athletes, including USTA members and the Detroit Tigers, to maximize their performance.

lively. Used another way, criticism can be very positive by building more trusting rela- . tionships, enhancing performance and motivating staff. Thus, the negativity inherent in criticism needn 't be bad. Envision what would happen if the head professional always praised his staff and never criticized . If praise always was delivered, it would eventually lose its value . The receiver would view the praise as meaningless and possibly insincere. Secondly, performance would not necessarily improve. Praise does not always translate into the need to do better. Another outcome of constant praise is that the receiver develops a false impression of himself. Criticism is important and , when balanced with praise , can deliver a complete profile of one's performance and how to enhance it - and that's motivating! Does constructive criticism exist?

Mike, it gives the member the feeling that Jerry is looking forward to working with him. Jerry thanks Mike because he can see the immediate benefit to be gained. Criticism in thi s instance has a motivating outcome.

Participants at workshops and presentations are quick to point out that they do not look forward to being constructively criticized. The term "constructive criticism " was introduced as an attempt to soften the negativity of criticism . Constructive criticism is an oxymoron, says Dr. Christopher McCollough, author and radio show host, because one goes to build the individual and then knocks him down. Instinctively, the receiver senses the mixed message. If there is anything constructive about criticism, it is the outcome.

Understand criticism as a motivator

Delivering criticism with eloquence

Regardless of how tactfully criticism is delivered, something negative is being communicated . This negativity has tremendous power and can be used destruc-

But how do you ensure a positive outcome with criticism? Just as there are basics to executing a forehand or backhand stroke, there are certain essentials to deliv7

Using criticism

(continued)

ering quality criticism - the kind that the receiver accepts and acts upon , thus leading to improved performance or a desired result.

tant things to consider before speaking are make sure you know what you want the receiver to do, and be certain you can explain the value behind the criticism .

Remember: The receiver is in control

Know the desired behavior

Although the giver initiates criticism , the receiver is in control during the criticism exchange. After all , it is the receiver who processes, or interprets, what the giver commun icates, who decides whether to challenge the giver for specifics, and finally, who chooses whether to take action . If the receiver is in control of the criticism process, where is the control for the criticizer? The giver determines what to say, how to say it and when . Thus, the challenge for the giver is to be properly prepared bef0re speaking . It's remembering to "do your thinking before any speaking ." Two impor-

Too often , we let our emotions overpower us and we blurt out words that give us momentary rel ief, but leave bad feelings behind . For example , let's say that a staff member keeps asking trite questions. The boss finally loses his or her composure with something like: "You keep interr.upting me with these stupid questions. Gosh, can 't you think for yourself? " Criticism of this kind rarely is intended to help the receiver take action. Instead , its purpose is destructive. It may relieve the giver momentarily, but in the long run it may create irreparably bitter feelings.

Tell the receiver what you want It's important to offer the receiver specific insights into the desired action . Doing so helps to instill confidence in the receiver. Remember, you want the receiver to walk away with a good idea of how to correct the problem. Here 's a typical situation . Brian works for Tom at a West Coast tennis resort and club. Tom thinks that Brian has a " bad attitude" because when he asks Brian to do something he makes a face and groans. But what good does it do for Tom to tell Brian that he . has a bad attitude? It's not specific. Brian will respond more favorably if Tom says, "When I ask you to do something, rather than sighing and giving me what I interpret as a res istant look, it would be better if you told me how the assigned task confl icts with a current project. " Now Brian has a clearer idea of the specific desired behavior.

Show the value behind the criticism

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Before delivering criticism , know the answers to the following questions. If you can 't answer any of them , then delay the criticism . â&#x20AC;˘ Do you know the staff person 's shortterm and long-term goals? â&#x20AC;˘ Have you discussed and mutually agreed upon the goals in your area? â&#x20AC;˘ Have you discussed what you want the other person to do and the quality associated with the task(s)? If you know the goals, link them to the criticism . This helps clarify the intention behind the criticism and gives a valuable reason for taking action . Adults are less apt to do something enthusiastically if they've only been told to do it. They prefer knowing what they can gain .

Think before you speak Keep in mind that you are not alone as you dwell on how to best deliver criticism . This is something over which many people anguish . One important tip is to think before you speak. Remember, it is the receiver who has control , not you . When considering criticism , make sure you are pointing out an error so that the worker will take action to do his job better and become a more valuable member of the team . o

US PTA Continuing Education Programs • Convention Seminars • Specialty Courses • Certification Training Courses • Tennis Teachers' Courses • Sport Science Schools • Business Schools

The Benchmark in Tennis-Teacher Education for the Teaching ,/

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United States Professional Tennis Association, Inc. One USPTA Centre 3535 Briarpark Drive Houston, TX 77042 TEL (713) 97 -USPTA FAX (713) 978-7780

·. ~ in Conlinuif18 Education

Does your contract help or hinder you financially? The financial approach to your contract by Bruce Weeber, CPA

contract is supposed to benefit both parties, but is your contract really helping you? All professionals ar-e concerned with their finances, but many don 't realize how important their contract is to their financial picture. Often, the full importance of financial and tax areas have not been considered. Wise planning can save you money and should be treated with the same attention and affection as your profession.

The contract

The contract is an agreement between the worker and the employer. This docu-· ment usually is prepared by the employer's attorney, who naturally leans toward his client's needs rather than the worker's. Always retain an attorney to protect your legal rights. A contract can classify someone as "employee, " "self-employed," or a "combination of both ." The important question is how to determine the correct classification . Is there a benefit to being either one or the other, or even b.Oth? The Internal Revenue Service has established a list of 20 gu idelines (included with thi s article) to help determine a worker's status. In reality, most in the tennis-teaching profession qualify as part employee and part self-employed (the proof being determined by a specific job description). To make matters worse, the IRS and the federal courts have difficulty in agreeing on the status of this profession . Before reading further, review the guidelines and place a check in either the blank for Independent Contractor or for Employee. Check both if it applies Total the " IC" checks and enter the amount here _ _ _ __ Some may conclude that if the "EE"s far outweig h the "IC"s, it signifies an employee, but not entirely. Does it matter? Yes. Why? Before answering that question , let's evaluate some contributing factors. Deductibles: Yes, no or maybe?

Expenses certainly make a difference. The list and dollars can be impressive: travel , telephone, equipment, rejUairs to eq uipment, professional dues af1d subscr iptions, tennis apparel (with appropriate 10

advertising markings), auto expenses (27.5 cents per mile for 1991), promotional expenses, conventions and seminars. business loan interest, professional assistance, tickets to matches, entrance fees, meals (80 percent limit), lodging, tolls, laundry expense and others. The total expenses could be significant. Let's assume that the employer insists on an employee classification . Assu'me the business expenses are neither reimbursed nor paid by the employer and that they total an estimated $6,000. Can these costs be deducted? Maybe. It all depends on income, exemptions and itemized deductions. As an employee, these expenses are subject to an exclusion of 2 percent of the adjusted gross income . So if the employee and spouse's incomes total $50,000 (including interest, dividend and other income, and less certain credits) then 2 percent or $1 ,000 would be excluded from the $6,000. That would leave $5,000 to add to other itemized deductions. Form 2106 (Employee Business Expenses) must be filed with the tax return , possibly opening the way for an inquiry by the IRS. Promotional expenses incurred may prompt the IRS to question if the expenses are required by the employer. Very few employers will authorize expenses incurred to promote the worker or the club/facility. In general, employee expenses could be a questionable deduction. If audited, an IRS agent might say "no deduction," but in conference at the next level of the IRS, it might be "yes! " Let's use one of my cases as an illustration . James is a salaried employee and works 40-60 hours per week. Fees, lessons and all other income are collected by the club through its bill ing system ; James purchases merchand ise that is sold to the club members and the club gives James a W-2 form for all gross receipts belonging to him. The problem is that james has expenses similar to those listed previously, plus he has the cost of merchandise that was sold to the members, but paid to the club and returned to James via a salary. James' accountant reported his professional expenses on form 21 06, but entered the cost of sales on line 21 of his form 1040. The

amount was listed as "cost of goods sold " without any explanation about the sales being listed on the W-2 . When the IRS requested an audit, James asked for my help. An intial meeting with the IRS resulted in the disallowance of many of the previously mentioned items. A subsequent conference with the IRS proved that the contract was poorly designed by James' employer. The result was that the return was accepted as filed . The lesson to be learned here is to make sure that you understand the many problems that can occur when filing an income tax return . Finances may be protected from the start by negotiating contracts using a dualpurpose contract, a salary reimbursement plan or as an independent contractor. The dual-purpose contract

Have a dual purpose contract, i.e. , part salary and part self-employed. Base the split on the facts (20 IRS guidelines) and methods of business as managed by the club or facility. The greater the control the club exercises on the flow of the fees and charges, the greater the salaried over the self-employed (independent contractor) status. Possible results could be that an employee shares benefits such as medical insurance, pensions and family privileges. An independent contractor can deduct professional expenses on Schedule C of the form 1040. An independent contractor also can: • Enjoy a personal pension plan in addition to the employer's. • Eliminate the loss of deductions because of the 2 percent exclusion on itemized deductions. • Reduce the potential of the IRS auditing form 2106. • Present a tax return in a more logjcal fashion , reducing possible challenges on unauthorized expenses such as promotion, travel , auto and telephone . Salary reimbursement

Arrange with the employer to reduce an employee's salary enough to exceed. your

Are you an employee or an independent contractor? 20 IRS guidelines IC

EE 1.

Instructions: An employee must comply with instructions on when, where and how to work. Even if no instructions are given, the control factor is present if the employer has the right to give instructions.

2. Training: An employee is trained to perform services in a particular manner. Independent contractors use their own methods and receive no training from the purchaser of the services.

3. Integration: An employee 's services are integrated into the business operations because the services are important to the success or continuation of the business. This shows that the employee is subject to direction and control.

4. Services rendered personally: An employee renders services personally. This shows that the employer is interested in the methods as well as the results.

5. Hiring assistants: An employee works for an employer who hires, supervises and pays assistants. An independent contractor hires, supervises and pays assistants under a contract that requires the contractor to provide materials and labor and to be responsible only for the result.

7. Set hours of work: An employee has set hours of work established by an employer. An independent contractor is the master of his or her own time .

8. Full-time work: An employee ,normally works full time for an employer. An independent contractor can work when , and for whom , the contractor chooses.

9. Work done on premises: An employee works on the premises of an employer, or works on a route or at a location designated by an employer.

Continuing relationships: An employee has a continuing relationship with an employer. Such a relationship may exist where work is performed at frequently recurring , although irregular, intervals.

10. Order or sequence set An employee must perform services in the order or sequence set by an employer. This shows that the employee is subject to direction and control.

11 . Reports: An employee submits reports to an employer. This shows that the employee must account to the employer for the employee 's actions. 12. Payments: An employee is paid by the hour, week or month. An independent contractor is paid by the job, or on a straight commission .

__ 13. Expenses: An employee 's business and travel expenses are paid by an employer. This shows that the employee is subject to regulation and control.

__ 14. Tools and materials: An employee is furnished significant tools, materials and other equipment by an employer.

__ 15. Investments: An independent contractor has a significant investment in the facilities used in performing services for someone else. 16. Profit or loss: An independent contractor can make a profit or suffer a loss. 17. Works for more than one person or firm : An independent contractor performs services for two or more unrelated persons or firms at the same time .

__ 18. Offers services to the general public: An independent contractor makes his services available to the general public.

__ 19. Right to fire: An employee can be fired by an employer. An independent contractor cannot be fired as long as the contractor produces a result that meets the contract's specifications.

__ 20. Right to quit: An employee can quit a job at any time without incurring a liability. An independent contractor usually agrees to complete a specific job and is responsible for its satisfactory completion , or is legally obligated to compensate for failure to complete it.

professional expenses. Assume that a salary of $40,000 less the estimated expenses of $6,000 equals a salary base of $34,000. The $6 ,000 would be reimbursed at $500 per month or even more frequently. Under the above assumptions, it is recommended to estimate expenses higher to allow for unexpected increases consider an amount of $7 ,200 for the year (adjusted salary -$32 ,800). Independent contractor Arrange for all contracted finances to be transacted as self-employed (independent contractor) status. It is important that each professional obtain an employers identification number (EIN) by filing a form SS-4. Also, forms W-9 and 4669 should be filed with the club or facility. (Never complete or file Form SS-8 with anyone, the questions are geared to employee status). Filing the W-9 and 4669 forms certifies that the employee is reporting all income on the tax return and paying the necessary Social Security self-employment tax on the net profit (after expenses). The U.S. government wants to be certain that everyone is properly paying their fair share, and citizens are interested in paying only their fair share. If the majority of tennis professionals would follow consistently the dual-purpose contract, a precedent would be established solidifying it as a mandate for the tennis profession. Some IRS employees have agreed informally that the tennis pro's world is essentially different and have accepted that these professionals have a dual role. In defense of the tennis pro These are several key facts in defense of the tennis-teaching professional for an independent contractor. • The long hours (40-60 or more and no overtime) • Effort (promoting the facility) • Investment: in time, money, training, public relations, psychological training for all people, young and old , rich and poor, good players and bad. • Tennis pros care! Winning is not just on the court (tennis), but in the courts (legal) by not having to fight the IRS in the first place. A national trend toward a standard contract would help financially. Let's make these contracts legally structured and financially sound as strong as the teaching fundamentals. ~t

Members have been requested to send to USPTA information on their financial arrangements (without revealing any financial ·facts) and on whether any of the mentioned programs possibly/have·· been instituted.

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Luis Ayala: From tennis player to teaching pro His vi ews on modern tenn is

former fop-1 0 !ennis player, Luis

Ayala, 60 , has seen many changes in the game since his playi ng days in the 1950s and '60s. He reached the finals of several Grand Slam tournaments without a touring entourage , beat Rod Laver using a woode n racquet, and did not play in junior tournaments until he was 16. Today's professional tour has players that debut at age 14, millionaires too young to drive, racquets made from chemical composi tions rather than wood , and professional players that are allowed to play in Grand Slam events. It also has introduced th e tie -breaker and uses scientific knowledge Âˇt:o create better tennis players. Some c hanges to the game are good and some are not so great, Ayala said . Ayala said he believes money is corrupting tennis , from the professionals to the amateur JUniors. Some parents push children to continue playing after the child becomes bored with it, because so much money has been invested in lessons and equipme nt, he said . Professional tennis players today do not love the game of tennis, Ayala said. They play for the prize money, and because of th e amount of money to be earned in tennis, eve rybody wants to the play the game. "They make too much money without even hitting a tennis ball , that's the difference," said Ayala, who toured with Jack Kramer and beat Lew Hoad , Ken Rosewall and Roy Emerson. Today's players already have money from their endorsements and , if they don 't play tennis, they know that they will still have an income, Ayala said . Today's large-scale endorsement programs did not exist when Ayala plpyed tennis in the late '50s, and in the '60s. In Ayala 's touring days, endorsements would

consist of using a certain ball for a year, or receiving free racquets, shoes or string from a manufacturer, but no one was paid by an endorsed company, he said . Before Ayala became a coach , he was a finalist at the French Open twice and won the Italian Open . He currently coaches in Puerto Rico, but spent many years coaching top-ranked players in South America and the United States. While in South America, he coached the Chilean Davis Cup team to the finals in 1976, where they lost to the Italian team . He coached world-ranked players such as Jaime Filial , Ricardo Acuna and Hans Gildemeister. He is bothered that players refuse invitations to play Davis Cup and Federation Cup com petition , he said . Ayala 's love for the sport and his loyalty to Chile stem from his playing and coaching days for the Chilean Davis Cup team . "The game gives you so much, they (the players) should give something back," he said . " In South America, it is the highest honor to be asked to compete for your country." Another difference in tennis today is the technological advancements in racquet com position and size . " (Pancho) Gonzales used to play with a wooden racquet and hit the tennis ball at 100 mph, so with this technology, he could hit 140 mph - no problem ," Ayala said. But he thinks the power of the players and advanced technology is causing the public to lose interest " I mean, people are watching - and they don 't understand tennis too well and they see ace , ace , ace and that is no fun at all to watch ," he said. More people are watching women play, because the spectator sees a variety of shots, according to Ayala.

"You don 't want to see boom , boom , 'I'm finished ' and get the (game) point, " he said. Tennis is a lifetime sport for Ayala. " I still play, and that is why I am surprised when people say 'Look at how Jimmy Connors still plays." Ayala said he would be happy to always have a job on the tennis court. " I enjoy teaching people and playing tennis. I don 't want to be a tennis director," he said . Ayala says the U.S. will never be short of good tennis players because of the emphasis on sports, the size of the country and its large popu lation . He said that the U.S is not producing inferior quality players, but other countries ' players are getting better . According to Ayala, tennis is becoming more popular in South America because the region is producing only one big-name player at a time , like Gabriela Sabatini, but Chile is not producing players in the Top 20 world rankings . " I don 't know what they are doing, they have better coaches but can 't get better players," he said . The players may be content to only get the top-1 00 ranking and make $1 ,000 a week, but they don 't have the drive to go to the top, he said . Ayala would like to compete in the modern era of tennis, using current technology, against today's players. He said he believes he could play as well as today's players with all the advantages they have, but these advantages would not make Ayala love the game more than he did back in the late 1950s. " I mean I would love to have the money they have , but that is not the main reason I would play the game," he said . H

Dates That Rate ~xams and U.pgrades Novembe r 3-4 Novem ber 4+ November 7-8 Nove mber 9-1 0 Novem ber 9-1 0 Nove mber 10 Nove mber 10-11 Nove mber 10- 11 Novem ber 14 November 16-1 7 Novem ber 16-1 7 Novem ber 1 7- 18 Decem ber 6 Decem ber 6~ 7 Decembe r 6-7 December 7-8 December 8-9 Decembe r 14-1 5

Salt Lake City, UT San Franc isco, CA Hot Springs, AR Seattle , WA Tampa, FL Redlands, CA Houston, TX La Jolla, CA Freeport, NY Milwaukee, WI Portland , ME Los Gatos, CA Flushing , NY Minneapolis, MN Naples, FL Houston , TX Parker, CO Richmond , VA

Tennis Teachers' Courses November 14- 16 December 4-6

Los Gatos, CA Hou ston , TX

Franklin Learning Institute Call (BOO) 767-1776 to register. The USPTA group code is 1502. November November November November November November November November

5 5 5 5 6 6 6 6

Birmingham , AL Portland , OR Syracuse , NY Tri -Cities, WA Boston , MA Columbia, SC Ft. Meyers, FL Fullerton , CA

November November November f\lovember November November November November November November November November Nove mber November November November November November November November November November

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Harrisburg, PA Minneapolis, MN Virginia Beach , VA Atlanta, GA New York City, NY Salt Lake City, UT Denver, CO El Toro, CA Jackson, MS Kansas City, MO Knoxville , TN Newark, NJ Oklahoma City, OK Cedar Rapids, lA Chattanooga, TN Hammond, IN Princeton , NJ Raleigh , NC San Antonio, TX Akron , OH Charlotte , NC Ft. Worth , TX

+ Upgrades Only

Certification -Training Courses Novem ber 7 Nove mber 9 Novembe r 10 Novem ber 16 Novem ber 16 November 17 December 6 Decembe r 6 Decem ber 8 Decem ber 14

Hot Springs, AR Tampa, FL La Jolla, CA Milwaukee, WI Portland , ME Los Gatos, CA Minneapoli s, MN Naples, FL Parker, CO Richmond , VA

Specialty Courses November 5 Nove mber 6 November 8-9 November 18

Pine Mountain, GA Southern Divis ion Pine Mountain, GA No. Cal . Divis ion

November 14 November 14 Novem ber 14 November 14 November 15 Nove mber 15 November 18 Nove mber 19 Nove mber 19 November 19 November 19 November 19 November 19 November 20 November 20 November 20 November 20 November 20 November 20 November 21 November 21 November 21 November 21 November 22 November 22 November 25 November 26 November 26 November 26 November 26 November 2o December 2 December 3 December 4 December 4 December 4 December 4 December 5 December 8 December 8 December 10 December 10 December 10 December 10 December 10 December 11 December 11 December 11 December 11 December 11 December 12 December 12 December 12 December 12 December 17 December 17 December 17 December 17 December 17 December 18 December 18 December 18 December 18 December 19 December 19 December 19 December 29

Grand Rapids, Ml Honolulu , HI Manchester, NH Nashville, TN Detroit, Ml Memphis, TN Las Vegas, NV Baltimore , MD Boise, ID Costa Mesa, CA Hartford , CT Indianapolis, IN Milwaukee, WI Buffalo, NY Cincinnati , OH Fresno, CA Houston , TX Idaho Falls, ID Seattle , WA Dallas, TX Dayton , OH Jacksonville, FL Spokane , WA Chicago, IL Lansing , Ml Pittsburgh , PA Boston , MA Columbus, OH Philadelphia, PA Portland , OR St. Loui s, MO Morristown , NJ Anaheim, CA Cleveland , OH Eugene , OR Irvine, CA Minneapolis, MN Salt Lake City, UT Atlanta, GA Detroit, Ml Erie , PA Huntsville, AL Kalamazoo, Ml Kansas City, MO New York City, NY Bakersfield, CA Baton Rouge , LA Chicago, IL Grand Rapids, Ml Omaha, NE Denver , CO Flint, Ml Honolulu, HI Toledo, OH Austin , TX Baltimore, MD Ft. Lauderdale, FL Philadelphia, PA Seattle , WA Charlotte , NC Cincinnati , OH Portland , OR St. Louis, MO Boston , MA Dallas, TX Indianapolis, IN Hou ston , TX

Th e above schedule of USPTA Certification Exams and courses is subject to change For more information, call the USPTA Education Department at (713) 97-USPTA 15

NO MATTEA HOW YOU SLICE IT, BACKHAND R.EMAINS CLASSIC

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Even though many aspects of the game have changed, one stroke that i~ thP. ~lir.P. h:=~r.kh:=mrl __________ .. - · ·-·

has remained constant- often the "old reliabiP." -

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3. The path of the swing is from high to low (photos 2-5). 4. Notice the point of contact {photo 3). which is in front of the left leg (for a

erratic (such as carpet and grass) , to return a serve, to change pace or spin on the ball , or to d isturb the opponent's tempo. Note these standard characteristics of a sl ice backhand. 1. The backswing is short, little more than the normal shp ulder rotation (photo 1). Often players mishit this stroke by taking an exaggerated backswing. 2. The racquet is high and the racquet face is open (photos 1 and 2).'

the ball will float on the player. Always remember, underspin will continue to rise - it does not have the dropping motion of the topspin. It also is important to notice where the ball contacts the strings (photo 3). The bal l is hit on the lower portion of the strings and climbs the racquet face . This motion is what causes the reverse spinn ing action (see illustrations below). 5. The follow-through is short (photos 4 and 5) . The wrist is kept in a firm position .

Your USPTA pro can help you with this and other shots. Arrange for alesson today.

u.s. Knowledge. Commitment. Experience. Be certain your pro is USPTA certified.

Pro Tennis Assoc.

USPTA members pass sport science exam Congratulations to the following USPTA professionals who successfully completed the Level I USTA Sport Science Exam. These results are from March through July 1991 . William Aronson John Barr Edward Barry Monroe Baisden Nancy J. Budde Th omas Cahill Lowell M. Coffman Gordon Collins Louis DaSilva· Michael Davey Frank Dorsky Peter F. Feckhardt David G. Fleury John L. Foley Claude R. Frazer Edgar Gitte·nig Donald Gomsi Bruce R. Gullickson Kelly Gunterman

David Hagler Mike C Hall Sara L. Hamilton Jay W. Hardman Bret Hendricks Monica Hinkamper Ted G. Kopren Stefan J. LaPorte Hal Leonard Robert Love Marcela Marino David A. Muir Robin Newman Armor Persons Dave Porter Timothy B. Post Loydd Price Jim R. Prittinen Denis Range

Daniel J. Resetarits Daniel J. Rinchuse Robyn D. Russell Arthur Santos Paula Scheb Gary Scholl Wilbur A. Shard/ow Mark A. Simcina Debbie W. Smith Gregory L. Smith Carlos Soler William Swift Stephen M. Thuot Joseph Walker Kathleen Watch Rodney Whalen Donna R. Yuritic

Sport science has become as critica l an element in tennis success as sound strokes. Yet very little has been written on incorporating tenn is specific sport science principles into practice sessions and match play ... until now. The United States Tennis Association is pleased to present SUCCESSFUL COACHING , a pu blication tailor-made for tennis coaches and teachers .

SUCCESSFUL COACHING is a comprehens ive introduction to sport science competency for tennis . It includes valuable information on developing a positive coaching philosophy; applying the principles of coaching assimilated from the fie lds of sport psychology, pedagogy and physiology; and using sport management ski lls effectively. Written by Rainer Martens, founder of the American Coaching Effectiveness Prog ram, and edited by USTA sport sc ience experts. SUCCESSFUL COACHING will serve as the pri mary text for the USTA's Level l Sport Science Com petency open book, take- home test in sport sc ience knowledge for tennis coaches . The test consists of 100 questions; 80 must be answered correctly to pass. Since the purpose of the test is to improve sport sc ience knowledge, coac hes may retake the test until they receive a passing score. To order SUCCESSFUL COACHING or the Levell Sport Science Competency Test. please complete the order blank below and send to the USTA Publications, 707 Alexander Road, Princeton, NJ 08540-6399. or call1 -800-223-0456 .

••••••••••••••••••••••• Pl ease send me the following :

Quantity _ _ Successful Coaching _ _ Levell Sport Science Competency Test _ _ Order Both - Pay Only

Price Amount $16.00 10.00 25.00 Total Enclosed Name ________________________________________________

Street Address Inot box #) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - City !Foreign orders add $5 DO for shipping and handling)

State _ _ _ _ Zip _ _ _ __

Make check or money order payable to USTA and send to: USTA Publications, 707 Alexander Road , Princeton. NJ 08540. or call 1-800-223-0456.

A 18

[\\\ •'Ia~' MAlt:H MAlE'u 6\.J\.:JI ADIV. OF CROWNMANUFACTURING

'---------------,

Ball Machine Drill

Ball Machine Challenge Drill SKIL~

LEVEL

Beginners- Intermediate .

PREPARATION For beginners set for alternating forehand and backhand. For intermediate players set to six locations and turn ball machi n.e on random.

I I I I

\ \

• \

•

THE DRILL Player keeps score the same as playing a game or set. The player scores for each shot returned. The ball machine scores for each shot the player misses.

Ball Machine Tip Avoid leaving worn out balls in the ball machine. Good balls encourage more use.

= Target Areas

= Player Locations

• = Shot Locations

----- = Ball

Path

For More Information Contact

CROWN MANUFACTURING 24807 Avenue Tibbetts, Valencia, CA 91355 (805) 257-7714 or Call Toll Free (1-800) 251-6716 USPTA PROS WILL BE PAID $100.00 FOR ANY DRILL SUBMITTED & PUBLISHED BY CROWN MFG.

The tradition of Prince graphite racquets continues with widebody power. The classic approach to tennis never really left, it just got better with a classic line of four traditional straight beam Prince racquets. They combine traditional flex and feel with contemporary widebody power. There's the Graphite II'" (the widebody version of the world's most popular racquet), the Graphite Lite XB'" (only 9.7 oz.), the Graphite Pro XB:· and the Graphite Camp XB:· Each with their own degree of flex, power, and weight to meet your own style of play The Classic Line. Just one more example of how Prince helps you reach a level of play known as the Zone. To demo the new Classic Graphite right for you, see your dealer or call 1-800-2-TENNIS. •

lHfl

Pnnce The Exclusively Endorsed Racquet of the United States Profess1onal Tenn1s Assoc1at1on

•

PIIRCIJ® Playing in the Zone:

Communication in the club environment by Spike Gonzales

Excerpt from the forthcoming USPTA Education Manual- Volume 1

tennis pro communicates with many

people, and the communication 's effectiveness can determine the standing of a job. One faces a boss (or bosses). employees tif a head pro) and customers while working in a club . This is unique compared to many other professions where contact with two or more different factions is rarely this intense on a regular basis. There are some important guidelines for tennis pros that can optimize communication . Structure the communication

First. structure communication whenever poss tb le. The boss, club manager or tennis committee chairperson is also extremely busy. He or she probably has this position because they are a high achiever and accu stomed to a frenetic work life. This probably applies also to the various club department heads at the facility and , while cru cial to the pro's personal success, probably are far removed from the tennis department. So avoid being an aggravation rath er than an ally by structuring communicati on with each one .

Avoid being an aggravation rather than an ally . .. Set weekly or biweekly meetings with each important assoc iate. If punctual and prepared, this will ensure quality time with

them - they are prepared psychologically to listen and express themselves. Be prepared; keep an ongoing agenda in an appointment book of appropriate subjects to discuss during these meetings. These topics should be the non-urgent aspects of weekly operations and planning . Occasionally, there will be emergencies, but credibility and rapport will be lost if these are frequent or caused by lack of planning . A set schedule with each club associate will keep everyone in touch . Otherwise, it's common at times for a tennis pro to not see the club fitness director or food/beverage manager for weeks, causing gaps in understanding and rapport. When there is nothing important enough for a meeting, at least "touch base" to cancel , or get together for five minutes to update each other.

would be far more appropriate to send out a mailing . Frequently, the members who don 't come regularly to the club for programs are the intended audience . Be sure to make these announcements timely. Busy people need at least a month to adjust schedules for a weekly lesson series, while less time is needed to attract participants to a Friday night mixed-doubles party.

Tailor and time your communication to the intended audience.

Tailor the communication to the audience

A second guideline for effective communication is to remember the two "T"s tail or and time your communication to the intended audience. When these two elements are not considered , the speaker is li ke ly to lose effectiveness, or even counteract the intent of the communication . Asking for a raise at a Christmas party, for instance, is an outstanding way to hurt one 's cause . Always consider tailoring and the best timing for any message. When writing to a businessperson , be succinct, factual and punctual. He or she is not going to be receptive to idle chit-chat. When writing cl ub newsletter articles, make them short and entertaining - not opportunities to show off academic prowess. And be sure to use photos - they catch people 's attention. Choose the right medium when announcing a club program. Pros often announce alesson program via posters at the club, when it

Consider also the promotion time period. Announcing a club program just prior to the busy Christmas holidays will have one-fifth the results of an announcement after Jan. 1. Announcing summer camps a week before schools let out likewise will greatly miss the target. Clarify communication

An important, but underused , principle in most business environments is that of upward clarification . Too often it is assumed when an assignment is given or an agreement is readied between a boss and a subordinate that it is the boss' responsibility to ensure the communication is understood clearly. Nothing could be further from the truth and this needs to be doubly emphasized with the tennis pro who has many bosses (club manager, tennis committee and the members themselves).

It is the subordinate's role to be sure the message is understood clearly in communication with a manager. After all, it is the subordinate's job which is at stake and, while the subordinate may have one boss, that boss may have six or more subordinates.

Good teachers not only demonstrate, but verbally detail what they want their student to understand. Finally, only the subordinate knows the job and daily tasks first-hand and whether a request can be fulfilled . Therefore , be sure both parties understand the communication . For instance, if a member asks you to coach his or her child, be sure everyone agrees on what "coaching " is. The member may expect you to travel to tournaments and give tips between sets. You may feel coachir1.Q is running a training program on site with a group of juniors, something that fits into the overall weekly schedule. If a message is not understood, the member's satisfaction - and the job - may be at stake. Be specific It's too easy in a perpetually bombarded life to succumb to meaningless communication . The more one succumbs, the less likely one is to develop communication skills or credibility. It is important to recognize and discard useless, nondescript terms when writing or speaking. Telling a student, "Take the racquet back like this," borders on "garbage communication ," even if it is demonstrated . " Like this" is a non-specific statement that could lead students astray. The student doesn 't know if "like this" refers to the timing or speed of the motion, the angle or height of the racquet, the firmness or position of the grip, or whatever. Good teachers not only demonstrate, but verbally detail what they want their students to understand. "Swing your arm away from the net so the racquet head points to the backdrop behind you

and the butt of the handle drops below your hip," is a start toward communication with specific references. In the business aspects of the club, be particularly careful to use specifics and reference points. It means nothing to tell the club manager, "Things are fif'le ." The manager would rather hear that, "Nine more members are in group lessons this session and I've fixed the broken net straps." Similarly, a note on the restaurant manager's desk saying "We'll need refreshments for Friday night's mixed doubles party, " means nothing compared to "Can we have chicken wings, beer and soda for 12 couples at 8 p.m. Friday?" Seek depth in understanding A final guideline to communicating as a tennis pro is to seek depth in understanding. In a complex and dynamic environment, real communication frequently requires going beneath the surface to find hidden meanings in others' statements or actions. A rule of thumb to develop in-depth understanding is learn to ask open-ended questions. These questions can't be answered in single words. They start with "how," "what," or "why," or they are phrased as directives requiring contrast or comparison in response . "Did you like the roundrobin?" will usually get a polite, perfunctory and expected reply. It provides for much less communication than " How did the round -robin compare to last week 's format?" or, "What were the best things you liked about today's round-robin?" The adept communicator encourages detailed, thoughtful responses. The second rule is to analyze a disagreement or misunderstanding. That is, avoid accepting conflict at its face value. Two ingredients cause conflict, whether it be within a person, between two people - the expectations and perceptions. Conflict arises when expectations are not met by the perceptions of something. When a tennis student wants to quit a series of group lessons, a possible excuse is that the lessons are too costly or he or she doesn 't have time for lessons. To - accept these statements at their face value would be superficial. After all, the student knew the price and the lesson schedule before registering . Ask the student what was his/her expectation of the group series. It might be that he or she thought only three people would be on the court, or that there would be more attention to strategy or moreÂˇ video analysis.

That same student's perceptions also may have been hampered or misled. Maybe they had a bad day at the office and thought too much was demanded of them . They may have thought they were not making progress (point out serving or rally statistics to the contrary). They may have thought favoritism was shown to another student. All these could lead to unconscious conclusions that the lessons cost too much in money or time. A skilled communicator may be able to analyze the problem and keep a student or future player. Being sensitive to the challenges of communication will do much to increase effectiveness as a communicator and success as a tennis professional. Putting forth effort to increase communication skills will reap personal benefits for students, members n and staff.

Spike Gonzales is the senior vice president of Tennis Corporation of America. A graduate of Brown University, Spike has been instrumental in TCA's development. He served as a mentor to dozens of tennis professionals who achieved responsible business positions at TCA clubs throughout the country. An expert in club operations, Spike has been TCA's specialist in turning acquisitions into profitable facilities. For three terms each, he was the president of the Western New York US PTA and the Eastern Division of USPTA. He is a former chairman of the USPTA National Nominating Committee and Eastern Division Pro of the Year. A contributor to racquet sports for two decades, Spike is one of the founders of both the National Tennis Rating Program and the World Professional Squash Tour. At Mid-Town Tennis Club in Rochester, N Y., he founded and developed one of the country's leading senior tennis programs, "Tennis Five-0'"."

Buying apparel It takes planning and flair to do it right

by Vicki Bernstein

Ever wonder why some pro shops are bustling hubs of activity with a constant flow of new merchandise, while others just manage to stagger on with the bare necessities? The difference is not by accident, or education. The differe'nce between thos~ who fly and those who falter is planning and information. Get organized, know your customer, understand your product and buy with confidence to ensure success.

pose . Every pro shop has the propensity to generate revenue and healthy' profits regardless of its volume . Most tennis professionals do not have the time to dedicate to the responsibility, and therefore need to hire someone who does. This individual requires both an instinct for what people will want to buy, and the ability to evaluate the sales performance and trends of your shop.

Hire a pro

Be informed

Successful apparel buying is a mixture of having a flair for what you are doing and knowing that it is not enough ; that you have to wor~ harder and have a sense of pur-

The best way to become aware of your industry, is to attend the Atlanta Super Show in February- a must for 1992! Tennis manufacturers utilize this show to intro-

duce their new products for the upcoming vear. Atlanta's show represents the largest gathering of manufacturers, futuristic trends and crossover products. These products and the knowledge gained from the show will set your shop apart from the others. An added incentive is show discounts on orders placed at the show. Many manufacturers offered 2 to 10 percent discounts, others offset the discounts with free product or free freight. This year, I was able to cover the cost of the trip from discounts alone. Another interesting fact, is that 30 percent of my orders were written with companies that have no sales representatives in my state , therefore making my purchases even more unique, in that I secured a superior product and no local competition . Deal with dependables Proven sales reps are invaluable when buying apparel. Often it is easy to be numb toward a new look, expecially with the fitness and ski industry rapidly influencing fabric and style. It is here a rep with integrity can help you through . Ask how long he has shown the line, what the reaction was at the sales meeting when it was introduced, how previous accounts have booked the goods, and with a good rep, ask their opinion . A good rep will steer you away from the dredges of the line, ensuring you better sales, and himself, future orders . Assimilate all the facts , call upon your instincts and utilize your sales rep for a customized order. Know the product

Encourage sales through new products and create an energized atmosphere for your shop

There seems to be a relaxed approach to sizing among manufacturers today. A size 8 Head skirt converts to a size 10 in Wilson . Know each line 's sizing before you establish a size run for your order. If you are not aware , your entire order will be out of

line with your customer base. Speaking of customer base , determine a typical size assortment in all your merchandise classifications. This is accomplished by monitoring your sales and special orders. With consumer concerns over foods , fitness and fats, our customers have dropped a full size from 18 months ago, thereby changing our sizing assortment.

What's hot? These products have a strong history of performance in many pro shops, not only with the margins they maintain but in sell through . T-shirts always sell well. However, you should maximize on customized shirts. Check out GEAR (1-800-423-5044). For one inclusive price they will design a superb T-shirt, sweats and more. Using your logo or club name, their designers offer the •

newest artwork using bright colorfast dyes and threads on terrific oversized silhouettes. Nylon fabric in skirts and shorts is popular for its flair and function . This lightweight fabric dries fast, stays cool during summer, and colors stay bold and bright through many washings. Shorts in smaller sizes fit women and juniors, and many clubs lend status to garments by adding their logo to the leg. Accessories; what will they think of next? Take a peek at Fancy Pants (1-800755-9565). Not for the shy at heart, Fancy Pants is a bold new way to wear tennis panties, ranging from neons to polka dots. Continue to provide the basics, but enrich sales through new products, and create an energ.ized atmosphere for your shop. Planning, information and implementation is the common thread to successful apparel sales. Do it today! The smallest action is greater than the best intentions! H

TENNIS CLUB CONCEPT & DESIGN HOW WOULD YOU LIKE YOUR CLUB TO LOOK IN THE YEAR L'ET OWEN WILLIAMS GIVE THE PROFESSIONAL EDGE TO YOUR FACILI1Y AND ADVISE ON: Anew approach to ...

TENNIS CLUB PLANNING & CONSULTATION

•CONCEPT •PLANNING •DESIGN •LAYOUT •COSTING •OPTIONS •MARKETING •MANAGEMENT & A COMPLETE BUSINESS PLAN

For

Tennis clubs Resorts Refurbishing existing clubs Complete sports complex*** '!'**The complete sports complex is a multi-use facility for active people of all ages. Tllis "Lifestyle" sports center combines traditional golf, temlis, racket sports, swimming and gymnasium with a great variety of additional options to make up a vibrant and succesful entity.

Vicki Bern stein is th e merchand ising director at Sweetwater Country Club in Sugarland , Texas. She ove rsees th e golf and athletic/ten nis pro shops with sales in excess of $500,000 annually. In addition to her associate degree in fashion merchandising, Vicki knows the business well because of playing experi ence . She and her husband Buck Bern stein , have previously been state ran ked in mixed doubles. Vicki has recently expanded her talents with the openi ng of a consultant firm for pro shops, The General Merchandiser.

Owen Williams played the Tennis Tour for eight years, includingall four Grand Slamevents, and was seeded #7 at Forest Hills in the 1954 U.S. Open. During those years he played in over 400 tournaments on all five continents. He played on all surfaces and under every conceivable condition and come to appreciate the vast differences between facilities. In 1960 he turn ed his attention to tennis promotion, transforming the South African Championsltip into the world 's number two spectator event surpassed only by Wimbledon. One of the cornerstones of this success was his creation of the Tennis Patrons Club in 1963. Years ahead of his time, it set a new standard for spectator viewing of tennis tournaments worldwide and spotlighted Williams' talent. Soon thereafter he was tapped to run Forest Hills where he became the first ever Tournan1entDirector of the U.S. Open. He created the U.S. Open Club which is still prospering today after 23 years. On his return to South Africa he continued in the sports promotion business (tennis, golf, polo, squash, ice hockey, indoor show jumping and grand prix motor racing) and also acquired a substantial interest in a tennis court and club building company, one of the largest in the world. In 1978 he founded the Atlanta grand prix tennis event at the WCT Peachtree Club which led to the sale of his businesses to Lamar Hunt and AI G. Hill,Jr. whereupon he became C.E.O. of World Championship Tennis.

WllllAMS WORLDWIDE, INC. 501 Fifth Avenue, Suite 2001 New York, NY 10017 (212) 697-3333 phone (212) 697-3370 fax

For tl1e past 10 years Wiliams has run WCT afld its many mayor tennis tournaments around the world, and at most of tl1ese he created a Club for the "creature comforts" of WCT patrons. The "Williams' Watering Holes" became a feature of WCT events. Owen Willian1s is now combining his knowledge, business knowhow and passion for the ultimate tennis experience to give you the best layout and design of tennis clubs and resortSworldwide.

Opening a pro shop by Kurt Kamperman Excerpt from the forthcoming USPTA Education Manual ~Volume 11

Many tennis professionals think about owning and/or operating a tennis pro shop at some point in their career. The decision_making process often can determine whether a shop owner makes or loses money. Many questions must be answered before a potential entrepreneur can make intelligent decisions. The pro shop business, like any other business venture , has a high failure rate . However, unlike most other businesses, pro shops often are treated as a "sideline " or part-time business which makes them an even riskier proposition . For the most part, -teaching tennis is a relatively simple business operation . The tennis teacher delivers a service (lesson , clinic) for which he or she receives a direct reward (money) . A tennis teacher operates independently in order to provide the service for which he or she will be paid . A pro shop owner/operator is dependent on others for business. From the bank that loans the start-up capital, to the manufacturer that ships the merchandise on time, to the salespeople who display and sell the products, a variety of factors outside the owner's direct control affect the business. The ability to effectively coordinate these variab2~s will play a critical role in the success or failure of the pro shop. A few questions will have to be answered before opening a pro shop. Can you change roles from tennis teacher to small business operator? Do you want to? Would you enjoy this challenge? Do you have the management and administrative background and experience to deal with these additional factors? Are you willing to invest your time and money for future gain? A tennis teacher's initial investment is minimal, and he/she usually knows before walking on the court how much money will be made for the time . A pro shop owner/operator may purchase merchandise in March which does not sell until December. It may have to be discounted several times before being sold, may require special effort by shop salespeople to sell, be damaged before it sells or be returned once it has been sold. These are the realities of the pro shop business. A pro shop business is a retail business, and should not be entered into lightly. Retail is very competitive and requires a significant amount of time, effort, money and knowledge for success.

stand-point, how does this fit in with short- and long-term professional and personal goals? Does it mean getting home three hours later each night or working an extra day each week? Unlike a lesson book, which is easily controlled , getting everything done in the shop does not always fit into a schedule . Bottom Line: If you don 't have the time, retail is not for you .

Kurt Kamperman is president of Stan Smith Design, a tenni s facility planning and design firm , and director of tennis at Sea Pines Plantation . He has been active in the tennis industry for 16 years and has extensive experience in virtually every facet of th e business from c lub , re sort and tournament operations to sa les and marketing . Kurt is a featured speaker at numerous conventions and business symposiums throughout the Un ited States and abroad. A USPTA Master Professional, he serves on the Tennis Industry Committee and is a contributing editor to Tennis Buyer's Guide and Court Products Report.

Unfortunately, far too many tennis professionals view the pro shop business through rose-colored glasses. From an outside, on-court vantage point, a pro shop may seem like a money machine with clothing and equipment flying off the shelves. This perspective doesn 't provide a glimpse of the effort that creates the end result known as the sale.

Personal limitations That's why it is extremely important for any tennis professional with an opportunity to own , manage or help operate a pro shop to take a long, hard look at one 's individual situation and the opportunity being presented. A tennis pro must consider all limitations, such as time , finances, experience and interest • Time: How much time is involved in a current work week? Will the pro shop responsibilities replace or be in addition to the current employment obligations? How much time will the pro shop duties take? Are the hours flexible? From a time

• Financial: Is a personal financial commitment required? Who will own the inventory, fixtures or displays? What is the likely return on investment in the short- and long-term? If an investment is necessary, how will it affect one 's PE?rsonal financial situation? Is a loan possible? How is your credit? If investing in the shop, estimate its income and compare it to other investments (certificates of deposit, stocks). If it cuts into teaching time , estimate lost teaching income and compare it to pro shop compensation . Is the financial commitment affordable? Bottom line: Be prepared to invest for the long-term and, unless independently wealthy, look for other sources of capital. • Experience: An owner/operator should have pro shop experience as a shop employee handling daily customer transactions, working the floor, selling clothes, racquets, shoes and accessories. Experience should include physically doing an inventory, writing a purchase order, filling out a receiver form , reviewing clothing lines with sales representatives and attending a buying show. In addition to retail experience , an operator should have sales, management and accounting experience . Bottom line: If experience is lacking, don 't start out owning a shop, ease into it. • Interest: Consider career goals. What are the personal goals for this particular shop? Is selling enjoyable? Is fashion an interest? Are trade magazines dealing with retail read thoroughly? Are details noticed when it comes to merchandising? When working inside, is there an urge to be outside teaching? Bottom line: If planning on delegating everything and personal interest is elsewhere, better stay out of the retail business.

Identify the markets To accurately assess any pro shop opportunity, first identify the shop's specific situation and market This process is vital to make a wise decision regarding the level of involvement and risk with the shop. Areas to look at include the type and size of a facility and the pro shop's history. • Facility type: Is the facility private, public, resort or multipurpose? Is it an established club with a full membership, a start-up facility at a new real estate development, or a resort under new ownership or management? Find out who owns the facility. Pinpoint the most common type of play - singles or doubles, junior or adult, competitive or recreational. • Facility size: How many courts does the facility have, and what is the court utilization percentage? When are the busy times of the day? If it's at 8 a.m. and 8 p.m., with slow times in between , operating costs will be high. • History: Try to get sales figures from as far back as possible . Look for annual growth and how the shop did in a year when the economy was bad. Don 't just focus on volume; look at the average • cost of sales. If it is a seasonal club, check on the average amount of inventory left after each season . If possible, see how the last two pros did with the shop. In many cases, the pros will have had different degrees of interest, experience and philosophies in regard to shop operations. Check to see how these affected sales. Although it is often difficult to obtain , find QLJt the sales volume in each category. For example, look at shoes, racquets, juniors, men and women and determine the top- and worst-selling products in each category. Talk with a representative group of members or guests that frequent the facility. Determine their opinion and frequency of browsing the pro shop. Determine customer satisfaction with the inventory levels, product mix, pricing and customer service. This information provides a good indicator of the shop's potential.

Customer demographics What is the make-up of the facility's clientele? Most established private clubs have information available on members. If the shop is a public facility, check out the surrounding neighborhoods. How expensive are the homes? What type of cars do the people drive? What restaurants are the most popular? At a resort, the marketing department has a very specific profile of the , average guest This information is important in establishing pricing policies and in making accurate buying decisions.

Correctl y determining the item selection is crucial for pro shop success.

Economic climate - good or bad? This is important to consider once the market is identified . If the shop is at a wellestablished , exclusive club where the average member has a high annual income, there is little concern if the local economy is in a slight downturn . However, if the shop is at a mainstream club and the economy is bad enough to cause localized layoffs, approach any and all pro shop decisions cautiously. Read the local paper, especially the business section, and ask local vendors about short (three months) and long-term business outlooks.

Identify the competition Use objectivity when assessing the competition such as other clubs, discount stores, mail order houses and even yourself. A significant amount of time is required from the owner of a retail business. Learn to maximize the time spent on the shop by using effective time management. Daily decisions will have a direct effect on the shop's bottom line and need to be based on sound business principles, not on personal ego or emotions. Don 't buy from a sales representative because he flatters you or treats you well . This type of thinking should never come into play. Be prepared to make the commitment and play by the rules. Today's retail market is extremely competitive with discount houses, mail order and sporting goods stores all competing for the facility's business. Take a close look at the local competition and take an informal survey of the pro shop's clientele to discover where they buy their racquets, shoes and clothing . If the majority of the facility's members· already shop for a good price, a real challenge awaits. In the long run , pro shops

cannot compete price-wise. Value, expert advice and strong customer service need to be stressed. This takes time and effort. In areas where league (USTA, ALTA) play is popular, many regular customers will fre quently play at other area clubs. Make it a point to visit all of these clubs to see what lines of clothing are carried, pricing policies and levels of customer service. Pay particular attention to any merchandise that is marked more than 20 percent off. One shop like this can hurt shops in the entire area.

Critique the shop's layout Look at the shop's layout with a critical eye. Where is the shop located at the facility and does it get much non-tennis traffic? If you are able to sell to guests, it is important to be located conveniently for pass-through traffic . Determine the shop's usable square feet, whether there is adequate storage space, and if the offices are located with easy access to the front desk. The condition of the carpet, lighting (artificial and natural), fixtures, front desk and cash register are very important Decide if there is an area for a computer hookup. Check the roof for leaks and the heater and air conditioner to ensure they work. Determine the color scheme and if it needs paint. Is display material adequate? Far too often, pros aren't aware of the hidden expenses required to make a pro shop look good. Few shops can sell anything if the physical environment is poor. After evaluating all the above conditions, be sure to get a second opinion . A person not intimately involved in the decision can sometimes see things that are overlooked . And , last of all, if there are any personal hesitations, don 't do itl The outcome of an unsuccessful retail venture could follow you · o for years.

u Figure 8 Purpose: To develop a variety of shots and positions for doubles play. Description: Start with all four players near the service line . Player A begins with a low-angle crosscourt. Player B hits a soft low down-the- line, followed by Player Chitting a low-angle crosscourt. Player D finishes with a down-the-line completing a figure 8. Keep go ing until someone makes a mistake. The players work on angles as well as moving side to side in doubles for a three-dimensional style of play.

D ~\

Kim Dillard Newton, N.C.

u Line Drills/Groundstrokes Purpose: To teach students to hit on the run . Description: Students are positioned as il lustrated . The instructor feeds each student two forehands , one at the middle of the court and one in the opposite corner. Students wil l move across, hit each shot and then go to the back of the line. After five to 10 minutes, students move to th e other side of the court and hit backhands. Options: A very good drill for large groups. It is ve ry important for the instructor to keep the pace up. As soon as th e second ball is fed to the first student, the first bal l should be fed to th e next student. Greg Moran Bethel , Conn .

I X

\ \ \ \

â&#x20AC;˘ S1

X Server

Horse Serves Purpose: To practice service placement in a competitive atmosphere . Description: This is a variation of the basketball game " horse." The service courts are divided into fourths and numbered as illustrated. Player A starts by calling a number and trying to hit a serve into the target area. If A is successful , Player B must match the serve br receive a letter. Play continues until one player spells h-o-r~s-e . Options: Players can call target area and .the type of spin as well. With several players, a shorter version can be played , such as spelling p-i-g .

Brad Bohlender Sinclair: Wyo.

Player Movement Ball Movement

INDUSTRY ACTION US PTA • The Pro Penn shoe is being discontinued by Penn Racquet Sports, thereby eliminating only that segment of USPTA's endorsement of Penn products. USPTA still endorses the Pro Penn ball. We would like to take this opportunity to inform the membership of this change. • USPTA professional, Larry Miller passed away in August 1991 . He was a member si nce 1978 and lived in Woodmere, N.Y.

USTA • The USTA's Adult Tennis Programming Award winners were honored at the . USTA Tennis Teachers Conference in New York City. The winners were selected for implementing adult tennis programs for participants 19 or older who are new to tennis or do not play on a consistent basis; offering the program free or at minimal cost; makin.,cJ the program fun , social or fitness oriented; and including at least six hours of activity The winners are: Donna Lamb and Sheri Norris of Phoenix, Ariz.; Clare Maisel of Knoxville , Tenn .; and Russ Walkup of Chillicothe, Ohio. • The Missouri Valley Tennis Association is sponsoring the first Area Training Center rally in Tulsa, Okla , October 11 -13 . This rally will include presentati ons by Dr. Jim Loehr, Lew Brewer and Rodn ey Harmon. For more information, contact Stephen Hamill at (816) 556-0 777 . • The tennis balls used in the U S Open are now being used by th e USTA Schools Program. These balls will help to introduce tennis to tomorrow's champions. For the name of your local USTA Schools Program director call 1-800-253-USTA.

at (413) 734-4444 ; Nqvember 3 in Tampa, Fla , contact Michael Barrett at (813) 2891500 ; November 11 in Atlanta, Ga., contact Brian Van Blaircom at (404) 993-8400; November 23 in Washington, D.C., contact Greg Seybold at (703) 455-4245; December 1 in Houston, Texas, contact Dave Neuhart at (713) 292-7783; and February 29, 1992 in Toronto, Canada, contact Dan Kerr at (519) 534-3745 . • The National Club Association (NCA) will offer the following Club Leadership Conferences scheduled for Spring 1992: March 22-25 at the Pinehurst Hotel & Country Club in Pinehurst, N.C.; and May 6-9 at the Broadmoor in Colorado Springs, Colo. For registration , write the NCA headquarters, 3050 K Street, N.W. , Suite 330 , Washington , D.C. , 20007 or call (202) 625-2080.

Manufacturers • Spalding has announced the availability of its 1992 catalogs for professional tennis, racquetball and squash . These catalogs feature the full line of racquets for each sport and accessories. For more information , contact Spalding at (413) 536-1200 . • Har-Tru Corporation announces thei r fourth annual Clay Court Maintenance

Associations • The United States Racquet Stringers Association (USRSA) announced the following certifi cation dates and locations October 7 in Milwaukee, Wis., cortltaci Jeff Torres at (414) 352-4900; October 20 in Springfield, Mass. , contact Darrell Darnell 30

The Randy Snow Tennis Camp participants and staff.

Training School and Conference to be held January 27-30 , 1992 at the Shipyard Racquet Club on Hilton Head Island, S.C. To register call Har-Tru Corporation at 800-842-7878.

Miscellany • Dr. Jim Loehr will be touring Europe from November 8 through November 25 . He will be in Italy, Dusseldorf, Madrid, Algarve and London . Anyone interested in attending his seminars on work/ rest ratios: the " Mood and Food " connection , the importance of humor in competition and mental toughness training drills can call the Nick Bollettieri Tennis Academy (NBTA) Sport Science Department at (813) 755-1000. • The Seven Lakes Country Club in West End , N.C., was the winner of Tennis magazine 's 1991 National Tennis Month contest. Tennis magazine editors recognized the club for celebrating the sport of tennis in the most un ique way. · Seven Lakes held eight events and attracted more than 100 participants. The participants will be treated to a party at the club , and were featured in the September Ten nis magazine . • The Randy Snow Tenn is Camp for wheelchair tennis was held at the T bar M Tennis Ranch August 23-25. Award winners

Answers to Quiz on Page 4

1. c 2. D 3 . TRUE 4 . NORTH, SOUTH 5. B 6. 7. 21 8. B 9 . TRUE- because there is no sun glare . 10. 3 , 0 11 . A 12. B 13. To provide good visibility along every possible path of the ball while in play.

14. D 15. c 16. QUALITY 17. FALSE - Levels should be as nearly uniform as possible within the playing areas which include a few feet outside the sidelines and behind the baselines. 18. A 19. LUMINARIES 20 . FALSE: Due to the number of injuries from such devices, these are no longer manufactured . Source The USTA's 1990-91 Tennis Courts The 1991 Rolex Collegiate Tennis All-Star team .

from the camp included Karan Kennedy of Dallas, Texas - Most Determined Athlete; Hope Cooper of San Antonio, Texas - Most lmpFoved Athlete ; Chris Williams of Centerville, Miss. -Most Inspirational Athlete and David Fields of Austin, Texas - Sportsmanship award . Prizes ranged from cushio]ls and airline tickets to a free wheelchair. â&#x20AC;˘ The 27 members of the 1991 Rolex Collegiate Tennis All-Star team were selected by the Intercollegiate Tennis Coaches Association (ITCA) and Tennis magazine They are : Nicole Arendt of University of Florida, Sandra Birch of Stanford University, Lisa Albano of University of California/ Berkeley, Laura Simmons of United States Air Force Academy, Karyn Cooper of Wellesley College , Helena Dahlstrom of Flagler College, Conny Faulk of University of Miami , Jaret Palmer of Stanford University, AI Parker of University of Georgia, Patricio Arnold of University of Georgia, Pradeep Ram on of Armstrong State University, Lewis Miller of Ka lamazoo College , Yue Wong of Brigham Young University/ Hawaii , Tonny van de Pieterman of Midland College, Jillian Alexander of University of Florida , Debbie Graham of Stanford University, Kimberly Po and Stella Sampras of University of California/Los Angeles, Matt Lucena and Bent Ove Pederson of University of California/ Berkeley, Jonathan Stark of Stanford University and Byron Black and Brian MacPhie of University of Southern Californ ia .

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, nqthing beats Tennis Tutor. Prices start under $1000.

Calll-800-448-8867 for free brochure

~TENNIS ~TUTOR 2612 West Burbank Blvd. Burbank , California 91505

POI..I..ING THE PROS In our continuing efforts to update our knowledge of our members and their needs, we would like you to answer the following questions and return them to the USPTA World Headquarters.

1 . Do you feel the Certification Exam is: A too easy B. fair C. too hard 2 . Do you feel mandatory upgrading from the P-3 status within 36 months is: A unnecessary B. a good 'idea C. something that should be done in less time

3. Do you think P-2 level pros should have to upgrade? A yes B. no 4. Do you think the Mandatory Continuing Education Program is: A beneficial B. too hard C. not beneficial

5 . Should the required credits .be increased (currently, it is nine credits per three years)? _ _ _ _ _ _ _ _ __ lfso,byhowmany? _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ 6. Should Master Professionals be exempt from mandatory education? Ayes B. no 7. What other programs should earn credit in the Mandatory Continuing Education Program?

8. What other books should be included in the book review list?

9. What other topics would you like to see on the Specialty Course l i s t ? - - - - - - - - - - - - - - - - -

10. What one thing would you change about the education program? - - - - - - - - - - - - - - - - 11 . Would you attend a Business or Sport Science School if it was held in your area? Ayes B. no

12. Does our club or employer provide travel funds for educational activities? A yes B. no 13. Have you attended: _ _ USPTA national conventions _ _ USPTA divisional conventions _ _ Specialty Courses _ _ Certification Training Courses _ _ Tennis Teachers' Courses _ _ USPTA Schools

__ __ __ __ __ __

USTA Tennis Teachers Conference Professional Tennis Management program Coaches workshops Divisional business meetings with speaker District or state educational activities Allied organization's meetings (CMAA, IRSA, etc.)

Name _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ ____ Address _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ __ City _ _ _ _ _ _ _ _ _ _ _ _ _ _ State _ _ _ Zip _ _ _ _ __ Thank you for your assistance in this survey. I

Send surveys to USPTA Operations Department, One USPTA Centre, 3535 Briarpark Drive, Houston, TX 77042

Pro Penn is just a brand. And this is just a tennis coach. There is only one Nick Bollettiert. Likewise, there is only one product line designed exclusively to meet the needs of tennis pros. Talk to your Penn representative and find out about exclusive distribution, high profit margins, and overall quality that only Pro Penn products provide. ÂŠ 1991 GenCorp Polymer Products.

BULK RATE U.S. POST AGE

Tennis Professionals

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

PAID Permit No. 3887 Tampa , FL