Addvantage 1993 October

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In Love With The Game™

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

Volume 17 — Issue 10 The Voice Of The Tennis Teaching Profession

NATIONAL BOARD OF DIRECTORS President Gordon Collins First Vice President Dave Sivertson Vice Presidents Kathy Woods Will Hoag Joe Thompson Kurt Kamperman Secretary/Treasurer Jim Davis Past President Jack Justice WORLD HEADQUARTERS CEO Tim Heckler Director of Operations Rich Fanning Executive Assistant Marty Bostrom Coordinator of Tennis Allan Henry Teacher Development Communications Shawna Riley Coordinator

Magazine Coordinator Donna Banse

Corporate Services Christl Call Manager Secretary Dale Henry Computer Services and Kathy Buchanan Club Relations Education Coordinator Susan A. Thompson Membership/Education Sharon Schmuck Assistant Membership/Education Karen Mahon Assistant

Financial Manager Renee Heckler Controller Betty Phillips

Director of Certification George Bacso and Academies Co-Director of Academies Bill Tym Advertising/Marketing Phone (713) 97-USPTA Information LEGAL COUNSEL Attorney-at-Law Paul Waldman ADDvantage is published monthly by the United States Professional Tennis Association.

For information, write World Headquarters One USPTA Centre 3535 Briarpark Drive Houston, TX 77042 Phone (713) 97-USPTA or fax (713) 978-7780 Office hours: 8:30 a.m. - 5 p.m. Central time.

Copyright© United States Professional Tennis Association, Inc. 1993. All rights reserved.

Reproduction of any portion of this magazine is not permitted without written permission from the publisher.

October 1993

On the cover Pete Sampras captured the men's singles title at the 1993 U.S. Openin Flushing Meadows, NY. Photo by Russ Adams.

SPECIAL SECTION The USPTA Education Manual: A Career Guide to Professionalism Books I and II is published as excerpts in ADDvantage magazine. The pullout chapters bring more education information to members — freeofcharge.ThisissuecontinueswithBookll — Tennis Business Operations & Management, which explores business plans, career development and many other subjects to help tennis professionals keep their edge in the business world.

In this edition...

Book II — Tennis Business Operations & Management Chapter 3 Director of tennis can create strong program

by John P. Weston Jr.

FEATURES 6 Earn continuing education credits before year comes to an end 7 USPTA league provides promising opportunities for tennis pro 8 Champion of Champions USPTA introduces new tournament program 13 For better tennis, don't hold your breath

by Kim Dillard 18 How to hire a tennis professional in 10 easy steps 22 Walking the club management tightrope

by Lane Evans

DEPARTMENTS 2 Executive Committee 3 President's message USPTA changes are good for our members and our profession 4 Letters 5 CEO's message Endorsee funds support individual USPTA members 15 New members 16 Dates that rate 21 Quiz Topic: Tennis terms 26 Industry action ADDvantage October 1993

EXECUTIVE COMMITTEE f

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GORDON COLLINS President (408) 395-7111

KATHY WOODS Vice President (305) 361-9819

JOE THOMPSON Vice President (303) 278-1130

J M DAVIS Secretary-Treasurer (419) 865-1141

DAVE SIVERTSON First Vice President (512) 453-7246

WILL HOAG Vice President (305) 564-1271

KURT KAMPERMAN Vice President (803) 842-1893

JACK JUSTICE Past President (803) 642-7171

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CALIFORNIA DIVISION MARK HIRTLER President (714) 979-7126 DON GOMSI Regional Vice President (714) 792-4829

MIDDLE STATES DIVISION LARRY HAMPTON President (302) 571-9263 BECKY DESMOND Regional Vice President (215) 269-8037

PACIFIC NORTHWEST DIVISION TED WATSON President (206) 325-4641 SUSIE HUNT MORAN Regional Vice President (206) 256-1510

EASTERN DIVISION KAY KONOVE President (914) 762-7102 GORDON KENT Regional Vice President (718) 293-2386

MIDWEST DIVISION TOM GRAY President (313) 652-1500 MIKE OWENS Regional Vice President (517) 337-0002

SAN DIEGO DIVISION ANGEL LOPEZ President (619) 275-3270 BILL BOND Regional Vice President (619) 454-7126

FLORIDA DIVISION HARRY GILBERT President (904) 437-2427 MARK McMAHON Regional Vice President (407) 488-6996

MISSOURI VALLEY DIVISION BRAD RICHISON President (913) 649-6272 JAIME VARGAS Regional Vice President (314) 445-6918

HAWAII DIVISION BERNARD J. GUSMAN President (808) 946-2951 DAVID PORTER Regional Vice President (808) 293-3755

NEW ENGLAND DIVISION DAVE FLEURY President (207) 846-3675 TOWNSEND GILBERT Regional Vice President (802) 479-3174

INTERMOUNTAIN DIVISION DOUG SCHOELZEL President (303) 790-7777 JOE EDLES Regional Vice President (303) 985-3240

NORTHERN CALIFORNIA DIVISION BILL RAPP President (415) 364-6272 Regional Vice President (415) 948-1656

MIDDLE ATLANTIC DIVISION TED MEYER President (804) 320-3244 RON WILLIAMS Regional Vice President (304) 344-4147

NORTHWEST DIVISION TIM BURKE President (612) 926-4408 STEVE WILKINSON Regional Vice President (507) 931-1614

ADDvantage October 1993

JIM MCLENNAN

SOUTHERN DIVISION GREG GROVER President (404) 392-7788 FRED BURDICK Regional Vice President (404) 832-6570 SOUTHWEST DIVISION TOM BREECE President (602) 991-1414 MIKE MORSE Regional Vice President (602) 622-7310 TEXAS DIVISION RANDY MATTINGLEY President (817) 732-3303 RON WOODS Regional Vice President (512) 991-7561 ROD DULANY Past President (1990) (703) 524-3227 JIM REFFKIN Past President (1988) (602) 791-4896 MIKE EIKENBERRY Past President (1986) (703) 893-4428

President's message

USPTA changes are good for our members and our profession Gordon Collins, President

Jut goes without saying that our Association has undergone major changes during the past decade, which have been initiated and ratified by its governing body, the 45-member USPTA Executive Committee.

This re-direction of the Association has occurred after a great deal of discussion and diligence by both the USPTA staff and Executive Committee. Any changes are made for the good of our profession and our membership.

During the past year, have received much correspondence, mostly regarding the topics mentioned in this editorial. These subjects have been dealt with in past issues of ADDvantage, but hopefully 'II be able to clarify a few points.

Why did the Association adopt a Continuing Education Program?

The Executive Committee felt it was USPTA's role to set the standards for the tennis-teaching profession. The purpose is to encourage professionals to become wellrounded by taking advantage of educational opportunities, which enables them to progress in their careers.

The program is not meant to be a hardship for our members, but simply a way to increase our marketability to the tennis consumer, while making our organization a strong and effective voice within the tennis industry.

The Association's membership growth has been so extensive — is this really beneficial to USPTA?

The dramatic growth of membership has been great for the Association. USPTA has grown from nearly 3,500 members in 1983, to 10,000 in 1993. This tremendous increase occurred because of the membership's support.

The primary benefit of this growth has been the expanded membership services and benefits at the national and divisional levels.

USPTA has grown from nearly 3,500 members in 1983, to 10,000 in 1993. This tremendous increase occurred because of the membership's support.

Are more members joining because the test is getting easier?

On the contrary, the test actually is getting tougher. George Bacso, USPTA's director of certification and academics, and his associates have upgraded the entire testing procedure.

Annually, more than 13 percent of the applicants fail the exam, while less than 10 percent receive a Professional rating on their first attempt.

The quality of the members who join are dictated by the membership, since all prospective members must be sponsored by an existing member.

What is USPTA doing to help me get a job or improve my employment situation?

It is important to understand that our Association does not assist any specific individual in finding a particular job. The goal is to improve the general job situation for the entire membership.

To accomplish this, we have implemented a new means of communicating with club owners and managers, and others throughout the tennis industry through a newsletter titled Contact Point. It addresses many of the concerns owners and managers face on a daily basis, and highlights the importance of having a certified USPTA professional on staff It also will promote the importance of USPTA members to manufacturers and other industry groups.

We also have created a new position in our national office for a public relations employee.

This person is in charge of sending USPTA facts and information to the consumer and industry leaders.

USPTA always is looking for ways to improve the Association. On behalf of the Executive Committee, guarantee you that we never want to become complacent and accept mediocre performance.

Please continue to give us your feedback on how we can improve our Association. Your involvement is the ultimate key to the success of USPTA. O ADDvantage October 1993

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ADDvantage October 1993

Kudos to continuing education

Hats off to USPTA officials

Dear USPTA. enjoyed the Continuing Education Program experiences, learned a lot, and believe that such a requirement is in the best nterest of quality performance.

Many thanks for your help.

Sincerely yours, Laury Hamburg, USPTA Homewood, III.

Dear USPTA. am writing to commend the Northern California Division of USPTA for handling an ethics charge lodged against one of your members. I had purchased a gift certificate from a tennis shop operated by a USPTA member one month before he went bankrupt. Selling me such a commodity when he knew he would be going out of business was, felt, an extremely unethical act. The shop was closed when an attempt was made to redeem the certificate.

When wrote to the local office of USPTA, received a call from Bill Rapp within a week.

Bill consulted USPTA's legal counsel and assured me that the matter would be handled. Last week was contacted by the person who had sold me the gift certificate and he was able to honor the certificate with some products he still owned from the shop, am very impressed by the expeditious manner in which my complaint was resolved.

It is good to know that an organization such as USPTA upholds the highest standards of ethical conduct among its membership. If it wouldn't be too much trouble, would appreciate you forwarding a copy of this letter to (USPTA legal counsel) Paul Waldman.

Thank you very much!

Sincerely, Karen Gee San Mateo, Calif Dear USPTA. In response to your letter of June 23, am sorry to say will be retiring this year.

My congratulations to all the officers who have helped make this an organization to be proud of remember being the only woman attending the Florida meetings. 1941 was a memorable year was fortunate to have tennis pro Mr. Beasley, from Miami University, to help me and allow me to watch him teach, was president of the Hollywood Florida Tennis Courts at the time and wanted to give my time to the children. I worked with the children for years, and entered them in the state tournaments. They were all pleasant memories. Thank you so much.

Sincerely, Sally Payberg, USPTA Melbourne, Fla.

Dear USPTA. Thank you for your letter explaining the qualifications for the exemptions from the Continuing Education Program and for retiree membership status.

I am hereby requesting retiree membersh p status and exemption from the Continuing Education Program and am enclosing a copy of my Social Security benefit notification for 1993.

The USPTA is a wonderful organization and greatly enhanced my teaching career by attending and participating in the Northern California workshops and conventions over the past 12 years.

Sincerely, James S. Moulton, USPTA Carmichael, Calif Dear USPTA. write to confirm that am over 60 years of age (almost 70) and am receiving retirement compensation from Social Security and other retirement vehicles, no longer teach on a full- or part-time basis. Therefore, am requesting exemption from the Continuing Education Program I congratulate the USPTA leadership for inaugurating the program have great respect for the organization and for those individuals whose knowledge and skills have served to enrich my ability to teach for the many years I have been a member of USPTA. I hope you will continue to hold the standards high.

Thank you for remembering us 'oldies' when you formulated the rules. If were not thoroughly enjoying my retirement and had not remarried after being a widow for nine years, would still join you to meet, rehash and laugh. However, travel to other countries and the freedom to soar above the daily routine beckons with a strong force.

Sincerely, Lois Blackburn Bryan, USPTA Waynesboro, Va.

ADDvantage magazine welcomes your comments.

Letters should be typed and signed and may be sent to ADDvantage, USPTA, 3535 Briarpark Drive, Houston, Texas 77042. For more information on submitting articles for publication, write to the same address, or call (713) 97-USPTA.

CEO's message

Endorsee funds support individual USPTA members Tim Heckler, CEO

JL recently had an interesting meeting with Penn Racquet Sports' regional sales representatives. Although our discussions inspired many excellent questions, one particular inquiry prompted this message.

One regional manager asked how he should answer a question that is quite typical at the grassroots level That question: How does USPTA's endorsement of Pro Penn balls, and the subsequent fee paid to USPTA

by Penn, affect the average professional?

. . . Penn has supported the Association both financially and in many other ways during this period.

Unfortunately, many people don't recognize indirect benefits or rewards no matter how large they may be. They find it difficult to comprehend anything other than a direct cash return. So, it's not unusual to have someone ask how endorsements and various other USPTA programs benefit individual members of the Association.

The misconception stems from a belief by some that the endorsement fees are paid to USPTA's national organization, making some

members feel they have little opportunity to realize a direct benefit from the relationships.

Nothing could be further from the truth As you know, the Pro Penn ball, produced

by Penn Racquet Sports, has been the official ball of USPTA for more than 20 years, and Penn has supported the Association both financially and in many other ways during this period. It's only natural that Penn would like each and every member in the grassroots to appreciate its support of USPTA. Although had time to explain only a few important ways in which Penn and other endorsees support our members, I felt should create a comprehensive list of the benefits. The following information represents such a list.

Surely any professional who has been a member of USPTA for at least 10 years would agree that our Association has taken giant strides in that time. We have increased basic membership benefits, and USPTA now can afford to provide all members with appreciably greater service, thanks to our national endorsees. The benefits provided through endorsee support include: 1 Low annual dues. USPTA has kept the cost of annual membership low, especially compared to trade associations in other fields. We could not come close to offering many of the benefits without subsidizing programs and services with funds from Penn and other endorsees.

We have increased basic membership benefits, and USPTA now can afford to provide all members with appreciably greater service, thanks to our national endorsees.

2. New public relations campaign.

USPTA has undertaken a serious public relations effort to enhance the image of teaching professionals in the eyes of the public and other industry groups. You might notice that there now is a full-page USPTA promotion in every Tennis Week magazine. The page, titled Pro Action, highlights national and divisional news and provides consumers with general information on the Association and why they should hire a USPTA professional Other public relations efforts include: • Contact Point A newsletter promoting USPTA and its members to various segments of the tennis (continued on page 19) ADDvantage October 1993

Earn continuing education credits before year conies to an end hen December 31 arrives, the first phase of USPTA's Continuing Education Program will draw to a close and 1993 will be history.

The program which began January 1 1991 is part of USPTA's effort to set the standard for the future development of the total teaching professional Thousands of USPTA pros have completed the program's requirements during the three-year period. For those pros who lack credits, there still is time to earn the points and complete the program requirements by the end of the year.

Members may take advantage of the book and video review program, which is an easy and economical way to obtain points. Several year-end Specialty Courses also are available for members to attend. The most current dates and times for educational events are listed in the Dates that rate' section of each issue of ADDvantage magazine.

Members who are not able to complete the program and acquire the necessary points by the December 31 deadline will not be dropped from the USPTA membership.

Upon paying the normal yearly membership dues, members without the required education points will continue to receive insurance coverage, and ADDvantage and other magazines. However, they may not hold office or vote, buy USPTA logo merchandise, receive compl mentary products from USPTA-endorsed manufacturers, compete in national tournaments, receive a national ranking, receive USPTA grant money for USTA programs (USTA Schools Program and NJTL), or be a tester.

These members also are ineligible for USPTA awards. The period during which a member does not have the required points will not be counted toward the member's total years of service.

Members without their points may continue to participate in our education program and accrue credits, however, any credits accrued during the new grading period will be applied first to the 1991-93 grading term.

Once the credit total for the previous time period has been satisfied, the member may begin to accrue credits which will be applied toward the new grading period (January 1 1994-December 31 1996).

It is important to note that credits acquired during the new grading period and applied to the old period do not count 'twice' (i.e.

ADDvantage October 1993

for both periods).

Members should remember that credit is granted for USPTA and non-USPTA events.

Members are responsible for submitting proof of attendance for non-USPTA events, which may be in the form of a photocopy of a certificate of attendance, a photocopy of an official letter from the sponsoring division or agency, a receipt of payment; or an

attendance roster.

Some USPTA members, such as international members, retired members who are 60 or older, honorary members, and affiliate and club members, are exempt from the Continuing Education Program For more information, contact USPTA Education Coordinator Susan Thompson at (713) 97-USPTA. O

How many credits?

Joined USPTA prior to July 1, 1991 July 1, 1991 to June 30, 1992 July 1, 1992 to June 30, 1993 July 1, 1993 to Dec. 31, 1993

Points required 9 6 3 0

Getting your credits USPTA activities Book review Certification Training Course Coaches Workshop Convention, divisional Convention, national Divisional meeting featuring an educational speaker Professional Tennis Management Program (2 years) Professional Tennis Management Program (4 years) Specialty Course (8 hours) Tennis Teachers' Course (16 hours) Tennis Teachers' Course (24 hours) USPTA School of Teaching Video Specialty Course review

Credits 2 2 2 5 8 1/2 9 18 3 5 6 6 2

Non-USPTA activities* CMAA Annual Conference IRSA International Convention & Trade Show ITA Coaches Convention & Championships NTRP Certification Workshop NTRP Training Workshop USTA Annual Meeting USTA Area Training Center Workshop USTA Sport Science Exam, Level I USTA Sport Science Exam, Level II (per subtest) USTA Tennis Teachers Conference USTA Tennis Workshop at The Super Show *A brief listing; nearly 100 non-USPTA activities are eligible for credit.

5 5 5 2 2 5 3 2 2 5 2 : ;

USPTA league provides promising opportunities for tennis pro .he frenzy of spring and summer tennis programs is grinding to a halt, and professionals are looking for something to help bridge the gap between summer and winter programming.

USPTA offers a unique, seven-week fall league which provides another revenue source for the professional and the club.

. . . participants in organized play take more lessons and purchase more equipment from pro shops.

The USPTA Adult Tennis League promotes competition and fun on the court. Players, 19 years or older, form squads to represent their favorite tennis facilities and compete in men's, women's, or mixed doubles. Each squad has teams at four skill levels based on the National Tennis Rating Program (NTRP), thereby bringing together tennis enthusiasts from beginners to the more advanced.

Off the court, the USPTA Adult Tennis League has much to offer the professional and his or her facility. Careful planning and marketing can provide several additional revenue sources by promoting aspects of the club other than the courts, such as the pro shops, restaurant and exercise facilities.

Studies conducted by Audits & Surveys on why people play tennis found that participants in organized play take more lessons and purchase more equipment from pro shops. They also encourage their children to participate in organized play.

The tennis professional can target these characteristics of league players to increase their participation in the club's facilities and events, increase traffic in the pro shop, and expand the player base with new junior players. These changes can benefit the tennis teacher's career, since the facility will experience favorable results.

A few marketing ideas and programs follow, which may be conducted in conjunction with the USPTA Adult Tennis League.

These are only a few of the many opportunities available for generating and increasing revenue.

Special group and private packages

lesson

Since studies show that league players are likely to take more lessons to improve their game and advance their squad, a professional may consider making lessons more attractive by offering discounts or special techniques, such as doubles strategy. A Site Director may consider offering a group lesson program to players of each level at a discount, or as part of the league entry fee.

Creative pro shop promotions Implement creative promotional techniques to attract league players nto the pro shop. With the round-robin format of the USPTA Adult Tennis League, two squad levels compete at home and two squad levels

compete at the opposing facility. Encourage visiting league players to check out the pro shop, which may offer a variety from the stock of their club's pro shop.

Another way to improve sales is to keep plenty of products stocked that the visiting and home players may need before or after a league match. Products such as sunscreen lotion, sunglasses and hats should be kept on hand during the warm months for protection from ultraviolet rays. Tennis balls, grips, overgrips and strings also are ideal products to have available.

First aid products, such as bandages, analgesic cream ibuprofen and aspirin should be in visible locations for players to purchase before or after a match. Other products players may find necessary include towelettes, wristbands, headbands, shoelaces and socks. A popular product on and off the court is bottled water.

Offer refreshments, such as fresh fruit, juices and diet sodas, to league players through the pro shop or the club restaurant.

Consider incorporating the expense of (continued on page 25)

USPTA

Adult Tennis League REGISTRATION FORM

Name Street address.

City Business phone (_ Home phone ( USPTA member? D yes

ADULT TENNIS LEAGUE

. State

Zip

1

D no USPTA member #.

Division Do you live or work in or near a city or metropolitan area? D yes D no City's name I would like to participate by being an: D Area Director D Site Director Return to: USPTA World Headquarters, One USPTA Centre, 3535 Briarpark Drive, Houston, TX 77O42-5235 • (713) 97-USPTA.

ADDvantage October 1993

Champion of Champions

USPTA introduces new tournament program

A

fun-filled and exciting summer tennis season has wrapped up, the children are back in school, and the USPTA Adult Tennis League is well under way.

To extend programming opportunities for players who have won tournaments and are the best competitors at a club, USPTA has developed a new sports marketing program, the Champion of Champions tennis tournament.

Champion of Champions combines competition for each skill level and features the best players in the area (those who have won designated club tournaments where they are members). n the Champion of Champions tournament, players may vie for the championship

title at five skill levels based on the National Tennis Rating Program. Competition includes men's and women's singles and doubles at the 3.0, 3.5, 4.0, 4.5 and 5.0/open NTRP levels, which encourages players of all skills to become involved and creates excitement for everyone.

USPTA

CHAMPION

CHAMPIONS

regional tennis tournament

Watching champs play is fun for spectators.

ADDvantage October 1993

The new Champion of Champions is a flexible tournament and may be used in conjunction with almost any existing tennis program Its format is ideal for using in cooperation with the USPTA Adult Tennis League, as a wrap-up event for leagues, or in regional and divisional tournaments.

To make the program work, USPTA professionals serve as Area Coordinators and establish tournament dates, registration fees and tournament draws. Area Coordinators also collect registration information and entry fees, and select the awards to be given to the winners of each category. USPTA recommends a tournament entry fee of $10 per person, which should cover the costs for court time, awards, refreshments and other activities.

A sample brochure for the USPTA Champion of Champions tennis tournament is included on the following pages. Members are encouraged to use it as a way to advertise and promote the tournament. Simply remove the brochure from the magazine, fill in the appropriate blanks, insert the division name and tournament date where noted on the front, and photocopy.

Champion of Champions brings tournament winners together in a battle to the finish.

The new Champion of Champions is a flexible tournament and may be used in conjunction with almost any existing tennis program.

The Champion of Champions tennis tournament was successfully introduced as a pilot study in the Intermountain Division in 1992.

For more information about Champion of Champions, contact USPTA s Sports Marketing Department at (713) 97-USPTA. o

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Any player who has won a designated club tournament where he or she is a current member

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USPTA Pub ic Relations Dept.

One USPTA Centre 3535 Briarpark Drive Houston, TX 77042 97-USPTA

For more information about USPTA, contact:

USPTA offers several grassroots programs to promote the sport, including USPTA's Across America Tennis Day and the USPTA Adult Tennis League.

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Men's singles

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Entry form singles

The participants agree that they assume the risk of any injury incurred while taking part in the USPTA Champion of Champions tournament and that USPTA and its agents bear no responsibility.

f you have any questions, contact your Coordinator at ( ) .

Please complete the attached entry form and mai with entry fees to:

USPTA's purpose is to raise the standards of the tennisteaching profession and to increase participation in tennis.

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The United States Professional Tennis Association is the world's oldest and largest not-for-profit organization of tennis-teaching professionals with 10,000 members.

Entry deadline:

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CHAMPION CHAMPIONS.

USPTA

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be enforced.

be presented to winners.

Twelve-point tie-breaker rule wi be used at six games al (If necessary no-add scoring may be used at the tournament committee's discretion.)

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be the best two out of three sets.

Al matches wi

Players wi be expected to play at least one match per day per event.

A default may be awarded 15 minutes after the match is called.

Players are expected to report on time at the designated site for al matches, and be dressed and ready to play

Al players must be available to play the week of

Tournament rules

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Men s and women s s ngles and doubles competition at the following NTRP levels. 3.0 3 5, 4.0 4 5 and 5.0/open

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jo n the fun n this tournament of tournaments as p ayers meet n s ngles and doubles competition for the title of Champion of Champ ons.

CHAMPIONS

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USPTA

Give your players an advantage over the competition

BE PREPARED.

The USPTA Match Preparation card contains valuable information on preparing for a match, including what players should do before and after competition. A valuable asset for players and teachers alike, the 4 inch by 8.25 inch card is small enough to carry on court or fit in a pocket.

$3.75 package of 25 plus shipping and handling

CalltheUSPTAGiftShoppeat(713)97-USPTA ff (713) 978-7780 fax

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For better tennis, don't hold your breath

by Kim Dillard

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Weightlifting

ne of the most important differences between professional and amateur players is that the professional player is able to hit each contact point with a maximum amount of intensity, speed and success.

The source for this intensity is a proper breathing technique.

By breathing properly, players gain energy when they intake air, which supplies the muscles with oxygen-rich blood. At the moment of each swing, a player exhales to trigger an explosion of muscle power to perform the stroke with the necessary energy.

The same basic principle is seen in the combustion engine.

Like an engine going up a hill needs more gas and air, muscles need more air in proportion to the amount of work required.

For example, an overhead smash would require more oxygen for the muscles and a faster exhale than a drop shot, which needs less air and a softer exhale.

Selected graphs with this article show the differences between students holding their breath vs. students exhaling while performing specific skills such as the shot put, weightlifting (bench press), driving n golf (using a 3-wood), and serving in tennis.

For each sport, the student's performance level dramatically increased by exhaling at a specified moment for each skill (indicated on the graphs). Students performing .in the ndividual sports were tested using the same number of attempts for holding their breath and for exhaling, in order to test the effects of fatigue as a factor n proper breathing.

The weightlifters bench-pressed their maximum weight both when holding their breath and when exhaling. As indicated by the number of successful attempts, the students performed onethird better when exhaling than when holding their breath.

Both students struggled to lift their maximum weight from the start when holding their breath. While taking the test, the students used much more air as the number of attempts increased, and exhaled at a greater pace to lift the weight, reaching their maximum abilities.

The students performing the shot put experienced fatigue very quickly while holding their breath and found it difficult to continue after the fifth attempt because of lack of energy. The (continued on page 14)

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Golf — using a 3-wood 134

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Shot put — student 2 Average distance: held breath, 18.43 feet; exhaled, 24.29 feet

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7 Two-year study by Kim Dillard, completed in 1992. Observed three players jn tennis; two in shot put; two in weightlifting; and one in golf.

ADDvantage October 1993

13

For better tennis (continued from page 13) scores indicate the level of performance being maintained while exhaling, especially with student No. 1 throwing an average of 31.5 feet with a variance of 3 feet over the course of seven throws. Each student said he or she had much better focus while exhaling and was able to put the shot a greater distance with greater ease.

The student exhaled while driving the golf ball with the 3-wood, and hit the third and

10th attempts farther than he had ever hit the ball' however, he expressed a lack of ball control for each attempt tested. While holding his breath the student's drives were an average of 12.5 miles per hour slower, which was equivalent to 15 to 25 yards less in driving distance. The student demonstrated greater control and accuracy while holding his breath which is a greater priority in golf than distance.

Three students were used to perform the tennis serve. As the graphs indicate, the speed of the serve was significantly higher (close to 12 miles per hour) when the player exhaled

Tennis serve — player 1 Average velocity: held breath, 48.325 mph; exhaled, 67.35 mph

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Number of hits

Tennis serve — player 2 Average velocity: held breath, 44.575 mph; exhaled, 53.125 mph

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at contact point than when his or her breath was held Each student performed 40 service attempts while holding his or her breath and exhaling. The average speed for each student is indicated at the top of the graph When exhaling at contact point, the average test scores show student No. 1 served 13.025 miles per hour faster, student No. 2 served 8.55 miles per hour faster, and student No. 3 served 13.65 miles per hour faster.

When watching the tennis students performing the test, it was most interesting to note that the number of serves that went to the correct service box was much higher when exhaling than when they held their breaths. The students commented on having much better rhythm focus and intensity when exhaling at each contact point. When the students were tested serving 40 attempts at a time, their overall stamina was maintained from the efficient method of nhaling and exhaling properly.

The proper breathing technique for the tested sports dramatically enhanced the overall quality of performance. For the golfer, holding his breath created a more accurate drive, while driving for a greater distance required exhaling at contact.

For the other sports tested, students expressed being able to mentally maintain their focus and a higher skill level by exhaling and feeling a breakdown of their skill levels during the attempts in which they held their breath Students exhaled in a variety of forms, from a hiss sound to a loud grunt, which significantly helped individualize their rhythm and focus and to maintain the ability level.for each skill Like the car engine needing more gas and air when going up a hill the students maintained a higher performance level when exhaling as the number of attempts increased.

The test results concluded that exhaling at each contact point increased the overall ability, speed, focus, intensity, and success rate for each student. ©

Number of hits

Tennis serve — player 3 Average velocity: held breath, 55 mph; exhaled, 68.65 mph

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14

ADDvantage October 1993

Kim Diliard is the director of tennis at the Sedgefield Country Club in Greensboro, N.C., president of the North Carolina Association of Tennis Professionals, and co-president of the Greensboro Tennis Association.

He was named the USPTA North Kim Dillard Carolina Pro of the Year in 1990 and the NCATP Carlton Harris Pro of the Year in 1991.

Dillard served as the director of tennis at the Catawba Country Club in Newton, N.C., from 1989 to 1991, and was the boys and girls tennis coach at James Madison High School in Vienna, Va., from 1982 to 1988. He is on the 1993 Prince Advisory Staff.

Chapter 3

Director of tennis can create strong program ^mmmr

by John P Weston Jr

The management of the tennis department at a club or facility may include any number of responsibilities, depending on the size of the facility, the management structure of the club, and the experience of the person hired for the position.

This chapter will highlight the responsibilities and duties of a tennis director The more proficient a director is in handling the tasks needed to run a club, the more successful he or she will be. In some clubs, certain duties of the tennis director are performed by someone else. In this case, directors should attempt to learn as much as possible from the person performing the job, in order to be a more valuable employee in the future.

Lesson programs for all members Designing a lesson program that meets the needs of the club's members is an obvious job of the tennis director A well-conceived program offers a balance between group and private lessons, with the exact ratio depending on the instructional and financial goals of the club. In some clubs, decisions also need to be made as to the allotment of teaching time devoted to juniors vs. adults. This implies there is a limited number of pros and/or courts available on which to teach.

o Allocating courts for teaching, as opposed to member play, also is a factor to consider in the design of the lesson program.

The title of tennis director implies there are additional teaching pros on staff. In most cases, the director is a teaching professional, but in some clubs the director takes the role of an activities coordinator, leaving the teaching duties to a head pro.

5

In this chapter, it is assumed the director is responsible for hiring and training the teaching staff When hiring personnel, the director must consider the role the instructor will assume. Will this pro be working primarily with adults or juniors, men or women, beginners or advanced players? Finding people for the job can be done through the USPTA Employment Listings, contacts among local pros, or through college placement offices. Choosing the right staff, whether teaching professionals or front desk personnel, is probably the one task, more so than any other, that will determine the success or failure of the director Lesson programming also includes providing the equipment necessary for teaching, such as balls, baskets, hoppers, ball mowers, video equipment, or teaching aids, such as target cones. Availability and maintenance of these materials is the job of the director

CopyrightŠ United States Professional Tennis Association, Inc. 1993.

All rights reserved. Reproduction of any portion of this manual is not permitted

33

Tournaments, leagues and activities

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Most people do not join a club simply because they want available courts on which to play tennis, especially since available courts can be found within the public sector Club members usually want, and expect, a certain level of organized tennis activity The tennis director has the responsibility to create, promote and organize these events. Volunteers, club staff and teaching pros usually are available to assist, but they must be coordinated by the director

not participating in the activity What constitutes "too many" varies from club to club, but the director must be sensitive to the problem.

One way to provide a variety of activities, without using too many courts at one time, is to offer miniprograms, which target very specific groups of players. Consider a mid-week play day for senior men, or tournaments with a more narrow focus, such as a "C" women's singles tournament. These activities use fewer courts and allow more flexible scheduling.

Maintaining the courts

o

Common club-sponsored activities include tournaments for members, area-wide or sanctioned tournaments, leagues for both adults and juniors, and social tennis programs such as mixers or play days Common club-sponsored activities include tournaments for members, area-wide or sanctioned tournaments, leagues for both adults and juniors, and social tennis programs such as mixers or play days. When scheduling these activities, be aware of the interests of those members who do not wish to participate. Be certain not to plan too many activities that will take courts away from members

Court maintenance is one area where the specific responsibilities of the tennis director vary greatly from one club to another In some cases, the tennis department (the director), will be in charge of washing the courts, maintaining nets and windscreens, changing court lights, and even emptying the trash cans. In other cases, the director may be responsible only for advising the maintenance staff as problems are noticed. In either case, seeing that the courts are safe and attractive should be a major concern of the tennis director Regular inspections of the nets, Rol-Dris and other court equipment are required. The ambiance of the facility can be as important as the programs offered.

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o Club members enjoy organized tennis activities, such as leagues 34

Court reservations Larger clubs often will have a staff person whose primary job is to take court reservations for members. This employee usually is part of the tennis department, and is a very important part of the overall program. In addition to assigning courts, this person can talk about upcoming activities and encourage members to participate. More importantly, this is the one staff person that all members will see and talk to, so he or she sets the tone for the rest of the department. If members are made to feel welcome when signing up for courts, they will begin their day at the club in a positive mood.

In other clubs, there may be a weekend hostess who performs these functions, as well as arranging games for those looking for people with whom to play Sometimes these duties are the direct responsibility of the director, but in all cases, the importance of the job is paramount to a successful program.

Pro shop involvement The tennis director's involvement in the pro shop varies in each club situation. In some cases, the director will be given the opportunity to own and operate the pro shop independently In other situations, the director will manage the shop for the club. Either way, the director will be in charge of hiring the staff, purchasing the inventory, and keeping the financial records. Depending on the size of the shop and the volume of business, this can be a major portion of the director's job.

At some clubs, the pro shop is run independently of the tennis department. In this instance, the director may be asked to provide advice on racquets and stringing, and the teaching staff may be asked to promote the pro shop during lessons and in conversations with members about their tennis equipment. Working with the pro shop can be very important to the tennis department, as its staff can help promote tennis activities among the members.

About the author,

Weston served on the USPTA Northern California Division Nominating Committee tor two years and was the program director for the National Tennis Fair in New York. He is a past president of the USPTA Northern California Division, and was selected the

John P. Weston Jr.

division's Professional of the Year in 1984.

Weston received a bachelor's degree in history !rom the University of the Redlands (Calif.) and a master's degree in education from Stanford University.

He also is a verifier in the National Tennis Rating Program and conducts two Northern California Tennis Association tournaments at his club, the Junior Championships and the Senior Sectionals.

In the annual budget, the line items of the budget will depend on the duties of the department, but every tennis director should create a budget for the fiscal year, regardless if it is required by the general manger The budget is a projection, a guideline for the way the director expects the year to develop financially It should be reviewed each month as the figures become available, and necessary adjustments can be made, either in the operation of the department or in the budget itself A second financial responsibility of the director is maintaining accurate records of lesson revenue for his or her own lessons, and those of the other pros. Whether the club charges members for lessons or the members pay directly, a system is needed to record the payments.

Keeping accurate records of the income and expenses for tennis activities is the third area of financial accounting for the tennis director Each event should have its own profit/loss statement, so that planning will be easier and control of all financial transactions will be maintained.

Financial planning There are three kinds of financial management for which the tennis director is most commonly responsible: the preparation of the annual budget, maintaining accurate records of lesson revenue, and keeping accurate records of income and expenses.

Sales and promotion Although sales and promotion may not be specifically included in the tennis director's job description, it is the responsibility of the director and the pro staff to promote the club in the community and stimulate interest in membership. Promoting 35

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the club can be accomplished by participating in community activities, donating goods, services and time to local charities, and serving on volunteer tennis councils. These and other contributions naturally enhance the prestige of the club.

A member's satisfaction is every employee's primary responsibility Since most clubs are interested in increasing membership, some tennis activities at the club should be made available to non-members. Lessons, member/guest tournaments, and area-wide tournaments are obvious ways of introducing the club to prospective members. Even if the club is at full capacity, it still is important to make membership attractive and desirable. /â&#x20AC;˘-â&#x20AC;&#x201D;"ÂŤ f

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Member retention The most effective sales strategy for a club is word of mouth from happy members. A member's satisfaction is every employee's primary responsibility, but at a tennis club, the member's attitude toward the tennis department is especially important. Therefore, the tennis director must recognize member retention as a major part of the job.

New-member orientation is a vital part of the process of keeping members happy Of course, the turnover rate varies tremendously from club to club, but every club has new members joining throughout the year The job of the tennis staff is to make sure these people feel comfortable at the

club. This means explaining the rules, describing suitable activities, and helping the new members find partners for games.

The member most likely to drop his or her membership is the one who does not use the club.

The club should keep records of who does and does not use the facility The tennis director should ask to be informed about them, so they may be invited to participate in upcoming activities.

The reason most commonly given for not playing tennis at a club (after the excuse of not enough time) is not being able to find a partner for a game.

More and more clubs are helping members find a partner, which falls within the jurisdiction of the tennis department. The method used for locating suitable players for members depends on the nature of the club, but the director should devise a system that provides this service.

Management team As a department manager, the director of tennis also is part of the management team of the club as a whole. In this capacity, the director needs to be aware of and involved in the overall facility operations. Keeping other departments aware of upcoming activities, so they can promote and prepare for them, is an obvious responsibility Helping with membership growth and retention and budgeting duties already has been discussed.

Planning for the club's future also is a legitimate function of the director The extent to which the director gets involved in these areas will be determined by the general manager; however, it is important that the director of tennis recognize his or her role in the general operation of the club.

V jXm?

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An effective sales strategy is word of mouth from happy club members

A director of tennis may be required to perform a portion of the duties listed, and other positions will call upon the director to perform them all. In either case, awareness of this range of tasks will enable him or her to be prepared to do the best job possible.

USPTA welcomes new members Congratulations to the following new USPTA members who fulfilled requirements for membership between July 1 1993 and August 31 1993.

MEMBER

SPONSOR

CALIFORNIA DIVISION Gil Amar Rafael L. Huerta Craig D. Miller Susan Arlene Mitchell Kathleen Louise Post Anthony S. Trear

S. Paper J. V Barajas D. Sabens M Schoop J. Hatchett B. Bond

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N Pingitore B. Poling B. ngersole R. A. Yost W M Riggs C. Gilroy

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M M. M M M M M M M M M M M M M

Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano Hirano

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MIDDLE ATLANTIC DIVISION Stephanie Lynn Baker M Vine Jennifer M Balent V Datlow Jay J. Bolus R. Bell Jim R. Cook T Hawkins Jonathan L. Jacobson C. England B. Troy Marguglio R. Dulany Dorutu H Riscuta A. Bishop MIDDLE STATES DIVISION W. Lemmon Charles B. Dess August F Gorofoli W. H Nichols Christiana Hays R. Ruzanic William E. Hinkel Jr. M Kopp Wasyl Manko A. DeCecco Susan H Minchau M Kopp Joseph D. Sheppard C. R. Frazer James A. Sloan R Ruzanic Christopher H Wood L. Ludwick-White MIDWEST DIVISION John Arthos Jr. Frederick R. Austen Justin A. Beckstrom Jon Charles Bemisderfer Robert B. Black Craig D. Capelli Catherine M Foster Katherine P Gillis Kimberly T Click Craig Grave Jay B. Jeffery Carol Kiran Alex Lisica Raymond A. Major Jr. Michael David Martin Kay C. Miller Keith Robert Morrison Joseph Albert Tobon Raymond H Trapp Timothy A. Willing

M Ware K. Johnston J. Capestany S. Whitney D. Lewis R. Risdon S. Simpson L. Jackson M Gelfman M H nkamper A. Sinclair M Bey R. Schroeder M Welnetz M Shires G Carter J. English T E. Fargo D. Hopkins M. Hinkamper

MISSOURI VALLEY DIVISION Laura Anne Hash T Galbraith Christopher John Klampe S. Eells Michael J. Ramsey M Conlon Lee Gordon Seebach T Breece William White S. Eells NEW ENGLAND DIVISION Christopher M Damone Christopher G Gaudreau Michael Greenberg Robert D. Oppenheim Christopher N Parsons Angelo A. Rossetti Ettore E. Rossetti Rick R. Suydam Mark L. Wiiensky

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Joe DiBenedetto M Velasco Ron Brian Eliggi B. Zeller Elizabeth A. Fernbacher E Cantin Mark Anthony Fredriksz L. Evans Joseph M Grech C. Alvistur Mitchell John Jee L. Axtell Glen J. Kelley D. Van der Linden P Regan Edward C. Keyani Philip W. King C. Kretchmer Winston Lum T Shea Kip R. Markgraf B. Young Jonathan Roy Maslow M Newman Kevin Patrick O'Neill R. Andrews Mary A. Rogers B. Rapp Timothy J. Schnaible A. Ordonez D. Houston John V Sevely NORTHWEST DIVISION Duane Brook Rebecca Lynn Meyer Paul J. Mirviss

T Wynne J. Murphy B. Madson

PACIFIC NORTHWEST DIVISION Kevin P Cory T Greider Carolina B. DeToledo R. Peterson Shea McGuier L. Sheehan D. Wisner Robert Roy Reed Igor Vuletic P Koessler SAN DIEGO DIVISION Doug John Denton Jack D. Movido

A. Lopez B. Bond

SOUTHERN DIVISION Mark Calvert Joseph W. Camperson Rhyno Coetsee Shirley Ann Cook Jeffrey P Gagnon Eric Kamal Hilgendorf Jamie L. Jackson James Loftis Leslie S. Moore John Michael Newcomb Doug Noll Robert M Simmons Jr. Alan W Stanley Dr. John J. Vatral Joseph L. Williams

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SOUTHWEST DIVISION Robert H Lukian M Van Zutphen Jennifer Lee Potter J. Schultz Christopher Neal Walker K. Anderson TEXAS DIVISION Joe P Best Gary Benjamin Cason David Anthony Consolazio Antony T Gottlieb Justin R McGrath Tom Summers Gordon R. Williams

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ADDvantage October 1993

15

Dates that rate Specialty Courses JCjxams, upgrades and Certification Training Courses Nov. 67 Nov. 67 Nov. 7-8 Nov. 78 Nov. 11 Nov. 13-14 Nov. 13-14 Nov. 13-14 Nov. 14 Nov. 14-15 Nov. 14-15 Nov. 14-15 Nov. 18-20 Nov. 20-21 Nov. 20-21 Nov. 21-22 Nov. 21-22 Nov. 28-29 Dec. 3 Dec. 3-4 Dec. 3-4 Dec. 4 Dec. 4-5 Dec. 4-5 Dec. 9 Dec. 11-12 Dec. 12-13 Dec. 30-31 Jan. 4-5 Jan. 8-9 Jan. 9 Jan. 9-10 Jan. 9-10 Jan. 14-16 Jan. 15-16 Jan. 21 Jan. 30-31 Feb. 4-5 Feb. 12-13 Feb. 12-13 Feb. 13-14 Feb. 20-21 Feb. 20-21 Feb. 26 Feb. 26-27

Fayetteville, N.C. Milwaukee, Wis. La Jolla, Calif.

Santa Maria, Calif.

Freeport, NY. Boca Raton, Fla. Little Rock, Ark. Seattle, Wash.

Redlands, Calif.

Los Gatos, Calif.

McLean, Va. Parker, Colo.

Tucson, Ariz.

Myrtle Beach, S.C. Portland, Maine Mobile, Ala. Murrieta, Calif.

Marietta, Ga. Virginia Beach, Va. Naples, Fla. Bloomington, Minn.

La Quinta, Calif.

Gastonia, N.C. New Braunfels, Texas Flushing, NY. Nashville, Tenn.

Palm Desert, Calif.

Goto de Caza, Calif.

Hilton Head Island, S.C. Richmond, Va. Redlands, Calif.

Parker, Colo.

Kingsport, Tenn.

Wayland, Mass.

Boca Raton, Fla. Lancaster, Pa. Nashville, Tenn.

Mesa, Ariz.

Boca Raton, Fla. Indianapolis, Ind. Grapevine, Texas Fountain Valley, Calif.

New Orleans, La. Columbus, Ohio Carrollton, Ga.

(CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (upgrade only) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (CTC) (upgrade only) (CTC) (CTC) (CTC) (CTC) (upgrade only) (CTC) (CTC)

Date Oct. 24 Nov. 6 Nov. 10 Nov. 13-14 Nov. 15 Nov. 16 Nov. 20 Nov. 20 Dec. 3 Dec. 3 Dec. 5 Dec. 5 Jan 6 Jan. 14 Jan. 16 Jan. 21 Jan. 23 Jan. 27 Jan. 28

Course Title Creative Programming Incorporating System 5 nto Lessons Pro Shop Operations Competitive Doubles Patterns Stroke Analysis Junior Development Effective Communication Skills Sport Psychology Junior Development Fitness Training and Periodization Group Lessons Creating a Total Service Organization Advanced Stroke Production Pro Shop Operations Mental Toughness Mental Toughness Stringing Gripping and Equipment Consulting How to Hire and Supervise Employees (formerly Quality Management) How to Hire and Supervise Employees

Location Birmingham Ala. Santa Maria, Calif Little Rock, Ark. Little Rock, Ark. Los Gatos, Calif Los Gatos, Calif Tucson, Ariz.

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Fountain Valley, Calif Lancaster, Pa. Lancaster, Pa. Homewood, II White Plains, NY

lentils Teachers' Courses 24 24 24

Location Los Gatos, Calif.

Tampa, Fla. Nashville, Tenn.

Division Southern Middle States Eastern

Location Little Rock, Ark. Lancaster, Pa. White Plains, NY

Date

Hours

Nov. 11-13 Dec. 7-9 Dec. 10-12

Conventions Date Nov. 10-14 Jan. 21-23 Jan. 29

U OJL J.A Schools of Teaching Date Oct. 30-31 Feb. 2-3

School Business School School of Club Operations

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IJivision meetings/activities Date Nov. 11 Nov. 15 Jan 4 Jan. 6 Jan. 10 Jan. 24

Division ntermountain California Midwest Midwest Midwest Mid-Atlantic

Location Denver, Colo.

Los Angeles, Calif Schaumburg, III Milwaukee, Wis. Cleveland, Ohio Virginia Beach Va.

^Loaches Workshops This schedule is subject to change. Exam reservations must be made at least 21 days prior to the dates listed. There is a $25 fee for exam cancellations received after the 14-day deadline. For more information, call the USPTA Membership Department at (713) 97-USPTA.

16

ADDvantage October 1993

Date Nov. 15 Dec. 4 Dec. 5 Dec. 5 Jan. 21-22 Jan. 22

Division California Mid-Atlantic Southern Florida Midwest Middle States

Location Los Angeles, Calif.

Virginia Beach, Va. Atlanta, Ga. Naples, Fla. Schaumburg, III. Lancaster, Pa.

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How to hire a tennis professional in 10 easy steps Hiring a tennis-teaching professional to implement and administer the programs at a club or facility is one of the most important steps in creating and maintaining a well-run operation. The tennis professional must work closely with the owner and manager in order to retain members and make the programs work, so a considerable amount of time, thought and judgment should be included in the process.

This information is excerpted from USPTA's How to Hire a Tennis Professional: Ten Important Steps. Besides this information, the booklet a/so includes job descriptions, worksheets, interview procedures, an employment agreement and appraisal forms.

For more information on this topic, or to order the publication for $3 plus shipping and handling, contact the World Headquarters.

1 Contact USPTA for assistance with recruiting candidates and structuring an employment agreement.

Since USPTA is an association of tennis-teaching professionals, it's a good beginning to find qualified candidates for a job opening in a club or facility. USPTA publishes the biweekly USPTA Employment Listings, which will incorporate a club's advertisement and notify qualified candidates on very short notice.

USPTA's 17 U.S. divisions also can assist in the search. Divisional representatives can help with late-breaking local job information which may not have reached the World Headquarters, provide a strong field of candidates by advertising the job on a divisional level, and provide advice on the employment structure between the club and the professional.

2. Appoint a selection committee (three to five people) comprised of club members.

A selection committee, which includes a fair representation of the various nterest groups at the 18

ADDvantage October 1993

club/facility, can assist in the hiring of a professional Recruit committee members who are willing to work diligently, since the selection process requires considerable time and effort. A good way to speed up the selection process is to give committee members full selection power, provided they are unanimous in their recommendation 3. Evaluate the tennis facility's needs.

All tennis faci ities have some common attributes, such as facility classification and number of courts. Facilities or clubs which appear to be similar are substantially different in business personality and requirements.

For example, one facility may have few demands for lessons, while another may have a great many players wanting instruction. Decide if the facility needs a promoter, an organizer and administrator, an instructor, a merchandiser or a manager. Conscientiously evaluate the needs of the club and write them down.

4. Write a job description and identify the type of employee sought.

The purpose of a job description is to clearly define a particular working position in a management structure. The duties may vary from one club/facility to the next, depending on the type (private, commercial public, resort, military).

When the job has been defined, consider the kind of person it will take to successfully implement the requirements. No one person could rate as an expert in all facets of the tennis business, but certainly he or she should rank high in the areas the committee feels are most important to the club/facility.

5. Define the qualifications and requirements a person needs for the position (such as educational background, previous work experience, technical expertise, etc.).

This process will help to eliminate the over-qualified over-ambitious and under-qualified applicants at an early point. Become familiar with the income and expense portions of the tennis operation so candidates may have an accurate description of the job's financial potential 6. Create and position employment ads in publications that will target those candidates who are qualified for the position.

Make sure the advertisement paints a clear picture of the type of professional the club/facility is seeking and the type of person that will be successful in the job.

7 Solicit applications, resumes and screen applicants.

When soliciting applications, require a written resume, and acknowledge the resume when it is received. There is no magic number as to how many applicants should be screened, but narrow the list to a maximum of 12.

Once the applicants have been screened and narrowed to a final small group (six is a reasonable number), schedule an interview. Ask the final candidates to be prepared to present a specific plan on how they would administer the major activities in which you have expressed the greatest interest.

8. Interview selected applicants.

The committee should conduct the job interview, making notes about the applicant while the interview is taking place. After the nterview, each committee member should complete his or her evaluation as soon as possible and review each other's evaluations as a group. This may result in a general approval or disapproval of the candidate, or perhaps in the decision to conduct a second interview. (continued on page 19)

CEO's message (continued from page 5) industry, including club managers and owners, manufacturers, allied organizations and international tennisteaching groups.

• Public relations staff USPTA recently hired a full-time public relations employee to coordinate these and many other projects.

The end result for USPTA members in the grassroots will be an increased appreciation for USPTA professionals and their contributions to the tennis industry. This ultimately will translate into an improved job market for all members.

3. Increased player participation. USPTA has worked to increase player participation as a way to improve the lesson market for our members. Events that encourage play include USPTA's Across America Tennis Day, USPTA leagues and other cooperative programs held in conjunction with allied or affiliated agencies. These events cost several hundred thousand dollars per year, and could not be done without the support of Penn and our other endorsees.

4. Endorsement funds to divisions.

USPTA gives divisions a considerable portion of the endorsement money for education, tournaments and other programs implemented for members.

5. Convention support. Endorsement funds help USPTA to stage its annual national convention. Endorsees sponsor parties and support education and tournament programs, which make the event a huge success.

6. Education. USPTA's extensive education program is subsidized largely with endorsement funds. Although USPTA charges fees for courses and activities, these fees do not come close to covering the many expenses associated with the Continuing Education Program.

7 Tournament prize money. Our endorsees supply all of the prize money for USPTA's national tournaments certainly a benefit to teaching professionals who compete.

8. Pro shop exclusivity. Endorsees provide our members with products to be sold exclusively at USPTA-member pro shops. These exclusive products include the Pro Penn ball and Asahi logo tennis shoes.

9. Free and discounted products. Each of our endorsees supplies members with free and/or discounted merchandise, including racquets, shoes and tennis balls. Endorsees also donate equipment for special programs and educational events. For example, Penn provides members with quarterly discounts for the Pro Penn tennis ball.

Asahi also has several programs through which members can purchase discounted shoes for pro shops, or obtain free Asah shoes for personal use.

10. Endorsee affiliation Endorsees provide supplemental publicity to USPTA and its member professionals.

Also, professionals can form an affiliation with endorsee companies, which creates prestige for individual professionals at their clubs and facilities.

These are just a few of the many indirect benefits members receive as a result of our endorsee relationships. Although many of them are indirect, they are valuable to individuals and to the Association. The funds from endorsees allow us to promote ourselves, our profession and the synergism created by the relationship between USPTA and our national endorsees. <o

How to hire (continued from page 18) 9. Make a selection and sign the contract.

When a decision has been reached on the first choice for the job, do not make any announcements to the other finalists or the media until the contract has been signed.

A contract between the club/facility and the professional establishes a clear working arrangement, assures him or her that they will be given reasonable time to perform a good job, and gives the club the assurance of having the right person on staff for several years.

10. Notify job candidates, the teaching professional and the media.

Once the new professional has signed the contract, a member of the committee should develop a press release for the local news media.

Contact the other finalists with a personal letter thanking them for their participation and compliment them on their presentations. <o>

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GEORGE BACSO, USPTA Director of Certification and Academies

1

Very short preparation for the swing, most appropriate when returning serve.

D A. D B. D C. D-D.

Teardrop backswing Straight-back backswing Short-radius backswing Circular backswing

2. The name first given to tennis by its inventor, Major Wingfield, in 1874.

D D D D

A. B. C. D.

Lawn tennis Sphairistike Cricket Racquets

3. A grip midway between the eastern and the continental grips, developed to facilitate serve-and-volley play on grass.

D D D D

A. Semiwestern B. Eastern C. Australian D. Western

4. Moving the racquet across and under the ball at impact, imparting both backspin and sidespin at the same time.

D D D D

A. B. C. D.

Approach shot Side slice Loop backswing Dink shot

5. The racquet game, which appeared in 13th century France and which was restricted to the nobility.

D D D D

A. B. C. D.

Le Jeu du Paume Badminton Squash Raquette balle

6. A very high lob mixed into a baseline exchange, primarily used to change the tempo.

D D D D

A. B. C. D.

Chop shot Cannonball Flat shot Moon ball

7 A soft dipping shot with backspin that just clears the net, forcing the net player to volley up.

D D D D

A. B. C. D.

Chip shot Passing shot Drive volley Groundstroke

8. A volley hit with the racquet face slightly open, producing some backspin, used for control.

D D D D

A. B. C. D.

Snap volley First volley Punch volley Drag volley

9. A grip which is the same for forehand and backhand and is favored by serve-and-volley players.

D D D D

A. B. C. D.

Western grip Eastern grip Continental grip Semiwestern grip

10. A shot hit with backspin and sidespin at the same time.

D D D D

A. B. C. D.

Dropshot Groundstroke slice Passing shot Cross slice

11 The hitting stance in which the back foot is closer to the path of the ball than the front foot.

D D D D

A. B. C. D.

Closed stance Sideways stance Open stance Australian stance

12. The area near the service line, also called midcourt.

Answers on page 25.

ADDvantage October 1993

21

Walking the club management

by Lane Evans

c

lonsider this situation. A tennis professional enters the manager's office with a pile of receipts, totaling $1,300, for reimbursement from a tennis conference.

There is no money in the budget for the conference, especially since the club is recovering from a multimill on dollar remodeling project. The pro receives $300 for the conference fees, far from his original request. He is disgruntled and wonders why he was shortchanged.

To answer his questions, the latest profit and loss report and the current financial situation of the club was explained to the pro.

He then had not only a clearer understanding of the correct procedure for requesting funds, but also understood how the entire budget process worked and how he specifically fit into it.

From this experience, believe all tennis professionals should have a close relationship with the managers at their clubs.

Managers are responsible for every aspect of a club's operations from toilet paper to budget preparation. They are the director of personnel payroll maintenance, activities, finance and more. The 10 club managers

If the pro doesn't understand the budget, the manager should take time to explain i t . . .

within Spare Time, nc. a multiclub organization n Sacramento, Calif are required to develop operating budgets for their clubs for the coming year, a process that takes approximately four months.

The business plan includes member demographic studies, radius studies, a market area study, the actual budget (with a complete rationale of how the figures are derived), an advertising and marketing plan, capital expenditures and repair items list, the club's strengths and weaknesses, and a position results description (PRO).

A PRO is a helpful tool for every department head, including the tennis professional

It is extremely important for department heads to understand their club's budget.

22

ADDvantage October 1993

It's a document or contract between two parties, such as the manager and the tennis professional, outlining the worker's goals and objectives for the coming year. The pro sets approximately eight to 10 key result areas and addresses each of them with performance standard statements.

For example, in court maintenance, a pro might state that his or her job in the area of court maintenance will be done well when â&#x20AC;˘ Fewer than 10 complaints are received in 1994 concerning court cleanliness; â&#x20AC;˘ Emergency court cleaning procedures will be implemented in case of rain; â&#x20AC;˘ All nets will be checked on a daily basis for center straps and correct heights.

The items in the PRO must be realistic and conform to a deadline. It's interesting to check back at the end of the year with the director of operations to see how much of the PRO was accomplished It's important to remember that the PRO is not a firing tool but a learning device with goals to strive towards. The PRO also is a great tool for a manager to see where his or her department heads have their priorities.

As a manager, think it is extremely important for department heads to understand their club's budget. Tennis pros need to ask to be a bigger part of this process, which is the only way they truly will understand what happens in the club. Some managers are reluctant to share this budget information with their tennis pros, n my opinion, there is no better way to grant or deny a tennis pro's request than to show him or her an answer using the budget.

If the pro doesn't understand the budget, the manager should take time to explain it, which will make them better managers of their departments and also feel like a part of the club's team. Tennis professionals must act like minimanagers within their department, overseeing equipment, assistants, records, planning, personnel operations and much more.

Tips for tennis pros to understand their club's operations

tightrope

simple to see and understand, a condition must be assigned and a plan of action put into play. Even an affluent condition cannot be ignored. Always check the operating base to see what the pro is doing right or wrong, and know what is making or breaking the programs.

By keeping updated graphs, a pro easily will be able to see when problems arise.

Managers are responsible for every aspect of a club's operation.

The tennis pros in Spare Time nc. are required to develop a calendar of events for the coming year and to develop a junior program budget that they oversee and monitor with the manager. They also are responsible for the development of the tennis portion of the club's overall activities programming. Through activity analysis sheets, they develop minibudgets for each activity they run, which is first-hand planning and budgeting experience.

Another helpful management tool for tennis professionals is to manage their department by statistics. Keep statistics and graph important areas of the department that may be struggling By keeping updated graphs, a pro easily will be able to see when problems arise. For example, if the number of players who participate in Wednesday night tennis drops from 40 to 10, there is a problem; however, if the number declines slowly, it might take the pro more than a month to realize the problem.

After an analysis of a graph which is

n conclusion, believe the days of pros heading to the courts for lessons are coming to an end. Tennis professionals who have played a great deal of tennis and think they would be a good teaching professional had better stop and look again. They no longer will be able to pick and choose when they want to be involved in the inner wheel of the club's operations. They are a part of that wheel and should be involved in every way. < Lane Evans is the general manager at Country Oaks Racquet Club in Woodland, Calif. He has been a USFTA member since 1983, and has served as the president of the North Carolina Association of Tennis Professionals.

The Country Oaks Racquet Club that Lane Evans Evans manages is part of a 10-club organization called Spare Time Inc. in Sacramento, Calif. In the last four years, his club has undergone a 90 percent remodeling project and has added approximately 600 new memberships to the club's roster. He oversees a staff of 40 to 70 employees, and handles all aspects of club operations, including an occasional trip back to the tennis courts.

• Conduct weekly meetings with the manager, scheduled for the same time each week.

• Ask to see the club's operating budget and understand how the tennis professional and his or her programs fit into the budget.

• Know who the club's principals are, such as assistant managers, board members or partners.

• Surround yourself with good people. When interviewing assistants or desk clerks, call and thoroughly check references, or their performance may haunt you.

• Tennis pros should manage by statistics, so graph participation in certain events. Be creative and monitor problem areas to assign conditions and devise a plan to address them.

• Participate in meetings with all department heads at the same time, letting them share their ideas on how to better run the club.

• Managers and tennis pros should periodically have "sounding board" meetings with club members. It should not be a gripe session, but a constructive meeting to let tennis members discuss problem areas.

• Tennis pros should ask managers to observe tennis staff meetings, which include assistants and pro shop personnel.

• Management and tennis pros always should plan events or programs together. The tennis program, as well as any other program, should flow with the club's other activities.

• Use the PRD, which is a great motivational tool for both manager and tennis professional.

ADDvantage October 1993

23

From

n

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USPTA league (continued from page 7) refreshments into the league entry fee and offer them at the court. If players would like sandwiches or meals, direct them to the club restaurant.

Host a USPTA Adult Tennis League kickoff clinic Generate publicity for your club and excitement among league players by organizing a league kickoff clinic at your facility. For a small entry fee, players can take part in a social luncheon with other squad members, participate in various contests (such as a fastserve competition) and learn key strategies through short drill exercises. Ask local merchants to donate prizes and offer pro shop discounts to attendees.

Organize an awards banquet or playoff cookout A great way to end the league season and promote the program to families and friends of players is to host a social event in conjunction with league playoffs. Such an event ends

the league season on a positive note and encourages players to continue to participate in the league and other programs. Sell tickets in advance to help estimate the attendance.

If you choose to host an awards banquet, choose a theme, such as "A League Fiesta, and offer food and drinks suitable to the theme, such as a Mexican buffet. Present the league awards to players during the banquet and have the winners' photographs taken.

If you plan to host a playoff cookout, organize contests and events for juniors and invite players to bring their children. Also, consider hosting a spouses' clinic or tournament between rounds. The playoff cookout can be a fun event for the whole family with hamburgers, hot dogs and barbecue as inexpensive entrees.

Sponsor a USPTA Champion of Champions tournament Invite the winners of club tournaments, including the league playoffs, to battle each other in this city-wide event, and determine just who really is the Champion of Champions. Promote this new USPTA tournament program to your club members. More information, along with a sample brochure, are provided in this issue of ADDvantage.

The USPTA Adult Tennis League is one of the many sports marketing ventures USPTA offers its members. These programs are designed to promote increased participation in tennis, create a greater awareness of the USPTA certified professional and provide additional revenue sources for tennis teachers.

A wise man will make more opportunities than he finds, Francis Bacon said. He could have been talking about a USPTA tennis professional Š

Answers to Quiz on page 21 1 C 2. B 3. C 4. B 5. A 6. D 7 A 8. D 9. C 10. D 11 C 12. No-man's' land Source: Tennis. A Professional Guide

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ADDvantage October 1993

25

Industry action

USPTA • Glenn J. Kommer, USPTA pro, has been named tennis director and head tennis professional at the Bay Colony Tennis Center in Naples, Fla. He will be responsible for private lessons and Glenn J. Kommer clinics, pro shop management, special functions and organized tennis activities.

• William Bond, USPTA San Diego Divi-

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ADDvantage October 1993

sion regional vice president; Suzie Bond; and USPTA pro Monty Grout staffed the USPTA booth at the La Costa Resort and Spa, site of the $350,000 Mazda Women's Tennis Association Championships.

The booth staff provided information on USPTA to tournament fans, and gave away Pro Penn tennis balls.

• The Four Seasons Resort Nevis, located on the island of Nevis in William Bond, Suzie Bond and Monty Grout the Caribbean, has completed a resurfacing project on the resort's 10 tennis courts. of Florida, and has been a tennis professional USPTA pro Greg Smith is the tennis director for the city of Maitland for the last four years. at the resort, and the program is directed by Peter Burwash International • Karin Buchholz, USPTA professional, has been named the USTA recreational tennis coordinator She will oversee the National Junior Team Tennis program, boasting a 25,000 youth membership, • Will Mclntyre, USPTA professional, is the according to a USTA press release. She also host of a new, hour-long, weekly cable will be the USTA's staff coordinator for the program titled "Courtside," which airs live USTA Junior Recreation Committee and at 8 p.m on Thursdays. The show may be handle other special projects, such as seen on cable Channel 2 in the viewing arranging clinics, workshops and the grants areas of Atlantic and Cape May counties in program Buchholz will work as part of an New Jersey. Each show begins with a 15- to office team on projects for the USTA Schools, 20-minute tennis lesson and features special National Junior Tennis League, adult recreguests from the local tennis community. ation, and special populations programs.

• The Vic Braden Tennis Academy will Prior to her appointment, she was the be held Dec. 26-31 at the Vic Braden Tennis executive director of the Harlem Junior Tennis College in Goto de Caza, Calif Topics to be Program in New York, and was on staff with covered include tennis science, stroke the New York Junior Tennis League. mechanics and court procedure. The • USPTA professional Jeff D. Horn has academy is worth three credits in USPTA's been appointed director of tennis at Continuing Education Program. The cost for Rosemont Golf and Country Club in the academy is $550, non-boarding, and Orlando, Fla. Horn has coached high school $775, boarding. For more information, call and college tennis teams, served as state (800) Call-Vic (California residents) or coordinator of the Youth Tennis Foundation (800) 42-Court (outside California).

Member product showcase

Manufacturers • Mizuno USA announced that it will cease its tennis operations, effective Nov. 1 Despite three years in the U.S. tennis market and producing the Reactor racquet series, a Mizuno spokesperson said the company felt there was a limited growth potential, due to a continuing decline in the tennis marketplace. The company, whose tennis products will be available until Nov. 1 will continue to honor warranty claims on tennis products and provide customer service for all dealers until 1994. Racquet accessories, such as bumper guards and butt caps, also will be available for the next year.

• Arthur M Bylin, president and CEO of Prince Sports Group Inc., has appointed Charles L. Peifer as president of Prince Racquet Sports, according to a press

John Embree, Dick Dell, Lynne Rolley (standing l-r) and Lindsay Davenport (seated).

Round Robin Organizer release from Prince. Peifer will assume global responsibility for Prince's full lines of tennis, squash and badminton racquets, Ektelon racquetball racquets and all related racquet sports accessories.

• The Jimmy Connors ball, designed for the recreational or intermediate player by Penn Racquet Sports, will be used on the new over-35 Champions Tour. The tour features Connors, who has signed a multiyear contract authorizing Penn to produce the ball.

• Lindsay Davenport, a first year profes sional and former No. 1-ranked junior tennis player by 7enn/s magazine, has joined the Professional Advisory Staff of Wilson Racquet Sports. Davenport of Palos Verdes, Calif turned professional n February, and was ranked No. 159 by the Women's Tennis Association. As a result of impressive wins over top-20 players Gabriela Sabatini and Helena Sukova, as well as her first Grand Prix win in the 1993 European Open Women's Tennis Tournament, she already has climbed to No. 26 in the Virginia Slims Rankings, according to a Wilson press release.

• GRT Inc. introduces the Round Robin (continued on page 28)

CLASSIFIED ADS WANT A TENNIS JOB? Bob Larson knows where the jobs are.

TENNIS JOBS: TEACHING PRO newsletter lists everything from entrylevel to director of tennis. Send $5 for sample. Bob Larson, Box 24379-H, EdinaMN 55424 TENNIS OFFICE JOBS Bob Larson's TENNIS JOBS: OFF COURT newsletter lists sports marketing, manufacturer's reps and other administrative jobs twice a month.

For sample, send $5 to Bob Larson OC, PO Box 24379-H, Edina MN 55424 OVERSEAS TENNIS JOBS Newsletter lists tennis jobs all over the world. Listings are for resorts, private coaching positions, camps and national teams coaches. $37 for 3 months. Write Bob Larson's Tennis Jobs Intl, Box 24379-H, Edina MN 55424 COLLEGE COACHING JOBS Bob Larson's TENNIS JOBS: COLLEGE COACH newsletter lists available college coaching jobs. 12 issues $37 Bob Larson CC, PO Box 24379-H, Edina MN 55424

ADDvantage October 1993

27

Industry action (continued from page 27)

Organizer, which automatically schedules round robin matches for eight to 32 players in eight rounds organized odd/even or mixed. The system consists of six partnership cards, eight lettered court markers, and a sliding player/court indicator. The Round Robin Organizer, complete with instructions and packaging in a zippered storage case, is available from GRT Inc. for $49.95. For more information, call (404) 416-6800.

• The Wimbledon men's singles champion, Pete Sampras, completed the grass court tournament using Babolat strings, n the tournament, nine of the final 16 players in the men's draw and six of the final 16 players in the women's draw competed with Babolat strings, according to a Babolat press release.

• Mats Wilander, former men's world No. 1 and winner of seven Grand Slam singles titles, has signed an agreement to endorse Lob-Ster ball machines.

Associations • The Club Manager's Association of America (CMAA) announced the results of a survey conducted by Public Opinion Research in Sykesville, Md. in response to the Omnibus Budget Reconciliation Act of 1993 (S. 1134). The act would reduce the deductible portion of business meals and entertainment expenses from 80 percent to 50 percent, and would eliminate the deduction fdf club membership fees.

The survey ndicated that the legislation could result in a loss of more than 12,500 fulltime employees and 11,000 part-time

FBI professionals in Poland 28

ADDvantage October 1993

employees, for a total of 23,500 employees in the 3,000 clubs represented by the sample.

It also indicated a possible loss of more than $273 million in full-time payroll and $100 million in part-time payroll for a total of $373 million in these businesses. These figures are for CMAA clubs alone.

• Elizabeth Kirby Hart has been elected vice president, legal and government relations, for the National Club Association, a trade association representing the business, legal and legislative interests of private, social, recreational and athletic clubs. Hart also has been serving as acting executive vice president and, prior to joining NCA, was issues director for a Maryland gubernatorial candidate.

• The Organization of Canadian Tennis Teaching Professionals has been established in response to the collective needs of tennis-teaching professionals throughout Canada. The organization offers many benefits, including professional development, networking sponsorship development, avenues of employment and group insurance coverage rates. For more information about the organization, call (416) 769-6860, or write CTTP 20 Budgell Terrace, Unit 8, Toronto, Ontario M6S 1B4, Canada.

Pro tournaments • Steffi Graf, the 24-year old German, is close to setting the single-season record earnings by a professional tennis player, man or women. Monica Seles set the record last year when she earned $2,622,352 on the Kraft Tour. As of Aug. 15, Graf had earned

$1 743,837 on the 1993 Kraft Tour. With Graf leading in the Kraft Point Standings, she most likely will earn the $650,000 year-end bonus for finishing first. The single-season men's record, $2,363,575 in 1991 is held by Stefan Ed berg.

• Jim Courier returned to the No. 1 position on the BM/ATP Tour Rankings with his fifth title of the year, defeating No. 3 seed Boris Becker in the RCA/U.S. Men's Hardcourt Championships final in Indianapolis.

• A series of broadcasting contracts signed in China, Australia and South Africa will widen the reach of IBM/ATP Tour television broadcasts by a potential audience of 280 million viewers.

In China, tennis fans now will be able to watch the ATP Tour Tennis Highlights Show on Shanghai's Oriental TV, Beijing TV and Guangdong TV. Chinese tennis fans also will have the opportunity to witness live tennis action at the first BM/ATP Tour event in that country the Salem Open in Beijing on Oct. 18-24 at the National Olympic Sports Center.

• The 1994 Qatar Tennis Open will be held Jan. 3 9 at the Khalifa International Tennis and Squash Stadium in Doha, Qatar. Confirmed participants in the event include Pete Sampras, Stefan Edberg, Boris Becker, Michael Stich and Goran Ivanisevic.

For ticket information, contact Ammar Radwani at the Qatar Tennis & Squash Federation, RO. Box 4959, Doha, State of Qatar, or call (974) 409-666.

Miscellany • The Peter Burwash International (PBI) Tennis Show recently was performed in Poland, its 98th country. The team of Peter Lewandowski, Denise Komula, Damian Gillespie and Rob Smith, all PBI tennis professionals, spent a week in Bydgoszcz to conduct junior and adult clinics at the Polonia Tennis Club.

• Sport Pacific, to be held Oct. 14-16 at the Anaheim (Calif.) Convention Center, is a new sporting goods event serving product manufacturers and retailers in the western United States and the Pacific region. The 10 product-specific pavilions wi feature beach/swimwear, tennis, outdoor products, volleyball, team sports, body building/fitness, in-line skating, golf footwear, and general sporting goods.

The show is open to retailers representing all sizes of companies and type of products.

For more information, contact Danielle J. Wilson at (800) 323-5155.

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