Addvantage 1993 September

vontcge® SEPTEMBER 1993 The Trade Magazine of Men and Women Tennis-Teaching Professionals™

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

Volume 17 — Issue 9 The Voice Of The Tennis Teaching Profession

NATIONAL BOARD OF DIRECTORS President Gordon Collins First Vice President Dave Sivertson Vice Presidents Kathy Woods Cliff Drysdale Will Hoag Joe Thompson Secretary/Treasurer Kurt Kamperman 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 Communications Gayden Cooper Marketing/Business John Tamborello Operations Magazine Coordinator Donna Banse Sports Marketing Karen Unger Coordinator Corporate Services Christ) 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 Membership/Education Vicky Tristan Assistant Financial Manager Renee Heckler Controller Accounting and Merchandise Services Director of Certification and Academies Co-Director of Academies

Betty Phillips Michelle Williams George Bacso Bill Tym

Advertising/Marketing Phone (713) 97-USPTA Information LEGAL COUNSEL Attorney-at-Law Paul Waldman ADDvantege is published monthly by the United States Professional Tennis Association.

For information, write World Headquarters One USFTA 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.

September 1993

On the cover AyumiShinozaki practices her volley at WestsideTennisClubin Houston. The club's summer camp and programs give local children an opportunity to become involved in tennis and develop a lifetime interest in the sport. Photo by Paul Howell.

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 — free of charge. This issue continues with Book II — 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 2 Analyzing all factors may lead to pro shop success

by Kurt Kamperman

FEATURES 2 Enhance off-court knowledge at USPTA Business School 6 Team up for success Change work groups to an effective team of staff members

by Will Cleveland 12 Slate for the 1993-94 USPTA National Board of Directors 12 Special interest meetings on National Convention agenda 18 The USPTA Adult Tennis League promotes pros through publicity 21 Strive for Master Professional status within USPTA 21 Looking for an audience?

USPTA's Educational Career Enhancement Program seeks qualified speakers 24 Pro Penn quarterly discounts

DEPARTMENTS 3 CEO's message Cooperation is key in industry effort to attract new players 4 Vice President's message Long-range planning The year 2000 is right around the corner 9 Off-court focus: Greg Cosgrove 14 USPTA drills 15 Dates that rate 16 Ask the professor Use imagination and variety to create exciting drill sessions 22 Industry action ADDvantage September 1993

1

Enhance off-court knowledge at USPTA Business School

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ADDvantage September 1993

oday, a tennis professional's job JLoc description is not limited to teaching tennis.

Professionals can improve their off-court skills with training in management principles at two USPTA Business Schools.

The schools, scheduled Oct. 17-18 in San Diego, and Oct. 30-31 in Arlington, Texas, will emphasize developing a tennis management team and a business plan, properly managing personnel operating a pro shop, and personal and professional development.

The school in San Diego will be held at Rancho Bernardo Inn, 17550 Bernardo Oaks Drive, only a 30-minute drive from the San Diego Airport. The registration deadline is Oct. 1 In Arlington, the school will be held at the Arlington Hilton, 2401 E. Lamar Ave. a 15-minute drive from the Dallas-Fort Worth nternational Airport. The registration deadline for the Arlington school is Oct. 11 The two-day school costs $150 for USPTA members, $225 for non-members. USPTA members who attend a Business School can earn six credits in the USPTA Continuing Education Program. For further information or to register, contact the USPTA World Headquarters, (713) 97-USPTA (978-7782). The office is open weekdays, 8:30 a.m.-5 p.m.

Central time.

Spike Gonzales and Mark McMahon will conduct the school in San Diego.

As the former chief operating officer of Tennis Corporation of America in Chicago, Gonzales developed and assisted in implementing club marketing programs and managed more than 30 indoor clubs throughout the country and hundreds of tennis professionals. He recently formed ADn Club Management nc. a consulting and management service for club managers and racquet sports professionals based in Rochester, N Y A longtime member of the USPTA Executive Committee, Gonzales also served as president of the USPTA Eastern Division.

McMahon is director of tennis at the Boca West Club in Boca Raton, Fla. which has 2,200 families as members. A former threeterm president of the USPTA Florida Division, McMahon also has served on various USPTA national committees, including the National Convention and Long-Range Planning, and served as chairman for the Nominating Committee and the Presidents' Caucus Committee. He has spoken at USPTA

national and divisional conventions, as well as the USTA Tennis Teachers Conference, and has written chapters for the USPTA Education Manual and the USPTA Guide to Country Club Operations.

The speakers for the Business School in Arlington are Barbara Braunstein and Kurt Kamperman.

Braunstein currently serves as the Florida Tennis Association's director of the United States Tennis Association's Schools Program and Community Tennis Involvement. In this position, she conducts workshops for physical education teachers, tennis professionals and interscholastic tennis coaches. As a player, she was ranked in the top 10 in Florida senior women's tennis for eight consecutive years. In addition to her USTA position, Braunstein also is a motivational speaker, trainer and consultant in all areas of personal and professional development.

Receive training in managment principles at two USPTA Business Schools.

Kamperman is a popular speaker at numerous conventions and business symposia throughout the world. A USPTA Master Professional, he is president of Stan Smith Design, a tennis facility planning and design firm, and director of tennis at Sea Pines Plantation on Hilton Head Island, S.C. Kamperman has extensive experience in club, resort and tournament operations, currently serves on the Tennis Industry Council, and is a contributing editor to 7enn/s Buyer's Guide and Court Products Report. o>

CEO's message

Cooperation is key in industry effort to attract new players

U-

'nfortunately, it's easier to develop programs for those people already playing the game of tennis than it is to create projects for introducing new people to the sport.

Tennis has lacked a strong grassroots marketing program aimed at the non-playing population, and the subsequent activities to retain the group's interest and participation in tennis after they've been persuaded to try the game.

For those already hooked on tennis, there are many opportunities to play. These include league options, such as USTA, USPTA, and TeamTennis. These programs reinforce the attraction to tennis for players at various activity levels, but they do little to entice novice or first-time consumers who may be eager to give the game a try.

Filling this programming void has become a goal of a conglomerate of industry organizations now involved in planning one of the most important grassroots tennis activities aimed at the potential tennis market.

This process began when an old tennis organization adopted a new name the Tennis ndustry Association (TIA). Formerly the American Tennis Industry Federation (ATIF), TIA is a trade association of tennis industry manufacturers and organizations, such as USPTA, the ATP Tour and the Women's Tennis Association (WTA).

Idealistically, an interesting phenomenon is supposed to occur under the TIA banner.

All member organizations are expected to wear a neutral hat while working for the good of the game. There's no room for individual egos and business competition.

Normally competitive companies and groups like Wilson and Prince, USPTA and USPTR, and agents and players are all expected to use this cooperative environ-

Tim Heckler, CEO ment to set aside differences and work together for the general benefit of tennis. This type of industry alliance became stronger during a recent TIA meeting in Chicago, • where TIA members met with USTA's Executive Director Marshall Mapper and Marketing Director Kevin Loftus to iron out details for a nationwide tennis event.

If the groups agree on the combined sponsorship of the event, it will be built around a well-designed and existing program USTA's Play Tennis America. It will be combined with a TIA-inspired concept currently known as Grow Tennis America, which specifically is developed to attract nonplayers to the sport.

Grow Tennis America will include two phases that will be marketed to non-players through the mass media, and will encourage them to participate in a beginner tennis package. The low-cost package will include a tennis racquet, two tennis lessons and an instructional videotape. The fee for this package has not been set, but TIA, with support of industry manufacturers, will keep the price extremely low to attract many non-players.

The lessons offered with the package will be provided by members of the tennisteaching professional organizations, and each teacher will be paid an introductory fee for his or her participation. While the fee will not be the equivalent of most normal lesson rates, industry representatives feel that professionals should be given some fee to encourage their participation instead of asking them to donate their time, which usually is the case with other sports marketing events. This also is a way for the industry to demonstrate its appreciation of tennis-teaching professionals and their efforts as a delivery vehicle for most tennis-related programs.

Once the marketing and introductory lesson phases are complete, the last three phases will be identical to USTA's Play Tennis America program, which involves more basic instruction, some organized play and an introduction to leagues. Hopefully, the combination of these phases will retain the new players.

TIA plans to spend several hundred thousand dollars on a pilot study in two or more cities to test the viability of the program.

Following successful results, it will become a nationwide program and we will provide you with more details and explain how you can get involved. The pilot study tentatively is scheduled for Austin, Texas, and Tucson, Ariz, with a possible site in Charlotte, N.C. The final sites will be predicated on professional interest in these areas, and sincerely urge our members in these cities to participate.

It is not important that I go into further details of the program at this time, but do feel it is imperative to tell you how inspiring it is to see the tennis industry's leading groups, including the USTA, in one room, working for the same cause.

The tennis economy is going through some troubled times, and it is essential that we all work together to make this and other tennis programs successful. Only by setting aside our business differences can we work to increase tennis participation and ensure a healthy future for everyone in our industry, hope you will look favorably upon these efforts by TIA, USTA and all other organizations, including your own. It's time for all of us to make an investment for our profession and its future, o ADDvantage September 1993

3

First Vice President's message

Long-range planning

The year 2000 is right around the corner .he decisions we make today will determine the future of USPTA. Recently, the USPTA Executive Committee members were polled regarding the direction of the Association. An open discussion and series of longrange planning meetings followed these surveys. The results pointed to a clear direction that USPTA will take as the Association approaches the year 2000.

The purpose of USPTA • Education — This came as no surprise, since education has been the No. 1 priority for the last five years in the eyes of the Long-range Planning Committee members. The Association's commitment to developing top teaching professionals is unmatched in the industry.

• Develop credibility through better communication with the industry and consumers — This purpose ranked high in importance to the success of USPTA, because the committee felt every member would benefit from a positive image and a strong public relations program.

• Create member services/benefits — This area was singled out as a high priority for USPTA, since nearly every job of the Association centers around a service or benefit. Gaining value for members, either directly or indirectly, is constantly on the minds of USPTA leaders.

• Test and certify members — Although arguably the No. 1 purpose of the Association, the area of testing and certification often is overlooked because of the incredible success of the programs.

USPTA currently tests more than 1,000 prospective members each year and makes testing improvements on a regular basis.

• Promote tennis and the profession — Increase awareness of tennis by promoting it to potential players, which ultimately 4

ADDvantage September 1993

will ncrease revenue for teaching professionals.

Executive Committee members also identified some strengths of the Association, which include: • Education program — As a first priority, USPTA has developed more than 350 education courses and events in 1993, with increases projected for 1994. The development of the Continuing Education Program has been one of the most important advances for the Association. Most of the top leaders and members of USPTA have embraced this program. It has ncreased the pro's credibility with employers and encouraged members to become more involved with their trade association.

• World Headquarters and staff — All members can be proud of the World Headquarters in Houston, which was purchased in 1990. USPTA uses 16,000 square feet of the 70,000 square feet available in the building, which is 89 percent occupied. The acquisition of this building means the Association continues to build assets each year. The addition of two tennis courts has added the ability to conduct on-court education programs.

The staff works under the direction of Tim Heckler, an outstanding CEO. His endless hours of work have built USPTA into an organization which continues to meet the needs of its members. His staff is equally enthusiastic about seeing the Association move forward.

• Divisional structure — USPTA truly is a democratic organization composed of 17 divisions across the United States, With this mix, the Executive Committee has a broad range of information with which to make important decisions affecting the Association.

Dave Sivertson, First Vice President • National Convention — Regarded as one of the top events in the tennis industry, the USPTA National Convention is the largest, teaching professional educational event in the world. About 2,000 participants are expected at this year's event in Boca Raton, Fla. • Other strengths — Areas the Executive Committee noted as USPTA strengths include the number and quality of members, involvement with allied Associations and professionalism.

Areas of focus The Executive Committee identified areas which require more time and energy by USPTA. These areas are: • Public relations — Although USPTA has accomplished a great deal in the areas of promoting tennis and the profession, we have spent very little time telling anyone about it. n the past, we have spent most of our resources on education and other important member services. There is a need for better communication with the tennis industry, which includes the consumer, employers, peers, manufacturers and allied associations. To improve communication, we have developed a long-range public relations program.

• Delivery system — Although between 1,500 and 2,300 professionals participate in events such as Across America Tennis Day and the National Convention, we have a number of pros who remain uninvolved.

We want to expand our divisional network (continued on page 7)

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In Love With The Game"

Team up for success Change work groups to an effective team of staff members

by Will Cleveland

.he message is simple: Teamwork pays. A staff at a club or facility that is a coordinated, well-run team and part of a stable group will be more productive, more reliable, and will contribute more to the bottom line.

Teamwork affects the bottom line for teaching professionals, tennis directors and club managers.

An example of cooperative teamwork is Wal-Mart, the giant department store chain.

Employees at Wal-Mart are kept informed of company policy and are involved directly in the decision-making process on a daily basis. The concept of having someone to greet customers at the store's entrance was submitted by a cashier in one of the field stores, not by the customer service or sales staff What is a team?

A team is a highly communicative group of people who may have different backgrounds, skills and abilities, but work toward a common purpose with clearly identified goals. This definition has four parts that should be examined closely.

First, a team is a group that communicates information well. Ask yourself how satisfied you are with your job. How well informed are you? As head pro or manager, are you relaying information to your staff? Staffs that are well-informed are more committed to the program or the club, so communication levels must be high Secondly, a team works toward a common purpose and has a shared sense of commitment. It may not be important to like a particular team member, but it is very important to accept him or her as a member of your team.

The concept of blending implies that team members should strive to get along and support each other.

Next, a team consists of people with different backgrounds, skills and abilities. Are you interested in working with others like yourself who have the same likes, dislikes, weaknesses, and strengths? Or, would you prefer to work with people who are diverse, non-conformist, and bring new, different and creative ideas to the table?

6

ADDvantage September 1993

Reward staff members for participating in grassroots events.

Finally, teams have clearly identified goals.

Setting goals, which should be done daily, weekly, quarterly and annually, is the same as setting team challenges.

Teams vs. work groups Teams and work groups have 10 critical differences. Check to see if staff members at your club or facility belong to a team or a work group. • In the job environment, against whom do the tennis pros compete? The key component of a team is that all members work together against an external opponent, like a competing club or resort, n work groups, members compete internally against each other. People in work groups tend to be territorial in nature and often professional jealousy can be found among the staff Teams see a bigger picture and compete against a goal, another external force, or against itself in order to attain a higher level of service and commitment.

Photo by Steve Burman

Do staff members have a team agenda or a personal agenda? Are they goaloriented or task-oriented? The difference between being efficient and being effective may indicate whether or not the staff is goal- or task-oriented. Efficiency is doing things right, whereas effective is doing the right things. Teams have a sense of priority in that they do the right things.

Work groups are staid and stodgy, but teams are innovative. The late Woody Hayes, former Ohio State football coach, contended that people either improve or they get worse. In other words, if you become set and content, your competition will pass you.

Work groups are autocratic, while teams run on participation. It is my firm belief that head pros and club managers have a moral obligation to train and educate their staffs. When hiring staff members, remember that they eventually may leave the organization. Always take staff input seriously, and let assistants occasionally

•

•

•

•

•

•

develop game plans for teaching. Delegate special programs or events to assistants, which teaches them self-reliance.

Teams are self-starters, but work groups must be jump-started. Avoid paying extra to motivate a pro for doing a minor aspect of a job, since this amounts to a bribe, 'm constantly amazed at the number of teach ng professionals who nquire whether they'll be paid for a staff meeting.

Staff meetings are standards that are essential to the smooth operation and success of the team. The top teaching pros and staff members are motivated by external values (the success of the team and its programs), rather than internal values.

Teams link their success to the success of the organization. What happens when the team wins? Work groups would have you believe there is no correlation between individual and organizational achievements, however, there is a direct link.

When the team achieves success, the organization also does. n work groups, people are either independent or over-dependent. A team is inter-dependent, since its members ask each other for help or offer help when needed. In many tennis clubs, there exists the 'myth of the star performer.' This person is someone whose skills help create an aura that earns him or her the right not to participate as a team member, n addition to being simply untrue, 'star performers' can create a devastating effect on morale and offset any gains made by the star in the program.

Teams enjoy what they do for a living, while work groups tolerate what they do and the people with whom they do it.

What defines a great place to work? believe there are three factors: trust in your employer, enjoying the people with whom you work, and having fun at the workplace. Trust is developed when the boss delegates work and listens to his/her employees. Many employees come to work wearing an emotional raincoat and never take the opportunity to know their co-workers or have fun with them. But management also must accept part of the responsibility for fostering an enjoyable, fun workplace and encouraging camaraderie among workers.

There exists a sense of urgency among teams. Urgency creates performance, which makes the status quo unacceptable.

What used to be good enough is no longer acceptable.

Teams thrive on a challenge, whereas work groups avoid risk. Try rewarding staff members for attempting new things. If a pro takes time off to conduct grassroots programs like Across America Tennis Day, reward that performance. If the pro

becomes a USPTA tester, allow him/her the freedom to take a day off to perform that job. These actions will go a long way in creating an arena of performance among staff members.

The true test of teamwork is synergy.

Synergy states that the total output is greater than the output generated from the sum of the parts. In other words, five staff members begin to do the work of six or seven.

Once teamwork has developed, the staff will reach new heights in performance, which ultimately will increase the bottom line of the club or facility.

Making the transition from group to team If there are work groups in place at your club or facility, here are several hints that may make the transition from work groups to effective teams a bit easier • Study successful staff operations at other tennis clubs and facilities and pattern your routines after them.

• Everyone affected by the transition should be involved in the process toward teamwork.

• Solicit and be receptive about concerns from everyone involved in the transition.

• Create a timetable for the transition, with measurable checkpoints along the way.

• nform train and communicate with prospective team members.

• Start small and build on your successes.

You'll encounter some institutional resistance to change along the way.

• Evaluate the transition and adjust the strategy by measuring the output of staff members.

Making the transition from a work group to a team will require a degree of patience, however, the rewards gained by taking on the enormous task of team-building will far outweigh the burdens. With a little work and perseverance, the group will blossom into an effective team

Will Cleveland is the general manager of the Wtldwood Racquet Club in Fort Wayne, Ind. He has been a speaker at the USPTA Midwest Division Convention, an Indiana District president and a Midwest Division board member.

Cleveland is a member of the Will Cleveland Prince Teaching Professional Advisory Staff and was named the 1992 Indiana Professional of the Year by the USPTA Midwest Division.

Vice President's message (continued from page 4) by developing regional areas inside each division. Through more direct contact with the members, we hope they will see the value of participating in USPTA events.

• Financial condition — USPTA must keep a balance between saving money and allocating more funds to member programs and services. Taking on a financial liability, such as the World Headquarters building, produces certain risks. The Executive Committee is sensitive to the Association's financial position, and wants to increase liquid assets and reduce debt, but not reduce the quantity and quality of our programs. This balance requires constant supervision by the Association's leaders.

• Endorsements — Endorsement funds from Penn Racquet Sports, Prince Sports Group, and Asahi comprise an important portion of USPTA's annual budget. As much as the Executive Committee would like to reduce dependency on these funds, it would be difficult to do without affecting some of the extra programs in place for our members, as well as the tennis industry. Based on the nature of their products, all manufacturers have a vested nterest n tennis through USPTA Developing better tennis professionals is essential to the growth of the game. We appreciate the support from the manufacturers whose contributions to the Association have produced tremendous value to the tennis industry as a whole.

• Other focus areas — The Association will concentrate on other areas, including training divisional leaders, developing high divisional standards, increasing membership involvement and continuing longrange planning.

The fuel behind USPTA is its members.

The thousands of volunteer hours given by tennis professionals to promote tennis and the profession have not gone unnoticed.

Many of USPTA's veteran leaders are stepping aside to make room for the new, emerging leadership. The Association has so many valuable members, and needs input and participation from all of them. Let USPTA's leaders, both divisional and national, know about areas of concern to you. can assure you that the information and experience you have is important.

Editor's note. Dave Sivertson serves as chairman of the national finance, public relations, endorsements, and long-range planning committees.

ADDvantage September 1993

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Off-court focus

Involvement and effective promotion spell success for USPT4 Hit-a-thon hat happens when USPTA pros are given three tennis balls and told to rally until they miss? The event would amount to an extremely successful fund-raising effort the USPTA Hit-a-thon.

The first Hit-a-thon was held in February in Indian Wells, Calif and was created by USPTA pro Greg Cosgrove. Involving approximately 50 percent of the USPTA pros in the area, it raised more than $15,000 for the Arthur Ashe Foundation for the Defeat of AIDS and The Desert AIDS Project.

The Coachella Valley section (Palm Springs area) of USPTA pros wanted to conduct a fund-raising event, so thought we should do what we do best tennis, Cosgrove said.

Since the Hit-a-thon was Cosgrove's idea, he was responsible for coordinating participants, soliciting sponsors and handling promotion. He is the director of tennis at The Vintage Club in Indian Wells from October to May, and the Tahoe Donner Club in Truckee, Calif during the summer months.

Besides raising money for a local and national charity organization, there were other goals for the project, including raising community awareness of AIDS, promoting USPTA pros to the community and obtaining positive recognition, Cosgrove said.

The object of the Hit-a-thon was to rally as long as possible without hitting the ball into the net or out of bounds during three

CWiA iÂť'w Or Âť ~

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Greg Cosgrove

attempts. Participants solicited pledges from community members for the total number of hits after three rallies were completed.

The USPTA Hit-a-thon was a great success, with one pair (Dan Aubuchon and Ron Estrada) rallying for more than 5,000 consecutive hits before playing out the rally.

A check for the funds was presented at the March ATP Tour Awards Gala at The Stouffer Esmeralda in Indian Wells, which was dedicated to the memory of Arthur Ashe.

'We plan to make the Hit-a-thon an annual event, and expect more participation next year from pros who saw how successful our efforts were,' Cosgrove said. This year, pros and sponsors had no idea how far someone would be able to hit. It really became a test of concentration to keep the ball going, and the pros, being competitive by nature, made it into a competition to see which pair could hit the longest.

The event was well publicized in the Coachella Valley area, gaining coverage from local newspapers and other media. Cosgrove was

responsible for press releases, letters, correspondence to television and radio stations, and fliers promoting the event.

From the experience of organizing and promoting the event with a personal computer, he believes that all tennis professionals should obtain a computer and learn how to use it.

"Computer knowledge gives a pro and his or her events credibility it takes you from being a tennis pro to being a businessperson, Cosgrove said. They are a great way to promote yourself and give legitimacy to an event.

Cosgrove, who graduated from the University of Oregon, enjoys hosting unusual programming events like the Hit-a-thon for members, and thinks he's lucky to be employed by two clubs at different times of the year.

'A lot of pros who have been at one club or facility are susceptible to burnout with the same club, same clients, same everything, Cosgrove said. "I change every five to seven months, which keeps me fresh and highly motivated to create new programs.

Recently, he hosted a nighttime glow ball mixer at the Tahoe Donner Club, in which members played with glow balls and neon glow necklaces on dark courts. He also is finalizing plans for the Tahoe Donner International Wheelchair Tennis Tournament, which will be held Oct. 1-3 at the club.

The tournament, with 90 players from 12 countries, is the last event before the Wheelchair U.S. Open, Cosgrove said. "The players love coming to the mountains, and there is a great deal of community involvement with the event. nvolvement from club and community members is the key to success for any event, but especially for the USPTA Hit-a-thon. The next Hit-a-thon hosted by Cosgrove and the Coachella Valley's USPTA pros most likely will have a higher financial goal and a large number of pros participating, o> ADDvantage September 1993

9

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he USPTA selected from the best in tennis court design and construction when they built their new instruction facility in Houston, Texas.

These brands and services are "Officially Approved" by the USPTA. Designer GLOBAL CONSULT CROUP, Inc. 908-528-81 1 0 Fax 908-528-6020 Surface LEE HYDRO-COURT 800-327-8379 Fax 804-971-6995 Lighting LSI COURTSIDER SPORTS LIGHTING 51 3-793-3200 Fax 51 3-793-0147 Nets, Posts and Windscreens Douglas Industries, Inc. 800-553-8907 Fax 319-285-4163 Contractors MALOTT PETERSON RENNER, Inc. 303-744-3631 Fax 303-777-0706 AUSTRALIAN COURTWORKS, Inc. 800-537-261 3 Fax 601-825-6509 International distributor for these brands and coordinator for this project.

XSPORTS, Inc. 51 6-767-91 1 4 Fax 51 6-767-7548

Combined instructor tower and maintenance building was a unique design f 'eature.

"We're very pleased with USPTA's new Tennis Centre. The design of the facility met all of our expectations. The courts and surrounding area offer low maintenance and excellent quality of play And, the court system is valuable in that it allows us to change the payability of the surface."

GEORGE BACSO, USPTA Director of Certification and Academies.

THE 1993-94 USPTA

NATIONAL BOARD OF DIRECTORS THERE B E I N G N O A D D I T I O N A L N O M I N A T I O N S FOR THE BOARD OF DIRECTORS, THE 1993-94 OFFICERS WILL BE

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THE NEW NATIONAL BOARD OF DIRECTORS WILL BE INSTALLED IN SEPTEMBER AT THE USPTA NATIONAL CONVENTION IN BOCA RATON, FLA

New USTA exam offered at National Convention A new USTA Sport Science Level II Exam will be offered at the USPTA National Convention. The exam, Part C on biomechanics, is slated for Sept. 21 from 3:30 to 5:30 p.m.

Parts A and B of the exam also will be offered during the same time period. To register, contact the USTA Player Development Center in Miami at (305) 530-4240.

12

ADDvantage September 1993

Special meetings at convention USPTA National Convention attendees have a busy agenda during the convention: the National Championships, parties, educational seminars and the National Tennis Buying Show.

Members attending the convention, to be held Sept. 18-26 in Boca Raton, Fla. also are reminded to make time for the many USPTA committees hosting annual meetings.

At the gatherings, members will determine goals for 1993-94. In addition, other meetings will be held for members of special interest groups.

Convention attendees may attend the committee meetings and observe, but only committee members may take part in the discussion. However, all attendees may participate in the general membership forum to learn more about USPTA. Sept. 19 9-10 a.m.

Women's social breakfast Sept. 20 2-4 p.m.

Education Committee meeting (members only) Sept. 21 2-4 p.m.

Divisional public relations liaisons meeting Divisional convention coordinators meeting Sept. 22 1-3 p.m.

Divisional league coordinators meeting 2-4 p.m.

Divisional education coordinators meeting Divisional newsletter coordinators meeting Minority Affairs Committee meeting (members only) 6-7 p.m.

USPTA women members open meeting Sept. 23 7-8 a.m.

Divisional minority liaisons meeting 8-9 a.m.

Divisional women's liaisons meeting 11 a.m.-1 p.m Head testers/divisional membership coordinators meeting Sept. 24 8:45-9:45 a.m.

General membership forum with open discussions about USPTA programs and activities, including minority affairs, the USPTA Adult Tennis League, continuing education, public relations, USPTA administrative issues, tournaments, politics, sports marketing and division concerns.

Chapter 2

Analyzing all factors may lead to pro shop success

by Kurt Kamperman

Many tennis teachers consider owning and/or operating a tennis pro shop at some point in their careers. The process of making the decision to become involved in a pro shop often determines whether a shop owner makes a profit or loses money • This chapter will provide potential entrepreneurs with the information necessary to make intelligent decisions. The pro shop business, like any other business venture, has a high failure rate. However, unlike most other businesses, a pro shop often is treated as a "sideline" or part-time business, which makes it 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 a variety of outside factors that affect his or her business, including the bank that loans the startup capital, the manufacturer who ships the merchandise, and the salespeople who display and sell product. Most of the time, these factors are outside the owner's direct control. The owner's

ability to coordinate these variables will play a critical role in the success or failure of the pro shop.

A few questions need to be answered by the tennis professional before he or she decides to open 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 or she usually knows before walking on the court how much money will be made for the time contributed. 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. All of these factors are the realities of the pro shop business.

A pro shop is a retail business, and should not be entered into lightly Retail is very competitive and

CopyrightŠ United States Professional Tennis Association, Inc. 1993.

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

25

requires a significant amount of time, effort, money and knowledge for success.

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

o

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, financial, experience and interest. •

3

Time: How much time is involved in a current work week? Will the pro shop responsibilities replace or be in addition to current employ-

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ment obligations? How much time will the pro shop duties take? Are the hours flexible? From a time standpoint, 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 controlled easily, getting everything done in the shop does not always fit into a schedule.

The bottom line: If you don't have the time, retail is not for you.

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 personal financial situation? Is a loan possible?

How is your credit?

If investing in the shop, estimate its income and compare it with 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?

The bottom line: Be prepared to invest for the long-term and, unless independently wealthy, look for other sources of capital.

I Experience: An owner/operator should have previous experience as a shop employee who handled daily customer transactions, worked the floor, and sold clothes, racquets, shoes and accessories. Experience should include physically taking an inventory, writing a purchase order, filling out a receiver form, reviewing clothing lines with sales representatives and attending a buying show

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In addition to retail experience, an operator should have sales, management and accounting experience.

The bottom line: If experience is lacking, don't begin by owning a shop, ease into ownership.

O O so 26

Consider the amount of teaching time lost because of time contributed to the shop.

• Interest: Consider career goals. What are the personal goals for this particular shop? Is selling enjoyable? Is fashion an interest? Are retail trade magazines read thoroughly? Are details noticed when it comes to merchandising? When working inside, is there an urge to be outside teaching?

The bottom line: If planning on delegating all duties and your personal interest is elsewhere, it may be wise to stay out of the retail business.

Identify the market 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.

About the author.. I Kurt Kamperman, a USPTA Master Professional, is the director of tennis for Sea Pines Resort on Hilton Head island, S.C., where he oversees tennis operations.

Kamperman, who has been for 17 years, also is [ of Stan Smith Desigr suiting firm specializ planning and design

Kurt Ka veiopmenr 01 a ., world.

Kampermj is a contributing Report, and a r speaker at mar published "Tv/c workbook for !e

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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 often is difficult to obtain, find out 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 opinions 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

Identify the most common type of play at the club to determine the demand on products

What is the make-up of the facility's clientele?

Most established private clubs have information available on the members. If the shop is at a public facility, check out the surrounding neighborhoods. How expensive are the homes? What 27

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.

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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.

This information is important in establishing pricing policies and in making accurate buying decisions.

Economic climate â&#x20AC;&#x201D; good or bad? r*n*^^^r

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This is important to consider once the market is identified. If the shop is at a well-established, 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, which includes 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.

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O O When dealing with sales representatives, be sure to play by the rules and be fair 28

Today's retail market is extremely competitive with discount houses, mail order and sporting goods stores all competing for a facility's business.

Take a close look at the local competition and conduct 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 pricewise. Value, expert advice and strong customer service need to be stressed. This takes time and effort.

In areas where league (USPTA, USTA, ALTA) play is popular, many regular customers frequently wittplay 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.

In areas where league (USPTA, USTA, ALTA) play is popular, many regular customers frequently will play at other area clubs. Make it a point to visit all of these clubs to see which lines of clothing are carried, pricing policies and levels of customer service. Pay particular attention to any merchandise that is discounted more than 20 percent. One shop like this can hurt sales in an * 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 office location has 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?

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Obtain a second opinion from someone not involved in the decision process 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 of these conditions, be sure to get a second opinion. A person not involved intimately in the decision sometimes can see things that are overlooked. Last of all, if there are any personal hesitations, don't do it! The outcome of an unsuccessful retail venture could burden you for years.

u 5

Structuring an agreement with the club If you've decided to become involved in the pro shop at your club, structuring an agreement with the club is possibly the most important factor in determining if the venture into the retail business will be a success or a failure. There have been many professionals who have failed in the pro shop business despite being very good at buying and merchandising. Unfortunately, they did not consider all the variables when negotiating their agreement with the club, and eventually ended with an agreement that didn't make economic sense.

29

Before negotiating a pro shop agreement, consider:

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Type of relationship —Normally, the more risk a pro takes, the greater the potential payoff. Obviously, a lot will depend on whether the pro actually owns the shop (inventory, fixtures, etc.), or is responsible just for the shop's buying and operations, with the club owning the inventory. Often, the club is agreeable to either situation, although the volume of business, history and other factors will affect their mindset. If the club is open to several different scenarios, it's important that you choose carefully.

Your strengths and "weaknesses — A tennis pro must be very objective when assessing his or her inventory skills and how they relate to the retail business. Take a hard look at past experience and the actual amount of hands-on work you've done in a pro shop. If there is another tennis professional in the area who owns or operates a shop, ask his or her opinion about owning, leasing, managing or simply buying for a shop as either a salaried employee, or for a percentage.

When a pro analyzes his or her skills, they should be sure to consider areas such as time management, sales skills, and administrative and organizational ability. Are you computer literate? How is your personal sense of fashion? Can you say no easily?

How does yourfinancial situation and past experience match with the club's objectives for the shop?

The club's strengths and "weaknesses — Is there a waiting list for memberships at the club, or are initiation fees being lowered to encourage new memberships? Does the tennis program take a back seat to golf, or does tennis hold its own? Who makes decisions at the club? Will you report to a general manager, a tennis committee, or a board of directors?

Club objectives — What are the expectations of the club? Do they expect you to carry a racquet and shoe selection as varied and wide as a large discount house?

What type of return does the club management expect from the shop? Do they view it as being tied in with the entire tennis program, or do they look at it as a separate business unit? If they don't tell you what they expect, ask them.

History — What type of arrangement did the last pro have? Were they the same or different? What worked well and didn 't work well for both the shop and the pro?

Did all sales go through the club or go directly to the pro? Who was responsible for the accounting? Did the pro receive money/payments on time?

Type of club and clientele — If your clientele expects Ellesse and Fila over Prince and Wilson, the cost of inventory will be high The club's image also will dictate yourfixtures and displays. These two areas will determine the start-up capital.

Economic conditions — Is now the right time to own $25,000 in inventory? Is it the best time to get a small business loan? Are people spending money on tennis equipment and apparel?

A major point to consider: Does the club care how well you do? If you net $50,000 from the shop, will they cut your salary or lesson percentage? If you lose money on the shop, will they help to bail you out?

Shop's financial profile — What was the revenue performance in past years? Try to obtain at least the last five years. Are the records accurate? Do they involve breakdowns by product and other categories?

Identify expenses — Failing to clearly identify all expenses and who will pay for them is the biggest mistake pros make when negotiating shop agreements. Once a contract is signed, the pro is in a poor position to negotiate with the club about unexpected expenses.

Contract specifics It is important to think about a contract or agreement with the club in the same manner as an apartment lease. Before signing the lease, physically inspect the premises and list all the areas that must be corrected before moving in. You'll also •want to include how money will be handled, any restrictions and other questions. Following is a sampling of eight specific areas that should be covered in a contract or agreement for the shop: retail inventory and sales, shop staff and hours of operation, overhead, capital expenses, maintenance, billing and accounting, restrictions, and "what if clauses.

Retail inventory and sales Who will own it, pay for it, and be responsible for selling it? What will be the revenue split?

Be sure to decide: • What happens to stolen merchandise?

• What happens with discounted merchandise?

• What happens with leftover merchandise?

• Who will pay for the business license?

• Who is responsible for the pro shop security?

• Timeliness of payments to vendors, club and pros, and penalties for late payments.

.1

• What happens if the club terminates you?

A buyout clause is a must if the pro owns all the merchandise in the shop. After all, what can be done with $10,000 worth of logo merchandise?

Buyout clauses should be well thought out to be fair to both parties.

Shop staff and hours of operation This needs to be detailed. If the club has lighted courts, does that mean the shop stays open daily until the last court closes at 11 p.m.? How many people are expected to reasonably handle the shop duties? Do you need two people at all times and three during busy times? Who will pay the shop employees: you or the club? Who will be responsible for employee benefits, such as Social Security and other taxes, and healthcare? Unless you've got a huge operation and plenty of experience, avoid this area at all costs.

• Who will insure the merchandise?

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Retail inventory is one area that should be covered in contract negotiations.

31

Overhead Who will pay for local and long distance telephone expenses, cable television, shop and court electricity, water and sewerage? If the air conditioner breaks, who pays for it? What about leased equipment, such as a cash register, copy or fax machine, and a computer?

Capital expenses Who buys the fixtures, displays, and lighting needed? Who repairs and/or replaces the roof, plumbing, carpeting, heating/air conditioning unit, and front desk? How about a new coat of paint or a new stringing machine?

o 111 iX

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Maintenance Who will clean the locker rooms, bathrooms, carpet, windows, and lounge area? How about the landscaping around the shop?

Billing and accounting Who loses if someone doesn't pay a bill? Who's responsible for collections? When defining a monthly revenue split, which set of numbers is used if the club's figures and yours vary?

Restrictions Is there anything you can't sell in the shop (perhaps casual wear because it competes with the golf shop)? Is there anyone to whom you can't sell (general public or members only)? Is there a ceiling on your markups?

"What if" clauses What if • The club adds four more courts?

• The club loses four courts to an enlarged parking lot?

• The club hosts a major event and the courts must shut down for two weeks in prime season.

• You get hurt and can't work?

Obviously, it's impossible to cover all areas that may affect your ability to do business successfully, but always go through the "what if scenarios first.

As with all business ventures, the success of a pro shop depends on the vast number of factors that are outside the owner/operator's direct control.

However, factors such as detailed financial planning, a thorough analysis of the market, good negotiation skills, and a specific contract can put pro shops on the road to becoming a successful business venture.

4/

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During contract negotiations, determine who will pay for merchandise displays in the shop.

32

FALL. SPECIAL The 5 KEYS TO TENNISSM series offers two books, a videotape (VHS and PAL formats) and an on-court accessory package for tennis players and tennis teachers of all ages and ability levels. It is a common language approach that simplifies and greatly enhances the learning process n sports, while allowing instructors to utilize their ndividual teach ng styles.

5 KEYS TO TENNIS book introduces the reader to the 5 KEYSSMand the SYSTEM 5 learning concept. The 5 KEYS TO TENNIS video presents the 5 KEYS in a fu l-color format uti izing ive action coupled with 2-D and 3-D animation.

The 5 KEYS TO TENNIS implementation manual is a "user's guide" companion to the book providing over 100 diagrams, i lustrations, and implementations for the coach, teacher, parent, or self-learners to effectively work with the 5 KEYS TO TENNIS. It is a "how to" approach compatible with any instructional program presented in an easy-to-use series of progressions. This is the ideal manual produced with the tennis teacher in mind!

The 5 KEYS TO TENNIS package includes the 5 KEYS TO TENNIS book, implementation manual and video.

The 5 KEYS TO TENNIS Court package consists of 16 color coded and numbered zone markers, 16 orange target markers, one adjustable and numbered height marker, and one hanging target.

PACKAGE INCLUDES THE S KEYS TO TENNIS BOOK, IMPLEMENTATION MANUAL AND VIDEO.

The 5 Keys to Tennis book

Retail Member price discount $ 29.95 15%

Member Qty. Price $ 25.45

The 5 Keys Implementation manual

$ 19.95

15%

$ 16.95

The 5 Keys to Tennis videotape (VHS)

$ 29.95

15%

$ 24.45

Item

The 5 Keys to Tennis videotape (PAL) *PAL is for international videotape units The 5 Keys to Tennis package (VHS) The 5 Keys to Tennis package (PAL) System 5 Court Package

For quantity discounts call (713) 97-USPTA

Amount

SEND ORDER TO: USPTA Gift Shoppe, One USPTA Centre, 3535 Briarpark Dr., Houston, TX 77042 • TEL (713) 97-USPTA • FAX (713) 978-7780 *Please allow two-three weeks for delivery. Sale ends 10/31/93.

PAYMENT METHOD:

$ 39.95

15%

VISA

$ 33.95

Fall $ 48.95 $ 69.95 special Fall $ 55.95 $ 79.95 Special $ 180.00 20% $ 144.00 Subtotal Houston (MTA) residents add 8.25% tax other Texas residents add 7.25% tax

I—I CHECK

MASTERCARD

Name as it appears on credit card Credit card #

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SHIPPING ADDRESS (No P.O boxes, please)

Shipping and handling (book, video tape or manual) Shipping and handling (court package)

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Shipping and handling charges Books, tapes & manuals Court package Continental U.S., add $ 4.95 $ 10.95 Alaska, Hawaii, Puerto Rico and Canada, add $10.95 $ 42.50 FOR INTERNATIONAL ORDERS, PLEASE ADD 40% OF TOTAL PURCHASE.

Phone (area code) Daytime phone #

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ADDvantage September 1993

13

USPTA Sneaking in Purpose: To practice a surprise attack behind a high, deep, topspin shot.

Players line up n single file at each baseline. The nstructor feeds a deep groundstroke to player one, who hits a high looping groundstroke and moves two feet nside the baseline. As player two goes back for the ball and focuses on the deep shot, player one sneaks in behind the high, looping ball He or she takes the next ball from player two in the air for a volley approach down the line, an angle volley, a high volley back deep, or an overhead. The players finish the point, and the instructor feeds to the next pair in the same sequence. Players rotate through both sides of the court.

Jack R. Newman Dallas

Ball Movement

Player Movement

X1 X X iSfe

Push me, pull me Purpose: To practice controlled slice approach/groundstrokes and volley placement down the line.

X1

Players are partnered down the line from each other with a couple of balls to feed into play. Either side may start the drill by hitting a short ball for his/her partner to approach X1 and X2 feed short balls to Y1 and Y2, who slice approach down the line, split and set for the volley.

X1 and X2 slice groundstrokes down the line to Y1 and Y2, who then volley down the line. Y1 and Y2 immediately recover to the baseline, if possible, as X1 and X2 approach down the line on the volley that has bounced in front of them. X1 and X2 split and volley down-the-line, si ice groundstrokes to Y1 and Y2.

The sequence is repeated in an attempt to keep one ball in play for 20 consecutive shots. Some options are to play crosscourt; have a contest for the longest, continuously hit ball; change the number of shots to be played consecutively in order to get a more aerobic workout; or switch partners. mm

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Scott Pennington Savannah, Ga. ADDvantage September 1993

Y1

Y2

Dates that rate H^Hl^^^^HHIi JtLixains, upgrades and Certification Training Courses Sept. 18-26 National Convention exams, Boca Raton, Fla. (CTC) Oct. 2-3 Fort Washington, Pa. (CTC) Oct. 2-3 Goldsboro, N.C. (CTC) Oct. 14 Freeport, NY. Oct. 15-17 Leawood, Kan. Oct. 16-17 Boca Raton, Fla. (CTC) Oct. 16-17 Detroit, Mich.

(CTC) Oct. 22-23 Bradenton, Fla. (CTC) Oct. 24-25 Austin, Texas (CTC) Oct. 24-25 Murrieta, Calif.

(CTC) Nov. 6-7 Milwaukee, Wis. Nov. 7-8 La Jolla, Calif.

(CTC) Nov. 7-8 Santa Maria, Calif. (CTC) Nov. 11 Freeport, NY. Nov. 13-14 Boca Raton, Fla. (CTC) Nov. 13-14 Little Rock, Ark. ' (CTC) Nov. 13-14 Seattle, Wash.

Nov. 14 Redlands, Calif.

Nov. 14-15 Los Gatos, Calif. (CTC) Nov. 14-15 McLean, Va. (CTC) Mm/ I^UV. 1/i rf m K)

Parlor rat KG!, Pnln bUfu.

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. 5-6 Dec. 9 Dec. 12-13 Dec. 13-14 Dec. 30-31 Jan. 4-5 Jan. 8-9 Jan. 9 Jan. 9-10 Jan. 14-16 Jan. 15-16 Jan. 21

Tucson, Ariz.

(CTC) Myrtle Beach, S.C. (CTC) Portland, Maine (CTC) Mobile, Ala. (CTC) Murrieta, Calif, (CTC) Marietta, Ga. (CTC) Virginia Beach, Va. (upgrade only) Naples, Fla. Bloomington, Minn. (CTC) La Quinta, Calif.

New Braunfels, Texas (CTC) Flushing, NY. Palm Desert, Calif. (CTC) Nashville, Tenn. (CTC) Goto de Caza, Calif.

Hilton Head Island, S.C. (CTC) Richmond, Va. (CTC) Redlands, Calif.

Parker, Colo.

(CTC) Wayland, Mass. (CTC) Boca Raton, Fla. (CTC) Lancaster, Pa. (upgrade only)

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.

Specialty Courses Date Oct. 17 Nov. 6 Nov. 9 Nov. 13-14 Nov. 15 Nov. 16 Nov. 20 Nov. 20 Dec. 3 Dec. 3 Dec. 5 Dec. 5

Course Title Sport Psychology 5 Keys to Tennis 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

Location Burnsville, Minn.

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

Portland, Maine Virginia Beach Va. Hartford, Conn.

Santa Barbara, Calif Virginia Beach Va.

-tennis Teachers' Courses Date Oct. 7-9 Nov. 11-13 Dec. 7-9 Dec. 10-12

Hours 24 24 24 24

Location Houston, Texas Los Gatos, Calif.

Tampa, Fla. Nashville, Tenn.

onventions Date Sept. 18-26 Nov. 10-14

Division USPTA National Convention Southern

Location Boca Raton, Fla. Little Rock, Ark.

U OJT 1A Schools of Teaching Date Oct. 17-18 Oct. 30-31

School Business School Business School

Location San Diego, Calif.

Arlington, Texas

.Division meetings/activities Date Sept. 9 Sept. 11 Oct. 8 Oct. 14 Oct. 24-25 Nov. 11 Nov. 15

Division Intermountain New England Midwest ntermountain Middle States ntermountain California

Location Denver, Colo.

Narragansett, R. Peoria, III Denver, Colo.

Erie, Pa. Denver, Colo.

Los Angeles, Calif

C«oaches Workshops Date Oct - 23 Nov- 15

Dec. 4 Dec. 5 Dec. 5

Division California California Mid-Atlantic Southern Florida

Location Covina, Calif.

Los Angeles, Calif.

Virginia Beach, Va. Atlanta, Ga. Naples, Fla. ADDvantage September 1993

15

Ask the professor

By Jack L. Groppel, Ph.D.

Use imagination and variety to create exciting drill sessions QUESTION: In many practice sessions, my students just want to drill. The last thing I want to do during practice is mindless drilling that accomplishes nothing. Are there any sport science explanations that can help me in developing a great drill practice?

ANSWER: The field of motor learning offers a great deal of information which can help create effective practice sessions. Before deciding on practice sessions, determine on which part of the game players need to work.

For example, create a drill that helps players learn skills. Another drill could be used to develop cardiovascular fitness, while another could build coordination. Drills can be designed to improve agility and balance, and also can be used to enhance mental toughness and develop the use of specific competitive tactics.

Once an instructor has decided on what the students should work, determine how long they should practice each component.

Motor learning research has determined that learning occurs best when practice modules are in short intervals (5-7 minutes) instead of long, grueling sessions. In fact, drills work best when students concentrate for five minutes on the skill being practiced, five

Drills can be designed to improve agility and balance, and also can be used to enhance mental toughness and develop the use of specific competitive tactics.

16

ADDvantage September 1993

minutes on a different skill five minutes on another skill, five minutes back to the original skill, and so on.

Be aware of the difficulty of the drills created and the challenge of drills to the student. If the drill is too easy, boredom sets in and learning will not occur. If the drill is too difficult to perform the student will become frustrated and learning ceases quickly. The challenge to the student must be such that success always is within reach, but much effort must be expended to achieve it.

that high-, low-, fast-, and slow-bouncing shots are all returnable.

This means the drilling session must soon become highly variable, so the student never really knows what is coming and must learn to read the shot and prepare properly. The variability is limited only by the pro's imagination.

Drills can be a great way of developing a tennis player. When players understand which skill is being developed and the professional uses a bit of imagination in drill design, what used to be mindless drilling becomes an exciting and fun practice session. <o>

The challenge to the student must be such that success always is within reach, but much effort must be expended to achieve it.

If a student needs to work on stroke production, have him or her practice in match-like conditions. This does not necessarily mean competing, but it does mean hitting the stroke under various conditions.

For example, if the student is beginning to use a one-handed backhand after already having developed a good two-handed backhand, the initial practice sessions will be fairly easy for the student. Consider having the player return a softly fed, waist-high ball with the new stroke. This is called a low variability drill, in which the player knows exactly what is coming and can prepare accordingly. The only problem is the player will groove the stroke only on this type of shot, since he or she knows what type of ball will be fed. The student must learn to hit the new stroke so

Jack Groppel, Ph.D., is the executive vice president of LGE/Saddlebrook Sport Science, Inc. He is an instruction editor for fenn/s magazine, and is the author of High-Tech Tennis and co-author of The Science of Coaching Tennis. Groppel is a certified Master Professional of the USPTA and was named 1987 Professional of the Year by the USPTA. Groppel is an adjunct associate professor in the Department of Exercise and Sport Science at the University of Florida. He is chairman of the USPTA National Committee on Fitness and Health, and serves on the National Steering Committee of the USTA Player Development Program. He also is a member of the Prince and Penn advisory staffs.

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The USPT4 Adult Tennis League promotes pros through publicity hen the season is slow and there are few opportunities available for organized play, tennis players and pros are hungry for programs that inspire competition and excitement.

The USPTA Adult Tennis League is one way to satisfy the need for additional programming, while producing public recognition for USPTA-certified professionals who organize leagues. With its unique format that incorporates four NTRP levels per squad, the adult league offers fun not only on the court, but also off court to promote tennis participation.

Whether you are a Site Director with one squad at your facility, or an Area Director coordinating 40 squads, the following steps to promote your league can help ensure its success: • Organize committees of pros and players to assist with aspects such as public relations, league awards and refreshments at league matches.

• Encourage your students and club members to join the league. Display the promotional poster and sign-up sheets in high-traffic areas.

Compile a local media list with phone numbers, deadlines and contact names for sports editors, tennis writers, photo editors, sports directors, news directors and assignments editors.

Send a press release announcing your league to those on your media list, You may use the sample press release included in the league program guide, which appeared in the August issue of ADDvantage, or create your own press release. Provide your name and phone number so the media may reach you for more information.

Consider sponsoring a kickoff clinic for league players, which have been a big success and add more excitement to your program. A suggested format is to hold a clinic in the morning for two NTRP levels, break for a luncheon, and then hold the clinic for the two remaining NTRP levels in the afternoon, nvite manufacturers' representatives to demonstrate equipment and display merchandise, and encourage pro shops or local tennis stores to offer product or discount awards.

Appoint three people, or solicit each Site Director, to take photographs of league

USPTA

Adult Tennis League REGISTRATION FORM Name.

ADULT TENNIS LEAGUE

Street address.

City

. State

Zip

Business phone (.

Home phone ( USPTA member? D yes D no USPTA member #.

Division Do you live or •work in or near a city or metropolitan area?

Correction: D Site Director

Return to: USPTA World Headquarters, One USPTA Centre, 3535 Briarpark Drive, Houston, TX 77042-5235 • (713) 97-USPTA.

18

ADDvantage September 1993

matches. Send copies to the local newspaper, the USPTA national office for possible use in ADDvantage magazine, and to other publications. Remember to identify those in the photo, the location and date of the event, the Area Director's and Site Director's names and the squad level of the players.

• If you have playoffs, consider hosting a social event in conjunction with the tournament. Provide players with the opportunity to purchase tickets for themselves and their guests to attend a casual barbecue or buffet-style dinner. Give away door prizes and have a drawing for a grand prize. If possible, present the league awards to the top squad and top team in each level during the dinner.

• Send all information regarding your league to the USPTA national office. Photographs, publicity received and special events might be used in ADDvantage magazine. <o>

D yes D no

City's name I would like to participate by being an: D Area Director

The USPTA Adult Tennis League inspires competition and excitement.

Beverly Sullivan is the new division league coordinator for the New England Division. Her telephone number is (203) 261-6849.

United States Professional Tennis Association, Inc.

USPTA ADULT TENNIS LEAGUE

ADULT TENNIS LEAGUE

Players are sharpening competitive ski Is and serving excitement n the USPTA Adult Tennis League. Created by the United States Professional Tennis Association, the world's oldest and largest organization of tennis-teaching professionals, this doubles league is expanding throughout the nation

Various ages and abilities welcome Tennis enthusiasts who are 19 years or older may participate n leagues al across the country â&#x20AC;&#x201D; on ndoor courts n metropolitan areas, or on outdoor courts at city parks or other clubs and facilities Each league is made up of eight squads representing local clubs and organizations with access to tennis facilities. With n each squad, two doubles teams play at each of the four ski levels based on NTRP ratings The recommended levels are 3 0, 3 5, 4.0 and 4 5/5 0

League format has appealing flexibility In addition to the traditional formats, women's doubles, men's doubles and mixed doubles, the USPTA offers ' an innovative format that is ideal for many communities and families The "mixed level" league is an exciting alternative that consists of one women's doubles team and one men's doubles team at each of the four playing levels This format is terrific for couples who would like to earn points

for the same squad, but play at different skill levels Area Directors, the USPTA pros who coordinate leagues n specific areas, select the seven-week playing seasons from July 1 through December 31 and choose the formats that best meet their communities' needs This flexibility prevents conflicts with existing leagues and allows clubs seeking additional programming in the autumn months to adapt the league to fit a niche

All this excitement for less The USPTA Adult Tennis League promotes fun on the court at an affordable price Local squad entry fees may vary depend ng on costs of court time, clinics or special league events However, each player pays only a small share of the entry fee

Turn your fall into fun Whether you are a player who has recently moved to a new city, or you want to get back into the game of tennis, the USPTA Adult Tennis League is an exciting opportunity to meet new people and strengthen existing friendships in the spirit of teamwork Make tennis a sport for life and let USPTA show you how Enjoy the friendly rivalry and physical exercise the league offers Contact your pro and find out if your club or facility has the USPTA League If not, or if you are a tennis pro who would like to get involved in this exciting new program, call the World Headquarters at

(7W) 97-USPTA. The participants agree that they assume the risk of any injury incurred while taking part in the USPTA Adult Tennis League and that the USPTA and its agents bear no responsibility

djo

ADDvantage September 1993

19

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Strive for Master Professional status within USPTA .hose attending the National Convention will see an elite group of women and men receive their just rewards during the annual Awards Breakfast — USPTA's Master Professionals.

About 1 percent of USPTA's 10,000 members hold this Master Professional classification, but all members can work toward achieving this honor by being aware of the requirements and chipping away at them gradually.

This category is the highest level of membership within the Association, and Master Professionals are honored each year at the convention and by being published in the USPTA Membership Directory.

To become a USPTA Master Professional, qualified applicants must complete a detailed application and meet specific requirements, which are updated yearly. The requirements include that members: • Must hold the rating of P-1 for at least five years, members joining on or after 1991 must be a P-1 for 10 years before applying to be a Master Professional.

• Must have completed a minimum of 80 hours of Specialty Courses. Keep in mind that all Specialty Courses, regardless of the date completed, count for points in the Master Professional application.

• Perform service to the tennis industry, USTA and/or USPTA. • Have been ranked or coached a ranked student.

• Must have participated in USPTA activities and undertaken selfimprovement courses.

• Must have been published or presented research papers.

A complete application package is available from the Membership Department for members who are interested.

The package is changed yearly and the most recent one must be used when finally applying for the category. A Specialty Course, "Tips on Becoming a USPTA Master Professional," will be offered at the 1993 National Convention to those who registered for it by the August deadline.

Looking for an audience?

USPTA's Educational Career Enhancement Program seeks qualified speakers

B

usy airports, miles of highway and an attentive audience define the agenda for a regular speaker in USPTA's Educational Career Enhancement Program. If you re an excellent speaker and have a passion for traveling, the education program may keep your bags packed and an audience always at hand.

Since the career enhancement program is designed to bring quality professional development opportunities to the USPTA membership, orators selected must have a proven track record as speakers, either in an academic environment or as successful public seminar leaders.

All speakers and courses are evaluated by the national USPTA Education Committee before they are allowed to present to the membership, and preference is given to courses successfully given at the division level. To start the evaluation process, members must submit selected material to USPTA Education Coordinator Susan Thompson, including: • A biography (resume) and letter of intent indicating the contribution to be made through his or her participation.

• A detailed outline of the course with a sample seminar handout.

• Participants' evaluation forms from previous presentations of the seminar the individual wishes to offer, or letters from USPTA divisional officers and satisfied clients.

• Previous marketing or published material that advertised the proposed seminar.

• If a member from the Education Committee has not viewed the presentation, a videotape of the course is requested.

By using this information as criteria for speakers, USPTA hopes to ensure the success and quality of the career enhancement program, since Specialty Courses and Schools of Teaching cannot be a forum for first-time seminar deliveries.

After a member submits all of the required materials, the national Education Committee will determine the appropriateness of the

topic. The committee is comprised of USPTA members who are skilled in setting instructional objectives and who understand and evaluate educational material regularly. Applicants will be notified in writing regarding the outcome of the evaluation.

Speakers in the program are reimbursed for their expenses and receive a small honorarium.

If you are interested in becoming a speaker for a USPTA educational course, please send the requested information to: United States Professional Tennis Association One USPTA Centre 3535 Briarpark Drive Houston, TX 77042 Attention: Susan Thompson o

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 September 1993

21

Industry action

Dan Lackman, Chip Parmelly, Michael Foulks, David Hall and Tim Ambler Dan Lackman and Jim Ault were members of the • Patrick LaSalle, USPTA pro, has been winning team and Pro Kennex was a sponsor of the event. appointed as the director of tennis at the • USPTA pro Greg Robitaille was Quaker Hill Country Club in Pawling, NY appointed the director of tennis at the LaSalle also is coordinating adult and junior Missoula (Mont.) Athletic Club. He previously activities in Bedford Hills, Bedford Village and was the head tenKatonah which all are located in New York.

• Tennis professionals in the USPTA San nis professional at Sun Oaks Racquet Diego Division took part in a one-up, oneClub in Redding, down, doubles competition with six of the Calif nation's top wheelchair athletes. Geoff Griffin, • Ben Press, head tennis professional at the Balboa Tennis USPTA pro, is celeClub and vice president of the division, ran brating his 20th the event. anniversary as the USPTA pros participating included Geoff' tennis professional Griffin, Angel Lopez, Hank Lloyd, Jim at the Hotel del Ault and Stan Jefferson. Terry Timmans Coronado in Coro- Ben Press also took part, along with wheelchair players

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ADDvantage September 1993

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nado, Calif n those 20 years, he has coached two world champions, Maureen Connolly Brinker and Karen Hantze Susman, and played with Charlton Heston, President George Bush Waiter Cronkite and Chris Evert, according to a press release.

• Award winners announced at the USPTA Missouri Valley Divisional Convention in March included Kevin Hamilton, Pro of the Year- Gerry Perry, Player of the YearLawrence Eyre, Coach of the Year- Don Juenemann of Prince, Major Contributor and South Hampshire Indoor, Club of the Year.

• The North Carolina Association of Tennis Professionals and the South Carolina Association of Tennis Professionals are joining together to host both state conventions in Charlotte, N.C. on Jan. 21-23.

The convention will offer speakers, a trade show, seminars, certification opportunities and a seminar contest for attendees.

• USPTA Master Professional Fernando Velasco and the staff at The Landings Club in Savannah, Ga. were featured in the May issue of 7enn/s Buyer's Guide magazine. The article, Service, Pride and Care, highlighted the ways the facility has been successful in retaining members and keeping them satisfied with club services.

• Dave Neuhart, a USPTA professional with Peter Burwash International in The Woodlands, Texas, has passed the examination and satisfied the requirements to be named a Certified Racquet Technician (CRT) and a CRT testing staff administrator by the United States Racquet Stringers Association.

Other USPTA professionals named CRTs include Terry Daniels, Todd Grange, Joe Hajducky, Ed Hall, Walt Hobbs, Jim Munsil, Evan Olsen, Jim Peavy, Gary Sherby, and Roman Shklyar.

Member product showcase • The Quickie Tennis Sport Camps, directed by USPTA pro Randy Snow, traveled to Boulder, Colo. Newark, Del. Cincinnati, Ohio; and Charlotte, N.C. during the 1993 season.

play, a 1/100 second stopwatch, and dual alarm. The watch is available for $39, plus $3.50 shipping and handling. For more information, call (800) 526-9407 or write Prime Time Company, RO. Box 4568, Bryan, Texas 77805.

• Rank 2 software, from Win Sports, is available for ranking tennis and racquetball doubles players individually. Each of the four players in a doubles match receives sepa• The former staffs of Donnay USA and rate ranking points and is ranked individuDonnay Industrie has reorganized and ally. Rank 2, available for $79, runs on IBM formed a new company, Sports Marketing PC-compatible computers; a hard disk is not International, which will continue to focus required For more nformation call on the tennis industry as well as diversifying (714) 894-8161 or write Win Sports at 15892 into skiing. For more information, contact Tim Redlands St., Westminster, Calif. 92683-7612.

Ouellette at (508) 283-2030.

• Personal Trainer's Resource provides • Head Sports Inc. announced the' ongoing education and training techniques promotion of Mark J. Bearby to national and resources for personal trainers. One-day sales manager of the racquet division. educational workshops are available for Bearby will oversee the pro and specialty clubs and facilities to train staff using the most sales team, which consists of 25 district sales current biomechanical techniques. For more managers nationwide. The company also information, call (800) 222-7774. announced that Kevin Kempin has joined Head Sports as the director of national account sales for the racquet division, where he will • The Club Managers Association of be responsible for America (CMAA) is honoring Jerry Hurley, the development past executive director of the National Club of sales and supAssociation, for his years of service to the port programs for private club industry. The presentation will major accounts take place Sept. 12 at CMAA's Annual and chain stores.

Leadership/Legislative Conference in Crystal Head Sport AG City, Va. recently signed a • The Dallas Tennis Association (DTA) contract for Head has received a gift from the Maureen Racquets with AnConnolly Brinker (MCB) Tennis Foundation dre Agassi. Agassi to promote the development of several DTA will play with the programs benefiting area youth. The MCB Head Radical Tri- Tennis Foundation honors the late Maureen sys 260.

Connolly, a three-time Wimbledon Champion • The Wilson and the first winner of the Grand Slam in tennis watch, women's tennis. from Prime Time, allows players to view the game, set and match scores • Greg Rusedski was the winner of the at a glance. Other $200,000 Miller Lite Hall of Fame Tennis features nclude Championships, played July 5-11 at the deuce and tieInternational Tennis Hall of Fame. After breaker functions, Wilson Tennis Watch beating Argentina's Javier Frana in the final, six-digit time disBesides Snow, the camp's staff included USPTA pros Bal Moore and Jim Moortgat. Wheelchair tennis coaches from across the country attended the camps to learn more about starting and continuing wheelchair tennis programs in their areas.

Manufacturers

Associations

Miscellany

Rusedski became the first Canadian man to win a tour singles title since 1969. n women's action, Rosalyn FairbankNideffer won her second Virginia Slims Hall of Fame Invitational Crown by defeating Zina Garrision Jackson. Proceeds from these events benefited the International Tennis Hall of Fame.

USPTA ends ball machine agreement USPTA and Crown Manufacturing mutually have agreed to end their endorsement relationship. Therefore, USPTA no longer exclusively supports the company's Match Mate ball machines.

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ADDvantage August 1993

23

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USPTA September Discount Program

FOR USPIA MEMBERS ONLY

Save 20C per dozen on Regular and Extra Duty Felt tennis balls! All orders shipped and invoiced during September qualify for discounts.

Normal Price

Regular/Extra Duty Felt

6-114 dz. $10.04/dz.

(24-456 cans) $2.51/can

120-1194 dz. $9.96/dz.

(480-4776 cans) $2.49/can

6-114 dz. $9.84/dz.

(24-456 cans) $2.46/can

120-1194 dz. $9 76/dz.

(480-4776 cans) $2.44/can

USPTA Discount Price

Regular/Extra Duty Felt

Freight: Prepaid on 96 dozen (384 cans) tennis balls shipped at one time to one location.

Terms: 3%, 30 days; 2%, 60 days; Net, 90 days.

In addition to the discounted price, Penn also will make a donation of IOC per dozen to your divisional USPTA office, and another IOC per dozen to the USPTA World Headquarters. These funds will be used to help support programs for your association. Take "Addvantage" of this offer today.

Discount good only on orders placed for shipment between Sept. 1 and Sept. 30, 1993

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ADDvantage September 1993

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To order, call the USPTA Gift Shoppe at (713) 97-USPTA

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UNITED STATES PROFESSIONAL TENNIS ASSOCIATION, INC. World Headquarters One USPTA Centre 3535 Briarpark Drive Houston, TX 77042-5235