Rationale Driven by the Middle States Strategic Plan, a membership initiative was developed promoting:  Community tennis  Diversity  Customer service And most importantly in this initiative –  Membership With 25 million tennis players in the US and only 700,000 members - there’s plenty of potential. Where’s the low hanging fruit?

More club members More participation in programs More courts used Customer satisfaction Repeat business New referrals Increased revenue More members More participation in programs Customer satisfaction Repeat business New referrals Increased revenue Common goals lead to a natural partner- ship Rationale GOALSGOALS GOALSGOALS

The Concept A tennis club or facility incorporates the cost of a USTA membership into their annual dues or program fees. The partnership package is tailor made to each facility. This is not a “one size fits all” concept because each club has different priorities and current conditions that need to be considered. Based on the number and level of memberships the club will commit, the Section re-allocates a portion of the membership revenue back to the facility through various benefits. It is important to note that the benefits provided come from existing budget lines and should not require additional expense.

Benefits to the Facility Communication & Marketing Support –Providing Section branded T-shirts for all new or renewed members. –Promoting programs and events on the Section website, e-newsletters, and blasts. –Placing ads or contributing editorial pieces in the Section publication. Program Support –Providing tennis equipment such as short courts, transition balls, cases of tennis balls, and racquets. –Providing discounted or free registration to conferences such as CTDW and TTC. –Awards or giveaways for programs.

It is recommended that one person from the section take the lead on this program. Work with your marketing department to develop a list of potential benefits and determine a value for each. Approach those clubs or facilities where you already have a good relationship and ask for a meeting with the manager or tennis director. It should be someone who has the decision making authority or someone who can promote the concept to a superior. Be willing to be flexible and creative but know your limits in terms of the partnership. How to Implement

Challenges Making sure this is seen as an opportunity and not “quid pro quo.” Make sure your agreement cuts the legal mustard without all the legal jargon or else it’s a turn off to the club or facility. Having the right people who can sell the concept.

Outcomes Received commitments from nine facilities totaling more than 700 memberships. Improved our membership retention program by instituting multi-year agreements. Achieved the Section’s largest membership growth in over four years. Enhanced existing relationships with participating organizations by initiating new programs.

Testimonials “This partnership has set us apart from other clubs in our area and given us added credibility. I also believe that partnering with USTA Middle States keeps Courtside informed with what events and programs are occurring in our area and allows us to stay on the cutting edge of developmental and instructional programs in tennis, and provide our members with the latest and greatest opportunities that one of the game’s premier organization has to offer.” Bruce Levine, General Manager Courtside Racquet Club “NJTL of Trenton was thrilled to partner with USTA Middle States on the Building a Tennis Community membership program. We strongly support the USTA mission and are pleased to include a membership for some of our after-school program participants. With the addition of the local equipment benefits that the section provided, this was truly a win-win opportunity for both organizations.” Dan Faber, Executive Director NJTL of Trenton

Questions For further information or questions contact: Marlynn Orlando Executive Director, USTA Middle States x235 Ben Zislis Director of Community Development, USTA Middle States x232