In a tough time – and town – for tennis,
one spot just keeps getting sweeter.
Since 2000, at least three indoor tennis clubs in the St. Louis metro area have closed.
Even if they were nominally profitable, they sat on real estate so valuable it was hard to justify the use of that land for such a seemingly frivolous, low-margin purpose on almost any basis.
Yet the land sitting under Frontenac Racquet Club might be worth millions more. And over the summer of 2011, that club added two courts.
A genial personality becomes a business model.
The reasons for Frontenac’s success point directly to the business savvy and genial personality of general manager Terry Ward. His let-them-run-with-it management style motivates everyone with an ounce of energy – and leaves plenty of room for tennis pros, especially, to grow a following and build a career niche.
Pieces of the puzzle.
Margin-friendly pricing – with discounts offered strategically and unpredictably – have helped the club thrive.
Terry has told us that our branding is a piece of the puzzle – not the whole picture – but definitely a part. We’ve been building and refining those materials since 2006, and adding product and program ideas where we feel qualified.
Put another way, the pieces of Terry’s puzzle – as he calls them – pricing, branding, people, programs – come together to form a single, powerful brand that encompasses a specific philosophy and a way of executing it.
The response from St. Louis tennis players is clear, and growing – to the tune of two new courts, built in December 2011, when other clubs had closed.