Measuring the Operational Efficiency of Tennis Club the KPIs way

Tennis Clubs make it possible for "professionals" and "leisure players" to take ahead their interest of playing the game

However, in the absence of manageable tools, operating such a place can prove to be a mammoth task owing to the hurdles that typically emerge.

To start with, one of the prominent challenges that comes to light while operating a Tennis Club relates to the maintenance of the courts. Generally, there are three kinds of courts the game is played on- Clay courts, synthetic courts and Grass Courts. In addition to the development of these being highly expensive, these demand quite different techniques for maintaining the required texture. Also, the duration for which these last varies significantly. For instance, though

synthetic courts can work for 15 years, clay courts get deteriorated at a much faster pace.

Therefore, Clay courts are to be looked after on daily basis and "claying" is to be done every three-four months. Synthetic Courts last for a really long time of fifteen years, however the initial investment is a hefty one. These requirements call for a suitable bifurcation of revenues for maintaining the courts.

Moving ahead, another factor that determines the success of a Tennis Club is the "number" and "level" of Tournaments that are arranged in the place. Such occasions are a means to display the facilities of the club and therefore present chances of increasing the memberships of the club.

Further, the kind of training and its quality that is being imparted in the academy is yet another area that asks for considerable resources. The coaches who are hired for giving training sessions to the members should be "certificate holders" of certain quality or level. This ensures that people who are taking the course professionally gain in the expected amounts. One can reflect the progress of the club in this direction by looking at the number of players who attained a given height of success in fixed period of time, say in last one year.

Capping it all, creating and maintaining a Tennis Club that draws desired attention (in the form of Tournaments) and monetary gains (in terms of revenues) is possible by pulling a number of aspects together. These areas can be- Infrastructure, Process, Maintenance and Compliance and Improvement. Heading on to the areas one by one, Infrastructure can be assessed using metrics like "Type of courts", "Number of Courts", "Equipment Quality" and "Lightning aspect'. One can frame Process Perspective in measurable terms by utilizing parameters such as "Number of Tournaments", "Number of Coaches", "Training Sessions" Duration" and "Technical Competence". Further, it is possible to evaluate "Maintenance and Compliance Perspective" by depending on metrics like "Rolling Frequency", "Claying Frequency" and "Guideline Compliance index". Lastly, Improvement can be analyzed using metrics such as "P ercentage increase in participation", "Number of successful professionals emerging", "Revenue Generation rise" and "Decline i n "

non-availability" of court".

One is required to nurture these in a uniform manner, which in turn can be done by using equipment like BSC (Balanced Scorecard). By framing suitable and related indicators under each of these, it is possible to obtain a complete picture of the operations of the Tennis Court.

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