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These tennis programs are bolstered by having some of the most well known tennis staff in the area. The tennis program at WHARF is divided into 2 main types of programming: clinics and lessons. Clinics are scheduled and advertised through the club. These offer the highest margins of profit for the business itself as the tennis pros teaching the clinic are paid on a set hourly rate regardless of how many students are in the clinic. Lessons on the other hand are scheduled and advertised by the individual pro. These are much more lucrative for the tennis pro because they receive a percent commission n the total cost of the lesson.

John Storey is a United States Professional Tennis Association (SPAT) certified tennis professional. John first joined the WHARF tennis staff in 2005 when he left the club that his mother owned, Washington Court, in Medina. John was a very skilled junior player playing in some of the nations top events. He did not play high school tennis and opted not to play college to pursue a career playing tennis professionally. John is a very well known pro in the area. As such when he was brought on at WHARF he was able to negotiate a very good compensation package.

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He not only made a very high percentage commission on his lessons, he was also put on a salary as well as given a $500 a quarter allowance for apparel. Because of John’s following he teaches mostly lessons from his large pool of clients. Sebastian Glitzier was the director Of tennis for WHARF from 2010 until 2013. Sebastian was hired at WHARF after the previous director of tennis was let go. Sebastian is new to the Northeast Ohio area, coming here from South Africa, by way of El Paso, TX. His main objective when being hired was to make the tennis program more profitable.

Sebastian is an experienced teaching professional however prior to WHARF he has never been a director of tennis before. Matt Trebles is the current director of tennis at WHARF. He was hired after Sebastian was let go. Matt is the son of one of the two owners and general managers of WHARF. He has been on the tennis staff since 2006 and is also a certified personal trainer. 2010 – 2013 In spring of 2010 Sebastian Glitzier is brought on as director of tennis at WHARF. He is replacing the former director of tennis because of declining profits in the junior program.

In his first staff meeting Sebastian announces that there will restructuring within the tennis staff. Much of the tennis staff, in particular John, is very wary of Sebastian, as he has very limited experience managing a tennis staff. The first policy that is implemented is a rule that limits when particular lessons are scheduled. The policy states that a pro may not schedule a lesson with a student during the time of a clinic that the student would be eligible to participate in. For example, a pro couldn’t do a private lesson with a high performance high schooled during the high performance clinic.

The second policy that was put in place was setting a limit on the number of students could be in a lesson. Prior to this policy if the pro could get 8 clients on the court for the hour, he would get a large bonus because of the volume of students. However the new policy stated that the limit for a lesson was 4 to 1; this turned any lesson of 5 or more into a clinic, which took a significant amount away from the pro but into the business’s pocket. These policies were put in place to funnel students into the programming, the more lucrative of the two types of programming for the club.

These initial policies were met with a lot of negativity from the tennis staff. John, in particular, was very vocal about his displeasure with the new policies. The majority of John’s book of business was lessons, so these policies took a significant amount of money out of his pockets. Tensions between John and Sebastian escalate. In an effort to appease John, Sebastian raises John’s prices $5 per hour. This put his lessons higher than the rest of the pros, but still less that Sebastian. However, Sebastian left John’s commission percentage the same.

In order to try to coup these loses and reunify the tennis staff Matt Trebles, the son of the owner and general manager, and well-liked tennis pro was chosen to take Sebastian spot. Mat’s first steps as director of tennis were to remove the restricted lesson time and lesson cap policies. By removing these policies much of the tension between the tennis staff and management was alleviated. However the second task he has was to try to increase the tennis program profits. Matt chose to realign the composition plan to a strictly hourly basis, meaning that the only salaried employees on the tennis staff were those doing work off the rout.

As such John’s salary and quarterly clothing allowance was removed. John was hit particularly hard by this policy shift as his salary and allowance accounted as roughly a $12,000 annual loss from his paycheck. While tensions are alleviated with most of the tennis staff, John still remains bitter about a large chunk of his paycheck being taken from him. As such he withdraws from work, showing up late to, or even no-showing lessons. He also has completely abandoned all of this off court duties. As such John starts teaching fewer and fewer lessons.

In 201 0 he was billing out roughly 30 hours week in lessons, presently John is billing out less than 15 hours a week. Management is frustrated with him as his no-showing of lessons as well as late arrivals have caused a number of scheduling conflicts with the other pros and the clinics. The Problem According to the financial statements for 2013 tennis revenue is down 7% from 2012. However revenue from lessons are down almost 20% from 2012. Much of the revenue lost in lessons is from John teaching less and less. How can WHARF reengage John and make him into a strong, valuable member of the team again?

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