The Seasonal Challenge in British Tennis

Every tennis club in Britain knows the pattern. Wimbledon finishes in July, and within two weeks the phone starts ringing. Families who have not thought about tennis for months suddenly want lessons, court bookings, and membership. By September, coaching groups are full and there is a waiting list. Then the clocks go back in October, temperatures drop, and by December half of those enthusiastic summer joiners have drifted away.

Data from the LTA consistently shows that tennis participation peaks in the summer months and drops by 30 to 40 per cent in winter. For clubs that rely on membership income, this creates a cash flow problem. Annual memberships paid in April look healthy on the balance sheet, but if members do not renew the following year because they only played for four months, the long-term revenue picture deteriorates.

The clubs that manage this best do not try to fight the seasonal pattern. Instead, they plan for it, building membership structures, pricing, and programming that account for the natural ebb and flow of participation.

Membership Structures That Reflect Reality

The traditional tennis club model of a single annual membership with an April renewal date is increasingly outdated. It forces people to commit for a full year when many know they will primarily play in summer, and it front-loads revenue into one month, creating cash flow peaks and troughs.

Membership Types to Consider

Annual membership with monthly direct debit: This spreads the cost for members and the revenue for the club. It also makes renewal automatic, which significantly reduces the administrative burden and improves retention. The LTA's own data shows that clubs using direct debit retain members at higher rates than those requiring lump-sum payments.
Summer membership (April to September): For players who genuinely only want to play in summer, a six-month option is better than losing them entirely. Price it at around 65-70% of annual membership rather than 50%, reflecting the higher demand period.
Winter membership (October to March): Particularly attractive if you have floodlit or indoor courts. Price it lower than summer to incentivise year-round play.
Off-peak membership: Access to courts during weekday daytime hours only. This attracts retirees, shift workers, and parents with school-age children, filling courts that would otherwise sit empty.
Pay-and-play via ClubSpark: For people who are not ready to commit to membership. This serves as a funnel into membership and keeps courts generating revenue from non-members.

Conversion Strategies

The most valuable membership transition is converting a summer joiner into a year-round member. This requires a deliberate strategy:

Engage new summer members in autumn programming: Enter them into a social league, invite them to a cardio tennis group, or offer a winter coaching block at a member discount.
Contact summer members in September, not when their membership expires. By the time they receive a renewal notice in March, they have been inactive for months and the habit is broken.
Offer a winter incentive: A discounted floodlight pass, free entry to club social events, or a coaching taster session can be enough to keep someone engaged through the darker months.

The cost of retaining an existing member is a fraction of the cost of acquiring a new one. Every summer joiner who becomes a year-round player is worth years of compounding revenue.

Programming for Year-Round Engagement

Courts and coaching are necessary but not sufficient for winter retention. Clubs that retain members year-round typically offer a social programme that gives people reasons to visit the club even when the weather discourages outdoor play.

Internal leagues and box leagues: Monthly round-robin competitions that keep a competitive edge through winter. These can run on floodlit courts and give members a reason to book courts regularly.
Social events: Quiz nights, racket sport socials (combining tennis with padel or table tennis if available), and seasonal events build community and keep the club in members' routines.
Fitness and conditioning: Off-court fitness sessions, often run in a clubhouse or nearby hall, keep tennis players engaged with the club even when courts are unplayable. These can be branded as tennis-specific fitness to differentiate from generic gym offerings.
Coaching intensives and masterclasses: Short-format coaching events (a two-hour serving masterclass, a doubles tactics workshop) are easier to sell in winter than full-term coaching blocks because the commitment is lower.

Pricing Psychology and Off-Peak Incentives

Dynamic pricing is common in other industries but underused in tennis. Offering lower rates for off-peak court bookings (weekday mornings, winter evenings) and standard or premium rates for peak times (summer weekends, Wednesday league nights) can flatten demand and improve overall court utilisation.

Your booking system should support time-based and seasonal pricing automatically. Manually adjusting prices creates inconsistency and administrative overhead. AMES handles seasonal pricing rules that apply automatically based on the date range and time slot, so members always see the correct price without staff intervention.

Key Takeaways

Offer multiple membership types including summer-only, winter-only, off-peak, and monthly direct debit to match how people actually want to play.
Engage summer joiners in September with autumn programming before the winter drop-off takes hold.
Build a winter social programme that gives members reasons to stay connected with the club beyond just court bookings.
Use seasonal pricing to incentivise off-peak play and distribute demand more evenly across the year.
Track retention data to identify which membership types and engagement activities correlate with year-round retention.