Abstract

 
 
 Clubs and local tennisfacilities are the main providers of grass roots programmes which is a key element to facilitate both elite and participation pathways at different levels of the game. To provide the services required by their stakeholders, tennis clubs have gradually evolved in the delivery of their operations to conform with the standards and procedures implemented by other industries. The control of the operations of these organisations is a crucial aspect of their strategic plan. One of the tools that can be used to perform this control, which incorporates both financial and non-financial perspectives, is the Balanced Scorecard (BSC). This article reflects on the relevance of this instrument in the tennis context and proposes a practical example on how clubs and local facilities can adopt it for the implementation of their strategy.
 
 
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