ATP Tops $100 Million: Where Tennis’s Sponsorship Growth Goes

The ATP’s central partnership revenue has passed $100 million for the first time, with a reported 49% increase in 2026 offering a striking reminder of tennis’s commercial appeal. For tournament operators, the more useful detail is how that income is shared and what must be delivered in return.

Reuters reported the figures on 12 November, citing the ATP. Growth came from new agreements with EQT and K-Swiss alongside increased investment by existing sponsors. Central partnership revenue is now more than three times its 2022 level.

ATP chief business officer Daniele Sano said more than 70% of partnership revenues are paid to tournaments for the rights and activation they provide. That describes a commercial exchange tied to delivery, rather than simply money retained at the centre.

Coaching joins the commercial offer

A 9 November announcement from Julius Baer illustrates the expanding proposition. The bank becomes the ATP’s first Official Wealth Management Partner and first Official Partner of its Coaches Programme, alongside a presenting partnership with Swiss Indoors Basel from 2027.

The agreement includes activity at five tournaments across Europe, Asia and South America. Julius Baer says the Coaches Programme supports more than 230 coaches through education, visibility, recognition and commercial opportunities.

ATP chief executive Eno Polo described the programme as an example of strengthening the game through partnership. The bank will present coaching recognitions including Coach of the Month and Coach of the Year.

What Racket Business thinks...

The headline demonstrates the value major brands see in tennis, but the distribution detail deserves equal attention. If tournaments supply access, hospitality, visibility and staff time, a sustainable arrangement needs to recognise both their contribution and the cost of delivering it.

Smaller clubs cannot reproduce a global tour’s reach, but they can describe their own offer more precisely. A local business might value introductions to members, an enjoyable client event or a relationship with a junior programme. Those are different objectives and should lead to different proposals.

Coaches deserve a place in that conversation. Their regular contact with players gives them insight into participation and purchasing decisions, while their reputation often helps a venue retain customers. A partnership involving coaches should provide a clear benefit for their work and professional development.

We would also encourage operators to calculate what remains after delivery. Photography, event staffing, hospitality and reporting all consume resources. A larger agreement is useful only when the venue can meet its commitments and retain enough value to support its operation.

Renewal discussions should begin with evidence gathered throughout the agreement, including what was delivered, who took part and what the partner learned. A short review after each activity can expose practical problems early and give both sides time to improve the next one together.

Finally, growth at tour level should encourage ambition without becoming a forecast for every club. Local demand, partner objectives and available capacity still determine what is realistic. The transferable lesson is to build a specific offer, deliver it reliably and show the partner why renewing makes sense.