Building on the Success of the Last Five Years

Building on the Success of the Last Five Years

By Gary Horvath

Interest in the tennis industry and other racquet sports has never been greater!

The initial COVID-19-related policies listed tennis as an activity that could be played during the pandemic. As a result, tennis participation increased significantly between 2020 and 2025.

In late 2026, industry leaders are well positioned to build on this success by developing strategies to increase access for additional players. The following are a group of industry priorities that could help accomplish that goal:

1. The industry must be driven by cooperation and collaboration. Efforts to manage the industry as a monopoly are counterproductive.

2. The industry must establish high standards for its workforce. These are the frontline employees who work directly with the players: the tennis professionals, coaches, racquet staff members, and facility managers. These individuals attract and retain participants.

3. The industry must strengthen awareness and support for all market segments. This includes the clubs, parks and recreation facilities, high school and college tennis programs, and other industry-related organizations that provide tennis activities. In addition, there are freelance players not associated with facilities. Their tennis needs must be met as well.

4. The tennis industry supply chain must be supported. This includes the manufacturers and service providers that sell tennis-related products and services.

5. Innovation is critical to making tennis relevant. Innovation may occur in many forms. It may include more efficient indoor lighting, safer teaching methods, or improved racquet designs.

The bottom line is simple. The tennis industry must focus on TENNIS.

The U.S. Racquet Sports are Healthy

As shown in Table I, the data for tennis, pickleball, and padel are positive through 2025. Anecdotal evidence suggests the 2026 data will be positive when it is released.

Tennis - There are two stories in Table I for tennis participation. In 2007, there were 15.75 million players, and in 2019, there were 17.70 million. For the 12 years from 2008 to 2019, there was an increase of only 1.95 million players. In 2000, there were 21.60 million players. The number increased to 27.30 million in 2025. For the six years from 2020 to 2025, 9.60 million players were added. About 11.55 million were added from 2008 through 2025.

The RIRG, https://www.racquetindustryresearch.org/, reports there are currently 270,000 tennis courts in the U.S. The ITF reported more than 106 million tennis players and 700,000 courts worldwide. Over 91% of the courts are outdoor. 

Pickleball - The U.S. pickleball market is considered mature. Some areas have too many courts; others have too few. In some areas, the facilities are profitable; and in other areas, the facilities are poorly managed. Industry consensus is that failing facilities are in the minority and participation is increasing more slowly than during the pandemic. Approximately 80% of global pickleball courts are in the United States. Future growth of the sport is expected to be in international markets. About 24.3 million pickleballers play on approximately 77,100 courts at 18,400 U.S. facilities.

Padel - In 2025, there were between 650 and 700 padel courts. That number increased to over 1,000 in early 2026, with courts in more than 30 states. The International Padel Federation reports 85,000 courts globally, 27,000 clubs, and 38 million players in about 180 countries.

Anecdotal evidence suggests that the right mix of racquet sports at a facility can improve utilization, revenue, and attract a broader audience.

As tennis, pickleball, and padel have increased, these facilities have required professionals, coaches, and staff who can provide instruction or programming for multiple racquet sports.

Tennis in the 1970s and COVID Booms

RIRG estimates there were 6.7 million tennis players in 1970. During the peak of the 1970s tennis boom, there were about 40.9 million players. By 1985, the number of tennis players had reportedly fallen to less than 16.0 million. The boom and bust happened quickly.

The rapid growth was attributed to government policy (Title IX) and the Battle of the Sexes match between Billie Jean King and Bobby Riggs. The decline was attributed to the lack of facilities, infrastructure, and qualified professionals to accommodate the rapid influx of participants. In addition, some tennis players took up fitness, running, or racquetball because these sports or activities were more convenient or easier to learn.

Over the 40+ years between the 1970s and 2020 tennis booms, the tennis industry matured and addressed many of the above-mentioned issues. Courts and facilities were added. The infrastructure improved with more efficient operations, and there was increased revenue generation. The criteria for teaching certification were strengthened. Mandatory education was put in place. The quality of tennis professionals increased. In 2020, the industry was prepared not only to attract new participants, but to retain them.

Moving Forward

As the tennis industry moves forward, it can look at the past and how it has built on it.

• The industry learned from the 1970s boom and bust. It appears the growth of the sport from COVID-19-related policies will be a “boom with retention”, rather than a boom and a bust.

• The upgrade in certification and education of the tennis professionals played an important part in the 2020s boom.

As the tennis industry moves forward, it can look at the present.

• The industry is healthy. The tennis industry is joined by healthy pickleball and padel industries.

• Tennis professionals were challenged to expand their expertise into other racquet sports. They have created more opportunities to expand the industry.

As the tennis industry moves forward, it can look to the future.

• It can envision an industry that focuses on TENNIS, rather than leadership focused on the creation of a monopoly.

• It can expand its horizons with cooperation and collaboration among all industry members.

As the tennis industry moves forward, it can envision greater support for tennis professionals. In exchange, they must take more responsibility for leadership in the industry.

In addition, Gary Horvath has conducted extensive business and economic research that has largely supported the state of Colorado's economic development efforts.