Developing a vision and strategy for the LTA
The LTA is responsible for tennis in the UK, Channel Islands and Isle of Man yet many people were unaware that the LTA even existed and those that did know, did not understand its role and/or had negative feelings about it.
The main challenge for the association was to change perceptions of tennis from being an elite sport with men in blazers, ‘posh’ tennis clubs and Pimm's drinking, and change the the perception of the LTA as an antiquated body that wasted money.
To do this, we needed to take a fresh look at the vision for British Tennis and the role of the LTA in delivering that vision, with values to drive it. As The LTA is run by fewer than 300 paid employees, the backbone is the army of 25,000 volunteers and many stakeholders. It was therefore necessary to establish a clear direction and culture which would embody the vision and values and harness the power of the volunteers.The Brand Vista Approach
- Alongside reviewing over 65 research documents, we conducted interviews with the Board and Executive Team, ran focus groups with staff and volunteers, and interviewed professionals from the Tennis Foundation
- This allowed us to get to know the business and understand the starting position, opportunities, potential barriers and critical success factors
- We gained insight to guide the vision including: the current state and the future of British tennis, perceptions of the LTA, and views on it’s roles and responsibilities now and in the future
- The output was a report on the current state and potential territories for the brand vision to be developed and tested
- We once again conducted interviews with the Board and Executive Team and ran focus groups with tennis coaches, colleagues, players, fans and LTA councillors alongside interviewing external experts
- We gained an understanding of the attitudes to sport, tennis and the LTA alongside testing 7 visions with related purposes based on the 7 key territories that emerged from a Visioning day with members of the board and executive team
- With all the insight from the Exploring and Visioning stage, we were able to develop a vision for tennis in Britain which, informed by insight, would be motivating, credible and distinctive.
- Working with the LTA, we developed this into a VMOST (vision, mission, objectives & strategies) so that it could be used by everyone in the organisation to guide behaviour and strategic and tactical decision making