| The first Olympic gold medal in 2004 by Li Ting and Sun Tiantian, the first Grand Slam title at the 2006 Australian Open by Zhen Jie and Yan Zi and Li Na's top 16 ranking with WPA in early 2007, these are all the events that have shaped the perceptions about tennis in China and more importantly the development of tennis industry, as reflected in the mushrooming tennis clubs, booming tennis courts and exploding tennis population. Tennis clubs, as the core of the whole industry, need innovation strategy to survive and perform in cities where competitions are already cut-throat and to grow the market in places where the industry is embryonic. Businesses can no longer expect to win on cost or differentiation in this era of customer value; rather they need value-based innovation, a new way of thinking.This paper is a case study on the Willow Tennis Center in Beijing. The author first uses the SWOT framework for a comprehensive analysis of the center and explores its possible business strategies. He then puts the same center under the Blue Ocean framework, a more recent management theory for another business strategy analysis. The result of this study is expected to help enhance the tennis center in both the overall quality and business performance and if possible benefit other tennis clubs as well.The author arrives at some innovation strategies at the end of the research., summarize offensive strategy, carefully-type strategy, and the conservative strategy, and the use of blue ocean strategy to solve the current status of the Red Sea, and learned that two kinds of strategic analysis of the value of its existence has its own way, The Blue Ocean Strategy-oriented value proposition, profit and staff advocates claim. If properly implemented, these innovation strategies will surely lend the Willow Tennis Center a clear advantage over its competitions.
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