The sport your customers already play.

■ The audience

Atlanta tennis is not an elite sport. It is a suburban, weekly, family one.

The Atlanta Lawn Tennis Association was founded here in 1934 and calls itself the largest tennis-based community organisation in the world. More than 60,000 members, run by six employees, playing in teams across the whole metro, every week of the year.

That is a description of your customer. Working adults, in the suburbs, with children, who organise a weeknight around a commitment and then eat afterwards. The sport with the deepest participation in this city is the one with no professional partner attached to it.

■ What this actually is

A league at the top, and four tiers underneath it.

Three women and three men on court for every team, sharing one cumulative score, about an hour and forty minutes. Forty-three Pro Arcs in 2026, sixty-five in 2027, every one carried live — inside a wider season of fifty-four Arcs. But the matches are the smallest part of the footprint.

The exhibitions and community showcases run in club settings on any day of the week, not only on match days. A partnership here reaches into neighbourhoods rather than sitting on a perimeter board.

■ Your Operators got there first

The name has been on junior tennis since 1957. Just never from head office.

The Palmetto Championships, presented by Chick-fil-A of Anderson, has run in Belton, South Carolina since 1957 — a Level 5 USTA tournament that brings three hundred of the state’s best juniors across fifty-one courts and about a thousand matches. The same Operator presents the Hall of Fame Classic, a girls’ high-school tournament now in its fortieth year. And in Georgia, Chick-fil-A is a named partner of the Rome Tennis Center at Berry College — sixty-three courts, and the USTA’s Outstanding Facility of 2025.

All of it is local, and that is the point. Independent Operators have been backing junior and girls’ tennis for the better part of seventy years because it works in their communities. Corporate has never followed them into it.

The national portfolio is the Peach Bowl, the Kickoff Game and a high-school basketball classic — all of it football or basketball, all of it autumn and winter. There is no tennis in it, and nothing at all between February and August.

■ How you actually buy sport

The Peach Bowl is not a football sponsorship. It is a charity with a game attached.

It gives away more money than any bowl in America, it has funded childhood cancer research at scale, and that is why it has lasted twenty-nine years. Reading it as a media buy misreads it entirely.

So this is not an impressions number. It is a named, funded, publishable programme: access to tennis for Atlanta children who have none — court time, coaching, equipment, and a route through the junior and club tiers into an open series where a player can earn a place alongside professionals in the same week.

The ball keepers are the detail worth knowing. They are not staff — the single-ball rule and the serve clock make them part of the competition and part of a team, so they wear the jersey. It turns a child’s first afternoon on a professional court into a whole family’s way into the sport.

■ Content, not just signage

Chick-fil-A Play has no live sport in it.

You are commissioning original series, podcasts, games and a game show for families, and buying none of the thing families actually watch together. A season of sixty-five matches, with salaried athletes contracted to be there and available, is inventory for an app that has none — and the club, school and junior tiers are a year-round supply of the kind of story that app exists to tell.

That is a different conversation from perimeter boards, and as far as we can tell nobody else is bringing it to you. It is also the same thing your Operators have been funding in Belton and Rome for decades, at the scale a national brand can actually use.

■ What is open

No restaurant brand has bought anything here.

Thirteen corporate partners signed for 2026 and the category is unclaimed, which means an exclusive rather than a negotiation against an incumbent — across the league, its teams, its broadcast, and the club, school and junior programmes underneath them.

If it is worth a conversation, we will bring the full inventory, the community programme costed, what each asset delivered in 2026 where we can prove it, and the shape of 2028 when teams move into their own markets.