70 - Fixing Tennis: Faster for Players. Stronger for Clubs w/ Daren Hornig CEO of CourtsApp

カートのアイテムが多すぎます

ご購入は五十タイトルがカートに入っている場合のみです。

カートに追加できませんでした。

しばらく経ってから再度お試しください。

ウィッシュリストに追加できませんでした。

しばらく経ってから再度お試しください。

ほしい物リストの削除に失敗しました。

しばらく経ってから再度お試しください。

ポッドキャストのフォローに失敗しました

ポッドキャストのフォロー解除に失敗しました

70 - Fixing Tennis: Faster for Players. Stronger for Clubs w/ Daren Hornig CEO of CourtsApp

無料で聴く

ポッドキャストの詳細を見る

Welcome to Digital Doorways⁠⁠, where we explore the strategies, stories, and bold moves behind transformational change. I’m your host, Jason Siegel,⁠⁠ founder of ⁠⁠Bluetext⁠⁠, a branding and marketing agency that helps high-growth companies win at moments of inflection.Today’s conversation sits at the intersection of two forces that don’t often get talked about together: the racquet sports boom and the digital transformation of physical, experience-driven businesses. What happens when a category that has operated the same way for decades suddenly has the technology, the audience growth, and the market pressure to change all at once?My guest is Daren Hornig, founder and CEO of CourtsApp, the first AI-powered booking marketplace for racquet sports, launched in the Northeast last fall. Daren has spent three decades building businesses across real estate, tech, and sports, and his work with Sportime has put him on the ground expanding pickleball and tennis facilities across the region. He is not a tech founder who wandered into a sport. He is an operator who sees both sides of the problem and built a platform to fix it. Today we are going to dig into how you brand, position, and market a platform business when the category itself is still being defined. Let’s get into it. Questions1. You’ve been building businesses for 30 years. How do you personally recognize when a market is ready for real disruption versus just noise?2. CourtsApp launched into a space that wasn’t waiting for you. How do you create urgency around a product when the customer doesn’t yet know they have a problem?3. Walk me through the positioning decision. Who is CourtsApp really for, and how hard was it to get that clarity?4. You have two customers, the club and the player. How do you build a brand that speaks to both without losing focus?5. Racquet sports has a real identity and culture. How do you build a tech brand that fits inside that world without feeling like an outsider coming in to disrupt it?6. Where does brand fit in the earliest stages of a platform business? Is it a luxury or a necessity when you’re still proving product-market fit?7. What did you get wrong about your positioning before you got it right?8. Digital marketing for a marketplace is different from marketing a single product. You have two sides to acquire simultaneously. Where did you start and how do you think about that balance?9. What channels are actually working for CourtsApp right now, and which ones looked promising but didn’t deliver?10. AI is central to your platform. How do you market something technical to an audience that just wants to book a court and go play?11. The racquet sports boom has created a lot of noise. Everyone wants a piece of it right now. How do you cut through when the category is suddenly crowded with attention?12. You’re working with established clubs and legacy operators. How do you bring them along on a digital journey without making them feel like they’re being replaced?13. Change management gets a lot of attention inside companies. How do you manage change with external partners and customers who didn’t sign up for transformation?14. You’re also expanding physical facilities with Sportime. How does that physical presence reinforce digital brand trust in a way that a pure tech play couldn’t replicate?15. What does a great customer experience look like in a marketplace, and how does your brand reflect that promise at every touchpoint?16. How are you thinking about content and community as growth levers? Strategic asset or distraction at this stage?17. A lot of founders treat earned media and PR as an afterthought. How are you building visibility and credibility as you scale regionally toward something national?18. When you look at brands that have successfully led category change, what do they have in common that most companies miss?

まだレビューはありません