When the United States Tennis Association (USTA) decided to organize the US Open without an audience, due to the coronavirus pandemic, it was exposed to the major challenge of surviving without the income from tickets and consumption of the thousands of spectators who attend the Grand Slam each year and consequently had to convince their partners and sponsors not to leave the tournament.
Monday began in an empty Billie King Center, without bars or shops, without advertising stands, but with all the brands (the main 12 and many other secondary ones) embarked on the project. How did the US Open do it? To start with, with weekly videoconference sessions from the marketing department, the tournament director and the medical chief with the sponsors under the motto Ask us anything, to answer questions and study dissemination formulas.
But the differentiating fact was of an economic nature. They offered significant discounts on fees. Thus, official suppliers such as Coca-Cola, Kim Crawford Wines, Lavazza and Heineken pay very low fees, more than 50% less, without serving even a drink. Those without posters were granted promotions and intellectual and digital property rights, plus advantageous terms in negotiations for years to come. An example for other events, such as the Davis Cup, which preferred to close.