On the demand side, exporters and strategic planners focusing on tennis, badminton, and similar rackets in China face a number of questions. Which countries are supplying tennis, badminton, and similar rackets to China? How important is China compared to others in terms of the entire global and regional market? How much do the imports of tennis, badminton, and similar rackets vary from one country of origin to another in China? On the supply side, China also exports tennis, badminton, and similar rackets. Which countries receive the most exports from China? How are these exports concentrated across buyers? What is the value of these exports and which countries are the largest buyers? This report was created for strategic planners, international marketing executives and import/export managers who are concerned with the market for tennis, badminton, and similar rackets in China. With the globalization of this market, managers can no longer be contented with a local view. Nor can managers be contented with out-of-date statistics which appear several years after the fact. I have developed a methodology, based on macroeconomic and trade models, to estimate the market for tennis, badminton, and similar rackets for those countries serving China via exports, or supplying from China via imports. It does so for the current year based on a variety of key historical indicators and econometric models. In what follows, Chapter 2 begins by summarizing where China fits into the world market for imported and exported tennis, badminton, and similar rackets. The total level of imports and exports on a worldwide basis, and those for China in particular, is estimated using a model which aggregates across over 150 key country markets and projects these to the current year. From there, each country represents a percent of the world market. This market is served from a number of competitive countries of origin. Based on both demand- and supply-side dynamics, market shares by country of origin are then calculated across each country market destination. These shares lead to a volume of import and export values for each country and are aggregated to regional and world totals. In doing so, we are able to obtain maximum likelihood estimates of both the value of each market and the share that China is likely to receive this year. From these figures, rankings are calculated to allow managers to prioritize China compared to other major country markets. In this way, all the figures provided in this report are forecasts that can be combined with internal information sources for strategic planning purposes.