Thomas Hoon on Pickleball’s Rise: From Malaysian Craze to Global Economic Force

In a recent LinkedIn post, Thomas Hoon offers a compelling analysis of pickleball’s explosive growth, challenging initial perceptions and highlighting its significant economic implications, particularly in Asia. Hoon, initially dismissive of the sport, reveals his surprise at its global scale and strategic industrialization by China.

Hoon begins by recounting his personal skepticism:

“My KL friends kept texting me to join them on the pickleball courts whenever I am in Malaysia. I laughed. I said no thanks. Not a big fan. I initially thought it was a Malaysian craze. I was wrong.”

The Global Scale of Pickleball

Contrary to his initial assumptions, Hoon points out the staggering global adoption of pickleball. He cites figures indicating that around 80 million people worldwide have tried the sport, with approximately 22 million playing regularly. In the United States alone, about 24 million people played last year. This widespread engagement, as Hoon notes, is far from a niche phenomenon.

China’s Strategic Industrialization of the Sport

The core of Hoon’s analysis focuses on China’s methodical approach to integrating and scaling pickleball. He highlights ambitious targets, such as reaching 100 million players, which he characterizes not as a hobby but as a deliberate objective. Hoon emphasizes the systematic way the sport is being developed:

“The national circuit went from around 80 events in 2024 to more than 600 planned for 2026. Roughly a 7x jump in two years. Pickleball is now an official event at the second National Fitness Games. The Chinese Tennis Association runs the whole machine. Rankings. Referee training. Equipment standards. A tiered circuit that runs from national championships down to community play.”

This structured rollout, according to Hoon, demonstrates a clear industrial strategy rather than organic growth.

City-Level Integration and Infrastructure Development

Hoon further illustrates China’s commitment through specific city initiatives. He mentions Hebi in Henan, which branded itself ‘Pickleball City,’ building over 1,500 courts and ensuring accessibility for most residents. This city not only hosted national championships but also became a manufacturing hub for pickleball equipment. Shanghai, he notes, has integrated courts into malls, utilizing rooftops and podium decks, and renting them by the hour. Baoding’s approach involved pushing the sport into diverse public spaces, including schools, offices, and shopping centers, resulting in the creation of over 600 new or converted courts.

The Retail Logic Behind Court Expansion

A key insight from Hoon’s post is his observation about the underlying retail strategy. He argues that the focus should not solely be on the number of courts but on the commercial logic driving their development.

“Nobody is waiting for greenfield land. They repurpose and go. A Chinese mall does not need a dead anchor store to make this work. It needs footfall. Pickleball delivers footfall that lingers, sweats, and then buys coffee and food later.”

In Hoon’s view, the true indicator of pickleball’s economic potential lies in this integration with retail and consumer spending, transforming underutilized spaces into vibrant hubs that generate secondary commerce.

Lessons for Businesses

Hoon concludes by drawing parallels with the growth of other sports and activities, such as esports, yoga, and cycling, noting a pattern of Western origins scaled massively in China with global supply chain implications. He poses a direct question to businesses involved in the sports economy:

“So if you sell footwear, paddles, apparel or venue tech in Asia, ask yourself honestly. Are you watching the game, or reading what the game is telling you?”

This framing challenges companies to look beyond surface trends and understand the deeper economic and strategic forces at play, particularly the emerging sports economy in Asia.