The following questions and answers are designed to provide an understanding of The Country Club of Oxford and the membership opportunities available. Since these questions and answers are summary in nature, you should read the Membership Plan and Rules and Regulations documents prior to purchasing a membership.

The Country Club of Oxford is a private full service country club situated within the Grand Oaks residential community in Oxford, Miss. The club is presently in the developmental process and will provide an exceptional Jim Fazio designed 18-hole championship golf course and gracious clubhouse. Other amenities provided will be tennis, aquatics, fitness, dining, and social facilities. Our goal is to provide an experience that exceeds one's expectations in all aspects of our club.

The Country Club of Oxford is owned solely by Golden Eagle Investments, Inc., of the Dallas area. Golden Eagle is involved in a variety of other entrepreneurial activities including real estate development and oil and gas exploration and production. The idea to provide Oxford with an exceptional club originated when Golden Eagle concluded Oxford- with all its charm, quality of life and tourists- along with the benefits of the University of Mississippi presented an investment opportunity. Additionally, many publications such as USA Today, Kiplinger’s, and Fortune 500 have forecast Oxford as being one of the Top Five Retirement Communities in the United States. Oxford, with its sophisticated citizenry and desire for excellence has never enjoyed the many benefits of an exceptional golf course and country club. Discerning all of these factors, Golden Eagle decided to make a major investment in Oxford following the wise business maxim- “If you see a need, fill it.”

A number of forces were considered in our marketing study and plan. First, statistically the number of golfers within a given population and level of prosperity- measured most accurately by per capita income and cost of housing- was predicted. Our plan is to offer inaugural memberships at reduced rates, attempting to make the club accessible to as many Oxford citizens as possible. Upon the passing of a certain amount of time or the attainment of a desired membership level, membership fees will be raised to a level more consistent with the sizeable investment. The resident memberships should increase with the steady flow of new residents to Oxford looking for a quality country club experience. The third component of our marketing is to have an aggressive nonresident membership plan taking advantage of the appeal of Oxford and Ole Miss. Clubs in university communities in the South who have provided facilities and promoted nonresident memberships have experienced great success. The pricing of our two classes of memberships should attract a large number of nonresidents who live 65 miles or beyond from Oxford. The nonresident memberships will lead to an appealing, unique, and diverse club. The club can accommodate many nonresidents because their play is infrequent. Because of Ole Miss, the demand for nonresident memberships will be great. With this combination of predicted local members in the initial offering, the steady influx of new residents, and the anticipated demand for nonresident status, our plan should result in a financially stable club.

Many clubs struggle because of management issues- whether the root cause rests with the owner, club leadership, or employees. The famous consultant, who led Japan to the top of the automobile industry, taught that two components were essential for long term success in business. First, the pursuit of providing the highest level of quality must always be present, but secondly, there must be an equal emphasis on operational efficiency. When these two are operating in tandem the product or service has great value. This principle applies to operating a country club. For this reason Troon Golf, the leader in upscale golf management, has been recruited to manage our club. Troon Golf is the world leader in upscale golf management and oversees 145 country clubs and resorts in the United States and abroad. The Troon Experience is the standard in the golf industry and employs the aforementioned philosophy. Offer the highest possible quality with credible operational efficiency and the result is satisfied and loyal members. The business of managing a country club requires a specialized and well-trained team of employees. The decision to secure the services of Troon Golf will provide stability, fiscal responsibility, and managerial excellence.

and is there and architectural master plan available now?

The swimming pool is anticipated to be completed in the Fall of 2007.

Two courts of the tennis complex will be completed with the swimming facilities. The balance of the complex (the other four courts) will be completed along with the permanent clubhouse. Two of the courts will be clay courts.

No, the fitness facility will be built in conjunction with the permanent clubhouse.

No, there will not be any rooms in the permanent clubhouse. There are concepts in the master plan for Grand Oaks (not part of the club; however perhaps managed by the club) for there to be cottages built near the club and available for rent.

No, members will not be assessed for operational losses or capital expenditures.

The categories that are refundable are refundable in two senses. One, if a member maintains an active membership for 30 consecutive years; they will receive the initiation fee they paid back upon completion of the 30 years. In addition, if a member decides at some point that they no longer desire to be a member, they may put their membership in a pool to be resold by the club. They will still be responsible for paying any and all dues and costs while the membership is waiting to be resold. Once the membership comes up to be resold, the member will receive 80% of the initaition fee of the current sold membership but not to exceed what they originally paid.

That has not been determined at this time. The demand and desires of our members will be our primary consideration.