Country Club Membership Канада


Membership Fraud by Country Vacations a division of Country club Hyderabad

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Country Vacations a division country club Hyderabad sales executives are trapping middle class people to take membership with land and so many oral commercial offers and can be canceled if services are not satisfied. The offer is only for today and making customers to sign on agreement without reading it completely and payment is done by credit cards. But the agreement says money is non refundable and doesnot have the offers said by executives and land registration is also not genuine. This type of unethical business is running by country club from so many years.

On 27th jan 2020 Mr Mahender (mobile no 8019838824) and sulochana (mobile no 9160245643) had trapped me in the same way and swiped my credit card for 1,07,000/- rupees and full narration of story as follows:

On 26/01/2020 I had got an call from Narayana Reddy stating you won some gifts because of Lucky draw coupon which had filled in Hyper spar mall at nacharam on 22/01/2020. So, I went to the address mentioned by him i,e country club begumpet on Friday 27/01/2020 at 11:00 am morning.

Then a person came to me stating about presentation of holiday packages by country club for one hour after which we can collect gifts. He introduced to sulochana to explain about country vacations. Initially She asked about family details nature of job and the first she asked what do you know about country club then I answered it is a club for high class people. She explained about the following things:

1. Gifts : 1000/- food coupon, one night stay at country club resort and 3 nights four days holiday package.

2. 3 gold Lifetime memberships of Country club to me, my wife and kid

3. 6 nights and 7 days holidays may be national or international every year with annual maintenance charges of 5000 per year if holidays are used or else they can be given as rent to some travels through country vacations which earns around 20,000/- per year with a proof.

4. 40% discount on flight traveling charges booked by club with free accommodation, siteseeing, guide, breakfast and 30% discount on lunch and dinner etc.

5. these packages can accommodate 8 persons

6. 5 lak insurance which includes I lak health insurance on husband and wife.

7. Free summer camps to kids about 45 days.

8. Free gym facilities, event passes, 3 grams of gold for references to join new members.

9.Free party celebrations in club halls and decoration and many more

After that she introduced manager mahender to explain about budget of membership. Then he offered following things:

1. actual cost is 3.5 laks which inclue membership and 150 square yards land in golf village or fairway venture or a venture on sagar highway.

2. Because of 25 years celebration of country club this cost has reduced to 2.5 laks.

3. Free site seeing tour with other members will be planned, after selection of plot registration will be done.

4. They tempted me giving more discounts and about development of ventures and lease of land by club which can earn 2000/- per month.

5. They offered trip to delhi to check about services if not satisfied can cancel membership within 21 days

6. If land is not opted they offered gold ornament coupons of 95,000/-.

7. The offer is only for 116 winners of overall 500 coupon winners and we are lucky in them.

8. The plot value is around 1100/- per square yard so 150 sq yards has a value of 1,65,000/- and atlast they fixed price of membership and land to 1,97,000/- rupees.


They have convinced us very smartly as a asset of land and for your child growth etc etc.

I am a middle class member works in Mallareddy college as Assistant professor married two years ago with a girl child. Actually I was not interested because of my financial problems. But they convinced me to use credit card with 0% EMI options and 24 months etc.

I have paid 35,000/- from HDFC and 72000/- from SBI card but charged 14-15% of interest per annum but for 12 months. They said it will be wavied after one week as they submit documents to bank. and the receipt mailed for only 50000/-.

Still I have to pay 90,000/- but there are no cards with me then they offered 30 days. I said I cant pay for 6 months then they accepted and made me to sign the agreement without reading it completely.

After coming to home I have enquired in google about Golf village land near jangaon by country club . I was shocked with the search and complaints on country club.

The following links has complaints as fraud company

www.thehindu.com › News › Cities › Hyderabad

www.mouthshut.com › . › Timeshare › Country Club › Country Club — Bangalore

These are only sample still the list goes on.

After searching in net I went through agreement which has only 3-4 points of above mentioned offers. they are lifetime membership, 3nights 4 days trip, gym facilities, event passes and resort facilities.

Oral commitment of any staff can not be considered or honored by country vacations which clearly states all the above mentioned offers are false. They offered just to make us members of country club.

Even I searched about land through

which says land value is only 500/- per square yard. There are no registration under Country club.

Today evening I called sulochana to explain about all disputes. She said not to judge by online survey and come to office about clarification.

Sir, I have taken 200% risk just because of land and the income shown on rent basis, summer camps for kids, 0% interest EMI. Every month I spend everything through credit cards and I have loans on cards. But after seeing my mistake I couldnot able to sleep since last night. Now my bank balance is nil and blocked all my credit limits.

Sir now I cant pay remaining amount of 90000/- or the EMI amount of 107000/-. So, please cancel my membership with number CVHYD5TCLUB232244 and refund amount to card. It is humble request.

Atlast my answer is correct country club is only for high class people and please don’t encourage or entertain middle class people into these clubs.

7 of SA’s most exclusive country clubs, where membership can cost up to R1 million

Business Insider South Africa rounded up some of the country’s most exclusive country clubs. Membership of top clubs remains strictly by invitation, with hefty annual membership fees.

While most remain oriented toward golf, many clubs are innovating, spending millions on new or expanded fitness facilities like gyms, boutique yoga studios and spa areas. Some are even adding child care services to appeal to younger families.

Leopard Creek

Owned by one of South Africa’s richest men, Johann Rupert, whose wealth surpasses R80 billion, the Leopard Creek club house is situated on the banks of the Crocodile River bordering
the Kruger National Park.

Membership of the club is by invitation only. Management tells Business Insider South Africa that to qualify for consideration, you must either own or have a share in one of the properties on the estate. The stands are owned by some of the wealthiest individuals in the country, along with large companies that use them for senior management getaways, reports Property24.

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A property located in the bush part of the estate is currently on the market for R14 million. According to the estate agency Pam Golding, the asking price could go up to more than R40 million for a river-front property.


Membership cost: Property ownership in the estate.

River Club

Established in 1911, the 107-year old club reportedly counts the president of South Africa, Cyril Ramaphosa, among its distinguished members. It has one of the most prestigious golf courses in the country.

Like Leopard Creek, management tells Business Insider South Africa that membership is strictly by invitation only. A new member has to be nominated to join and all 300 members of the River Club have a say in whether a prospective member can be admitted.

Membership cost: Up to of R400,000 per annum.

The Links

The Links club in the Fancourt estate exudes prestige. Golf Digest South Africa ranks its golf course number one in the country. The course has hosted global golfing legends including John Bland, Justin Rose, Retief Goosen, Branden Grace and Ernie Els.

Established in 2000, the director of the club, Mark Fensham tells Business Insider South Africa that The Links upholds strict ethical codes, bringing like-minded individuals together. Apart from an interview with the club’s president, background checks are sourced from a prospective member’s previous clubs. It maintains exclusivity by limiting membership to only 100 people.

Membership cost: $100,000. So roughly R1.2 million at current exchange rates.

Bryanston Country Club

Opened by mining magnate and its first president, Ernest Oppenheimer, back in 1951, the Bryanston country club counts an 18-hole golf course, bowls, swimming, hiking and yoga among some of its activities.

The club says its always excited about expanding their close-knit community and welcoming new members. All new members are invited to the club for an induction meeting to meet fellow new members and the management team.

Membership cost: Full golfing membership could run up to R25,000 and R13,000 for social membership

Gary Player Country Club

Home to the annual Nedbank Golf Challenge, the club has a fully equipped gym and spa apart from the 18-hole course designed by the golfing legend Gary Player.

Because it is set in a resort, there are no memberships, says management. Guests fork out R900 for the green fees and pay for use of the other facilities.

Irene Country Country Club

It is the state capital’s oldest country club, established in 1911. Former prime minister of South Africa, Jan Smuts, who used to be a resident of Irene, pronounced the game of golf to be too mechanical for his taste. He was, nevertheless, often seen striding over the 18-hole course on one of his long walks, according to the club’s website.

Management tells Business Insider South Africa that its tradition and «being old school» are some of the distinguishing factors of the club. Apart from golfing, they offer cricket, squash and tennis.

Membership cost: About R11,390 per person for full annual club membership.

Durban Country Country Club

Durban Country Club’s golf course is rated as one of the Top 100 Golf Courses in the World by Golf Magazine USA. It also counts among the Top 5 golf courses in South Africa according to Golf Digest SA.

It also offers extensive child care facilities and has two restaurants.

Membership cost: Could run up to R12,000 per member.


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Country Club Membership Канада

Each member is entitled to bring guests 2 group at “Member Guest Rate”
The 3rd Group onwards is at “Extra Guest Rate” and the 4th Group onwards is at “Visitor Rate”
2 Course Member — Privilege to play at Old Course as “Member Guest Rate”

• Join now and enjoy exclusive privileges and benefits at Plantation & Waterside!
• Free Driving Range Golf Ball Coupons
• Free Proshop Discount Coupons
• Free Weekday Green Fee Coupons

Loyalist Country Club Community

1 Loyalist Blvd, Bath (ON), K0H1G0, Canada

Сейчас ОТКРЫТО Время работы
ПН 11:00 – 17:00 СБ 11:00 – 17:00
ВТ 11:00 – 17:00 ВС 11:00 – 17:00
СР 11:00 – 17:00
ЧТ 11:00 – 17:00
ПТ 11:00 – 17:00
О нас Loyalist Estates offers a superb selection of beautiful freehold townhomes, detached bungalows, and two-storey homes, all innovatively designed by KaitlinCorp, one of Ontario’s most trusted home builders. Описание Located in the picturesque town of Bath, just west of Kingston, Loyalist is a signature golf course community with scenic fairways bordering residents’ backyards. Each home comes complete with a full Country Club Membership, fabulous recreational facilities and a relaxed, leisurely way of life. Much of the appeal of Loyalist comes from its waterfront setting on Lake Ontario, a stroll away from boating, fishing and watersports on the beautiful Bay of Quinte.

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Tanya Myatt Mosier of Wagar & Myatt Ltd. Real Estate Brokerage

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Sue Rankin And Tanya Myatt of Wagar and Myatt Ltd. Realestate Brokerage

112A Industrial Blvd. Napanee (ON), Canada

EXIT Realty Acceleration

32 Industrial Blvd., Napanee (ON), K7R 4B7, Canada

Joanne Holmes — Century 21 Lanthorn RE Ltd.

44 Industrial Blvd, Napanee (ON), K7R 4B7, Canada

Audrey Ann Hamilton

32 Industrial Boulevard, Napanee (ON), K7R 4B7, Canada

Home 4 Us Real Estate Team

9 Commercial Court, Napanee (ON), K7R4A2, Canada

Shawna Stewart, Re/Max Finest Realty Inc., Brokerage

9 Commercial Court, Napanee (ON), K0K2A0, Canada

AVEY Investments

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Landings Golf Course and Teaching Centre The

1025 Len Birchall Way, Kingston (ON), K7M8Z9, Canada

The Landings Golf Course

1025 Len Birchall Way, Kingston (ON), K7M 8Z9, Canada

Property Perspectives

Kingston (ON), Canada


The Real Estate Book of Kingston & Area

182 Welborne Avenue, Kingston (ON), K7M 4G3, Canada

Loyalist Country Club Community

1 Loyalist Blvd, Bath (ON), K0H1G0, Canada

Сейчас ОТКРЫТО Время работы
ПН 11:00 – 17:00 СБ 11:00 – 17:00
ВТ 11:00 – 17:00 ВС 11:00 – 17:00
СР 11:00 – 17:00
ЧТ 11:00 – 17:00
ПТ 11:00 – 17:00
О нас Loyalist Estates offers a superb selection of beautiful freehold townhomes, detached bungalows, and two-storey homes, all innovatively designed by KaitlinCorp, one of Ontario’s most trusted home builders. Описание Located in the picturesque town of Bath, just west of Kingston, Loyalist is a signature golf course community with scenic fairways bordering residents’ backyards. Each home comes complete with a full Country Club Membership, fabulous recreational facilities and a relaxed, leisurely way of life. Much of the appeal of Loyalist comes from its waterfront setting on Lake Ontario, a stroll away from boating, fishing and watersports on the beautiful Bay of Quinte.

Продвинуть

Как только мы заметим, что появились первые посетители из Facebook, то Ваша страница получит бесплатное продвижение на 3 месяца!

Похожие места поблизости

Loyalist Golf and Country Club

1 Loyalist Boulevard, Bath (ON), K0H 1G0, Canada

Upper Canada Golf Course

13745 County Rd 2, Napanee (ON), K7R3L1, Canada

Loyalist Golf & Country Club

1 Loyalist Crt, Kingston (ON), K0H 1G0, Canada

Amherstview Golf Club

477 Golf Course Rd, Kingston (ON), K7N 1W6, Canada

Napanee Golf & Country Club

201 County Rd 8, Napanee (ON), K7R 3M3, Canada

Michelle Kennelly Real Estate Agent

Napanee (ON), Canada

Westbrook Golf Course

1485 Westbrook Road, Kingston (ON), K7P 3A1, Canada

Wagar & Myatt Ltd. Real Estate Brokerage

112A Industrial Blvd., Napanee (ON), K7R3P5, Canada


Tanya Myatt Mosier of Wagar & Myatt Ltd. Real Estate Brokerage

112A Industrial Blvd., Napanee (ON), Canada

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Sue Rankin And Tanya Myatt of Wagar and Myatt Ltd. Realestate Brokerage

112A Industrial Blvd. Napanee (ON), Canada

EXIT Realty Acceleration

32 Industrial Blvd., Napanee (ON), K7R 4B7, Canada

Joanne Holmes — Century 21 Lanthorn RE Ltd.

44 Industrial Blvd, Napanee (ON), K7R 4B7, Canada

Audrey Ann Hamilton

32 Industrial Boulevard, Napanee (ON), K7R 4B7, Canada

Home 4 Us Real Estate Team

9 Commercial Court, Napanee (ON), K7R4A2, Canada

Shawna Stewart, Re/Max Finest Realty Inc., Brokerage

9 Commercial Court, Napanee (ON), K0K2A0, Canada

AVEY Investments

Ottawa (ON), Canada

Landings Golf Course and Teaching Centre The

1025 Len Birchall Way, Kingston (ON), K7M8Z9, Canada

The Landings Golf Course

1025 Len Birchall Way, Kingston (ON), K7M 8Z9, Canada

Property Perspectives

Kingston (ON), Canada

The Real Estate Book of Kingston & Area

182 Welborne Avenue, Kingston (ON), K7M 4G3, Canada


Country Club Membership Канада

What is Country Club X?

Country Club X is an online community exclusively for country club members. Its main purpose is to connect club members so they can independently arrange a round of golf with members of clubs they normally wouldn’t have access to. The number of clubs our members can golf at grows each time a new member registers for our service. Please register today, it’s completely free for active club members with a registered (USGA, RCGA, EGA) handicap.

Boosting Country Club Memberships With Innovative Marketing and Pricing Concepts

Edward A. ‘Ed’ Merritt is a PhD candidate in Hotel Administration (Organizational Behavior) at Cornell University. He previously served more than 20 years in senior hospitality management positions in Florida and California. Merritt is a 1996 graduate of the Presidential/Key Executive Program at the Graziadio School.

In 1994, a multi-national diversified corporation charged one of its subsidiaries, a private country club in Southern California, with increasing memberships to cover the cost of opening a second 18-hole golf course. The club had been successful for years and the break-even point had been 400 golf members with one course. Break-even for two courses was 575 golf members because the club’s infrastructure was built to handle two 18-hole courses. Management hoped to go beyond achieving break-even when the new course opened and increase the customer base to 600. Meeting these goals at a time when tighter tax laws put corporate memberships in decline meant broadening the club’s market and, perhaps, significantly re-inventing its image.

The lead author has been a senior executive in the hospitality industry for 20 years and, as the club’s director of marketing, realized that this challenge would mean looking beyond conventional marketing and sales methods. He received corporate approval to implement techniques discussed in Pepperdine University’s Presidential/Key Executive Program. Taking on this responsibility allowed him to gain the confidence to be innovative in a regimented corporate environment and to run his business unit as though it were his own firm. The results of the club’s wide-ranging marketing initiative far-exceeded expectations. This article describes some of the ideas that contributed to this success.

One major operational change was development of quantitative performance measures for all marketing activities. This included judicious use of marketing research to create a database on customers and their behavior. Another element was that promotional activities at the club were assigned specific goals, and indices were developed to track prospective customer awareness, inquiries, and trials. Finally, pricing policies were revised to enable flexible programs based on value-added analyses and contribution-margin accounting.

Data gathering was one of the first areas of the existing marketing program to be reviewed. A survey of existing members was conducted which showed that 50 percent of members lived on the property, 50 percent snow-skied, 78 percent played golf, and 80 percent walked or jogged at least three times each week. Similarly, results showed that 81 percent of the members were married, 71 percent were dual-income families, 84 percent had two or more children, 50 percent of the children attended private school, and 66 percent of families had a live-in nanny.

The club carefully constructed a sales call sheet and turned sales agents into knowledge gatherers to improve the quality of prospective customer data. Marketers began asking open-ended questions to tap visitors’ underlying thoughts for a more accurate view of their intentions. Customers do not always respond truthfully to salespeople. People sometimes say what they think salespeople want to hear for the sake of a graceful exit. Agents are more efficient with questions such as whether prospects presently belong to a club, live in the area, are considering joining a private club within the next three months, or would like a tour of the club.

Data gathering from phone inquiries also became more systematic and revealed that many prospects were intimidated by the exclusive look of the club’s front gates which created a “stuffy elitist” image. Many wrongly believed they had to be a resident to join. It also became evident that many would prefer to pay initiation fees in monthly installments, even if it meant receiving a lower percentage of that fee upon resigning from the club. The data generated a more defined customer profile that suggested potential members:

  • were interested in golf
  • had been a member of a private country club
  • lived within 20 miles of the club
  • lived in a neighborhood with homes starting at $300,000
  • subscribed to Golf Digest magazine
  • drove a Mercedes Benz, BMW, or Jaguar
  • were members of a sister or neighboring club
  • were contributors to the performing arts

Ads were designed to promote its family-orientation, affordability, and larger capacity, and to counter the impression that the club was stuffy. Prospects were offered gifts like free putters and free rounds of golf. Ad response was measured by increases in awareness, traffic, and trial memberships. Ads were run in regional editions that cost less because of the club’s more defined customer profile.

The club composed a direct mail piece every three weeks inviting prospects to a free evening of food, beverages, prizes, and entertainment. The list was occasionally broadened to create a universe of approximately 2,000 recipients that might produce 100-125 attendees and, ultimately, five to eight memberships.

Used properly, direct mail out-pulled the newspaper at much lower cost. For example, $8,000 newspaper ads delivered 100 attendees of whom approximately 85 were not qualified while $4,000 direct mail campaigns delivered 250 pre-qualified attendees.

To generate publicity, the club hosted a media golf tournament featuring one of the golf industry’s most sought-after characters. Professional writers prepared background pieces on the club from every angle and guest chefs showcased the club’s cuisine. The media was treated to free golf, food, liquor, shirts, caps, and golf balls. They generated a flood of ink and tremendous market awareness in return.

Thirty days later, a prominent sports columnist proclaimed that the club should be considered for a major event such as the U.S. Open. The article brought recognition throughout the golf world that could not have been purchased for $100,000 in advertising.

Introducing Payment Options and Group Memberships

Traditionally, the club had one golf membership price but the possibility of pricing down the demand curve was now raised. One can capture multiple price-sensitive segments with different price levels using this concept – provided the segments are reasonably distinct. For example, the club’s rack rate was $30,000 cash. People who paid $30,000 cash for a membership would receive 75 percent of that amount back if they resigned. A second membership at $25,000 would be refundable at 50 percent and could be financed internally for four years. Similarly, a third membership could be offered at $20,000 – non-refundable and financed for five years. This particularly met the needs of those potential members who were not asking how much it cost but, rather, “How much are the payments?”

Another opportunity for creative pricing appeared when a major multi-national firm headquartered nearby asked for special pricing on memberships for ten of its top executives. The club’s senior management considered the financial impact of this proposal, how it would affect the ability of these members to mix with other members, and how to answer other members who ask for the same treatment. It was decided that the deal warranted a new experimental membership category with these points:

  • The company would pay cash with one check for ten memberships
  • The club would sell the first two memberships at full value ($30,000)
  • The club would sell the next eight at one half full value ($15,000)
  • he company would pay full dues for each membership
  • The company could re-assign a membership for a $750 transfer fee
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Bingo. The deal worked. The company paid $180,000 cash and remitted full monthly dues for each member. The club soon had 12 members from the company.


The club’s senior management formerly set price increases each year based on estimates of what the market would bear. This process was replaced with a comprehensive break-even analysis to position pricing at a competitive, yet profitable, level. This proved valuable when a competitor halved dues, dropped monthly spending minimums, and eliminated initiation fees. A number of members immediately dropped out and joined the other club. Armed with a break-even analysis, the club decided not to compete and faced the fact that losing some customers is not necessarily a bad thing. It became clear when exiting members were contacted that they were joining the competition because of price and could barely afford their previous membership anyway.

The spending patterns of members who were resigning averaged $60 per month above dues while average spending at the club was $175 per month above dues. The club lost many accounts whose average monthly spending was below the break-even level.

The other club did not do its homework well. They lowered dues and dropped minimum spending requirements without considering that these new members would not be spending freely. They filed for bankruptcy soon afterward.

The club also took a new approach to price increases. Historically, golf dues were increased $20 per month each January. Annual increases had been limited more recently to a very modest $5 per month because of tough competition. After researching the market extensively, however, the decision was made to again increase prices on golf members by approximately $20 to $30 per month. However, the club also added value for these members. For example, members received free guest certificates for golf. The increased capacity of the new golf course, and the scheduling of free golf at shoulder and slow periods, meant free rounds had little impact on revenue and created a win-win situation in which members felt compensated for the additional cost. The additional rounds also generated revenues from balls, shirts, caps, cart rentals, sandwiches, and beer.

A new pricing strategy was also developed for food and beverages. The food and beverage department had generally maintained a food cost percentage of 40 percent or less. It became evident that you take dollars to the bank – not percentages. It’s far more profitable to sell a minute steak for ten dollars at a food cost of 50 percent, and a contribution margin of five dollars than a four-dollar tuna sandwich with a food cost of 40 percent but a contribution margin of $2.40. The club could value-add the steak by pricing it lower (accepting a 50 percent food cost), and further encourage sales by moving steaks to the ‘cash cow’ position in the middle of the right-hand page of the menu.

“Overnight Success”

The club achieved its membership goal three months ahead of schedule and the parent company was able to open its new golf course in a positive cash flow position. Fifty-one memberships were sold during the first summer and the club became number one in sales in the parent organization’s multi-club system. Market research also enabled the club to better satisfy current members by offering ski trips, nanny areas in the clubhouse, and summer camps for members’ children that consistently sold out.

Some of these marketing elements were in place from the beginning and the club had previously been profitable, however the systematic gathering of customer data and implementation of new marketing and pricing strategies brought the appearance of overnight success. Senior management’s initial position had been that membership growth would result from word-of-mouth about the greatness of the new course, but this clearly did not happen by itself. It required careful targeting of product and pricing for the market. This process can be both an art and a science.

[Resolved] Country Club — Country Club Fraud Membership

Please beware of Country Club India FRAUD holiday package membership and do not waste your money.

They are the biggest fraud and cheats.

I was pestered by their sales and marketing to become a member. They brainwashed me & my parents for 90 minutes and forced me to make payment the same day for Studio – Red – 30 years membership. I paid them Rs. 60000 cash.

They offered me 5 gift vouchers for holiday packages of Country club vacations. I tried to book these vacation packages via phone and email. This fraud company stopped responding for some days and later said rooms are not available.

Later I tried to book through my membership holiday packages and kept calling them and sending them emails. This fraud company stops responding till you get fed up.

All the promises the Country Club India fraud makes before you take membership are forgotten after you become a member.

I am going to file a case against this Country Club India fraud holiday package in the Consumer Court. I request brave people with similar experience to file a case against this Country Club India fraud holiday package in the Consumer Court. The process of the Consumer Court is simple and we can hope to get back our money.

I also request people who know someone in the Media to seek their help to expose the Country Club India fraud holiday package.

I am withholding my Country Club India membership number to avoid harassment by their goons.

2020 Membership Cards

Regular Rates

18 Holes With Cart

9 Holes With Cart

Membership Card Rates

18 Holes With Cart


9 Holes With Cart

Montgomery Glen

Regular Rates

18 Holes With Cart

Membership Card Rates

18 Holes With Cart

Play Any Course. Any Day. Any Time!

Pay the same great rate ALL year long at any of our 4 golf courses (Sandpiper, Raven Crest, River R >NOTE: Membership Card availability is limited, so don’t wait to get in on the savings!

Pickup Details

Membership Cards can be picked up at your designated home course at the addresses below.

Sandpiper Golf & Country Club
26029 Meadowview Drive
Sturgeon County, AB T8T 0K8

Raven Crest Golf & Country Club
251 – 153 Ave
Edmonton, AB T5Y 6K8

River Ridge Golf Club
5685 Windermere Boulevard
Edmonton, AB T6W 0S6

Montgomery Glen Golf & Country Club
Township Rd 464
Wetaskiwin, AB T9A 2G2

Luxur Fine Cars of Edmonton
11925 Kingsway Ave.
Edmonton, AB T5G 0X7

Frequently Asked Questions

Q: Can I play with a non CCT Member card holder.
A: YES! You can play with whomever you like, all are welcome!

Q: Does the golf course only hold certain times aside for CCT member card holders.
A: No, you are welcome to book any day, anytime that is available. No restrictions

Q: Can I play as a walk on or spur of the moment?
A: YES! You can call ahead for availability or just walk on and we will get you out as soon as we can.

Q: Do my guests receive the CCT Member rate as well?
A: No, only the cardholder gets the CCT member rate. Anyone not a CCT member card holder pays the regular rate but they are welcome to purchase the card before play if they like.

Q: Can I play 36 holes in one day using the membership?
A: YES! Play as much as you like. Again, any day, any time no restrictions. Applicable rates apply to each 18 hole round.

Q: Can I play if I forget my card?
A: YES. As long as you provide another form of photo ID to show the pro shop staff so we can confirm your identity.

Q: Can I buy the card at any time during the season?
A: YES, but prior to December 31, 2020 you will pay $100. As of January 01, 2020 the rate increases to $200.

Q: If I am a League Member, what do I pay?
A: The same rules apply, meaning that, prior to December 31, 2020 you will pay $100. As of January 01, 2020 the rate increases to $200.

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