Crocs Case Study

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Crocs made a splash in 2003 when they introduced their funny looking, brightly colored, plastic clogs that the whole family could wear (Hoyt & Silverman, 2008). By 2007, the company reported $847 million in revenues (von Briesen, 2009). From preschoolers to doctors, these shoes appealed to a vast array of consumers. The reason for Crocs’ success over the past few years can be attributed to their value-chain' class='brand-secondary'>value chain strategy in which customers ultimately had the power (Robbins & Coulter, 2009). Value chains exist to create value for the customer at each step of the product’s life, from raw materials to marketing to final product disposal or reuse (“Value Chain,” n.d.). The sequence of this chain is intended to create a high value product for the customer at a low cost. Crocs’ use of the value chain allowed them to create a valuable product and add value as the company grew, but if I had been a part of the management team my value chain would have incorporated different marketing, forecasting, and acquisition techniques to create a robust brand that achieved long-term success.

Crocs’ customer centered value chain helped them create and market a custom, yet reasonably priced product that met and exceeded customers’ unique needs (Robbins & Coulter, 2009). First, Croc’s succeeded in transforming raw material into something that added value to consumers’ lives. The croslite material used to make the shoes is valuable to consumers because it is lightweight and molds to the shape of the wearer’s foot. Their shoe design is concentrated on comfort and durability. Also, this croslite material makes Crocs easy to maintain and resists bacteria and fungus (Hoyt & Silverman, 2008). Secondly, Crocs has been able to produce their product for a reasonable...

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