Professional Documents
Culture Documents
11
A l e x a n d e r K a h l C h e l s e a H e j n e y R i v e r J a n g d a B i l l y J e s b e r g N i k k i V e l e z
Contents
Executive
summary
...................................................................................................................................
3
General
Information
.................................................................................................................................
4
History
.......................................................................................................................................................
4
Consumer
Target
Market
and
Potential
...........................................................................................
5
Industry
and
Competition
......................................................................................................................
6
Retail
Environment
.........................................................................................................................
6
Cultural
and
Social
Analysis
..................................................................................................................
8
Profile
of
a
Typical
Person
in
Target
..............................................................................................
10
Company
Summary
................................................................................................................................
11
Technical
Feasibility
..............................................................................................................................
12
Manufacturing
Capability
...............................................................................................................
12
Channel
Structure
..............................................................................................................................
13
Financial
Feasibility
...............................................................................................................................
15
Country
Economic
Analysis
...........................................................................................................
15
Production
Cost
...................................................................................................................................
16
Organizational
Feasibility
...................................................................................................................
16
Jordans
Political
and
Legal
Feasibility
.....................................................................................
16
Company
Organization
....................................................................................................................
17
SWOT
............................................................................................................................................................
18
Conclusion
..................................................................................................................................................
18
Target
Market
...........................................................................................................................................
20
Positioning
Statement
...........................................................................................................................
20
Plan
Objectives
.........................................................................................................................................
20
Marketing
Mix
Strategies
.....................................................................................................................
21
Product
...................................................................................................................................................
21
Distribution
...........................................................................................................................................
21
Marketing
Communication
............................................................................................................
22
Price
.........................................................................................................................................................
23
Revenue
and
Expenses
.........................................................................................................................
24
Evaluation
Plan
........................................................................................................................................
25
Works
Cited
...............................................................................................................................................
27
2
|
P a g e
Executive
summary
Team
Ignite
has
developed
a
feasibility
study
to
assess
the
marketability
of
Crocs
brand
shoes
in
the
Hashemite
Kingdom
of
Jordan.
Due
to
the
unique
style,
durability,
versatility,
and
comfort
of
Crocs
shoes,
we
believe
that
the
Hashemite
Kingdom
of
Jordan
is
a
suitable
market
for
Crocs
brand
shoes.
The
target
market
for
the
product
includes
young
females
between
the
ages
of
15-29
and
there
is
an
estimated
1
million
people
within
this
target
market.
More
specifically
those
in
our
target
market
are
educated,
progressive,
bi-lingual
speaking
both
Arabic
and
English,
and
non-traditionally
dressed
Sunni
Muslims.
Despite
their
liberal-
mindedness,
family
and
religious
obligations
are
still
important
to
our
target.
Initially,
Crocs
will
only
introduce
one
style,
the
classic
Beach
clog
in
the
first
year.
The
Beach
will
come
in
11
colors,
including
black,
white,
pearl,
khaki,
navy,
cotton
candy,
mango,
ruby,
sea
blue,
fuchsia
and
gold.
The
introduction
of
Crocs
will
only
happen
in
the
city
of
Amman.
The
malls
in
Amman
will
allow
Crocs
to
create
awareness
in
the
market
before
being
introduced
to
smaller
outlets
in
the
city,
and
the
rest
of
the
country
within
the
next
5
years.
Crocs
will
be
imported
into
Jordan
through
sub
distributors
operating
out
of
locations
in
the
Middle
East
such
Beirut,
Lebanon.
Extensive
distribution
will
not
be
necessary
in
the
first
year.
The
initial
retailers
in
Amman
will
be
Sports
4
Ever
in
the
City
Mall,
and
Shoe
Mart,
Shoes
and
Bags
and
Shoe
Avenue
in
the
Mecca
Mall.
We
recommend
a
suggested
retail
price
of
$40.00
per
shoe
or
56.30
Jordanian
Dinar
(JD).
There
are
three
main
competitors
in
the
shoe
market
in
Jordan;
Nike,
who
as
an
average
price
of
63.34
JD,
Adidas,
who
has
an
average
price
of
49.40
JD
and
Reebok,
who
has
an
average
price
of
43.63
JD.
We
believe
that
setting
a
higher
price
than
our
retailers
average
price
will
be
beneficial
to
our
sales,
leading
consumers
to
believe
that
we
offer
a
more
exclusive
and
desirable
product.
With
a
selling
price
of
$21.00,
we
will
retain
a
small
profit
after
covering
our
expenses
and
production
costs.
We
estimate
that
we
will
have
a
net
income
of
$249,000
and
a
profit
margin
of
23.71%
in
the
first
year.
10%
of
sales
will
be
allocated
to
marketing
incentives,
focusing
on
online
ads
on
popular
sites
and
public
transportation
busses
and
stations.
With
our
ads
concentrating
on
colors
such
as
black,
cotton
candy,
fuchsia
and
gold
that
will
appeal
to
our
female
target
market.
With
this
plan
Crocs
should
be
able
to
increase
their
market
share
in
the
Jordans
footwear
market
to
5%
in
the
first
year
by
selling
50,000
pairs
of
shoes
and
substantially
increasing
awareness
for
the
Crocs
brand
by
100%
in
the
Hashemite
Kingdom
of
Jordan.
3
|
P a g e
Part
1
Feasibility
Study:
Market
Analysis
General
Information
The
Hashemite
Kingdom
of
Jordan
is
located
in
Southwest
Asia
in
the
heart
of
the
Middle
East.
Jordans
land
is
believed
to
be
one
of
the
homes
to
mankinds
earliest
inhabitants,
dating
back
thousands
of
years.
The
Arab
ethnicity
makes
up
the
majority
of
the
population
and
the
Circassian
and
Armenian
ethnicities
each
make
up
about
1%
(World
Fact,
2011).
The
people
of
Jordan
are
predominately
Sunni
Muslims,
over
92%
of
the
population;
the
remaining
population
is
Christian.
Jordan
has
an
area
of
89,342
sq.
kilometers,
which
is
comparable
to
Indiana
of
the
United
States
(Hashemite,
2011).
Jordan
has
borders
with
Syria
to
the
north,
Iraq
to
the
east,
Saudi
Arabia
to
the
south,
and
Israel
to
the
west.
The
country
of
Jordan
has
two
very
diverse
climates
from
the
east
to
west.
The
eastern
side
of
the
country
is
made
up
of
two
deserts,
the
Syrian
Desert
in
the
north
and
the
Ard
As
Sawwan
Desert
in
the
south.
On
the
western
side
of
the
country
is
the
Great
Rift
Valley,
which
separates
the
West
and
East
Banks.
The
Great
Rift
Valley
is
made
up
of
high
mountains,
the
Jordan
River,
The
Dead
Sea
and
fertile
lands
(Hashemite,
2011).
The
population
of
Jordan
is
6,508,271
(World
Fact,
2011).
The
climate
does
play
a
role
in
where
people
live
in
this
country.
With
the
arid
desert
to
the
east
and
the
limited
natural
water
resources,
the
more
populated
cities
are
located
in
the
western
part
of
this
country
where
more
resources
are
available.
The
urban
population
makes
up
most
of
the
total
population.
The
largest
city
in
Jordan
is
the
capital,
Amman,
with
over
1
million
people
living
in
this
area
(Hashemite,
2011).
History
With
the
fall
of
the
Ottoman
Empire
in
1921,
the
Middle
Easts
country
borders
were
redrawn
and
The
Hashemite
Kingdom
of
Jordan
was
born.
Jordan
did
not
claim
complete
independence
as
a
country
until
1946.
In
1952
Jordan
became
a
Constitutional
Hereditary
Monarchy
under
King
Abdullah
II
(World
Fact,
2011).
Jordan
has
experienced
many
increases
and
decreases
in
their
economy.
There
is
a
strong
western
influence
in
Jordan,
and
joining
the
World
Trade
Organization
(WTO)
was
a
big
stepping
stone
for
them
in
2000.
Along
with
joining
the
WTO,
Jordan
and
the
United
States
formed
a
contract
to
allow
free
trade
agreements,
opening
up
doors
and
creating
opportunities
for
both
countries.
Jordan
also
signed
an
association
agreement
with
the
European
Union
in
2001
to
implement
economic
reform.
In
2011,
the
Finance
Minister
Mohammad
Abu
Hammour
claims
Jordans
4
|
P a g e
economy
is
projected
to
have
a
5.0%
increase
from
last
year
(Bloomberg,
2010).
Jordan
has
a
population
growth
rate
of
0.98%,
rated
116
among
other
countries
(Hashemite,
2011).
Population
growth
in
the
years
to
come
is
going
to
be
important
for
the
Jordan
economy
to
ensure
a
growing
consumer
market.
approximate
6,407,085
people
in
Jordan,
31.4%
are
between
the
ages
of
15-29.
As
there
is
1.04
male/female
ratio
(World
Factbook,
2010)
it
can
be
estimated
that
there
are
roughly
about
1
million
in
our
target
market,
with
a
market
penetration
of
about
55.65%
based
on
those
women
who
are
likely
to
pursue
education
past
the
age
of
15.
Market
penetration
was
calculated
through
averaging
the
two
percentages
based
on
higher
education
enrollment
percentages
in
the
past:
66.6%,
women
accounted
for
in
community
colleges
and
44.7%
women
enrolled
at
university
(66.6+44.7/2=
55.65%)
Therefore,
55.65%
of
our
1
million
projected
target
market
size
justifies
the
absolute
number
in
our
target
to
be
around
556,500.
6
|
P a g e
brands.
The
private
label
brands
would
compete
directly
with
the
Crocs
brand,
whether
Crocs
are
sold
in
footwear
stores
or
in
official
Crocs
stores.
The
three
major
retail
groups
doing
business
in
Jordan
are
Landmark
Group,
Inditex
and
Aldo
Group.
Landmark
Group
was
founded
in
1973
in
Bahrain
and
has
grown
to
be
one
of
the
largest
retail
groups
in
the
Middle
East.
They
now
operate
over
1000
outlets
in
15
countries,
including
11
stores
in
Jordan.
In
terms
of
footwear,
Landmark
operates
five
different
stores
in
Jordan
that
sell
shoes.
These
five
are
Max,
Shoe
Mart,
Splash,
Babyshop
and
Lifestyle.
Shoe
Mart,
Splash,
Babyshop
and
Lifestyle
are
all
part
of
Centrepoint,
an
all
in
one
shopping
destination
located
in
malls
that
sells
clothing
and
shoes
to
all
demographics.
According
to
Matthew
Simon,
manager
of
Landmark
Jordan
PSC
Limited,
the
company
has
plans
to
expand
in
Jordan
in
the
future,
especially
with
the
Shoe
Mart
brand,
which
only
has
one
location
in
Jordan
currently.
Shoe
Mart
is
the
largest
footwear
and
accessories
retail
chain
in
the
Middle
East,
and
offers
a
range
of
affordable,
world-class
brands
for
men,
women
and
children
(Landmark
Group).
Top
brands
such
as
Sketchers,
Adidas,
Reebok,
Clarks,
Nike,
Converse
and
Timberland
can
be
found
at
the
Shoe
Mart
in
Amman.
Max
is
Landmarks
value
fashion
retailer,
operating
114
stores
in
the
Middle
East
with
two
locations
in
Amman.
Max
offers
fashion
and
footwear
at
value
pricing
with
a
target
market
of
middle
class
Jordanians.
Unlike
Shoe
Mart,
however,
Max
sells
only
private
label
products
made
specifically
for
the
Max
brand.
This
makes
Max
a
direct
competitor
to
the
Crocs
footwear
brand
in
Jordan.
Another
huge
retail
group
in
Jordan
is
Inditex,
founded
in
1975
in
Spain.
Indexite
operates
over
5000
stores
in
77
countries
and
13
stores
in
Jordan
specifically.
These
stores
include
Zara,
Pull
&
Bear,
Massimo
Dutti,
Bershka,
Stradivarius,
Oysho,
Zara
Home,
and
Uterque.
All
of
Inditexs
stores
sell
private
label
brands,
and
every
store
except
Oysho
and
Zara
Home
sell
shoes
of
their
own
that
cater
to
our
target
market,
making
them
direct
competitors.
The
Aldo
group
operates
three
Aldo
outlets
in
Jordan.
Aldo
is
another
private
label
brand
that
is
popular
in
Jordan,
selling
a
wide
variety
of
styles
of
womens
shoes.
According
to
Matthew
Simon,
other
than
these
private
label
brands,
other
major
retail
competition
in
the
footwear
market
comes
from
unorganized
retail,
and
smaller
retailers
that
may
be
independently
owned.
In
terms
of
brand
competition,
Crocs
would
be
competing
with
most
of
the
same
brands
they
compete
with
in
the
rest
of
the
world.
According
to
Nasdaq,
competitors
include
Nike,
Kenneth
Cole,
K-
Swiss,
Sketchers,
Steve
Madden
and
others.
Other
worldwide
brands,
such
as
Adidas,
have
a
large
presence
in
country
already.
Adidas
has
nine
official
Adidas
shops
in
Amman
alone.
These
brands
and
thousands
more
are
already
offered
in
Jordan,
making
the
shoe
market
very
competitive.
7
|
P a g e
For
Crocs,
the
best
distribution
channels
as
far
as
selling
in
retail
outlets
would
be
the
various
clothing
and
footwear
stores
in
the
malls
of
Amman
and
Aqaba,
including
City
Mall,
Mecca
Mall,
Abdoun
Mall,
Amman
Mall,
Plaza
Mall,
and
the
Aqaba
City
Centre
in
Aqaba.
Footwear
retailers
in
these
malls
that
dont
sell
private
label
brands
would
be
ideal
for
Crocs,
including
Shoe
Mart,
Sports
4ever
and
Shoe
Avenue.
Official
Crocs
retail
stores
and
outlet
stores
should
also
see
success
just
like
Adidas,
in
these
malls
and
new
ones
as
they
are
built
in
the
future.
Most
of
the
traditional
Muslim
holidays
are
celebrated
in
Jordan
such
as
Ramadan,
Eid
al-Adha,
and
Mawlid
al-Nebi.
Jordan
also
celebrates
some
of
its
own
national
holidays
like
Arab
Revolt
and
Army
Day,
King
Hussein's
Accession
to
the
Throne
and
King
Hussein's
Birthday.
Jordan
has
made
a
strong
effort
to
enrich
its
own
culture
and
promote
people
to
become
active
in
their
own
countries
history.
Education
is
a
top
priority
in
Jordan.
All
children
attend
elementary
education,
making
the
illiteracy
rate
of
6.9%
the
lowest
of
all
Arab
countries.
Jordan
has
raised
its
secondary
education
rate
to
97%,
which
is
extremely
high
for
an
Arab
country.
Jordan
also
has
a
program
of
secondary
education
where
students
can
continue
with
more
of
a
traditional
education
or
they
can
go
to
vocational
school
for
two
years
to
be
skilled
in
a
more
specific
trade.
Jordan
also
has
10
public
universities
and
16
private
universities.
76.3%
of
females
who
enroll
in
upper
secondary
education
graduate
(UNESCO
institute
for
Statistics).
Jordanians
love
sports
and
art.
Football
(soccer)
is
by
far
their
favorite
sport.
They
have
their
own
league
similar
to
Americas
MLS
or
Englands
Premier
league,
which
sees
growth
every
year
as
teams
continue
to
improve.
Jordan
is
also
starting
to
get
some
national
attention.
In
2004
they
reached
a
ranking
of
37th
in
the
FIFA
world
rankings.
Basketball
is
gaining
attention
and
more
money
is
being
invested
in
it.
Art
and
music
in
Jordan
are
other
examples
of
how
well
the
country
is
thriving.
King
Abdullah
II
ordered
government
workers
to
have
Fridays
and
Saturdays
off
so
they
can
dedicate
more
time
to
art
and
cultural
festivals.
While
traditional
art
and
music
are
still
quite
popular,
folk
art
is
the
growing
trend
with
Jordans
youth.
Everything
from
death
metal
to
electronic
trance
music
is
popular
with
todays
youth.
A
possible
successful
marketing
strategy
for
the
youth
of
Jordan
could
involve
an
alternative
form
of
music.
Family
life
in
Jordan
is
very
important,
but
it
is
also
very
different
from
America.
For
instance
men
completely
control
the
family.
They
have
all
the
say
and
can
tell
their
wives
to
do
anything
they
choose.
Men
are
also
allowed
to
take
on
multiple
wives,
but
it
is
not
completely
socially
accepted.
Also
divorces
are
starting
to
become
more
common,
but
men
almost
always
get
custody
of
the
children,
so
many
women
are
reluctant
to
file
for
one.
Women
in
Jordan
are
fighting
for
more
rights.
They
obtain
jobs
and
hold
higher
positions
in
the
community.
Women
can
be
judged
for
breaking
the
norm
and
not
wearing
traditional
dress,
but
its
less
common
these
days.
The
men
still
want
to
control
the
women
and
are
fighting
their
rebellion,
but
losing.
Age
and
gender
play
a
very
strong
role
in
the
social
life
of
Jordan.
As
people
get
older
they
become
much
more
respected
and
get
to
have
more
of
say
in
how
things
are
done,
especially
within
ones
own
family.
Also
the
segregation
of
men
and
women
is
starting
to
diminish,
but
there
are
many
Jordanians
who
believe
men
to
be
superior
to
women.
Up
until
the
late
1980s
children
were
supposed
to
listen
to
their
parents
until
they
were
married.
Many
children
were
being
forced
into
arranged
marriages
that
they
didnt
necessarily
want.
Recently
this
is
beginning
to
9
|
P a g e
change
as
more
kids
are
going
out
on
their
town
for
college
or
to
start
their
own
careers.
Less
and
less
arranged
marriages
are
happening
every
year.
Jordan
is
considered
a
high
context
culture
because
the
traditions
and
culture
of
a
society
can
have
a
huge
impact
on
how
business
is
conducted.
Business
practices
in
Jordan
are
relatively
laid
back.
Meetings
can
often
start
late
or
not
happen
at
all
and
no
one
is
concerned.
But
as
a
visitor
to
the
country
you
must
be
at
all
meetings
on
time,
it
is
only
acceptable
for
the
counterpart
to
be
late
or
not
show
up.
Offense
must
not
be
taken
if
a
meeting
does
not
happen
or
is
interrupted.
It
is
common
practice
to
shake
someones
hand
when
you
are
introduced,
although
be
aware
that
some
women
will
still
not
shake
hands
with
men.
Public
displays
of
affections
are
not
very
welcome
in
Jordan
and
people
should
probably
refrain
if
they
can.
Men
and
women
are
even
still
sometime
separated
for
meals.
Also
it
is
common
practice
in
Jordan
to
smoke
argeeleh
(hookah)
prior
and
post
meals.
When
eating
try
not
to
touch
anything
with
your
left
hand
as
that
is
still
considered
being
dirty
and
unclean.
It
is
not
disrespectful
to
leave
food
on
ones
plate,
so
feel
free
to
pass
on
anything
that
does
not
look
appetizing.
Also
be
aware
many
Jordanians
do
not
drink
alcohol,
so
do
not
expect
any
when
going
to
a
meal.
Business
dress
can
be
casual,
but
it
is
still
best
for
both
men
and
women
to
dress
modestly.
Men
should
dress
in
full
suits
and
ties
in
more
traditional
colors.
Women
should
dress
in
conservative
dresses
or
suits
as
well.
10
|
P a g e
Part
2
Feasibility
Study:
Technical,
Financial,
&
Organizational
Analysis
Company
Summary
Crocs
shoes
are
those
ugly
pieces
of
fashion
that
people
cannot
get
enough
of.
They
create
a
love
hate
relationship
with
consumers.
If
the
market
can
overcome
the
ugly
factor
they
will
soon
come
to
love
the
lightweight
comfort
that
is
unique
to
Crocs.
Crocs
uses
the
ugly
factor
to
their
advantage
in
their
advertising
such
as
the
Crocs
Make
Me
Angry
commercial.
The
ugly
factor
has
gathered
the
attention
from
celebrities,
thus
making
them
cool
and
fashion
ugly.
The
Crocs
brand
was
founded
off
the
idea
of
lightweight
breathable
shoes
that
are
worn
on
sailboats
and
for
other
outdoor
activities.
Originally
the
idea
came
from
a
sailing
shoe
made
out
of
a
reactive
resin
that
is
lighter
than
rubber,
forms
to
the
foot,
and
absorbs
little
odor,
manufactured
by
Foam
Creations
through
Western
Brands.
The
three
founders
of
Crocs,
George
B.
Boedecker
Jr.,
Lyndon
V.
Hanson
III,
and
Scott
Seamans
were
young
entrepreneurs
in
Boulder
Colorado.
Once
they
knew
the
Foam
Creations
process
worked,
they
trademarked
the
process
and
material,
naming
it
Croslite,
and
Crocs
where
born.
Seamans
tweaked
the
design
of
the
shoe
while
Boedecker
took
over
as
chief
executive
officer
and
lined
up
some
small
investors
to
start
up
the
company.
Hanson
set
up
most
of
the
operation
and
oversaw
the
day-to-day
operation
of
the
company.
They
settled
on
Crocs
for
the
name
as
an
abbreviation
of
crocodile.
The
attributes
of
a
crocodile
fit
the
attributes
of
the
product:
comfortable
both
on
land
and
water,
durable,
and
long
lasting.
The
Crocs
original
clog
model,
The
Beach
made
its
debut
in
November
2002
at
the
Ft.
Lauderdale
International
Boat
Show.
The
company
came
to
the
event
with
1,000
pairs
and
sold
out.
In
March
of
2003
at
the
Shoe
Market
of
the
Americas,
the
clogs
made
their
first
debut
at
a
shoe
convention.
They
were
surprisingly
well
accepted
by
the
retailers
and
the
brand
grew
rapidly
with
many
new
partnerships.
The
shoes
intended
market
was
the
active
community,
the
ones
who
are
interested
in
outdoor
sports.
But
soon
after
the
release
to
the
public
market
the
consumers
defined
new
markets.
Research
in
early
sales
showed
consumers
using
Crocs
for
occupational
purposes,
specifically
jobs
that
require
people
to
be
on
their
feet
all
day
such
as
restaurant
workers
and
hospital
employees.
They
became
popular
because
of
their
comfort,
price,
and
ease
of
cleaning.
The
baby
boomer
generation,
with
swollen
feet
and
fallen
arches,
liked
the
way
Crocs
felt
on
hardwood
floors.
Middle
school
trendsetters
liked
the
bright
colors.
Children
liked
the
tradable
back
11
|
P a g e
straps.
During
their
first
full
year
on
the
market,
76,000
pairs
of
Crocs
were
sold,
generating
$1.2
million
in
sales.
Just
one
year
later,
Western
Brands
sold
649,000
pairs,
resulting
in
revenues
of
$12.3
million.
In
2006,
Crocs
became
a
publicly
traded
company
with
a
share
price
of
$13
to
$15
with
9.9
million
shares
to
be
sold.
Soon
after
the
stock
was
placed
on
the
NASDAQ,
the
share
price
quickly
increased
by
over
50%.
With
the
companys
rapid
growth
they
were
able
to
open
in
new
markets
in
other
countries
and
release
new
products.
The
company
now
maintains
manufacturing
facilities
in
Canada,
Italy,
Mexico,
and
China.
In
addition
to
the
United
States,
Crocs
are
sold
in
more
than
40
countries.
Their
products
are
available
through
many
distribution
channels
like
traditional
footwear
retailers,
sporting
goods
and
outdoor
retailers,
department
stores,
uniform
suppliers,
specialty
food
retailers,
gift
shops,
health
and
beauty
stores,
and
catalogs.
The
company
also
sells
the
shoes
on
its
web
site
and
in
kiosks
located
in
places
with
heavy
foot
traffic.
Technical
Feasibility
Manufacturing
Capability
There
are
two
options
when
deciding
where
to
manufacture
Crocs
for
Jordan:
1.
Use
a
manufacturing
plant
in
Jordan
and
manufacture
in
the
country
2.
Use
existing
manufactures
in
Canada,
Italy,
Mexico
or
China
1.
To
manufacture
Crocs
in
Jordan,
there
are
many
expenses
to
think
about.
The
first
cost
is
acquiring
a
building
to
manufacture
the
shoes,
probably
in
Amman.
Average
industrial
buildings
in
Amman
costs
$68-$368
per
square
meter
(Jordan
Investment
Board).
A
modest
building
that
includes
factory
floor
space,
offices,
and
storage
space
would
be
around
1000
square
meters
and
would
cost
anywhere
from
$68,000
to
$368,000
just
for
the
building.
Other
costs
would
include
manufacturing
equipment,
utilities,
labor
and
training
costs.
All
of
these
expenses
combined
would
be
immense
compared
to
using
the
factories
already
established
in
China.
With
a
target
market
size
of
556,500,
and
an
estimated
adoption
rate
of
10%,
our
potential
market
is
only
around
50,000.
With
this
market,
the
factory
costs
would
be
hard
to
justify.
Even
if
the
factory
were
producing
enough
shoes
for
Jordan
and
neighboring
Arab
countries,
it
would
still
not
be
enough
to
get
a
return
on
the
investment.
Crocs
would
be
losing
money
until
the
brand
became
popular
enough
to
sell
as
many
shoes
as
would
be
necessary
to
break
even.
2.
The
other
option
would
be
to
use
the
same
factories
in
China
or
Italy
that
are
being
used
to
create
most
of
the
Crocs
for
the
world
currently.
A
new
factory
would
not
have
to
be
built
to
handle
the
Jordan
market;
output
would
simply
just
be
12
|
P a g e
increased
at
the
current
factories.
This
would
save
money
because
a
huge
new
investment
would
not
have
to
be
made,
and
assuming
the
current
factories
can
handle
the
small
increase
in
production,
there
would
be
no
new
fixed
costs.
The
only
costs
associated
with
manufacturing
the
Crocs
for
Jordan
would
be
the
variable
costs
that
go
into
making
the
shoes
and
shipping.
Channel
Structure
There
are
three
options
when
deciding
how
to
distribute
and
sell
Crocs
in
Jordan:
1.
Import
semi
knockdown
(SKD)
or
complete
knockdown
(CKD)
kits
from
China
or
Italy
and
finish
the
assembly
of
Crocs
in
Jordan
2.
Use
entrepreneurs
to
buy
Crocs
on
their
own
in
the
grey
market
and
bring
into
the
country
and
sell
however
they
please
3.
Use
sub
distributors
from
nearby
countries
to
import
Crocs
and
sell
in
third
party
shoe
and
apparel
stores
1.
One
option
in
terms
of
distributing
Crocs
in
Jordan
would
be
to
import
a
semi
knockdown
kit
or
a
complete
knockdown
kit
and
have
the
products
final
assembly
done
in
the
country.
An
SKD
or
CKD
is
basically
just
a
kit
containing
all
the
different
pieces
of
a
product.
The
pieces
would
probably
be
manufactured
in
China,
packaged
into
a
kit
and
then
imported
into
Jordan.
The
advantage
of
SKD
and
CKD
is
that
Crocs
avoids
some
of
the
steep
import
duties
and
fees
that
would
be
placed
on
each
shoe
if
they
were
imported
into
the
country
fully
assembled.
A
duty
of
around
$3.00
is
tagged
onto
each
Croc
that
is
imported
into
Jordan;
so
avoiding
this
saves
a
lot
of
money
(David
Chapman,
International
Sales
Manager,
Crocs
ME).
Even
though
money
is
saved
on
import
duties,
there
would
be
much
more
expenses
devoted
to
overhead
and
labor
for
the
kits
to
be
assembled
into
final
products.
Labor
costs
are
much
higher
in
Jordan
than
they
are
in
China,
and
although
the
manufacturing
has
already
been
done,
the
cost
of
simply
assembling
the
shoes
in
Jordan
by
hiring
Jordanians
would
outweigh
the
savings
incurred
by
avoiding
a
majority
the
import
duties.
2.
Another
option
would
be
to
utilize
a
private
business
or
entrepreneurial
individual
who
would
buy
Crocs
in
bulk
and
then
sell
them
in
Jordan.
Basically,
Crocs
would
sell
a
large
inventory
of
shoes
to
a
private
entity
not
associated
with
the
company
and
have
them
sell
the
shoes
in
the
country
however
they
like.
This
is
called
the
grey
market.
These
shoes
could
be
sold
in
small
mom
and
pop
shops,
street
vendors,
or
footwear
and
apparel
chains
in
the
malls
of
Amman.
This
channel
is
appealing
because
Crocs
does
not
invest
any
money
at
all
in
the
venture.
We
do
not
have
to
actually
worry
about
selling
the
shoes
to
the
consumer.
On
the
other
hand,
though,
all
control
of
the
product
and
brand
image
is
lost.
Crocs
has
a
unique
brand
image
and
position
in
the
eyes
of
consumers
around
the
world,
and
by
selling
to
an
individual
or
company
that
has
no
affiliation
and
complete
control
of
the
product
might
not
be
ideal
for
Crocs.
13
|
P a g e
3.
The
third
option
is
to
use
sub
distributors
who
are
credible
and
reliable
to
import
products
into
the
country
and
sell
at
third
party
stores
such
as
Shoe
Mart
and
Sports
4
Ever
in
Amman
malls.
Sub
distributors
would
be
based
out
of
neighboring
countries
such
as
Israel,
Lebanon,
Syria
or
Saudi
Arabia.
By
using
sub
distributors,
Crocs
can
be
assured
that
the
shoes
will
be
sold
in
stores
that
are
trustworthy
and
uphold
the
brand
image
that
Crocs
has
developed
because
Crocs
will
have
agreements
with
them.
This
also
eliminates
overhead
and
labor
costs
because
the
products
will
still
be
manufactured
in
China.
The
only
disadvantage
is
that
in
order
for
these
sub
distributors
to
import
the
shoes
into
Jordan
and
get
them
into
stores,
Crocs
will
have
to
sell
them
at
a
discount
with
a
very
small
profit
margin.
The
goal
with
this
distribution
strategy
would
be
to
slowly
make
the
Crocs
brand
popular
in
Jordan
without
losing
control
of
the
products,
eventually
creating
enough
demand
to
open
official
Crocs
stores
in
the
future.
There
are
also
three
different
options
when
considering
where
to
sell
Crocs
in
Jordan:
1.
Official
Crocs
stores
owned
by
Crocs
2.
Official
Crocs
franchise
stores
owned
by
franchisees
3.
Shoe
and
apparel
stores
that
sell
many
brands
in
large
malls
1.
First,
Crocs
could
be
sold
through
official
Crocs
stores.
Currently,
there
are
no
official
Crocs
stores
in
Jordan,
so
these
would
have
to
either
be
built
from
the
ground
up,
or
remodeled
from
existing
retail
space.
The
stores
would
then
have
to
be
staffed,
stocked
and
marketed
to
be
successful.
The
costs
associated
with
official
Crocs
stores
would
be
significant.
2.
Alternatively,
Crocs
could
franchise
stores
to
individual
entrepreneurs
in
Jordan,
and
they
would
be
responsible
for
opening
them.
Crocs
would
license
the
brand
along
with
official
marketing
materials,
products,
etc.
to
the
franchisee.
This
option
would
allow
Crocs
to
have
official
brand
outlets
without
any
fixed
or
variable
costs.
Currently,
there
is
not
enough
demand
in
Jordan
to
make
it
financially
feasible
for
a
franchise
to
be
profitable,
but
it
could
be
a
possibility
in
the
future
after
the
brand
has
grown
in
the
country.
3.
The
third
strategy
would
be
to
sell
Crocs
in
retail
outlets
not
officially
associated
with
the
brand.
These
include
footwear
and
retail
outlets
like
Sports
4
Ever
and
Shoe
Mart.
These
outlets
are
similar
to
stores
in
the
US
like
Footlocker
and
Sports
Authority
that
sell
many
different
footwear
brands.
Contract
agreements
would
have
to
be
made
with
these
outlets
in
order
for
them
to
sell
Crocs.
These
retail
outlets
are
located
in
retail
malls
in
Amman,
specified
in
Part
1.
Using
third
party
retailers
would
eliminate
many
of
the
costs
associated
with
opening
official
Crocs
outlets,
and
could
be
a
very
attractive
temporary
strategy
until
it
makes
sense
to
open
official
outlets.
14
|
P a g e
Financial
Feasibility
Production
Cost
With
an
estimated
target
market
size
of
556,500,
and
a
market
adoption
rate
of
10%,
production
for
Crocs
in
Jordan
would
be
approximately
50,000
units.
With
the
cost
of
producing
Crocs
now
at
$10
per
shoe,
the
initial
production
cost
would
be
$500,000
just
to
make
the
new
shoes
(Crocs
Inc.,
2011).
All
items
entering
Jordan
are
suspect
to
up
to
a
30%
import
tariff
and
a
16%
value
added
tax.
With
Crocs
most
likely
having
a
15%
tariff
that
puts
the
production
cost
up
to
$655,000.
Distribution
costs
are
approximately
$41,000
to
ship
13
40
steel
containers
containing
50,000
pairs
of
shoes
from
the
Port
of
Shanghai,
China
to
the
Port
of
Beirut,
Lebanon
(Maersk
Line,
2011).
This
puts
the
total
production
costs
at
$696,000.
Crocs
could
easily
increase
their
production
in
China
without
having
to
raise
capital
through
equity
or
debt
offerings
because
sub
distributors
would
quickly
buy
inventory.
An
increase
of
production
would
also
likely
bring
the
production
cost
per
item
down
(Austrade,
2011).
Facilitation
payments,
grease
payments
and
bribes
are
not
allowed
and
are
considered
illegal
in
Jordan.
Doing
so
is
not
considered
good
business
practice
in
Jordan.
Jordan
businesses
put
a
high
value
on
traditions
and
continue
those
practices
when
conduction
international
business
(Thomson
Reuters
Foundation,
2011).
Organizational
Feasibility
Company
Organization
After
talking
to
David
Chapman,
International
Sales
Manager
for
Crocs
Middle
East
(based
in
Dubai,
UAE)
he
was
able
to
give
great
insight
on
the
feasibility
of
Crocs
entry
into
Jordan.
In
terms
of
overall
feasibility,
Mr.
Chapman
said,
due
to
the
dynamics
of
that
(footwear)
market,
Jordan
has
been,
and
continues
to
be,
a
very
difficult
market
from
a
brand
perspective.
The
main
reason
appears
to
be
the
prohibitive
import
duties,
starting
at
around
USD
$3.00
per
shoe,
plus
a
whole
raft
of
other
additional
direct
and
indirect
taxes
that
result
in
very
high
retail
prices.
Based
on
the
number
of
enquiries
he
receives
about
Jordan,
however,
Mr.
Chapman
said
there
is
evidence
of
a
growing
demand
for
Crocs.
Based
on
Chapmans
experience
and
recommendations
and
our
research,
a
business
structure
using
sub
distributors
is
the
most
feasible
action
to
take
for
Crocs
to
have
17
|
P a g e
a
successful
entry
into
Jordan.
As
it
is
extremely
costly
for
Crocs
to
invest
their
own
money
and
resources
into
opening
up
new
stores,
the
more
economically
cautious
and
practical
option
is
to
rely
on
third
party
sub
distributors
to
import
into
the
country.
The
sub
distributors
get
special
pricing
to
allow
them
to
make
a
small
margin
on
the
shoes
while
investing
in
Crocs
sales
in
Jordan.
Using
sub
distributors
from
neighboring
countries,
Crocs
will
be
saving
on
initial
startup,
overhead
and
labor
costs.
These
middlemen
will
do
all
of
the
dirty
work
of
importing
while
making
a
small
profit.
Even
though
that
doesnt
allow
Crocs
to
make
a
huge
profit
in
the
Jordan
market,
the
point
would
be
to
increase
awareness,
popularity,
and
market
share.
Eventually,
this
will
lead
to
Crocs
opening
franchise
outlets
in
Amman
and
increasing
business
activity
in
Jordan
from
there.
SWOT
Strengths
Weaknesses
No manufacturing facilities in
Competitive prices
Development
innovation
Opportunities
Threats
Changes in technology
Demographic changes
Growing economy
Competitors products
Conclusion
The
popularity
of
Crocs
in
the
Asian
region,
which
includes
the
Middle
East,
has
grown
substantially
in
the
last
year.
There
was
a
40.6%
increase
in
revenue
streams,
which
is
about
$111.2
million
from
September
2010
to
2011
(Crocs
Inc.,
2011).
The
18
|
P a g e
Jordan
market
will
offer
many
opportunities
for
Crocs
because
of
the
Jordanians
strong
western
influence
in
clothing
and
culture.
The
Crocs
brand
has
a
strong
reputation
that
has
potential
to
grow
due
to
the
quality
products
and
new
innovations
in
style
and
performance
in
the
shoe
industry.
The
Crocs
shoe
is
also
very
unique
in
look
and
design,
which
allows
consumers
to
recognize
the
brand
very
easily.
There
are
some
weaknesses
in
the
Jordan
economy
that
will
prove
to
be
difficult
when
entering
this
product
into
their
market.
Jordanians
have
very
extensive
monetary
regulations
on
the
imports
in
their
country
that
include
high
taxes,
import
duties,
and
fees.
Also
another
obstacle
will
be
pricing
the
product
at
an
affordable
price
for
both
the
company
and
the
consumer.
With
the
regulations
and
the
low
per
capita
income,
setting
a
price
will
be
crucial.
However,
despite
the
potential
threats
and
weaknesses
that
Crocs
will
have
entering
into
the
Jordanian
market,
we
recommend
that
Crocs
enter
the
market.
The
rapid
growth
in
the
Middle
East
region
and
the
strong
brand
recognition
that
Crocs
has
already
established
in
surrounding
countries,
combined
with
the
amount
of
inquiries
we
receive
about
Jordan
specifically,
we
believe
the
potential
revenues
for
Crocs
will
prove
substantial.
It
is
feasible
for
Crocs
to
enter
into
the
market
and
begin
to
retain
market
share.
The
goal
for
now
is
to
enter
the
market
and
become
sustainable,
and
then
move
towards
becoming
profitable.
19
|
P a g e
Part
3
Marketing
Plan
Target
Market
Our
target
market,
consisting
of
educated
Jordanian
women
between
the
ages
of
15-29,
has
a
projected
size
of
556,500.
Those
in
our
target
market
are
more
than
just
educated,
they
are
progressive,
bi-lingual
speaking
(Arabic
and
English)
and
non-
traditionally
dressed
Sunni
Muslims,
breaking
through
their
countrys
more
widely
accepted
traditional
mold.
Despite
their
liberal-mindedness,
family
and
religious
obligations
are
still
very
much
important
to
our
target.
Positioning
Statement
As
Jordans
demand
for
western
style
increases,
entering
into
the
country
we
will
market
Crocs
as
an
affordable,
yet
high
quality,
fashion-forward
and
brand-smart
shoe.
Plan
Objectives
Based
on
the
current
market
potential
and
the
research
we
have
done,
the
following
are
three
objectives
we
have
for
Crocs
entering
into
Jordan
in
the
first
year:
Objective
1:
To
increase
Crocs
market
share
to
5%
of
Jordans
total
footwear
market
in
the
first
year.
Objective
2:
To
sell
50,000
pairs
of
Crocs
shoes
within
the
first
year.
Objective
3:
To
substantially
increase
awareness
for
the
Crocs
brand
by
100%.
20
|
P a g e
Product
About
Crocs,
Inc.
A
world
leader
in
innovative
casual
footwear
for
men,
women
and
children,
Crocs,
Inc.
(NASDAQ:
CROX),
offers
several
distinct
shoe
collections
with
more
than
120
styles
to
suit
every
lifestyle.
As
lighthearted
as
they
are
lightweight,
Crocs
footwear
provides
profound
comfort
and
support
for
any
occasion
and
every
season.
All
Crocs
branded
shoes
feature
Croslite
material,
a
proprietary,
revolutionary
technology
that
produces
soft,
non-
marking,
and
odor-resistant
shoes
that
conform
to
your
feet.
Crocs
products
are
sold
in
129
countries.
Every
day,
millions
of
Crocs
shoe
lovers
around
the
world
enjoy
the
exceptional
form,
function,
versatility
and
feel-good
qualities
of
these
shoes
while
at
work,
school
and
play.
Crocs
competitive
advantage
comes
from
the
patented
Croslite
material,
which
allows
the
company
to
make
a
lightweight,
but
durable
shoe
that
is
non-marking,
odor
resistant
and
stylish.
Crocs
clogs
are
wildly
popular
around
the
world,
worn
by
American
celebrities,
kids,
moms,
outdoor
enthusiasts
and
professionals.
While
Crocs
has
successfully
brought
the
benefits
of
their
shoes
to
129
countries,
Jordan
has
been
left
out.
By
bringing
Crocs
to
Jordan,
Jordanians
will
finally
be
able
to
see
what
they
have
been
missing
out
on.
The
products
do
not
have
to
be
specifically
adapted
to
the
Jordanian
market,
because
the
same
shoes
continue
to
be
popular
worldwide,
and
there
is
nothing
significantly
unique
to
Jordan
to
warrant
a
new
style
specially
for
the
country.
In
terms
of
branding,
labeling
and
packaging,
everything
is
already
in
place
because
of
Crocs
current
operation
in
U.A.E.
and
other
parts
of
the
Middle
East.
Distribution
Crocs
will
only
introduce
one
style,
the
classic
Beach
clog
in
the
first
year.
The
Beach
will
come
in
11
colors,
including
black,
white,
pearl,
khaki,
navy,
cotton
candy,
21
|
P a g e
mango,
ruby,
sea
blue,
fuchsia
and
gold.
After
the
first
year,
depending
on
the
success
of
the
initial
launch
style,
more
womens
shoes
and
styles
will
be
added
to
the
market.
In
the
next
five
years,
we
foresee
adding
mens
and
childrens
shoes,
as
well
as
the
CrocsRX
line.
The
CrocsRX
line
was
created
with
the
relief
of
foot
patients
in
mind.
These
shoes
are
targeted
towards
diabetic
patients
and
medical
professions,
but
have
also
gained
in
popularity
with
professionals
that
are
on
their
feet
all
day
long.
Crocs
are
manufactured
in
Shandong,
China
and
then
transported
in
containers
by
truck
to
the
Port
of
Shanghai.
From
Shanghai
the
shoes
are
put
on
Maersk
Line
shipping
barges
and
shipped
by
sea
to
the
Port
of
Beirut
in
Lebanon.
They
will
be
shipped
FOB
destination,
so
the
sub
distributor
will
purchase
the
shipment
and
take
liability
for
the
products
as
soon
as
they
come
off
the
ship.
Crocs
will
be
imported
into
Jordan
through
the
sub
distributors
operating
out
of
locations
in
the
Middle
East
such
Beirut,
Lebanon.
Extensive
distribution
will
not
be
necessary
in
the
first
year.
Partnerships
with
prominent
retailers
in
Amman
malls
will
allow
Crocs
to
create
awareness
in
the
market
before
being
introduced
to
many
smaller
outlets
across
Amman,
and
then
the
rest
of
the
country
in
the
next
five
years.
The
initial
retailers
in
Amman
will
be
Sports
4
Ever
in
the
City
Mall,
and
Shoe
Mart,
Shoes
and
Bags
and
Shoe
Avenue
in
the
Mecca
Mall
(the
Mecca
Mall
is
very
large
and
has
many
footwear
outlets).
Marketing
Communication
The
Middle
East
is
currently
undergoing
a
change
in
attitude
toward
digital
marketing.
With
an
increased
acceptance
toward
web
communications
and
commerce,
one
form
of
marketing
communication
that
we
plan
to
use
for
Crocs
is
marketing
online
through
banner
ads
on
several
popular
websites
that
our
target
frequents.
Another
way
in
which
we
plan
to
advertise
Crocs
will
be
through
bus
and
transportation
print
displays.
Public
transportation
is
used
by
about
30%
of
the
population;
therefore,
advertising
in
public
transportation
vehicles
should
prove
effective
in
reaching
a
great
number
of
our
target
market.
Also,
advertisements
at
bus
stops
and
on
bus
benches
in
Amman
will
not
only
be
seen
by
those
using
the
busses,
but
also
those
walking
by.
22
|
P a g e
Price
The
price
of
Crocs
in
the
Jordanian
market
will
be
based
on
our
cost
to
produce
each
pair
with
an
added
50%
markup
per
pair.
We
have
a
production
cost
of
$10
per
pair
of
shoes,
with
a
$3.10
import
tax,
and
shipping
costs
of
.82
cents
per
pair.
This
determines
a
sale
price
to
distributors
of
$21.00
per
pair
of
shoes.
We
recommend
a
suggested
retail
price
of
$40.00
per
shoe
or
56.30
Jordanian
Dinar
(JD).
There
are
three
main
competitors
in
the
shoe
market
in
Jordan;
Nike,
who
as
an
average
price
of
63.34
JD,
Adidas,
who
has
an
average
price
of
49.40
JD
and
Reebok,
who
has
an
average
price
of
43.63
JD.
We
believe
that
setting
a
higher
price
than
our
retailers
average
price
will
be
beneficial
to
our
sales,
leading
consumers
to
believe
that
we
offer
a
more
exclusive
and
desirable
product.
With
a
selling
price
of
$21.00,
we
will
retain
a
small
profit
after
covering
our
expenses
and
production
costs.
We
estimate
that
we
will
have
a
net
income
of
$249,000
and
a
profit
margin
of
23.71%
in
the
first
year.
Beginning
in
October
of
1995,
the
Jordanian
Dinar
was
officially
pegged
to
the
International
Monetary
Funds
Special
Drawing
Rights.
Since
then,
the
Jordanian
Dinar
has
not
fluctuated
very
much,
only
moving
up
and
down
a
few
cents
periodically.
The
Jordanian
Dinar
equals
.7105
US
dollars.
This
will
benefit
Crocs
tremendously
by
not
having
to
worry
a
great
deal
about
the
inflation
or
deflation
of
the
Jordanian
Dinar
(What
is
the
Jordanian
Dinar,
2011).
23
|
P a g e
PRODUCTION
COSTS
Cost
Per
Unit
$10.00
Freight
Costs
Value
Added
Tax
(16%)
Import
Tariff
(15%)
Total
Cost
COMPETITOR
PRICING
Competitor
Nike
Adidas
Reebok
$0.82
PROFIT
MARGIN
Per
Shipment
Total
Revenue
$500,000.00
Cost
of
Goods
Sold
Advertising
$41,000.00
Expense
$1.60
$1.50
$13.92
$80,000.00
$75,000.00
$696,000.00
$249,000.00
23.71%
Per
Unit
(JD)
63.34 ..
49.40 ..
43.63 ..
Net
Income
Profit
Margin
$1,050,000.00
$696,000.00
$105,000.00
15%
10%
5%
Amount Sold
150,000
100,000
50,000
Revenue
$3,150,000
$2,100,000
$1,050,000
$13.92
$13.92
$13.92
$2,088,000
$1,392,000
$696,000
Gross Profit
$1,062,000
$708,000
$354,000
$315,000
$210,000
$105,000
$747,000
498,000
$249,000
Profit Margin
27%
24%
24%
Evaluation
Plan
Evaluating
the
progress
of
Crocs
in
Jordan
will
be
a
very
important
aspect
after
implementing
this
product
into
their
market.
There
will
be
many
different
ways
to
evaluate
the
progress
of
Crocs
in
Jordan.
One
of
the
main
focuses
we
will
have
is
the
relationship
we
build
with
our
sub
distributors.
Our
sub
distributors
are
going
to
be
our
front
line
for
sales
and
the
relationship
that
consumers
develop
with
our
product
depends
on
how
well
they
perform.
We
will
gather
valuable
information
from
our
sub
distributors
regarding
our
product
on
a
weekly
basis.
Demand
of
our
product,
the
consumer
adoption
rate,
and
also
how
our
inventory
levels
are
holding
up
in
their
warehouses
will
be
important
information
to
gather
to
determine
whether
or
not
we
are
meeting
our
projections.
We
are
striving
to
satisfy
all
involved
parties,
from
the
sub
distributors
to
the
consumers.
Another
option
in
evaluating
our
performance
will
be
analyzing
the
numbers
that
we
receive
on
how
our
product
is
performing
in
the
Jordanian
market.
We
will
be
monitoring
the
adoption
rate
of
our
product
and
the
total
sales
for
specific
periods
of
time,
quarterly
being
the
most
important.
Evaluating
the
adoption
rate
will
be
important
in
determining
if
we
chose
the
right
target
market
for
the
product.
If
we
25
|
P a g e
realize
the
target
market
needs
to
be
changed
or
slightly
shifted
we
can
make
arrangements
for
that
to
happen.
Overall,
we
will
have
a
strong
focus
in
all
of
these
different
aspects
in
evaluating
the
performance
of
Crocs
in
Jordan.
After
the
first
year
we
will
be
able
to
determine
whether
or
not
we
have
reached
our
goals
by
looking
if
we
captured
5%
of
the
total
market
share
and
if
we
sold
the
projected
50,000
pairs
of
Crocs
shoes.
If
we
obtain
the
goals
that
were
set
at
the
beginning
of
the
year,
then
we
can
determine
that
we
were
successful.
If
we
do
not
meet
our
projections,
changes
can
be
made
and
new
strategies
can
be
drawn
up.
26
|
P a g e
Works
Cited
Agency,
C.
I.
(2010).
The
World
Fact
Book
2010.
In
C.I.A..
Washington
D.C.:
U.S.
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Alibaba.
(2011,
November).
Sea
freight
to
Amman,
Jordan.
Retrieved
November
13,
2011,
from
Alibaba:
http://www.alibaba.com/product-
gs/508532299/Sea_freight_to_Amman_Jordan_from.html
Avery,
Greg.
"Crocs
Fights
Knockoffs,"
Daily
Camera
(Boulder,
Colo.),
April
4,
2006.
Bloomberg.
(2010,
November
2).
Jordans
economy
to
grow
5%
next
year,
minister
says.
Retrieved
October
9,
2011,
from
ArabianBusiness.com:
http://www.arabianbusiness.com/jordan-s-economy-grow-5-next-year-
minister-says-359492.html
Board,
Jordan
Investment.
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Investment
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Intellectual
Property
Law."
Jordan
Investment
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Home.
Web.
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Nov.
2011."Crocs
Dubai
Website:
Customer
Feedback."
Message
to
the
author.
17
Oct.
2011.
E-mail.
Briggs,
Bill.
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-
Online
Sales
Jump
36%
for
Crocs
in
Q1
-
Internet
Retailer."
Industry
Strategies
for
Online
Merchants
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Internet
Retailer.
29
Apr.
2011.
Web.
08
Nov.
2011.
http://www.internetretailer.com/2011/04/29/online-
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