Crocs Investor Presentation Deck

Cr CS cr OCS CI OC! OUR STORY CROCS INC. IS A PROVEN GROWTH COMPANY Entrepreneurial Phase 2002 - 2006 Classic clog is born in 2002 and gains broad popularity for its comfort, utility, and unique look In 2006, completed largest footwear IPO in U.S. history at that time Acquired Jibbitz, increasing personalization 764140 Overextension 2008 to 2013 Over diversified product line (e.g., golf shoes and leather boots) and little investment in the iconic clog led to low brand relevance and subpar gross margins Disparate go to market created many subscale geographies Over extension of global retail fleet to 600+ stores in 2013 No cohesive global marketing strategy High cost base (SG&A 47% of revenues) ● ● ● ● Announced intention to refine strategy and earnings growth through simplification and focus Shrunk revenue to get to a profitable base O O Under Rees' leadership, transformed the Crocs brand: Consumer-centric brand strategy to drive relevance Implemented global brand marketing playbook focusing on driving relevance for iconic Clog Shifted to digital-only marketing for scale and efficiency Leveraged influencers and partnerships and launched first collaboration in 2017 with Christopher Kane O O O O Iconic, focused product offering Focused on clogs, sandals and Jibbitz Introduced seasonally relevant graphics and prints to drive clog purchases O Transformation & Brand Re-ignition 2014 to 2017 O Improved gross margin 50% SKU reduction O Blackstone invested $200M to fund share repurchase and bring in new leadership with industry experience Appointed Andrew Rees as President O O Continued shift to molded product Closed owned manufacturing facilities Flexible SG&A base Cut $80M in fixed expenses, reinvesting a portion back into marketing Reduced store count from 600+ to <400, and focused on profitable outlets Transitioned sub-scale direct markets to distributors ● ● ● Profitable Growth 2018 to Present 2018 begins a 5 year run of double-digit revenue growth, finishing 2022 with record revenues of $3.6B ● Relevance for the Crocs brand has increased 34% and consideration increased 69% Achieved double-digit operating margin target in 2019 and expanded adjusted margin to 28% in 2022 Expanded adj. gross margin for the Crocs brand 510 bps supported by shift to molded product and Jibbitz Increased Crocs brand marketing spend from $70M to ~$190M Repurchased ~$1.7B of shares since 2014 at average price of $37.90 per share Outlined growth strategy for the Crocs Brand including: sandals, Asia, digital and product & marketing innovation Announced commitment to net zero carbon emissions Acquired casual footwear brand HEYDUDE DUDE GOOD TO GO-TO

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