How should SHEIN, the Chinese-founded ultrafast-fashion retailer, strategize global expansion and revenue growth amidst growing supply chain constraints and regulatory requirements in advanced economies?
How should SHEIN, the Chinese-founded ultrafast-fashion retailer, strategize global expansion and revenue growth amidst growing supply chain constraints and regulatory requirements in advanced economies?
THE JEROME CHAZEN CASE SERIES
This case examines the strategic and regulatory challenges that SHEIN ‘s leadership faces as the company expands its global retail ecosystem. Founded in 2018, SHEIN’s success was largely based on its unique system using data to organize the relationship between consumer demand, manufacturing, and output. Their model represented a shift from factor-cost competition toward a new form of digital advantage in which data, platforms, and supply chain agility determined performance.
Against the backdrop of rising labor costs, supply chain constraints and growing regulatory concerns around fast fashion and marketing driven largely by social media, the case explores how SHEIN can maintain their competitive advantage in the garment and apparel sectors. It situates the company’s expansion within broader debates on regulation, marketing strategies, and rising production costs.
The case encourages critical reflection on the interplay between competition, regulation, and maintaining competitive advantages.
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