Despite its global growth, SHEIN had no presence in its domestic market, China, despite being one of the world's largest and fastest-growing consumer markets. Should SHEIN start penetrating the Chinese market? While SHEIN's business was in apparel and fast fashion, was it possible to replicate its model to enter other businesses? Decades earlier, Amazon conquered online shopping by selling books and expanding from there. Should SHEIN expand to other new lifestyle areas, such as furniture or home decoration? What were the core competences that SHEIN could leverage by extending its product lines? In many customers' perceptions, SHEIN offered the lowest price for apparel. When its core customers, Gen Z, grew up, they might upgrade their purchasing behavior. Should SHEIN launch high-end products to capture higher-profit businesses? Meanwhile, the public criticized SHEIN for not being environmentally friendly and lacking transparency in corporate disclosure. As Gen Z was a generation that cared about global climate change and sustainability issues, should SHEIN use more resources to improve its brand image? Criticism of the organization could be largely attributed to its prior fast-paced growth Should SHEIN step back and address its critics? Last the competition in the fast-fashion industry further intensified as both incumbents and new entrants saw the potential opportunities and invested in digital transformation. How could SHEIN keep ahead of the competition? Should it further consolidate and strengthen its ecosystem, or vertically integrate and invest in smart manufacturing