SHEIN was clearly considering its lack of a permanent physical presence in its bid on iconic British clothing retailer Topshop. Although it lost to ASOS Plc's GBP295mn (approximately USD390mn) offer, the act showed a possible shift away from an online-only model. Should SHEIN explore the potential of a physical presence and become a player in both online and off- line? 

 

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?