When we think of transformative business models, platforms like Uber and Airbnb often come to mind. In recent years ultra-fast fashion giants such as Shein have captured global markets and show equally disruptive potential but are often less discussed.
Unlike Zara and H&M, which often work in design cycles measured in weeks, Shein relies on AI-driven demand forecasting and small batch production. New models and styles are introduced in batches of as few as 100 units and are only produced if sales data justifies it (SHEIN group, 2024). This approach enables Shein to respond to shifting consumer tastes and demands in real time.
Shein has designed its app to resemble platforms such as TikTok and Instagram. Each customer’s feed is personalized, shopping has been gamified through several features and influencer content (BrandVM, 2024). Moreover, all these factors have enabled Shein to make shopping an addictive and individualized game.
Another aspect that makes Shein special is their ecosystem. Shein’s network consists of thousands of small suppliers which they manage through digital dashboards enabling Shein to monitor speed and quality (SHEIN group, 2025). This in combination with leveraging a vast global network of influencers allows Shein to fuel demand. This ecosystem does not just sell clothes, it creates an environment where suppliers, technology and consumers all reinforce each other.
However, this model faces one critical challenge which is sustainability. Ultra-fast fashion produces enormous textile waste, questionable labor practices and a significant carbon footprint (Rajvanshi, 2024). Regulators in both the EU and United States are beginning to push for more supply chain transparency and circular practices.
Shein demonstrates significant disruptive power by combining data, agility and its ecosystems. Yet Shein also highlights an issue: when speed and scale are the priority, sustainability and ethics are at risk of being left behind.
This begs the question, can Shein alter its operations in such a way that it is less detrimental to the environment?
Sources:
SHEIN Group. (2024, November 6). Our on-demand business model. https://www.sheingroup.com/our-business/our-business-model/
BrandVM. (2024, November 4). Shein’s marketing strategy: How they dominated global e-commerce. https://www.brandvm.com/post/shein-marketing-strategy
SHEIN Group. (2025, July 14). Our supply chain: Empowering our supplier partners. https://www.sheingroup.com/our-business/our-supply-chain/#empowering-our-supplier-partners
Rajvanshi, A. (2024, September 19). How AI could transform fast fashion for better and worse. Time. https://time.com/7022660/shein-ai-fast-fashion/
