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https://nccur.lib.nccu.edu.tw/handle/140.119/159025
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| Title: | 快時尚品牌商業模式之個案分析
A Case Study on the Business Model of Fast Fashion Brands |
| Authors: | 賴竹青
Lai, Chu-Ching |
| Contributors: | 邱奕嘉
賴竹青
Lai, Chu-Ching |
| Keywords: | 快時尚
SHEIN
柔性供應鏈
商業模式轉型
平台化
跨境電商
服飾電商
Fast fashion
SHEIN
Flexible supply chain
Business model transformation
Platformization
Data-driven
Cross-border e-commerce |
| Date: | 2025 |
| Issue Date: | 2025-09-01 14:46:34 (UTC+8) |
| Abstract: | 本研究以中國快時尚品牌SHEIN為個案，探討其如何透過創新商業模式、數據導向的柔性供應鏈以及平台化策略快速崛起於全球時尚市場。研究首先分析快時尚產業的全球發展趨勢，指出市場消費族群年輕化、上新速度加快、線上通路成長等變化，讓SHEIN在此結構性變遷中脫穎而出。
本研究運用個案研究法與商業模式九宮格（BMC）作為理論工具，將SHEIN的發展歷程劃分為三個階段：第一階段為2008–2011年的跨境零售起步期，主要透過SEO與海外現貨銷售累積初步客群；第二階段為2012–2018年的品牌建立與轉型期，建立自有設計團隊、開發行動應用程式，並導入小單快返的柔性供應鏈體系；第三階段自2019年起，SHEIN邁向全球平台化，透過Marketplace模式引入第三方品牌與賣家，並藉由SHEINX計畫孵化獨立設計師與創作者，建立設計生態系統並強化品牌原創價值。
SHEIN能成功超越傳統快時尚品牌如Zara、H&M，關鍵在於其數位與資訊整合程度遠高於傳統實體通路型服飾品牌，其與供應商之間建立高度協作的合作模式，使供應鏈具備自發備料與彈性反應能力。其平台思維從一開始的供應商、藝術家與設計師至第三方賣家，使其定位不再只是服飾品牌更增加競品難以快速模仿的屏障。
最後，本研究亦對台灣服飾電商產業提出實務建議，分析AIRSPACE、美而快集團等品牌如何運用類似SHEIN之策略，透過供應鏈調整、OMO整合與網紅共構之平台模式，提升市場應變力與商業競爭力。
This study examines the case of China's fast fashion brand SHEIN, exploring how it has rapidly risen to prominence in the global fashion market through an innovative business model, a data-driven flexible supply chain, and a platformization strategy. The research first analyzes global trends in the fast fashion industry, highlighting structural shifts such as a younger consumer base, faster product turnover, and the growth of online channels, all of which created a favorable environment for SHEIN’s emergence.
Using the case study method and the Business Model Canvas (BMC) as the analytical framework, the study divides SHEIN’s development into three major phases. The first phase (2008–2011) marks its initial entry into cross-border retail, leveraging SEO strategies and ready-to-ship inventory to build an early international customer base. The second phase (2012–2019) reflects brand development and transformation, as SHEIN formed in-house design teams, launched a mobile application, and implemented a flexible "small-batch quick response" (LATR) supply chain. The third phase, beginning in 2020, saw the company transition into a global platform model, introducing third-party brands and sellers via its Marketplace, and launching the SHEIN X program to incubate independent designers and foster an ecosystem of original creativity.
SHEIN’s ability to surpass traditional fast fashion brands like Zara and H&M lies in its superior level of digital infrastructure and information integration, which far exceeds that of conventional brick-and-mortar apparel brands. Its highly collaborative partnerships with suppliers enable a supply chain capable of proactive material preparation and agile responsiveness. Furthermore, by adopting a platform-oriented mindset—beginning with suppliers, artists, and designers, and later expanding to third-party sellers—SHEIN has repositioned itself beyond a mere fashion brand. This evolution has created a competitive moat that is difficult for rivals to replicate quickly.
Lastly, this study provides practical recommendations for Taiwan's fashion e-commerce industry, examining how local brands such as AIR SPACE and MUI Fashion Group are adopting similar strategies—leveraging flexible supply chains, OMO (online-merge-offline) integration, and influencer-driven platform models to enhance market responsiveness and commercial competitiveness. |
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| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932087 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112932087 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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