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This paper aims to investigate the process and business model innovations within the ultra-fast business model (UFBM) that have potential sustainable applications.

An exploratory multiple case study research method was used, emphasizing on an integrative literature review and focusing on two successful Chinese-origin companies that have revolutionized the e-commerce market: Shein and Temu.

Although the UFBM adopted by these companies remains highly controversial and is commonly associated with harmful business practices and lack of business responsibility, both have managed to develop process and business model innovations that may interest sustainability-driven organizations. They have implemented their unique versions of the customer-to-manufacturer (C2M) production system, which reduces costs and facilitates information exchanges between customers and manufacturers, thereby achieving a better product-market fit. Further still, they have redefined the shopping experience through their interpretations of collaborative consumption, as manifested in live and social commerce, gamification and group buying formats.

Instead of dismissing the UFBM due to its negative environmental and societal impacts, the study concentrates on process and business model innovations that have a potential for sustainability. That does not mean praising the business model as a whole, but instead indicating its potentially interesting aspects that could serve as inspirations for managers and business leaders who are concerned with sustainability. Learning from others' experiences is a recognized business practice, and in this case, could be particularly beneficial for companies with limited resources or opportunities for experimentation.