Founded in September 2016 and based in Beijing, China, ZOMOZOMO primarily conducted business through its gamified freelancers' platform, where designers' works were publicly requested, reviewed, chosen, and rewarded, eliminating some of the long-standing troubles within the industry, such as inefficiency, fragmentation, and lack of transparency. The company soon became a prominent player in the design industry. The first four years of the company witnessed the rapid expansion and diversification of its client base, which began to include many influential brands such as Amazon.com Inc., Nike Inc., and Huawei Technologies Co. Ltd. However, ZOMOZOMO began to find it increasingly challenging to meet the needs and requirements of its high-end clients in terms of response time, service quality control, and confidentiality. In deciding to shift from a bidding platform to a provider of one-stop design solutions, ZOMOZOMO needed to determine whether it should prioritize building its internal capabilities or seek external partnerships to deliver high-quality design solutions to its high-end clients.

Founded in September 2016 and based in Beijing, China, ZOMOZOMO primarily conducted business through its gamified freelancers’ platform, where designers’ works were publicly requested, reviewed, chosen, and rewarded, eliminating some of the long-standing troubles within the industry, such as inefficiency, fragmentation, and lack of transparency. The company soon became a prominent player in the design industry. The first four years of the company witnessed the rapid expansion and diversification of its client base, which began to include many influential brands such as Amazon.com Inc., Nike Inc., and Huawei Technologies Co. Ltd. However, ZOMOZOMO began to find it increasingly challenging to meet the needs and requirements of its high-end clients in terms of response time, service quality control, and confidentiality. In deciding to shift from a bidding platform to a provider of one-stop design solutions, ZOMOZOMO needed to determine whether it should prioritize building its internal capabilities or seek external partnerships to deliver high-quality design solutions to its high-end clients.

In October 2019, BYD Company Limited (BYD), a leading Chinese company in the new energy vehicle industry, was pursuing the goal of building a business ecosystem. The firm and its partners jointly launched a blockchain-enabled green ecosystem that delivered new value to customers by issuing carbon points to users who had made efforts to reduce their daily carbon emissions. Users could spend carbon points at partner merchants and get rewards. Blockchain, as the core infrastructure of the project, provided an ideal environment to cultivate a healthy and efficient business ecosystem that benefitted all stakeholders, including the firms, its users, and the environment. With the program still in its early stages, how could BYD and its partners further utilize the green ecosystem’s potential to achieve greater economic and environmental value?

In October 2019, BYD Company Limited (BYD), a leading Chinese company in the new energy vehicle industry, was pursuing the goal of building a business ecosystem. The firm and its partners jointly launched a blockchain-enabled green ecosystem that delivered new value to customers by issuing carbon points to users who had made efforts to reduce their daily carbon emissions. Users could spend carbon points at partner merchants and get rewards. Blockchain, as the core infrastructure of the project, provided an ideal environment to cultivate a healthy and efficient business ecosystem that benefitted all stakeholders, including the firms, its users, and the environment. With the program still in its early stages, how could BYD and its partners further utilize the green ecosystem's potential to achieve greater economic and environmental value?