This case study series delves into the innovative evolution of the Yang brothers' business model, segmented into three main parts: Cases A, B, and C. Case A reveals the captivating transformation of the Yang brothers from comedic influencers to pioneers in live stream sales, marking a significant milestone as they became the first to amass over a hundred million followers on TikTok. Their unprecedented popularity and commercial triumph, however, came with its own set of challenges. Numerous editors began segmenting their live streams into a variety of short clips for unauthorized distribution, aiming for profits but instead causing consumer confusion and discontent. The critical issue at hand is: How do the Yang Brothers intend to tackle the problem of these unauthorized clip accounts? Case B follows Case A and outlines the Yang brothers' clever solution: they began licensing their livestreams to clip editors, thus entering the livestream clip distribution market. This savvy strategy not only boosted their profits but also benefited the clip editors, consumers, and other stakeholders involved. However, the rapid increase in licensed editors eventually led to market saturation. The pressing question now is: What strategies should the Yang brothers employ to address this oversaturation? Case C follows Case B and introduces the launch of 'Everyone's Assistant' by the Yang brothers, a platform embodying a novel business model designed to address the saturation and competitive challenges in the livestream clip market. This platform brought a wide array of clip editors and livestreamers together for collaboration, thereby standardizing the industry and accruing significant benefits for both the Yang brothers and other stakeholders. However, this innovation also ignited discussions on the heightened competition and concerns about product integrity, prompting contemplation on the future trajectory of 'Everyone's Assistant': What strategies should the Yang brothers adopt to ensure sustainable expansion of this business segment? This series illustrates the dynamic process of business model innovation navigated by the Yang brothers against the backdrop of an ever-changing stakeholder landscape. Each phase of innovation not only resolves immediate issues but also introduces new challenges, driving the need for continuous innovative solutions. Through relentless innovation, the "Crazy Yang Bros" brand has seen its value soar, benefiting an expanding network of stakeholders-an exemplary model of adaptability and success worth studying.

Supplement to The Crazy Yang Bros (A): Revolutionizing Live Commerce with Comedy. Case B outlines the Yang brothers' clever solution: they began licensing their livestreams to clip editors, thus entering the livestream clip distribution market. This savvy strategy not only boosted their profits but also benefited the clip editors, consumers, and other stakeholders involved. However, the rapid increase in licensed editors eventually led to market saturation. The pressing question now is: What strategies should the Yang brothers employ to address this oversaturation?

Supplement to The Crazy Yang Bros (A): Revolutionizing Live Commerce with Comedy/ (B): Pioneering Livestream Clip Distribution. Case C introduces the launch of 'Everyone's Assistant' by the Yang brothers, a platform embodying a novel business model designed to address the saturation and competitive challenges in the livestream clip market. This platform brought a wide array of clip editors and livestreamers together for collaboration, thereby standardizing the industry and accruing significant benefits for both the Yang brothers and other stakeholders. However, this innovation also ignited discussions on the heightened competition and concerns about product integrity, prompting contemplation on the future trajectory of 'Everyone's Assistant': What strategies should the Yang brothers adopt to ensure sustainable expansion of this business segment?

There is a massive need for stroke treatment and rehabilitation in China. In 2018, Neusoft Medical cooperated with the State Engineering Laboratory of Internet Medical Diagnosis and Treatment Technology headed by Xuanwu Hospital to create the eStroke National Thrombolysis and Thrombectomy Image Platform (eStroke, in short). The primary objective of eStroke is to shorten the time of diagnosis for proper treatment in order to improve patient survival and reduce sequelae when the patient survives. After three years, the project is well underway but needs to scale up, as only 83 hospitals have joined, and only 13,000 patients have been served. No partner is satisfied. The project was set up as a public welfare project with an agreement not to charge users. Neusoft had hoped that eStroke's user base would grow and indirectly drive equipment sales such as CT and MRI machines. However, since eStroke does not directly generate profits, sales staff had no incentive to promote eStroke. Dr. Huang Feng, who is in charge of the eStroke project at Neusoft, plans to apply for a special marketing budget from Neusoft Medical in the annual budget review meeting to expand the scale of eStroke users rapidly. Still, the concerns and demands of various stakeholders of the eStroke platform are far more complicated than simply calling for investing more capital and increasing the workforce. How should Dr. Huang consider the claims of all stakeholders? How can he persuade the company to invest more? Will the new budget alone help eStroke expand quickly?