This case illustrates how ATRenew used digital technology to create a transaction and service platform for second-hand 3C products. ATRenew was established to " Give a second life to all idle goods. It focused initially on consumer electronics recycling (evidenced by its launch of the Aihuishou C2B platform in 2011) before venturing into the B2B business in 2017 via PJT Marketplace (a platform that aims to connect second-hand buyers and sellers) and the B2C business in 2019 by merging with Paipai, JD.com's re-commerce arm. When combining the C2B, B2B, and B2C business into one integrated platform, the company developed standard quality inspection processes, a rating system for recycled products (including mobile phones and other 3C products), as well as a C2B and B2B pricing models that considered ratings, and built operations centers and a supply chain to best serve its entire business ecosystem. These efforts also empowered its partners to get the most out of second-hand items. However, as the company grew, leading one-stop re-commerce platforms, typically highly trafficked, broke into the second-hand 3C business to divide up the pie. In May 2022, the company's management revisited the trade-off between the advantages of competing within existing market space and the advantages of developing new business for the company to achieve lasting success.

What is unique about innovation in a social entrepreneurship setting compared to that of general entrepreneurship? The IngCare case serves as an illustration of these disparities across multiple dimensions, including its founding mission, entrepreneurial methods, organizational mechanisms, and growth trajectories. IngCare's founding mission was to leverage technological tools to enhance the quality of autism rehabilitation and ensure accessibility to professional rehabilitation services for every child. Over eight years on since its establishment, IngCare had undertaken various initiatives, such as developing a cloud classroom for training autism rehabilitation teachers and introducing the VB system for assessing autistic children's skills. However, the VB system faced criticism from many institutions that used it. In response, IngCare established its own rehabilitation centers to showcase and advocate for applying the VB system. This transition marked IngCare's shift from solely a product and service provider to an operator of offline rehabilitation facilities. As of early 2022, IngCare operated two primary business segments: 15 directly operated high-end institutions and external empowerment. Both business segments faced enormous growth opportunities, but the associated challenges were also daunting. Being aware of IngCare's limitations in resources and capabilities when striving for simultaneous excellence in both realms, the founding team found themselves at a strategic crossroads. Should their forthcoming strategic focus revolve around expanding rehabilitation institutions or empowering the industry through selling digital products and services?