— The Inevitable Path from a “Health Technology Company” to “Health Technology Infrastructure”
Over the past few years, the health technology industry has undergone a profound shift from being technology-driven to being scenario- and service-driven. Artificial intelligence, digital healthcare, and intelligent health management technologies have continued to mature. However, a critical reality has gradually emerged: without a stable and sustainable offline service network, even the most advanced health technologies struggle to truly integrate into everyday life.
It is against this backdrop that Hong Kong Verily Health Technology Group has clearly articulated its strategic objective: to surpass 200 flagship stores nationwide by 2026. This decision is not a simple pursuit of scale expansion, but rather a long-term judgment based on the underlying logic of the health technology industry.
I. The Endgame of Health Technology Lies Offline
Unlike pure internet products, health technology inherently carries high trust thresholds, strong service attributes, and long-term companionship characteristics.
Users’ core demands in health management go far beyond merely “seeing data.” They focus on questions such as:
- Is there professional guidance?
- Can services be delivered continuously?
- Can health management be completed in familiar cities and familiar spaces?
Hong Kong Verily Health Technology Group believes that health technology without offline anchors cannot form a true closed loop of user trust.
Flagship stores serve precisely as the critical interface connecting technology with users, and systems with everyday life.
II. 200 Stores Is Not a Scale Figure, but a “Network Threshold”
Why 200?
Internally, this number is defined as the critical scale for a nationwide health technology service network.
Once the number of flagship stores exceeds 200, it signifies that:
- The majority of China’s core cities are covered
- Users can continue receiving consistent services while moving between cities
- The brand no longer relies on isolated demonstrations, but achieves a systemic, nationwide presence
This is not “store expansion” in a retail sense, but the construction of a foundational service network, comparable to bank branches or telecommunications base stations.
III. Flagship Stores Are Long-Term Assets, Not Short-Term Outlets
Hong Kong Verily Health Technology Group repeatedly emphasizes that:
Flagship stores are not short-term, fast-in–fast-out projects, but long-term, city-level assets.
Each flagship store undertakes multiple strategic functions, including:
- Health technology demonstration and public education
- Digital health assessment and service delivery
- Local user trust building and brand accumulation
- Regional entry point for the health service ecosystem
From an asset perspective, flagship stores are closer to “infrastructure + service hubs” rather than traditional commercial retail outlets.
IV. The Inevitable Path from a Technology Company to a Platform Enterprise
If a company focuses solely on technology output, its growth ceiling is often constrained by:
- The number of clients
- Procurement cycles
- Instability inherent in project-based revenue models
By establishing a nationwide network of 200 flagship stores, Hong Kong Verily Health Technology Group is achieving a fundamental organizational upgrade:
- From technology provider → platform operator
- From project-based cooperation → long-term user relationships
- From localized influence → nationwide structural presence
This represents a critical step toward long-term, sustainable corporate development.
V. Standardized Replication Capability Determines Long-Term Potential
Behind the goal of 200 flagship stores lies a highly standardized operational system, including:
- Spatial and visual standards
- Service process standards
- Technology system standards
- Operations and compliance standards
Hong Kong Verily Health Technology Group has chosen to complete its nationwide rollout by 2026 because its internal systems, technologies, and management capabilities have reached the level required for mature, large-scale replication.
VI. A “Slow but Right” Strategic Choice
In today’s business environment, many companies pursue “asset-light” models and rapid expansion. Health technology, however, follows a fundamentally different logic:
- User trust cannot be accelerated
- Health services require time to validate
- Brand value is built through long-term companionship
Hong Kong Verily Health Technology Group has chosen a “heavy but stable” flagship-store strategy to secure decade-level industry positioning and user trust.
VII. The True Meaning of 200 Flagship Stores
Ultimately, these 200 flagship stores do not represent a store count, but rather:
- A nationwide health technology service network
- A sustainable health management service system
- A brand embedded long-term in urban life
As industry observers have noted:
When health technology truly becomes part of fundamental public services, the winners will be those companies that completed their offline network布局 ahead of time.
Conclusion
For Hong Kong Verily Health Technology Group,
200 flagship stores by 2026 are not an endpoint, but a starting point.
This marks a transition:
- From technology to service
- From product to platform
- From enterprise to infrastructure
It is also a long-term commitment — a strategic bet on the next decade.
