The Perfect Blend of Traditional & Non-Traditional Business

Excerpt from Dr. Wang's speech at the 2026 Malaysia Conference:

Total Swiss's Path to Sharing and Experiential Marketing

Total Swiss's choice of a Network Marketing model is not accidental, but a natural result of the product's characteristics. Our nutritional supplements are designed for efficient absorption, so many people experience noticeable reactions upon first use, such as localized warming or redness. This is a normal response to accelerated circulation and absorption within the body.

If such products are placed on supermarket shelves without professional explanation, consumers may misunderstand or even fear them due to a lack of understanding, resulting in beneficial products being left unused. Therefore, we need a model that allows consumers to "experience" the product's effects and "spread" related knowledge.

Network Marketing is essentially a service model based on sharing and trust. It follows the simple logic of "word-of-mouth sharing"—benefit yourself first, then sincerely share with others. This approach allows product effectiveness to spread widely through genuine user reviews, laying a solid foundation for our business: helping others improve their health. Despite many misunderstandings about direct selling, we firmly believe that as long as the initial purpose is health, this model can be a tool for conveying goodwill.

Social Impressions and Development Bottlenecks of Network Marketing

As our business has developed, we have also clearly seen the common bottlenecks faced by the Network Marketing industry.

First, the information age presents challenges to trust. People are now very savvy, often searching online for information before venturing into new businesses. However, the quality of online information varies greatly; objective product reviews are hard to find, while unverified negative rumors spread easily. This significantly increases the difficulty of acquiring new partners and negatively impacts the image of the entire industry.

Secondly, there is the issue of weakened organizational growth momentum. The vitality and culture of direct selling rely on hierarchical transmission. When an organization develops to the sixth, seventh, or even deeper levels, the initial ideals, enthusiasm, and expertise often fail to fully penetrate to lower levels. This results in insufficient support and motivation for lower-level partners, leading to slow system growth.

Finally, the revenue structure also has its limitations. Traditional Network Marketing revenue is highly dependent on the "depth" and "breadth" of the organizational network. If the organizational structure only extends downwards in one line (deep enough but not broad enough), even with numerous levels, the income of senior leaders will quickly reach a bottleneck. This structural limitation leaves many partners who intend to commit full-time feeling confused and powerless after their business has developed to a certain stage.

These bottlenecks have prompted me to think deeply about how to break through the limitations of our current business model and achieve sustainable, even generational, growth in the healthcare industry. How can we ensure that our partners receive more stable and diversified returns from their efforts?

Tradition and Non-tradition, Grouping, and Capital Management

To overcome these bottlenecks, we began planning and implementing a more ambitious business blueprint. At its core was the transformation of a single network marketing company into a conglomerate with the health industry at its core.

1. The Perfect Blend of Traditional & Non-Traditional Business

We launched the "Synchronization of Traditional and Non-Traditional" project. "Traditional & Non-Traditional" has two meanings: one is "Network Marketing", and the other is "traditional" physical store. The company invests in opening physical stores themed around healthy living (currently mainly for products like Hepanamin and Suile). These stores are not traditional franchise stores where leaders operate independently and bear heavy burdens, but rather directly operated locations funded, decorated, and staffed by professional pharmacists.

Our leaders can share their businesses in these physical stores, transforming them into hubs for serving customers and hosting small family gatherings. Here, they can more easily share product information and explain health concepts without the pressure of rent and inventory. Physical stores enhance brand trust and service depth, while the network marketing model brings stable customer traffic and vitality, thus building a mutually beneficial relationship.

2. Group Structure and Subsidiary Listing: Building a Shared Capital Platform

Network marketing provides a stable cash flow and market network, but to achieve business growth and asset appreciation, we need to enter the capital markets. My vision is for loyal and hardworking partners to not only earn bonuses through sales but also become shareholders in successful companies within our group, sharing in the capital gains from the company's development.

Therefore, we began to spin off promising business units into subsidiaries and planned to list them on the stock exchange. Listing not only standardizes corporate governance and broadens financing channels, but more importantly, it makes the company's value transparent and securitized. Partners can directly link their shareholdings to the company's long-term development, effectively adding a powerful "amplifier" and "stabilizer" to everyone's business benefits.

Building diversified and robust subsidiary business pillars

We are building a series of subsidiaries with IPO potential, which will act as pillars supporting the future of the Total Swiss Group:

Hepanamin: This is a publicly traded company, and we are their global distributor. Our partnership with them gave us our first taste of the power of the capital market. The stock price fluctuations also made us realize that to truly create value for our partners, we must be able to guide the company's direction.

AI Willy Power: This is a biotech company with tremendous growth potential. Unlike previous collaborations, we've entered the company through a deep partnership, with myself as the largest shareholder. This ensures alignment of our philosophies and controlled development. The company possesses innovative technologies (such as biochips), and its market valuation shows enormous growth potential. In the future, we will jointly lead the company's development.

Suile: This company originally had excellent products, but poor management. We saw the huge potential of its products (such as its highly effective repair cream) in the medical aesthetics and surgical fields, so we decided to intervene in its restructuring. Through capital reduction, capital increase, and the introduction of a new management team, we will revitalize it. In the future, we plan to offer partners with outstanding sales performance the opportunity to subscribe for its shares on preferential terms and share the dividends brought by the successful restructuring.

Total Swiss Medical Department Store: This is our innovative physical project. We will create a department store themed around "medical and wellness." Here, we will bring together high-quality clinics specializing in various fields (such as dentistry and cosmetic medicine), pharmacies, health supplements, medical devices, and even pet healthcare services. It will be like a "healthy lifestyle shopping center," providing the public with a one-stop health solution. This model integrates real estate, medical services, and retail, and once successfully implemented, it will have enormous potential for scalability and expansion.

Taipei Port Free Trade Zone Base: We have acquired a large tract of land in the strategically important Taipei Port Free Trade Zone in Taiwan. This area enjoys tax benefits under the "domestic and foreign" tariff policy, making it an ideal location for establishing an international logistics center, product processing base, and R&D laboratory. We plan to build our group's Asia-Pacific logistics hub here and introduce production lines such as "AI Willy Power." The base itself, as well as the logistics and GMP manufacturing companies located within it, will be potential candidates for future IPOs.

These subsidiaries are involved in different fields, but all revolve around the core of "big health". Their listing will transform Total Swiss from a private direct selling company into a public group composed of multiple listed companies, with an extremely solid foundation.

Creating replicable global application models.

These new models we've built aren't limited to Taiwan. Once proven effective, many of them will become highly replicable "models" and can be rolled out in every country where we operate.

This means that our partners in more than ten countries, including Malaysia, Indonesia, and the Philippines, are not only promoters of the products, but also potential beneficiaries of the price-earnings ratio and profit-sharing ratio of these listed subsidiaries in the future.

Tap/click on the following link to read the original chinese article:

HERE

TS USA