From a single yarn to the linen in a guest room, and on to laundering at the end of the usage cycle — Canasin's six segments string the hotel linen value chain together end to end.
Weaving and manufacturing are the foundation and mainstay of the group. Our own production base covers four product lines — bedding, pillows & quilts, towels & bathrobes and F&B linen — with full-category customization for premium hotels: fabric, dimensions, weight, embroidered logos and packaging all delivered to each client's brand standard.
The production base spans 200,000 square meters of floor area (new industrial park completed in 2016), backed by dedicated account teams that follow every order, with the integrated supply chain reducing procurement risk for our clients.
In 2008, the group's own bleaching & dyeing company went into production, placing the entire dyeing process under our own quality control. This was the key step that extended the Canasin chain upstream — bringing color, the hardest thing to standardize, into our own workshop.
For hotel clients, this means color deviation between replenishment batches can be effectively controlled, and colorfastness — the metric that directly determines linen lifespan and wash cycles — is checked by us, not by a third party.
In 2018, the group's independent innovation came to fruition — our own Zhongxin Intelligent Textile Equipment company officially began production, designing and manufacturing automated equipment for hotel linen production.
The significance goes far beyond "one more segment". It means Canasin has distilled thirty years of manufacturing know-how into equipment capability that can be replicated and exported. Manufacturing experience became a technology asset.
In 2019, the Canasin down factory came into operation, giving the group full control over the quality of feather and down products.
Down is the highest-cost ingredient in filled products — and the easiest to adulterate. Bringing down processing in-house makes the invisible metrics controllable: fill weight, loft (fill power) and cleanliness.
From 2020 onward, the group established multiple laundry companies in succession, further extending the linen service chain. This marked an important turn in the Canasin business model — from "selling products" to "managing the life cycle".
For hotel clients, the true cost of linen does not occur only at the moment of purchase — it is spread across years of laundering, wear and replacement. Bringing laundering into our service scope lets Canasin optimize the client's total cost across the entire life cycle, and makes the group's revenue structure more sustainable.
In 2012, Canasin formally began overseas direct sales, expanding the brand into international markets. The group serves overseas premium hotels and distributors directly under its own brand — not merely as an OEM supplier.
Our business now covers the Middle East, Southeast Asia, the Maldives and other regions, serving a number of international luxury hotel brands. International markets demand stricter certification and compliance — which in turn drives the group's continued investment in its quality systems.
Hotel group procurement, regional distribution, or cooperation at the industry and capital level — we look forward to hearing from you.