Tea & Teaware Guides
CHASLI: Tea Processing and the “24-Hour Tea Life” Idea
Historical company-supplied case, edited and translated. Company accounts are attributed rather than treated as independently verified current facts or product-benefit claims.
Look beyond a pot of brewed leaves
The CHASLI case starts with an idea: tea can appear in everyday life beyond the teapot. In the company-supplied account published in 2021, its ‘24-hour tea life’ proposition connected tea-derived foods, personal-care products and cultural experiences.
This is a historical business case, not a current product catalog. The source describes the company’s research relationships, extraction work and commercial plans from its own perspective. Its value here is in showing a proposed route from an agricultural ingredient to a wider set of uses.
Ingredients, applications and product design
The source describes using material from tea leaves, flowers and seeds in different applications. Its team linked tea science with product formulation, packaging and consumer use. The business question was how to turn specialist knowledge into products people could understand and use routinely.
Seasonal foods provided specific examples. Tea-themed rice dumplings and mooncakes connected familiar festival purchases with new ingredients and packaging. A reusable outer bag for a 2020 festival product was presented as part of the overall design, extending usefulness beyond the food itself.
Claims in the source about antioxidant effects, skin repair, detoxification and regulatory certification are not treated here as verified product benefits. A branded ingredient story does not establish the efficacy or approval status of a finished product.
Experience as a bridge to unfamiliar products
CHASLI described in-person tea-themed activities, tours and instruction as ways to introduce its wider range. Its tea-scented beauty experience used dedicated ceramic vessels and a guided service setting. From a retail perspective, the aim was to let an existing tea customer encounter a different use of tea.
The company reported that these experiences operated through partner locations. Such claims describe the network at the time of the source. They do not demonstrate therapeutic results. The transferable point is the role of a well-explained experience in making an unfamiliar product category easier to understand.
Small counters, customization and communities
According to the 2021 case, CHASLI used compact branded counters inside tea shops and tea spaces. The described format occupied roughly 10–20 square meters, allowing a new range to sit within an existing retailer rather than requiring a standalone shop. The company also described business-gift customization and ODM work.
Its online channel relied on the WeChat ecosystem, member activities, training and customer referrals. The source presents consumers becoming distributors after trying the products. This is a description of a historical distribution model, not an invitation to join it or a statement about present terms.
The closing strategy paired product innovation with service. Developing new items was only one task; explaining them, supporting partners and maintaining useful customer relationships were equally important. A broader range requires more than placing a familiar tea image on unfamiliar goods.
Related reading
- Xiaoguan Tea: Innovation, Standardization and Supply Chains
- Tea Technology in China: Cultivars, Gardens and Processing
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Source attribution
Reprinted from Deng Zengyong’s self-media publication, Tea Industry Management Review. Edited and translated into English by Sandao. Original byline / case supplier: 案例由茶仕利提供 / Case supplied by CHASLI。