OUR STORY

 
 

Today

We are in the process of rebuilding automated warehouses and working toward advanced automation and smart technology. As we improve our technology, we keep in mind that our most precious assets are our people, our partners, our customers and our relationships.

2017 – “Global Partnerships.”

CH Paint Global registered in the USA to help Chenhong Paint to develop partnerships globally. We attended the European Coatings Show to connect with new partners and learn more about industry vision. Our vision of being a world coatings company is coming closer as we develop our new skills and communications channels.

2016 – “Environmental impact.”

We invested $3 million in equipment to reduce the environmental impact of gas and dust emissions to nearly zero. We partnered with laboratories and university professors in order to reduce our carbon footprint. We created new packaging and branding as we develop our promotional expertise. We reached out to new partners on social media, including Linkedin, Pinterest, YouTube and other relevant media platforms.

2015 – “A colorful new world.”

Chenhong’s international reach was improved with an English language website, which improved cooperative partner communication and introduced potential new technology development partners in China and the world to the company’s openness, innovative passion and 100-year brand vision. Global paint formula developers are at the forefront of the digital and traditional communications efforts, integrating their technology with Chenhong’s market reach in the PRC. [Strategic International Partners welcomed in 2015 and 2016: Allnex (U.S.), OMG Brothers, ACE SEO Consulting (Canada), Turk International (U.S.)]

2014 – Investing in people and the plant.

The investment cycle turned inward once again, to the plant paint laboratories, paint factories and the paint formularies, themselves, in order to deliver on the quality promise of the company. Continued modification to paint workshops and equipment, as well as improvements on the working process and standards, honed the operation and made its cooperative companies more productive and thus more successful. Electric heating also replaced coal heating, eliminating the high personnel for maintaining such a plant, and reducing the carbon footprint. Sales volume remained at 30,000 tons. [Strategic International Partners welcomed in 2014: Jeff Anderson Consultant (U.S.), Sun Marketing (U.S.)]

2011 – A change in name, not in principles.

To represent its core business initiative of specializing solely in the production of high quality paint and becoming China’s best paint retailer, the company’s name changed to Hebei Chenhong Paint Co. Ltd. This was a message both to the internal managers and cooperative partners, as well as external markets, that reinforced the founding principle that you can be the best at something only when you focus on one thing. [Strategic International Partners welcomed in 2011: Arkema (U.S.)]

2010 – Paint, and paint alone.

Ever-dynamic to focus on its core competencies, Chenhong begins to outsource its alkyd (solvent based) resin supplies. This is yet another step in its move to specialize in the production of paint, itself, and not the raw materials. Since the high temperature resin production is no longer in-house, safety is improved. The relationship also marks the point where Chenhong is now cooperating with more than 100 service companies, including paint raw material suppliers, creating a diverse and effective braintrust that works together. The resource re-allocation allows the company to increase revenue per ton by selling a higher quality paint to a higher demographic. [Strategic International Partners welcomed in 2010: Malvern (England)]

2007-2015 – Partnership and process.

(2007) “Partnership equals profits.”
Early on, in his management of the medical clinic and flour manufacturing plant, the company’s founder realized that the most powerful motivation was the concept of ownership – of working for yourself, and having the opportunity to control your own success by self managing your own productivity. This became the official business model for the company in 2007, transitioning employees to individual “companies” that would then work in cooperation and partnership, and sub-contract from Chenhong. This innovative human resources strategy, especially in a large paint company, unlocked the personal ambition of the individual like never before, made Chenhong one of the most efficient paint manufacturers and dramatically improved sales to more than 50,000 tons. [Strategic International Partners welcomed in 2009: Netzsch (Germany), Sunin (Taiwan), Swiss Legend]

2005 – A bright future in technology.

Chenhong’s passionate pursuit of innovation and improvement led the company to invite several software manufacturers to bid on technical solutions which would improve higher work efficiency and accuracy across several departments. In-line with its dedication to openness and capitalizing on information age opportunities in China, 5 international companies were engaged in the selection process. The partnership with German ERP software SAP B-one demonstrated a shared purpose and vision, and resulted in improved overall productivity. Add to this the selling of the company’s powder coating, packaging box and bucket businesses in order to specialize and focus on alkyd paint manufacturing, and sales volume rebounded and then some, to 27,000 tons. [Strategic International Partners welcomed in 2005 and 2006: DuPont (U.S.), Worlee (Germany), Shamrock (U.S.), Disparlon (Japan)]

2004 – Building the 100-year brand.

With its momentum well as China’s paint manufacturing experts through the establishment of core business ideals that led to consistent accountability in meeting goals and objectives for both the company and its customers, the vision broadened to the establishment of a 100-year brand as the premiere partner in China manufacturing. This served as a symbol of generational legacy in the big picture, and helped visualize the part that commitment to the moment played in the long term success of the company. [Strategic International Partners welcomed in 2004: Mikro Test (Germany)]

2002 – Live, work and play Chenhong.

Chenhong once again made paint industry news, by embarking on a reinvestment phase, taking profits and infusing them into the development of a 57-acre/230,000 m2 comprehensive live/work campus where workers could truly feel at home and part of the company’s purpose. New construction at the Hebei Province headquarters included a 4-floor automatic controlled resin workshop, a dormitory, a restaurant, and an entertainment resource room. Not only did it become on of the best paint companies to work for, but its technological capabilities also expanded, allowing it to produce premium quality alkyd paint, such as alkyd enamel. Sales volume dipped to 16,000 tons during this diversion of resources, factory downtime and factory repurposing, but it favorably positioned Chenhong Paint to capitalize on the country’s upcoming wave of prosperity. [Strategic International Partners welcomed in 2002 and 2003: Benjamin Moore (New Zealand), DCC (CAN), B.Y.K. (U.S. & Germany), Cristal (U.S.)]

1999-2006 – Independence and expansion.

(1999) “Privatization and progress.”

In a fundamental shift that allowed Chenhong to truly live the philosophies that it had been founded upon, its founding leader made paint company news by buying the company outright from the township government and it became one of the new vanguard of privately owned businesses in the People’s Republic of China. This freedom allowed reformation and full expansion of its forward-thinking principles, incorporating a bold corporate culture with an aggressive training program, true brand adherence and an innovative marketing strategy. It also allowed Chenhong to break away from the constraints of a government-run network of wholesalers, thus opening substantial numbers of privately owned wholesalers throughout the PRC. As a result, the sales volume for the year reached 25,000 tons. [Strategic International Partners welcomed in 2000 and 2001: Q-lab (U.S.), Grace (U.S.)]

1997 – Expanding geography, and a guarantee.

Building on the added market reach that the Jizhou city sales office provided, Chenhong stretched its geographic presence yet again, developing wholesale satellites in Hengshui, Shenyang, Jinan, Zhengzhou, and Taiyuan to improve sales network opportunities in China and increase distribution channels. However, the expansion didn’t come without introspection, and the company continued to build on his business philosophy by promising customers that, “Chenhong Paint guarantees both quality and quantity, with a complete exchange or refund if unsatisfactory.” This dual-pronged commitment of resources and responsibility made Chenhong the most popular brand of paint in the Hebei Province and led to a year-end sales volume of 13,000 tons.

1996 – Improving paint, through people.

In its first physical expansion, the company establishes a separate sales office in Jizhou city. This metropolitan counterpart is just 20 miles from its rural factory location, but attracts a dramatically more sophisticated job base with which to begin enlarging distribution efforts. The name is also changed to Hebei Chenhong Paint Group Company Ltd. – a slight transition that allows the concern to officially register the name and solidify its brand. As a result of these complementary efforts, sales volume increases to 9,000 tons of paint products.

1994 – Focus is first.

During this phase, the company exercised another of its business tenets; Doing one thing and doing it well. A constant cycle of exploration, expansion and core concentration/contraction leads to optimal resource management. Chenhong Paint began focusing on their retail business customers instead of state-owned business customers. And they quickly set up their product strategy to center around alkyd paint. The concentrated efforts led to an improved product, and a clear identity in the customer’s mind. By the end of the year, sales volume increased to 2,500 tons. [Strategic International Partners welcomed in 1995: BASF (Germany), TEGO (Germany), Henkel (Germany)]

1991 – Colorful products, black and white accountability.

Philosophy is only as good as actionable practice, so the company built upon the experience and success in the previous companies, and developed sound and actionable business pillars to streamline paint operations. The foundation was “100 -1= 0,” which means, “Losing Chenhong’sreputation = Losing your work,” the idea being that even a single mistake can completely erode customer confidence. Reputation First, Honor Commitment, Excellent Service, Warm Communication, Moral Profits and Future Development followed suit. These pillars were meticulously defined, and gave management and employees clear direction and inspiration. By year’s end, paint sales volume increased to 800 tons.

1988 – Opening borders and opportunities.

When the Chinese government looked to open opportunities for Chinese economic development through a paint company at the very beginning of the country’s reform movement, they looked for a leader with a proven track record in both managing people and understanding the intricate process of manufacturing. Their choice was a doctor turned entrepreneur who had run a successful medical clinic and flour manufacturing company, and Hebei Chenghong Paint was formed. It was named after its province and the rare phenomenon of a “morning rainbow,” which symbolized the hopes and dreams the business would actualize in the community, as well as the colors of paint. The naming was prophetic. Despite a poor economy and starting with surplus oil refinery machinery, the company sold 40 tons of paint by the end of the first year, and won the hearts of customers and employees.