About the company.
PEOPLE. Paint. Progress. Partnership.
Chenhong Paint opened its door in 1988 as one of China's first reform pioneer companies. Since then, Chenhong created its unique business cooperation model that led Chenhong alkyd paint to become the forefront brand in the country's market.
Chenhong's primary focus is on the DTM and wood coatings market. The alkyd paint that Chenhong produce has four main advantages compared to other competitors:
1. With a flash point of >61celsius degrees, we are safer
2. Greener, environmentally friendly, meet the local Voc regulations (voc<420g/l)
3. Better price-performance ratio
4. More solutions and service
Because our products have a high safety standard, they are easier to ship, like regular products, e.g., clothes, furniture, and others.
For the past 35 years, we have always used a 100% satisfaction guarantee. If a customer is, for any reason, not completely satisfied, they can fully return their products.
We currently have three leading brands, each with its distinctive characteristics:
Chenhong - focusing on the highest premium quality
Jiawei - Premium quality with affordable prices
Xishou - best price-quality ratio
CHENHONGfocusing on the highest premium quality
JIAWEIPremium quality with affordable prices
XISHOUbest price-quality ratio
A history of innovation, inspiration and integration.
Chenhong Paint is a symbol of the new opportunities in China industry and is truly a mix of art and science, continually improving the aesthetics and effectiveness of our products by bringing in research and development specialists from a broad base of the chemistry and design industries.
Our state-of-the-art in-house laboratory and paint for mulary utilizes U.S. and German quality control technology. Add this to academic, professional organization and industrial application relationships, and Chenhong maintains a position on the forefront of theoretical and practical industry knowledge as well as new developments in the paint industry. As a result, we are poised to be first-to-market (Chinese) in moving from solid colorants to a base colorant process, oil-to-water based paints, and a customer vs. business-centric model.
But our most powerful innovation is a mindset that joins with partners to move us even further beyond our current production capabilities, while allowing them new opportunities in China industry and unprecedented access to the Chinese market.
We invite you toshare in the economic growth of China and yourselves, by becoming a part of a new world of color that includes global engagement, multi-national entrepreneurship and truly collaborative partnership. All queries will be responded to within 48 hours.
Sustainable relationships with our customers, partners, communities and the world.
The more we balance the economic, environmental and social triad, the more each of these spheres will contribute to the strength and harmony of each of the other parts, as well as the whole.
This unwavering commitment to respecting, refining and rejuvenating these relationships every step of the way has led directly to Chenhong’s success over the past 25 years, and its timeless relevance paves the way to our Centennial goal.
We minimize environmental waste through efficient, innovative and responsible business practices.We care for and seek to make a positive contribution to our communities by working to keep the lives of our family of partners safe and healthy.Professionalism, accountability and transparency lead our business dealings, so they, too, will be healthy and long lasting.
This is our broad vision of sustainability. We serve because it is who we are. Our profits are guided by our purpose. Our challenges bring us closer together. And we are caretakers of the place that we create, so we may share with generations to come.
Chenhong Paint “Our Story”
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.
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’s reputation = 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.
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)]
1996 "Improving paing, 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.
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.
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.)]
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.)]
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)]
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)]
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]
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)]
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.)]
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.)]
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.)]
Come and meet us.
Inside Qianzhuang Industrial Pk Zn