Future Proof: Kevin O'Connor, Colortrend:Developing new products has been central to longevity of Colortrend
The paint business is dominated by a small number of big brands that sell worldwide. It leaves little room for independent producers. But a cluster of indigenous paint manufacturers are dotted around Europe, including in Ireland, where Celbridge-based Colortrend has been in existence for 60 years.
The family-owned company was founded by chemical engineer Ronan O’Connor and is now run by his son Kevin.
Around 10 per cent of its 70-strong labour force works in RD and Kevin O’Connor says new product development has been central to the company’s longevity. “We have been innovators since 1953. We were the first in Ireland to introduce water-based paints, the first to introduce acrylic paints and the first to introduce tinting systems,” he says.
Colortrend is also active at the leading edge of hi-tech coatings and has launched an antimicrobial paint to kill bad bugs in health settings, an acoustic paint to suppress noise and a product called Insect-X that kills mosquitos.
UN endorsement
The company is in talks with the United Nations about securing its endorsement for this product.
“It involves a lot of time as you are dealing with a very conservative process and there is a lot of technical documentation involved,” O’Connor says. “Of course, it’s potentially a very large market if you crack it, but it is difficult to access. It’s something we do alongside our domestic paints business, which accounts for about 90 per cent of our turnover.”
Colortrend’s primary route to market is via independent paint retailers. It also owns and operates five stores and does not sell through DIY chains. “We have looked at supplying the superstores more than once but we don’t like the fact that they control you on everything, especially price, and expect rolling discounts.
“We also passionately believe in having knowledgeable people selling our products. Most of our customers are family-owned businesses and they are prepared to put in the extra effort. Our focus has always been on producing high performance paints for the Irish market. By high performance we mean paint that is washable – even scrubbable – but that is true to colour, coats better, picks up less dirt and doesn’t look shabby after a couple of years.
“Pricewise we hold our own with the big names although we would argue that we offer superior quality. We are around 10 per cent more expensive than their cheapest paints but comparable with, or even a little less than, their more expensive ranges.
“As a company, we have always been technically strong and that came from my Dad. He felt [that] having expertise gave us the edge over the competition and we still take that view.
“We’re the company people turn to when something special is required. The Office of Public Works asked us to develop a paint for the restoration of the Turner greenhouse in the Botanic Gardens. We won a conservation medal for that.
“We also spent a couple of years developing a coating for use on the Burmese teak in the Palm House and have been working with the Dublin Airport Authority to develop an environmentally friendly solution for line markings that can cope with demanding Irish weather conditions. We work very closely with third level organisations, such as the DIT, and on EU-related RD projects to keep up our technical edge and competence up to scratch.”
O’Connor says competing with the big brands has always been tough. The company has fought back by co-operating with other family-owned paint companies in Europe. Together they have formed a raw materials buying association that gives them bulk-buying power and provides a forum to share technology and market information.
Colortrend is also part of a guild that provides access to the latest colour palette favoured by architects and designers.
“Both organisations have played a big role in providing a stable platform for Colortrend in a very turbulent market with raw materials instability and aggressive multi-national competition,” O’Connor says. “We may be a small player but we keep the big guys honest. If we weren’t here, the price of paint would be higher. That said you have to earn all the sales you get.”
Rebranding
Colortrend rebranded in 2004 with a new look designed to appeal to its core clientele – women aged 30-plus with an eye for interior design.
“It took a lot of time and money but it turned out to be a real winner and money well spent,” O’Connor says.
While paint is considered recession-proof, this changed with the current downturn.
“Paint sales fell by a third within 24 months and the last five years have been very difficult,” O’Connor says. “You respond by cutting as much expenditure as possible and ensuring you’re getting the best value for money for what you do spend. We have spent more on sales and marketing in the downturn to get our brand better known.”
