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  Shaw Wallace in Kolkata: Rise and Fall 1. The Beginning: Shaw Wallace as a Colonial Powerhouse (1860s–1947) Shaw Wallace & Company was founded in 1863 in Calcutta , then the commercial capital of British India. It began as a British managing agency house , a structure common in colonial India, where a single firm controlled and managed multiple operating companies across sectors. From Kolkata, Shaw Wallace built interests in: Liquor and breweries (beer, whisky, rum) Tea plantations Shipping and trading Engineering and chemicals By the early 20th century, Shaw Wallace was one of the most powerful European business houses in eastern India , comparable to Jardine Skinner or Andrew Yule. Its Kolkata headquarters symbolised British commercial dominance in India. After Independence, unlike many British firms that exited, Shaw Wallace “Indianised” its management and continued operations, retaining its headquarters and core assets in Kolkata. 2. Post-Independ...

  The Beginning: Metal Box India Metal Box India Ltd. was incorporated in 1933 in Calcutta (now Kolkata) as The Metal Box Co. India Ltd. Its principal business was manufacturing metal containers and closures (tin cans for food and aerosols), flexible packaging, paper products, hardware, and engineering products. The company initially operated as an Indian arm of the British Metal Box Company with significant overseas participation and expertise in metal packaging. Over time it diversified its product lines, including bottle closures, industrial extrusions, and related equipment. Moneycontrol In the early decades, Metal Box India was a recognised industrial name in Calcutta and beyond, leveraging colonial networks and industrial skills in metal packaging—a key input for consumer goods, processed foods, and industrial products. Structural and Operational Pressures by the 1970s–1980s 1. Rising Production Costs and Material Shortages By the 1980s , Metal Box India faced growi...

  Industrial Decline in West Bengal (1967-2000): A Structural Narrative In the decades following India’s independence, West Bengal was once an important industrial centre, benefiting from colonial-era manufacturing agglomerations, strategic port links, and proximity to raw materials. However, from the late 1960s onwards , the state’s industrial performance began to lag relative to other Indian states. By the end of the 20th century, its share of India’s manufacturing output and investment had substantially declined. This narrative explains why this decline occurred, drawing on structural factors, policy shifts, labour dynamics, and case examples of specific firms. 1. Pre-1965 Context: Legacy and Early Decline Immediately after independence, Bengal faced significant structural disadvantages that its industrial base never fully overcame. The partition of India in 1947 severed access to jute-producing districts now in East Pakistan (later Bangladesh), leaving West Bengal’s large...

  Consumption (Selective, Not Broad FMCG) , I am referring to discretionary, aspirational, and upgrade-led consumption , not mass staples like soaps or biscuits. Below are clear examples , grouped by why they qualify. 1. Consumer Durables & Lifestyle Upgrades These benefit directly from rising incomes, electrification, housing, and replacement demand. Titan Company Jewellery + watches = aspirational consumption with strong brand moat. Voltas Air-conditioners = structural penetration story, not cyclical luxury. Why this segment works Low penetration → long runway Pricing power through brand Replacement + first-time buyers 2. Auto & Mobility (Not Entry-Level) Focus on premiumisation , not volume-driven entry models. Maruti Suzuki (selectively) Beneficiary of premium hatchbacks & SUVs, not small cars. Eicher Motors Royal Enfield = aspirational lifestyle brand, not just a bike company. Why this works Indians upgrade status before...

Why Staying in the Game Matters More Than Quick Wins – Life Optimizer   Donald Latumahina December 24, 2025 Attitude ,  Productivity I’m currently reading   Julius Caesar   by Philip Freeman. There are many lessons in Caesar’s story, but here I want to share one about the importance of staying in the game. In 58 BC, during the first year of Caesar’s Gallic Wars, an episode occurred that illustrates this well: Caesar was now in a truly perilous situation as his troops had only a two-day supply of food remaining and—more to his chagrin—had seen their commander let a golden opportunity for victory slip through his fingers. His pride would heal, but Caesar knew he had to find food for his troops quickly. His only chance lay almost twenty miles north at the hill fort of Bibracte, chief city of the Aedui. This enormous citadel loomed over the surrounding fields and held more than enough grain to feed his troops for many weeks. Thus Caesar ceased his pursuit of the Helvetii...

  1. Core Distribution DNA (One-Line Summary) Company Distribution DNA Cadbury Impulse-led, micro-reach, high velocity Amul Supply-led, daily replenishment, cold-chain muscle ITC Portfolio-led, leverage-and-cross-sell machine 2. Network Scale & Structure Parameter Cadbury Amul ITC Retail reach ~1.8–2.0 mn outlets ~1.0–1.2 mn outlets ~1.0–1.1 mn outlets Distribution model CFA → Distributor → Retailer Cooperative → Union → Federation → Retail CFA → Distributor → Retail Ownership Fully private Farmer-owned cooperative Corporate conglomerate Control intensity Very high Very high High 3. Product–Distribution Fit (Why Each Model Works) Cadbury Small SKUs (₹10–₹40) Low weight, high turnover Impulse purchase No daily replenishment required Result: Maximum width of distribution. Amul Perishable, cold-chain dependent Daily milk and butter movement Heavy capex in chilling, transport Result: Absolute trust and availability in staples. ITC Large, d...