Brands
Nippon Paint India sharpens India-first push under new leadership
CHENNAI: Nippon Paint India has drawn a bold line under its leadership transition, rolling out a tightly focused, India-first growth playbook under managing director Sharad Malhotra. Unveiled in Chennai on January 09, 2026, the strategy is the company’s clearest articulation yet of how it plans to scale in one of its most contested markets.
The roadmap centres on three levers: a sharper India-centric operating model, faster pan-India expansion and selective inorganic growth to bulk up its local portfolio. With seven manufacturing plants already in place and a strong ‘Make in India’ backbone, the company is doubling down on local relevance while tapping Japanese technology and process discipline.
The immediate thrust is expansion beyond its southern stronghold. Nippon Paint India plans to deepen penetration across high-growth urban and semi-urban centres, refine market segmentation and widen its dealer and distribution footprint, even as it defends share in core regions.
Malhotra called India a long-term priority, signalling a shift from opportunistic growth to deliberate scale. As the first Indian managing director of Nippon Paint India, his brief is to build an India-specific model that meets global standards but plays to local realities.
The push is mirrored in the decorative business, where president Mark Titus sees headroom driven by premiumisation, brand building and stronger channel and influencer partnerships. The emphasis: thoughtful scale, global best practice and brands that travel across regions.
Operationally, the company will bring all its paints and coatings businesses under a unified operating structure, designed to unlock manufacturing flexibility, operational leverage and a single, cohesive pan-India engine.
Backed by six decades of Asia-Pacific leadership and a balance across decorative, industrial, automotive, OEM, refinish and wood coatings, Nippon Paint is betting on technology-led growth, disciplined execution and selective M&A. The message is clear: India is no longer a market to test—it is a market to win.
Brands
Buffett bets on The New York Times, cuts Amazon stake
Berkshire invests $352 million in NYT, trims tech, and backs insurance, energy and consumer stocks.
OMAHA: Warren Buffett is famously a creature of habit, but his latest portfolio shake-up suggests even the world’s most patient investor knows when to change the channel. In a move that has sent the media world into a frenzy, Berkshire Hathaway has officially checked into The New York Times while largely checking out of Amazon.
Buffett’s firm snapped up roughly 5.1 million shares in The New York Times Company, a stake valued at a cool $352 million. The Buffett effect was immediate: shares in the publishing giant jumped more than 10 per cent as investors scrambled to follow the leader.
While Buffett offloaded his traditional local newspapers back in 2020, this isn’t a nostalgic trip to the printing press. The New York Times is now a digital powerhouse, fueled by a buffet of subscriptions covering everything from breaking news to Wordle and recipes. It seems the sage of Omaha still has an appetite for businesses with pricing power and a loyal following.
Berkshire slashed its holdings in Amazon by nearly 75 per cent during the final quarter of the year. Once a rare foray into the world of big tech for Buffett, the firm now holds a relatively modest 2.3 million shares. The pruning did not stop there, as other household names also saw a haircut. Apple was reduced to a 1.5 per cent position, while Bank of America was trimmed to 7.1 per cent, signalling a broader pullback from some of its large financial and technology bets.
So, where is the money going? It appears Buffett is heading back to basics, favoring sectors that can weather a storm. Berkshire boosted its positions in Chubb, doubling down on the steady world of insurance; Chevron, fueling up on energy; and Domino’s Pizza, a classic consumer bet that delivers even when the economy doesn’t.
By pivoting toward resilient industries and subscription-heavy media, Berkshire is returning to its roots: finding companies that people simply cannot live without, whether they are hungry for a slice of pepperoni or the morning headlines.
