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RATIONALIZATION IN INDIAN BUSINESS ENTERPRISE 253
,
again, the finished product, oil, has to be treated as but
the raw material for a series of further stages in manufacture.
There must come into being factories for the
manufacture of vegetable butter or other edible fats. The
manufacture of· candles can become another independent
industry. Paints arid varnishes belong likewise to
the same complex. Finally, there is the industry of
soaps. To be successful in the manufacture and marketing
of soaps the entire oil-industry will have to be rationalized,
i.e., its different branches will have to march
alon'gside of one another in response to the dictates of
one socio-technological general staff . Failure or partial
suCcess in soaps presupposes and involves automatically
failure or partial success in all. The fortunes of the
different branches are interdependent. This interdependent
character of '~he chemical industries has been arresting
the attention of business' organizers in India since the
publication of the Handbook by the Indian Munition
Board (1919). But the rationalization in the chemical
industries seems as yet to be a long way off.
This would be apparent from the regrettable condition
in another line of chemical industries, namely, soda
compounds. In 1927-28 not less than 42 per cent of
the total value of India' s chemical imports belonged to
this· group,and it was priced at Rs. 1:1 ,200,000. u
Naturally, therefore, o~e might expect a fair degree of
industrial development along these directions, for soda
compounds constitute at the s,ame time a very important
element in modem industry. But in order to compete
with the' imports on .the Indian market the manufacturers
.22 ReI1ieUl of. the Trade oj Indio 1928-29. Calcutta, 1929, p. 157.