Case

Brasilata

From the production line to the digital shelf with Check Commerce's Integrations layer.

About the Brand

A Brasilata is one of Brazil's largest manufacturers of metal packaging: seven decades in operation, five factories (SP, RS, GO, PE, RJ), a presence in 15 countries, and a revenue of R$ 1.2 billion in 2025.

It is the type of industry that supports giant brands such as BASF, Danone, AkzoNobel, Sherwin-Williams, and Eurofarma, providing cans, buckets, and aerosols on an industrial scale.

Challenges

An industry designed for high-volume runs and large clients had no natural path to the small retailer who needs 200 custom cans for a product launch.

Brasilata faced three hurdles at the same time, and none of them could be solved in isolation.

Revenue concentration as an existential risk

Revenue was concentrated in a few large contracts, making the loss of a single client an existential risk.

Production technology barrier

The production technology (offset printing) required high minimum print runs, leaving the entire small and medium-sized enterprise segment out of reach: economically unfeasible to serve.

Lack of a scalable distribution channel

Even with new technology, there was no sales channel capable of serving hundreds of smaller customers without inflating costs. Production and distribution needed to be addressed together.

Technology as a Turning Point

The shift from offset to digital printing is what made the new model possible. Minimum print runs suited for SMEs, faster setup, competitive turnaround times, and complete customization from digital files: for the first time, the industry could serve a market it had previously overlooked.

But technology alone does not create a channel.

Between 2017 and 2023, Brasilata tested and discarded five business hypotheses before validating the right model: an in-house sales team didn't work, pure B2C found no demand, customization without design support caused friction, and minimum order quantities still held back smaller customers.

pivôs de evolução da Brasilata

Each pivot taught a specific lesson, until the company realized that the real bottleneck wasn't industrial—it was the operating model.

The architecture behind the scale

The model that emerged from these learnings can only be sustained by a deliberate decision: keep the in-house team lean (four people) and outsource all specialized execution to partners who already do it at scale.

Custom Shopify Platform

with a shopping journey designed for an industrial buyer with no e-commerce experience.

Results

The revenue per ton of steel at Loja da Lata is 3 times higher than that of the traditional industrial channel.
The same productive asset, triple the value.

+13,000 customers

served since 2019, active and steadily growing customer base

3.6x growth

of the operation between 2019 and 2025

70% of revenue

comes in custom cans, a mix that digital printing has unlocked

Acknowledgment

ABRE, Embanews and The Canmaker awards. In addition to partnerships with relevant brands in the market.

Learning

Industrial e-commerce is not an IT project, it is a business model transformation: selling value instead of volume, pricing based on what the customer pays instead of markup on cost, treating a small customer as someone who needs a model to grow.

Loja da Lata proves that an established industry can have a D2C channel with real technical depth without sacrificing the scale that made it big.

Count on Check

If a company with seven decades of history managed to triple the value of its own operation, what can the right architecture unlock in yours?

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