Ajanta Packaging case study

Case Questions-1 (1) Ajanta Packaging - Word A Noemi Gomez esign Layout References Mailings Review View Help Tell me what you wan E VA A Aa A x A . aly - A, L [ ... AaBbCcDc AabbCcDc AaBb 1 Normal 1 No Spac... Heading E I , Paragraph Styles For its key accounts, what specific business processes and technologies Would you recommend to Ajanta to maximize account value and returns? 12 BIUA 2 + 1EE T2 T3 T4 T5 T6 W18241 AJANTA PACKAGING: KEY ACCOUNT MANAGEMENT Sandeep Puri and Rakesh Singh wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, NOG ON1, (0 519.661.3208; (e) cases@ivey.ca, www.iveycases.com Copyright 2018, Ivey Business School Foundation Version 2018-12-17 Offer good quality products at a reasonable cost and provide exceptional customer service, and the customers will remain loyal. Pushpak Agarwal, managing director, Ajanta Packaging On October 18, 2017, during festival season in India, Ajanta Packaging (Ajanta) shifted base to a new, modern office in New Delhi, India. At that time, Pushpak Agarwal, the managing director of Ajanta, was pleased with the company's growth over the past five years-Ajanta had reported revenue of 604 million in 2016, a growth of 21.3 per cent over the previous financial year. Agarwal seemed positive about the company's future and was planning for the next five years. His positive mood dissipated, however, when his son Deepanker, a director at the company, walked into his office seeming extremely concerned. Agarwal asked his son, "Why do you look worried, Deepanker? Is anything bothering you?" Deepanker's reply acquainted his father with a problem he had not been anticipating, "Have you seen the