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GullySales
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Employer branding · Logistics and transport

Riders compare your per-delivery rate every week and leave on a Tuesday.

Employer branding for a courier or last-mile company is what a delivery rider and a hub sorter learn before they sign on: the payout day, the cash handling, who the hub in-charge is, and what a bad beat costs them.

Tell us what you needor call +91 80958 58589

Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

A fleet supervisor and HR coordinator reviewing a driver's records at a transport depot

In one paragraph

Employer branding for a courier or last-mile company is what a delivery rider and a hub sorter learn before they sign on: the payout day, the cash handling, who the hub in-charge is, and what a bad beat costs them. GullySales writes the hub-level material, the posts and the rider accounts.

Also written for

Courier companies, Last-mile delivery companies, Express logistics.

What we do not do

We do not recruit, supply candidates or run payroll. We help candidates see the employer you already are.

Where this sits

For courier and last-mile delivery companies

Where it usually goes wrong, and what we would do.

  • “The hub is the employer, whatever the logo says”

    A rider joins a hub, not a brand. If the in-charge there shouts and the allocations look rigged, your national careers page is beside the point. Riders discuss hubs by name, and you should know what is said about yours.

  • “Payout day is the entire proposition”

    Weekly or fortnightly, with or without deductions for undelivered shipments. That is what riders compare, in that order. Being vague about it loses the ones who have been burned before.

  • “Cash on delivery is the fear nobody addresses”

    A rider carrying cash worries about a shortfall nobody can explain and a deposit queue at the end of a long day. Setting out how reconciliation works, and who to ring when a figure does not match, beats any slogan.

  • “Churn is weekly, so the material has to be permanent”

    You will explain this job several hundred times this year. Writing it once, properly, in the languages your riders speak, costs less than doing it badly every Monday morning.

What we do

What we deliver for courier and last-mile delivery companies.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. A rider-facing job sheet for each hub

    Beat area, expected shipments, the rate structure, payout dates, fuel and phone handling, and the deduction rules on a failed delivery.

    Result: A rider knows what a normal day earns before turning up at the hub gate.

  2. Careers material in the languages of the beat

    Bengali, Hindi, Kannada, whatever that hub speaks, as short text and a voice note rather than a document nobody opens.

    Result: The message survives being forwarded to a friend.

  3. Talking points for every hub in-charge

    One page each in-charge uses at induction, covering cash, returns, attendance and escalation, so the same thing is said in every hub.

    Result: Fewer riders who leave because the rules changed after they joined.

  4. Sorter, supervisor and hub office roles

    The jobs behind the rider, written with their shift, the night sort, and where each one leads.

    Result: The night sort stops being the vacancy nobody reads to the end of.

  5. What riders who stayed actually say

    Short recorded quotes from riders who have been on the beat two years or more, complaints included.

    Result: Credibility with a group that does not believe company messaging.

How the result is measured

  • Applications received per open role
  • Careers page engagement and time on page
  • Candidate drop-off during the interview process
  • Referral hires as a share of total hires

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full employer branding page

How it works

How the work runs for courier and last-mile delivery companies

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Talk to current employees

    We interview a cross-section of staff honestly, including some who might raise uncomfortable points.

  2. 2

    Find the genuine reasons to join

    We identify what is actually true and attractive about working there, rather than generic claims that could apply anywhere.

  3. 3

    Build the careers content

    The careers page, job post templates and employee stories are written from what staff actually said.

  4. 4

    Review the candidate experience

    We check what happens between application and offer, since branding cannot fix a process that loses candidates through delay.

  5. 5

    Hand over and refresh periodically

    Content is handed over for ongoing use and revisited periodically as the team and roles change.

Before you hire anyone

The first thing to do yourself.

Read your company the way a good candidate would, before you change anything.

  1. Search for your company name with the word jobs, and read the first page of results as a candidate would.
  2. Read your last ten reviews and list the points that appear more than once.
  3. Ask your three newest joiners why they said yes, and what almost stopped them.

Judge any provider

What to ask any agency or ghost-writer.

Useful whoever you choose, including us.

  • Will you work from what our people actually say, or from a template?
  • Do you do recruiting or supply candidates, or only the employer-brand work?
  • Who approves anything that speaks for our staff?
  • Which of our existing job pages and profiles will you change, and which will you leave alone?
  • What do you count as a result, and what will you not promise?

Where this fits

Three pieces of sales work, in this order.

GullySales builds every engagement from three pieces of sales work. This page is not one of them, but the same three steps apply to the business behind it.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Can you get us two hundred riders for the festival season?
No. Sourcing riders is a vendor's job, we supply nobody, and we never touch payouts. What we do is make the material those vendors and your hubs use say the same honest thing.
Riders leave for ten rupees more a shipment. Does anything help?
Rate is the first filter and always will be. After that the differences are payout on time, fair reconciliation and an in-charge who behaves. If none of those is true at your hubs, this is the wrong purchase and fixing the hubs is the right one.
Where would you start?
With a conversation about how riders reach you now, what they are told, and who tells them. Then we say what to fix first, and some of it will not involve us at all.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts, split into our time, your media spend and production.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on what is being changed and how many of the people who matter see it. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever the work touches, such as your profiles, your website or your accounts, and time with the people who can answer our questions.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

Logistics and transport

Employer branding for the rest of the logistics and transport.

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