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Banks · Proposal management

Send the corporate proposal before the client's finance team moves to the next bank.

Proposal management for a bank means preparing and sending a clear, complete proposal for a corporate banking relationship, a cash management facility or a trade finance arrangement. It moves quickly, with all the detail a corporate finance team needs to evaluate it. GullySales helps build a proposal template and process that speeds this up.

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

Realistic editorial illustration of banks at work in India

What proposal management means

Proposal management is preparing the formal document a business sends after a discussion, stating scope, price and terms for the customer to approve. GullySales builds a proposal template once, and when the work is GullySales' own, the fee is put in writing and split three ways between time, media spend and production cost.

Also for banks

Sales and marketing for banks, the overview.

Last updated 8 Nov 2026. Rules for this trade differ by state and professional body, and they change. We describe restrictions in general terms, so check the current position with your own council or adviser before you publish anything.

For banks

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

  • “A complete first proposal avoids a slow back-and-forth”

    A corporate finance team comparing banks moves faster past a proposal that answers their likely questions upfront, such as fee structure and service levels. Several rounds of clarification slow the whole process down.

  • “How quickly a proposal arrives is itself a signal”

    A bank that sends a thorough proposal promptly shows the same responsiveness a corporate client will expect during the banking relationship, which a slow proposal quietly undermines.

  • “A template speeds up preparation without sacrificing customisation”

    A well-built base template that a relationship manager can adapt to a specific client's needs saves significant time compared to preparing every proposal entirely from scratch.

What we do

What we deliver for banks.

The work available for this need. We agree the deliverables and responsibilities for your engagement in writing.

  1. Base proposal template for corporate banking

    A well-built template covering fee structure and service levels, adaptable to a specific corporate client's needs.

    Result: A relationship manager starts from a strong base, not a blank page.

  2. Anticipated client question checklist

    A checklist of likely finance team questions built into every proposal, to avoid a slow round of clarifications.

    Result: A corporate client moves faster because the first proposal already answers them.

  3. A proposal routine the branch can repeat

    A defined internal routine for preparing and sending a proposal once a request comes in: who drafts it, who checks the figures and who signs it off.

    Result: A corporate client sees an organised bank before the relationship starts.

  4. Proposal tracking by stage

    A record of which proposals are out, awaiting response, or converted, reviewed alongside other enquiry tracking.

    Result: No corporate proposal sits forgotten without a follow-up.

How the result is measured

  • Proposal turnaround time
  • Proposal to close rate
  • Proposals pending a decision

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

Read the full proposal development page

Sections every proposal needs

A corporate proposal answers the finance team's questions in this order.

Rates and fees for corporate facilities are set centrally. Fill in what the branch can actually decide, and mark the rest as subject to approval.

Cover note and one named contact
Open with who the proposal is for, what they asked, and the name of the relationship manager and the operations contact. A finance head should know who to call about any line.
Facility summary
State the product plainly: cash credit, overdraft, letter of credit, bank guarantee or a collection account. Give the limit asked for and the limit the branch can take forward for approval.
Fees and charges schedule
List each charge head as per the bank's current schedule. Rates and fees are set or approved centrally, so mark anything indicative as subject to approval and check it with the pricing desk first.
Service arrangements
Say who handles daily cash pickup, statements, MIS files and queries, and where the client escalates a problem. Corporate buyers compare service as closely as they compare price.
Documents the client has to provide
Give a list in one place: KYC of the company and directors, board resolution, financial statements, GST returns and bank statements. A complete list stops the second round of requests.
Validity and next steps
Write the date until which the proposal stands, the credit steps still pending and who at the bank does each one. The client's own decision date should sit beside it.

Who it is for

This is written for these banks.

  • Private sector bank branches
  • Public sector bank branches
  • Regional rural banks
  • Cooperative banks
  • Small finance banks
  • Business correspondent networks
  • NRI-focused branches
  • MSME-focused branches

Not for

It is not the right fit if.

  • The bank's credit team has not agreed what the proposal may promise, so the officer would be drafting terms that may be refused.
  • You send few proposals and each is different, so a routine would cost more than the occasional proposal does.

Before you decide

Agree the work. Know how to judge it.

Proposal management for banks: use these checks to prepare, choose the scope, and review what changes.

Bring the right evidence

Bring a recent proposal and the buyer's original requirement. Mark the questions that remained unanswered and the assumptions your team made about scope or approval.

Make the scope clear

Agree the proposal structure, required evidence, pricing authority, and follow-up ownership. Keep commercial terms under the control of the person authorised to approve them.

Check the work in use

Ask someone outside the sales conversation to identify what is being offered, what is excluded, and how the buyer can decide. Check that the proposal matches the recorded requirement.

Know when to change course

If the buyer has not confirmed a real need or decision process, clarify those before producing a long proposal. More pages rarely resolve missing qualification.

These are discussion points, not a fixed package. GullySales confirms the deliverables, responsibilities, fee, and term in writing after reading your brief and speaking with you.

How it works

How the proposal management work runs

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

    Source document review

    You share past proposals and the questions buyers raised. We identify reusable sections and ask your team to resolve conflicting wording or rates.

  2. 2

    Proposal structure approval

    We draft the structure around a representative sale. Your sales lead confirms which information belongs in every proposal and which sections depend on the job.

  3. 3

    Commercial input sign-off

    Your authorised people approve the rates and commercial rules. Your adviser reviews legal wording, and the accounts lead confirms the tax presentation.

  4. 4

    Sample proposal check

    We prepare a sample using an actual requirement. Your team checks the calculations and reads it from the buyer's side, including what is excluded.

  5. 5

    Sales team handover

    Reps practise completing the brief and proposal. We agree who checks exceptions and who sends the approved version to the buyer.

  6. 6

    Drafting and revision handoff

    If ongoing drafting is included, your rep supplies the approved inputs for each request. Buyer questions and revision reasons inform changes to the reusable material within the agreed scope.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales management. A target, a review routine and someone who owns the number.

  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 · you are here

    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
Who should own proposal preparation?
The relationship manager handling the account, supported by a template and checklist we help build so nothing important is missed.
How fast should a proposal go out?
As quickly as accuracy allows. The client's own evaluation timeline sets the pace, so ask for that date when the request comes in and work back from it.
Can the relationship manager put a rate or fee in the proposal?
Only what the bank has approved for that client. Corporate pricing is normally decided centrally, so ask the pricing or credit desk before writing a figure, and mark it subject to credit approval. A number the bank later withdraws costs more trust than a short wait.
Should cash management and trade finance go in one proposal or two?
Send one cover note and a separate annexure for each product. The treasury head reads the cash management part and the exports team reads the trade part, and each can forward their own pages without the rest.
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 the trade, the channel and what is already in place. 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 this work touches, such as your website, your accounts or your enquiry record, and time with the people who handle your enquiries.
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.

From the blog

Further reading for banks.

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More for banks

Related work to consider.

Closest to this: sales craft

Also for banks

Or start from the overview: sales and marketing for banks.

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