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Warehouse developers · Follow up systems

Chase every requirement to a yes or a recorded no, with a named owner at each step.

A follow-up system for a warehouse developer is the set of rules that decides who contacts a broker or occupier after the factsheet, after the visit and after the term sheet. GullySales works on writing those rules down, giving each requirement an owner and setting reminders in the tool your leasing team uses.

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

Warehouse and industrial park developers: show a real physical business scene illustrating Park layout, plots and sheds. List each plot, shed and warehouse bay with its phase, area, specification, rate and status, so leasing sees what is vacant, held, let or due for renewal at a glance.

What follow up systems means

A follow-up system is the set routine for calling, messaging or emailing an enquiry more than once, since most buyers do not decide on the first conversation. GullySales sets the number and timing of follow-ups so an undecided buyer keeps hearing from you until they decide either way.

Also for warehouse developers

Sales and marketing for warehouse developers, the overview.

Last updated 13 Nov 2026.

For warehouse developers

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

  • “The factsheet goes out and nothing follows”

    A requirement receives the factsheet and the leasing manager waits. The occupier, meanwhile, has three other sheds on the list, and the one whose team called after the factsheet gets the visit.

  • “A visit is a reason to write the same day”

    The logistics head leaves the site with questions about power, fire systems or truck turning. A note that answers them and proposes the next step turns a visit into a stage in the deal.

  • “A term sheet stalls in silence”

    After a term sheet the occupier takes it to finance, legal and the board. The developer who checks in on those approvals, and offers to answer questions, learns why a deal slips.

  • “A no deserves a reason”

    When an occupier goes elsewhere, the reason is worth more than the apology. Recording rate, corridor, handover date or specification as the cause shows the leasing head what to change.

What we do

What we deliver for warehouse developers.

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

  1. Follow-up rules by stage

    A written rule for each stage: who contacts the requirement, with what message and what the next step is.

    Result: Each stage has a defined follow-up and an owner.

  2. Message templates

    Short replies for factsheet sent, visit booked, visit done, term sheet sent and lease out for signature.

    Result: The team sends consistent, complete messages.

  3. Reminder setup

    Reminders in your CRM or calendar that tell the owner when a requirement has had no contact.

    Result: No requirement waits without someone being told.

  4. Broker feedback loop

    A message to the broker on what happened to each requirement they sent, including when it was lost.

    Result: Brokers hear back whatever the result.

  5. Lost-reason list

    A fixed list of reasons a requirement closes without a lease, picked when the record is closed.

    Result: Lost requirements can be counted by reason.

How the result is measured

  • Follow-up completion rate
  • Average number of follow-ups before close
  • Enquiries closed after repeat follow-up

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

Read the full lead response and follow-up page

What to capture or send

Moments in a long requirement, each with an owner.

After a requirement arrives
Reply with the shed or bay that fits and the factsheet as text. Record the reply and set the next contact to the visit.
After a site visit
Send a note with the specification points discussed and the open questions. Record who attended and what they asked.
After a term sheet is sent
Ask who reviews it and when the occupier's committee meets. Set the next contact to just before that meeting.
Silence from a broker
A brief message offering an updated availability list. Record whether the broker has moved the occupier elsewhere.
A lost requirement
Ask politely what decided it and record the reason. The note shows whether to change the specification, the rate or the reply time.

Who it is for

This is written for these warehouse developers.

  • Third-party logistics providers
  • E-commerce and quick-commerce operators
  • FMCG and consumer goods companies
  • Automotive and engineering supply chains
  • Pharma and cold chain operators
  • Retail chains with a regional distribution centre
  • Manufacturers needing a satellite warehouse
  • Brokers and industrial real estate consultants

Not for

It is not the right fit if.

  • Nobody owns a requirement that came through a broker, so every follow-up would be assumed to be someone else's.
  • The factsheet is not ready, and a follow-up would only repeat a thin brochure.
  • Your team does not record a no, and a routine would lose the lesson in each lost deal.

Before you decide

Agree the work. Know how to judge it.

Follow-up systems for warehouse developers: use these checks to prepare, choose the scope, and review what changes.

Bring the right evidence

Trace recent enquiries from arrival to the last recorded action. Include a won enquiry, an unsuitable one, and one that went quiet, with personal details removed for the initial discussion.

Make the scope clear

Agree who accepts each enquiry, what makes it qualified, and how ownership changes. Include a rule for missed replies and a clear reason for closing an enquiry.

Check the work in use

Pick an enquiry at random and ask the team to find its owner, latest conversation, and next action. Check that the record agrees with what actually happened.

Know when to change course

If no one has capacity to respond, assign that responsibility before buying more leads. Automation can support the owner, but it cannot replace an unresolved handover.

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.

Before we start

What to have ready before the work starts.

The records, access and decisions this work needs from warehouse developers. Anything missing is noted in the written scope, with who will supply it.

Three recent requirements with their messages
Copies of what was sent to each occupier or broker, and the outcome. Chat screenshots are acceptable. Without them, the rules are written from theory. If a requirement was lost without a reply, include it, since the silence is the finding.
A named owner for each stage
Who handles enquiries, visits, proposals and documentation. A list is enough. If roles overlap, we write the handover between them. Add the person who covers when the owner is on leave, so no stage is left without a name.
A shared view of requirements
Reminders need a place to live, whether in a CRM or a sheet. A sheet with a next-contact date will do. Without it, rules depend on memory. It need not be elaborate, but the next-contact date must be a field that can be sorted, so overdue ones rise to the top.
A rule for broker-sourced requirements
Only you can say who contacts the occupier when a broker brought them, and when. Write it down. Until it exists, we leave the occupier contact to the broker. Where there is a standing agreement with a broker, bring a copy so our rule does not contradict it.
Agreement on what a visit note may say
Leasing must agree what is put in writing after a visit, such as figures discussed and commitments. Your legal adviser may wish to see it. If unsettled, the note lists what was seen and the next step only. Your adviser may want to see the wording of any note that mentions space held or terms discussed.

How it works

How the follow up systems 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

    Trace three requirements after the factsheet

    We take three recent requirements, one signed, one lost and one still open, and trace what happened after the factsheet went out: who wrote, who stayed silent and what was promised. You walk us through the messages. What exists afterwards is a map of where deals wait, and the stage at which silence loses you the largest share of deals.

  2. 2

    Write the message for the day of a visit

    A visit is a reason to write the same day, so we draft a note that thanks the visitor, lists what they saw and measured, answers any question raised and proposes the next step. You decide who sends it. The note is built so that the leasing manager can send it from a phone before leaving the park. It also asks the visitor who else needs to see the shed, so the next visit brings the finance or operations head along.

  3. 3

    Set the rule for term sheet silence

    After a proposal or term sheet goes out, we agree what is done if there is no reply: who calls, what is asked and what new information is offered, such as an updated availability or an answer to a point raised. You approve the rule. It stops a proposal from lying unanswered while the occupier decides elsewhere. If the occupier has asked for changes, the follow-up names who is checking each one with the project team.

  4. 4

    Build the broker feedback loop

    After each visit or loss, a short message asks the broker what the client thought and what would have changed the decision. You name who sends it. The answers go into the broker record, and over time they show which sheds fit which briefs. Brokers who return a candid answer are thanked by name in the next availability list, which is a small courtesy that keeps the replies coming.

  5. 5

    Write the lost-reason list

    We define a short list of reasons a requirement is lost, such as specification mismatch, price level, location, timing or competing space, and a way to record the real one. You review the list. A no with a reason is the only no that teaches, and the list is what makes it countable.

  6. 6

    Read response and stage movement against the start

    We compare the pipeline with the first map: how many visits were followed up the same day, how many proposals got an answer and what the lost reasons say. You decide which rule to change. A stage where requirements stall is checked for who owns it before the message is blamed. Visits made without any note sent afterwards are listed separately, because they show where the habit has not yet formed.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 2, qualification. The audit comes before it, and sales management keeps it running.

  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 · you are here

    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
What rhythm should follow-up have?
That depends on the stage and the occupier's own decision process, which you will learn from the requirement. We set the rule per stage with your leasing head and adjust it as the records show what works.
Should follow-up be automated?
Reminders can be automated, and the message should still come from a person who knows the requirement. A templated note that opens with the occupier's actual question is read, while a bulk note is not.
Who owns a requirement that came through a broker?
Give it a named person on your side and record the broker as the source. The broker is told who that person is, so the next message reaches the right desk.
Should follow-up be automated?
Automate the reminder to the owner and the confirmation of a visit, not the substance. A requirement involves a specification and a decision, and an occupier who gets a template feels it. Let a person write each message that matters.
Who owns a requirement that came through a broker?
The developer's sales owner for that requirement, with the broker recorded as the source. The broker is told who the contact is and how updates will come. Settle ownership at the first reply, to avoid two people writing to one occupier.
What do we send an occupier who goes quiet after a visit?
Send something new, not a reminder. A short note with a point they raised on the visit, such as the power available or the dock layout, with an updated list of bays that fit, gives them a reason to reply. If a second note also brings no answer, a call from the leasing head is better than a third message. Record the silence and the date in the requirement register, and move the requirement to a quiet list with a reason. Do not delete it, since a requirement can return when the occupier's plans change.
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 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.

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