The companies you most want to win finally know who you are.
Gully Sales builds an account based marketing programme around a named list: the accounts worth winning, every person inside them who shapes the decision, and the research, message and outreach that reach those people together.
One named account list that sales and marketing both work, not two.
Every role in the decision reached, not only the contact who replied.
Progress reported account by account, so a quiet month still shows movement.
Gully Sales Private Limited works across India, joining marketing and sales around the accounts a business has decided to win.
In one paragraph
What is Account Based Marketing in India?
Account based marketing treats a chosen list of companies as the market. Gully Sales helps you pick the accounts worth winning, map everyone on each buying committee, learn what that account actually cares about, and run coordinated marketing and sales outreach against it. You measure progress by account, not by lead volume.
The problem
The accounts you most want are the ones you never hear from.
You can name the companies that would change your year if they bought. Some you have quoted before. Some you have chased for two years. Meanwhile your marketing goes out to everybody, and the people inside those companies never see it. Your salesperson knows one contact there, usually in purchase, and the decision goes quiet somewhere above him. When the account finally moves, you hear about it after the order has been placed with somebody else.
You will recognise it as
You can list the accounts worth winning, but nothing in your marketing calendar is aimed at them.
One person inside a target account takes your calls, and nobody else there knows your name.
Deals stall at a stage nobody can explain, usually when a new person joins the discussion.
Your salesperson and your marketing person keep two different lists of the same companies.
Follow-up on a large account depends on one salesperson's memory and his personal rapport.
A target account signs with a competitor and you learn about it months afterwards.
What it costs the business
Large opportunities go to a competitor the committee already knew, not to a better product or a lower price.
Sales spends the same effort on a small account and a major one, because nothing tells the team where to concentrate.
Marketing money buys attention from strangers while the accounts that could fund the year receive none of it.
When your one contact inside an account changes jobs, the relationship, the history and the opportunity leave with him.
Why it persists. Named-account selling is treated as a sales problem, so marketing is never asked to help. Marketing is measured on lead volume, and a programme aimed at forty companies will always look small beside a campaign aimed at forty thousand. Nobody owns the account list, nobody writes down what the committee cares about, and the knowledge stays in one salesperson's head. So the effort restarts each time somebody remembers the account, and each restart begins from nothing.
If it stays unresolved. The business keeps winning the accounts that happen to find it and losing the ones it chose. Growth stays tied to whoever your salesperson knows personally, forecasts stay unreliable because nobody can see inside the committee, and every large deal that slips takes a quarter's target with it.
What changes
The accounts you chose start moving, and you can see it happening.
In the first weeks
A tiered list of named target accounts, agreed by sales and marketing together and written down.
A map of each account's buying committee: the roles involved, what each cares about, who is missing.
A one-page brief for every priority account, with the reason your offer matters inside that company.
In how the work runs
A monthly account review where sales and marketing look at one list and agree the next move on each.
Outreach, content and follow-up scheduled per account, rather than improvised between other work.
Every touch and reply recorded against the account, so the history survives a change of salesperson.
In sales and marketing
Meetings with people you had never reached before, above and beside your usual contact.
Pipeline reported by named account and by committee coverage, not only by lead count.
In what management can see
One account scorecard showing engagement, roles reached, meetings, pipeline and stage per account.
Over the longer term
Account knowledge that stays in the business, in written briefs, committee maps and CRM records.
A repeatable method for adding the next tier of accounts without starting from a blank page.
Gully Sales controls the selection method, the committee mapping, the research, the content, the outreach sequences and the reporting. Whether a chosen account buys depends on its budget, its timing and how your team sells. We commit to the programme and to honest account-level numbers.
Who it is for
Who account based marketing suits, and when to start.
The businesses it suits
B2B businesses where a few customers carry most of the revenue, and one more would matter a great deal.
Companies selling considered purchases where three or more people take part in every decision.
Manufacturers, industrial suppliers and service firms selling to enterprises, hospitals, institutions or large dealers.
Businesses with a capable salesperson who cannot get past a single contact inside the accounts that matter.
Firms entering a segment or territory where the buyers can be named rather than guessed at.
Teams whose marketing produces genuine enquiries that are far too small to move the annual number.
What usually prompts the call
A large account you had counted on went to a competitor and nobody saw it coming.
Your plan for the year depends on winning a small number of specific customers.
A rate contract or renewal with a major buyer is due and you have one relationship inside it.
You have hired a senior salesperson and want marketing working the same list, not a separate one.
A new product needs a few reference customers of a certain size before the wider market listens.
What Gully Sales does
The work, component by component.
Account selection and tiering
We build the target list from evidence rather than ambition: your won and lost deals, the accounts your competitors serve, the segments where your delivery is strongest, and the signals that suggest an account is in motion. Accounts are then tiered, so a small group receives deep one-to-one attention and a wider group receives a lighter, largely repeatable programme.
Why it matters:
A list drawn from wishful thinking spreads a small team thinly across accounts that were never going to buy.
You receive:
Tiered target account list with the selection criteria, fit score and the reason each account is on it.
Business value:
Everyone works one list, and the effort each account gets matches the size of the prize.
Buying committee mapping
For each priority account we map the people who decide: the person who signs, the technical or quality gatekeeper, the user who lives with the choice, the procurement or finance check, and the internal champion. We record what each role is measured on, what worries them, which of them you already know and which you have never spoken to.
Why it matters:
Most stalled deals are not lost on price. They stall at the person your salesperson has never met.
You receive:
Committee map per account with roles, contact status, influence, motivations and the gaps to close.
Business value:
Your team stops selling to one friendly contact and starts covering the whole decision.
Account insight and research
We gather what is publicly knowable and what your own people already know: the account's expansion plans, plants or branches, tender and renewal cycles, published priorities, current suppliers, service complaints and the language its people use. Interviews with your salespeople and past correspondence are included, because much of the useful history already sits inside your business.
Why it matters:
Personalisation without research becomes a mail merge with the company name pasted in, and buyers notice immediately.
You receive:
One-page account brief per priority account: situation, priorities, suppliers, openings and where you fit.
Business value:
Every approach starts from something true about that company, so it earns a reply instead of a delete.
Personalised value proposition
We translate your general offer into what it means for this account and for each role in it: the problem it solves in their operation, the proof they will find credible, the objections that will be raised internally, and the risk of changing supplier. Where it helps, this becomes an account-specific note, comparison or short business case your champion can circulate without you in the room.
Why it matters:
A committee approves what one person can defend to the others, so the champion needs material written for that argument.
You receive:
Account-level value proposition and message per role, with a champion-ready note or presentation.
Business value:
The account hears about its own problem rather than your capability list.
Account plays and content
Each tier gets a play: the sequence of touches, who sends what, in what order, and what happens after a reply, a referral or a silence. Touches combine email, LinkedIn, WhatsApp, calls, a visit, a technical session, a sample or a reference customer. Content is built or adapted for the play, so a salesperson is never asked to invent the next message alone.
Why it matters:
Named-account outreach dies quietly when it depends on somebody finding time to write something clever.
You receive:
Play library by tier, with sequences, message templates, call guides and the content each step needs.
Business value:
Follow-up continues on schedule, whether or not the week turned out to be busy.
Sales and marketing orchestration
We agree who does what: which touches marketing runs, which the salesperson owns, which need the founder, and how an account passes between them. A shared record shows every touch and reply per account, and a standing review keeps the list honest, retiring accounts that will not move this cycle and admitting new ones from the reserve.
Why it matters:
Two teams working the same accounts without a shared record duplicate some contacts and drop others entirely.
You receive:
Orchestration plan with ownership per play, review cadence, CRM fields and the account record format.
Business value:
Nobody is approached twice by two people, and no chosen account goes quiet without somebody noticing.
Account measurement
We define what progress means before the first message goes out: coverage of each committee, engagement from the roles that matter, meetings held, opportunities created, stage movement and revenue from target accounts. Reporting is per account and per tier, against a baseline recorded at the start, so an account without an order still shows whether it moved.
Why it matters:
Judged on lead volume alone, a programme aimed at forty companies looks like a failure in its first month.
You receive:
Account scorecard and monthly report with baseline, coverage, engagement, pipeline and stage movement.
Business value:
You can tell a slow account from a dead one, and fund the programme on evidence rather than faith.
What you will have at the end.
Tiered target account list with selection criteria, fit scores and the reason each account was chosen.
Buying committee map per priority account: roles, named contacts, influence and coverage gaps.
One-page account brief per priority account, covering priorities, suppliers, openings and sources.
Account-level value propositions and role-wise messaging, with a champion-ready document.
Play library by tier: touch sequences, email and LinkedIn templates, call guides and follow-up rules.
Content built or adapted for the plays, with an anonymised sample account brief you can review first.
Outreach calendar showing who contacts which account, through which channel, in which week.
CRM fields, account record format and tracking so every touch and reply is logged against the account.
Orchestration plan naming the owner of each play, the review cadence and the escalation route.
Account scorecard with baseline coverage, engagement, meetings, pipeline and stage movement.
Ninety-day account roadmap with owners, dates and the accounts to be added or retired.
How it runs
The engagement, step by step.
1
Agree the account list
We start from your plan for the year and your order history: which customers pay reliably, where delivery is strongest, which deals were lost and why. From that we agree the selection criteria, score the candidates and settle a tiered list that the owner, sales and marketing can all defend.
You provide:
Revenue plan, customer and order history, lost-deal list, current target accounts and time with the sales team.
We produce:
Selection criteria, scored account list and the tiering, with the reason recorded for each inclusion.
Done when:
Owner and sales agree the named accounts the programme will work this cycle.
2
Map the buying committees
For each priority account we identify the roles involved in a decision, name the people where we can, and record who you already know, who has never been contacted and who quietly blocks decisions. Your salespeople contribute what they know; we fill the gaps from public sources and past correspondence.
You provide:
Time with salespeople, past quotations and email history, and access to CRM or contact records.
We produce:
Committee map per account with roles, contacts, coverage gaps and the influence of each person.
Done when:
Each priority account shows who must be reached, and who has never been reached at all.
3
Research each account
We build the brief: what the account is trying to do this year, its plants, branches or projects, its current suppliers, its tender or renewal cycle, its stated priorities and any service problems it has voiced. Everything is sourced, so your team can see where a statement came from before repeating it.
You provide:
Account history, site visit notes, tender documents and introductions to customers who know the account.
We produce:
One-page account briefs with sources noted and the openings we can see for your offer.
Done when:
A salesperson can enter the account knowing more than the last supplier who called on them.
4
Build the value case
We turn your offer into that account's language: the problem in their operation, the evidence they will accept, the objections that will be raised internally, and the risk of switching supplier. Each role gets its own version of the message, and the champion gets something they can circulate when you are not present.
You provide:
Product and delivery detail, references we may use, pricing logic and approval on every claim.
We produce:
Account value proposition, role-wise messages and a champion-ready note or presentation.
Done when:
You approve every claim, and the brief reads as though it were written for that one company.
5
Design plays and orchestration
We design the sequence of touches per tier, decide which channel carries which message, and allocate each step to marketing, the salesperson or the founder. Rules cover what happens after a reply, a referral to someone else, or complete silence. The account record and CRM fields are set up at the same time.
You provide:
Channel and CRM access, calendar time from the people who must send or attend, and any brand rules.
We produce:
Play library, outreach calendar, ownership plan and the account record configured in your CRM.
Done when:
Every priority account has a next step with a name and a date against it.
6
Run the programme
The plays go live account by account. Marketing runs the scheduled touches and content, the salesperson makes the calls and visits, and every contact and reply is logged against the account. We change the message where a role does not respond, and change the route where a contact leads nowhere.
You provide:
Salespeople who work the plan, sign-off on outbound messages and prompt handling of replies.
We produce:
Executed plays, logged activity, refreshed content and a weekly note on account movement.
Done when:
Contacts are being reached inside accounts where you previously knew only one person.
7
Review, report and extend
Each month we review the list with sales: coverage gained, engagement by role, meetings held, opportunities created, stage movement, and what an account has said no to. Accounts that will not move this cycle are retired, new ones enter from the reserve, and the plays are edited on the evidence.
You provide:
Attendance at the monthly account review from sales and the owner, and honest feedback on meeting quality.
We produce:
Account scorecard, monthly report, revised account list and updated plays for the next cycle.
Done when:
The list, the plays and the report are current, and you know why each account stands where it does.
Ways to work with us
Start with the account plan, or run the programme with us.
Account programme design
The plan without the execution: account selection, tiering, committee maps, briefs, value propositions and the play library, handed to your own sales and marketing people to run.
Pilot programme
One tier of a small number of accounts worked end to end with you, so the method is proved on your own market before the list is widened and more of your team is committed to it.
Managed account based marketing
Gully Sales runs the programme with your team month after month: research, content, plays, outreach support, the monthly account review and the scorecard for the owner.
Key account revival
For a defined set of accounts that have gone quiet or moved to a competitor. We rebuild the committee map, find a fresh route in and restart the conversation with people you have not met.
Why Gully Sales
What you are actually choosing when you choose us.
We size the list to the team you actually have.
A programme aimed at more accounts than your salespeople can visit is a spreadsheet, not a plan. We set the number of accounts against the calls, visits and reviews your team can genuinely sustain each month, and we would rather work fewer accounts properly.
Marketing and sales work one account list, not two.
Gully Sales works across marketing, sales, channels and revenue operations, so the account brief, the outreach and the salesperson's visit are parts of one plan, discussed in the same review and recorded against the same account.
Research comes before personalisation.
Anything addressed to a committee must be true about that company. Each brief is built from your own history and from public evidence, with sources noted, so your team can defend what it says when questioned in the room.
Progress is measured by account, not by lead count.
A programme aimed at a few dozen companies will never win a volume report. We agree the baseline first, then measure coverage, engagement by role, meetings, pipeline and stage movement, so a slow account can be told apart from a dead one.
The account knowledge stays with you.
Briefs, committee maps, plays and activity records live in your CRM and your own documents. If a salesperson leaves, or we step away, the history of every target account remains inside the business.
Where it applies
The same service, in different businesses.
Industry
The situation
How it applies
Likely benefit
Industrial manufacturing
A components manufacturer supplies two large OEMs and wants a third. Its salesperson knows one purchase executive there, while quality, design and plant heads have never heard of the company.
Committee map across purchase, quality, design and plant, an account brief built from the OEM's expansion plans, and a play combining a technical note, a plant visit invitation and founder-level contact on LinkedIn.
The OEM's technical team evaluates the company before the next vendor review, instead of hearing about it afterwards.
Healthcare and hospital groups
A medical equipment supplier sells to one department of a hospital group and cannot reach the corporate committee that settles annual rate contracts for every unit.
Group-level account brief, mapping of the medical superintendent, purchase, biomedical and finance roles, and a play built around clinical evidence, service response times and a reference site visit.
The supplier is considered when the rate contract is discussed, instead of remaining a single department's vendor.
B2B services and IT
A services firm wants a few enterprise customers to make its wider marketing credible. Outbound mails go to a generic company address and receive no reply at all.
A short tier-one list, research-led briefs, separate messages for the function head, IT and procurement, and a play mixing a diagnostic offer with founder-level outreach and an introduction from a shared customer.
Conversations begin with people who hold budget, and every account carries a written history the next person can pick up.
Building materials and infrastructure
A materials supplier chases projects through contractors alone, while the specification decision is taken much earlier by architects, consultants and the client's own project team.
An account list of developers and consulting firms rather than individual projects, a committee map per firm, and a play of specification support, sample dispatch and technical sessions for their design staff.
The company is written into specifications early, instead of quoting late against three suppliers already named.
Logistics and industrial services
A logistics company depends on a handful of shipper accounts with one contact at each. When a contact changes employer, the volume tends to move with him.
Coverage across supply chain, plant and finance heads at every shipper, quarterly refreshed account briefs, and a play combining service reviews, performance reporting and a named contact plan per account.
Each account holds more than one relationship, so a single resignation no longer puts the volume at risk.
Industrial manufacturing
The situation:
A components manufacturer supplies two large OEMs and wants a third. Its salesperson knows one purchase executive there, while quality, design and plant heads have never heard of the company.
How it applies:
Committee map across purchase, quality, design and plant, an account brief built from the OEM's expansion plans, and a play combining a technical note, a plant visit invitation and founder-level contact on LinkedIn.
Likely benefit:
The OEM's technical team evaluates the company before the next vendor review, instead of hearing about it afterwards.
Healthcare and hospital groups
The situation:
A medical equipment supplier sells to one department of a hospital group and cannot reach the corporate committee that settles annual rate contracts for every unit.
How it applies:
Group-level account brief, mapping of the medical superintendent, purchase, biomedical and finance roles, and a play built around clinical evidence, service response times and a reference site visit.
Likely benefit:
The supplier is considered when the rate contract is discussed, instead of remaining a single department's vendor.
B2B services and IT
The situation:
A services firm wants a few enterprise customers to make its wider marketing credible. Outbound mails go to a generic company address and receive no reply at all.
How it applies:
A short tier-one list, research-led briefs, separate messages for the function head, IT and procurement, and a play mixing a diagnostic offer with founder-level outreach and an introduction from a shared customer.
Likely benefit:
Conversations begin with people who hold budget, and every account carries a written history the next person can pick up.
Building materials and infrastructure
The situation:
A materials supplier chases projects through contractors alone, while the specification decision is taken much earlier by architects, consultants and the client's own project team.
How it applies:
An account list of developers and consulting firms rather than individual projects, a committee map per firm, and a play of specification support, sample dispatch and technical sessions for their design staff.
Likely benefit:
The company is written into specifications early, instead of quoting late against three suppliers already named.
Logistics and industrial services
The situation:
A logistics company depends on a handful of shipper accounts with one contact at each. When a contact changes employer, the volume tends to move with him.
How it applies:
Coverage across supply chain, plant and finance heads at every shipper, quarterly refreshed account briefs, and a play combining service reviews, performance reporting and a named contact plan per account.
Likely benefit:
Each account holds more than one relationship, so a single resignation no longer puts the volume at risk.
Proof
Work we can point to.
Kambar Group, corporate gifting for industrial and business customers
The problem:
The group struggled to optimise its sales process and set clear objectives, and needed better insight into its customer base along with practical ways to qualify leads and close them.
What we did:
Gully Sales defined the mission, vision and core values, ran SWOT and TOWS analysis, built ideal customer profiles and detailed buyer personas, mapped the buyer's journey through awareness, consideration and decision, and set value propositions for primary and secondary audiences.
The result:
The case study reports increased sales efficiency, improved lead quality and conversion, customer understanding deep enough for personalised interaction, and higher closure rates. It publishes no figures, and none are claimed here.
How many target accounts should the programme cover?
It depends on how much attention each account needs and how many your team can sustain. A one-to-one tier is usually a small group your salespeople can visit and review every month. A lighter tier can hold many more, because those plays are largely repeatable. We set the number against your team's real calendar during the audit, and we would rather work fewer accounts properly than list many and touch none.
How many people inside each account do you target?
As many as take part in the decision. In most Indian SMB sales that means four to seven people: the person who signs, the technical or quality gatekeeper, the user, procurement or finance, and an internal champion. We record who you already know and who has never been contacted, then design outreach for the missing roles rather than sending one message to everybody in the company.
How long does an account based marketing engagement take?
Selection, committee mapping, research and the first play library form the opening phase; running the programme continues for as long as the accounts take to decide. Timelines follow the buying cycle you are working with rather than a fixed calendar, because a rate contract, a tender and a capital purchase each have their own dates. We agree the phases and review points in writing before we begin.
What do we need to provide?
Your plan for the year, customer and order history, the list of deals you lost and why, access to your CRM or contact records, and time with your salespeople. We also need someone senior who will attend the monthly account review and meet a prospect when a meeting is won. Sign-off on messages and claims stays with you, since every brief carries statements about your own business.
How is success measured?
Against the baseline recorded at the start. The scorecard shows how much of each committee you have reached, response by role, meetings with decision makers, marketing qualified leads from the list, cost per lead and per meeting, pipeline created, conversion at each stage and revenue from target accounts. Reporting is per account, so an account that moved a stage without ordering still counts as progress.
What is excluded from the scope?
We do not buy contact databases, send bulk mail in an account's name, or promise you a meeting with a named person. Legal, pricing and commercial negotiation stay with you, as does the decision to walk away from an account. Media budgets, event fees, subscriptions and travel are yours and are stated separately. Anything outside the agreed account list is a new scope, discussed before it starts.
How is this different from our normal lead generation?
Lead generation works a market and counts enquiries; account based marketing works a named list and counts accounts. One is judged on volume and cost per lead, the other on how much of a buying committee you have reached and how far each account has moved. Many businesses need both: campaigns for the wider market, and a focused programme for the companies that would change the year.
Does this work if we sell to consumers rather than companies?
It mainly suits businesses selling to other organisations, where several people decide together. There are consumer-side equivalents: programmes aimed at large dealers, institutions, corporate buyers or high-value clients where a committee or a family decides jointly. If your buyers are many, small and decide alone, campaign-led demand generation will serve you better than a named-account programme.
4 more questions
Our sales team already knows these accounts. What does marketing add?
Coverage and continuity. A salesperson can hold two or three relationships inside an account; the committee usually has more, and the people you have not met are often the ones who stall the decision. Marketing supplies the research, the role-wise material, the scheduled touches and the written record, so follow-up continues through a busy month and survives a change of salesperson.
Which channels do you use to reach these accounts?
Whatever the people in that account actually use: email, LinkedIn, WhatsApp, phone calls, plant or office visits, technical sessions, industry events, an introduction from a shared customer, and paid reach aimed only at those companies where the platform allows it. The channel follows the person. A smaller set of touches carried out reliably beats a long list nobody has time to complete.
Can you work with our existing CRM and our own team?
Yes. The account record, committee fields and activity logging are set up inside the CRM you already run, so nothing important lives in a separate sheet. Your salespeople keep ownership of relationships and meetings, while we supply research, content, sequences and the review discipline. If no CRM is in use yet, we agree a simple record format your team will genuinely maintain.
What happens if a target account will not engage at all?
It is retired from the active tier and replaced from the reserve list, with the reason recorded. Accounts stay quiet for real reasons: a contract still running, a project postponed, a supplier relationship nobody will disturb this year. Those accounts move to a light-touch programme and return when the timing changes. We would rather tell you an account is not moving than report activity against it.
Talk to us
Bring us your account list and we will audit how it is being worked.
Bring the list of companies you would most like to win. The free audit looks at how much of each buying committee you currently reach, and what a programme aimed at those accounts would involve.
No obligation and no sales script
A reply from someone who does the work
Your details are never sold or shared
Get a free audit of how you sell, and a scored report of where the work is.
