Annual revenue planning · Sales
Set next year's target from what the pipeline can carry, not last year plus a guess.
Most small businesses set next year's revenue target by taking last year's number and adding a round figure that sounds ambitious. Nobody checks whether the pipeline, the team's calling capacity or the marketing budget can actually carry that number, so the target is agreed in January and quietly abandoned by June.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Annual revenue planning turns a single yearly target into a plan broken down by quarter, channel and team capacity. Everyone then knows what has to happen each month to reach it. GullySales runs the planning session, checks the target against your actual pipeline and team size, and sets up the review cadence to track it through the year.
We run the planning as one exercise. It looks at what last year actually produced, by channel and by month, what capacity the team realistically has, and what target is stretching but not fantasy. The number is then broken into quarters and channels, so a miss in March is visible in April, not discovered in December.
This is a planning exercise, not a guarantee.
The problem
Does this sound like your business?
What owners tell us on the first call, in their words.
“The revenue target is last year's number plus a round figure”
Nobody has checked whether the pipeline, the team or the budget can actually support the new number.
“Nobody checked capacity before setting the target”
The plan assumes a team of the same size will simply work harder, without asking whether that is realistic.
“Sales and marketing work off two different definitions of the goal”
One team is chasing enquiry volume, the other closed revenue, and the numbers never reconcile in a review.
What we do
Everything that is included.
Each deliverable, and what it gets you. Nothing here is an extra.
Prior year review
A look at what was actually produced last year, by channel and by month, as the honest starting point for planning.
Capacity check
A comparison of the proposed target against your team size, pipeline and marketing budget, flagged if it does not add up.
Month-by-month and channel breakdown
The annual number split into what each quarter and each channel needs to contribute, not one figure to hit in December.
Assumptions documented
The specific assumptions behind the plan written down, so a review can tell which one broke if the number is missed.
Review cadence
A set schedule, for checking actual performance against the plan and adjusting early.
How the result is measured
- Actual revenue against plan, by quarter and channel
- Pipeline coverage against the remaining target
- Plan revisions made and why
- Alignment between sales and marketing targets
Recorded as a baseline before work starts, so every later report has an honest comparison.
Who it is for
This is written for you if these sound familiar.
- Owners who set a revenue target each year with no breakdown of how it will be reached
- Businesses where sales and marketing work to different, unaligned versions of the same goal
- Companies growing fast enough that last year's plan no longer fits the team's current size
- Boards or investors asking for a target with a month-by-month path attached, not one number
Not for
It is not the right fit if.
- You have no historical data at all to plan from; a few months of tracking should come first
- You want a target set with no relation to current capacity; we will not sign off on a number the team cannot carry
How it works
From your first message to the first report.
No open-ended retainer. Every step gives you something in writing.
First
Your brief
You tell us what you need in a few short steps: your business, what you want, where enquiries come from and how they are handled.
After the brief
A conversation and a written scope
We read it, then talk with whoever handles your enquiries. If you want our help, the scope, the fee and the reporting come in writing, and nothing starts before you have read them.
Before work starts
Baseline recorded
The numbers this work is meant to move, such as enquiries, quotations, orders, visits or renewals, written down so every later report has an honest comparison.
After the baseline
The first fix goes live
The fix we agreed to start with is put in place and measured against the baseline, whether that is a reply, a follow-up, a page, a listing or the handover between marketing and sales.
As agreed
Report against the baseline
What moved, what did not, and what changes next, in plain words. How often you get it is set in writing before work starts.
At renewal
Renew on the numbers
The term ends and you decide whether to continue from the results. The length is agreed in writing before anything starts.
How the annual revenue planning work runs
- 1
Review the prior year
We look at actual results by month and channel to ground the new plan in what really happened, not memory.
- 2
Set the target range
We propose a target that stretches the team without ignoring current capacity, and say so if it does not.
- 3
Break it down
The target is split by quarter and by channel, so progress can be checked well before the year ends.
- 4
Check capacity
We compare the plan against team size, pipeline coverage and budget, and flag gaps before the plan is finalised.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Engagement options
Ways to work with us.
Pick the size of commitment that fits. Every option starts with your brief and a conversation.
Option 1
The conversation on its own
A call after you send your brief. It says honestly whether you need outside help, and many fixes are ones your own team can make.
Option 2
One fix, scoped
Start with the fix that matters most, such as reply time or follow-up. The fee is in writing before anything starts.
Option 3
An ongoing programme
We run the work, report against the baseline, and you renew on the numbers. The term and the reporting are agreed in writing first.
Option 4
Guidance for your own team or agency
We plan, brief and check the work of your in-house team or current agency, instead of replacing them.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
How ambitious should the target be?
What happens if we fall behind mid-year?
Does this include a sales forecasting method?
How is this priced?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Annual revenue planning, written for your industry.
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Read before you buy
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- Seasonal selling in farm equipment: work back from sowing and harvest, not forward from the enquiryHow a farm equipment maker or dealer can plan lists, demos and stock around sowing and harvest, so the enquiry that arrives when money does is met by a machine that is ready.
- How to create a practical growth strategy for an SMEA growth strategy for a small business is four decisions on one page: which customers, which offer, which route, and what you will stop doing to pay for it.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.