Your sellers' diaries fill with meetings that actually happen.

Gully Sales books qualified meetings into your sales team's calendar, confirms them before the date, and hands over a brief, so the person you send walks in already knowing who they are meeting and why the time was agreed.

Meetings booked only against qualification criteria your sales head signs off
Confirmation and reminder discipline that reduces no-shows and quiet drop-offs
A written brief with every meeting, so your closer never starts from a blank page

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Gully Sales Private Limited works with small and medium businesses across India, and every meeting is booked to a standard your own team has agreed.

In one paragraph

What is Appointment Setting Services for Indian SMBs?

Appointment setting is the work of turning interest into a confirmed meeting your sales team can attend. Gully Sales contacts prospects on your behalf, checks them against criteria you have agreed, secures a time in your seller's calendar, confirms it before the date, and hands over a written brief for the conversation.

The problem

Meetings get booked. Fewer are held, and fewer still were worth holding.

Nobody sets out to waste a selling day. But the diary fills with a mixture of things: a call someone agreed to on WhatsApp, a plant visit fixed a fortnight ago that the prospect has since forgotten, a meeting that ends in four minutes because the person has no budget and never said so. Your senior seller spends the morning travelling, the afternoon waiting, and returns with nothing worth entering in the pipeline. The appointment count looks respectable in the monthly review. The number of useful conversations does not.

You will recognise it as

Your seller reaches a meeting and finds the person who agreed to it has stepped out, or has no memory of agreeing.
Times are fixed with whoever answered the phone, while the person who can approve a purchase sits elsewhere in the building.
A month's appointment count looks healthy, yet very few of those meetings became an opportunity worth quoting for.
Your closer walks in without knowing what the prospect said earlier, so the first ten minutes repeat questions already answered.
Nobody has written down what a good meeting is, so the setter and the seller argue about quality after every poor one.
Confirmation depends on whoever remembers. There is no fixed reminder before the date and no method when someone reschedules.

What it costs the business

Expensive selling days go on travel and waiting rather than on conversations with people who can actually decide.
Your team stops trusting the calendar, so meetings are treated casually and preparation stops happening at all.
Genuinely interested buyers are lost between the first conversation and the meeting date, because nobody confirmed or followed through.
Leadership plans on appointment numbers that do not survive contact with the pipeline, so the forecast is wrong before the month starts.

Why it persists. It persists because booking a meeting feels like progress and everybody wants that number to rise. A setter measured on appointments will accept a soft yes. A seller behind target will take any meeting rather than face an empty day. Nobody has written down what a meeting must contain to be worth attending, so there is no honest way to refuse one. And the two roles rarely sit together: the person who books never hears how the meeting went, so the same weak appointments keep arriving next week.

If it stays unresolved. Left alone, the calendar becomes noise. Sellers arrive unprepared because most meetings do not deserve preparation, prospects who were genuinely interested go quiet after being handled carelessly, and your market slowly learns that an hour with your company is not worth setting aside. Rebuilding that reputation takes far longer than fixing the booking discipline would have taken.

What changes

Meetings that are held, and worth the seller's day.

In the first weeks

You have a written definition of a meeting worth attending, agreed by the people who book and the people who attend.
Every booked meeting arrives with a brief: who they are, what they said, why now, and what to open the conversation with.

In how the work runs

Confirmation, reminder and reschedule steps run on a fixed rhythm instead of depending on who happens to remember.
Handover from setter to seller is a defined step with an owner, not a message forwarded late at night.
Every attempt is dispositioned, so you can see why meetings are lost before they happen and correct that specific reason.

In sales and marketing

Selling time moves from travelling and waiting towards conversations with people who can take a decision.
Fewer meetings are booked and more of them are held, so what enters the pipeline afterwards is more reliable.

In what management can see

You see booked, confirmed, held and accepted as four separate numbers instead of one flattering total.
No-show and reschedule reasons are recorded, so a pattern can be corrected rather than quietly tolerated.

Over the longer term

Meeting generation becomes a method the business owns, so it survives a setter or a seller leaving.
Your company earns a name for meetings that start on time and are worth the hour, which makes the next one easier to book.

We control the outreach, qualification against your criteria, the booking, the confirmations and the brief your seller receives. Whether a held meeting becomes an order depends on your offer, your pricing and how that conversation is run, so we report meetings held and accepted rather than orders.

Who it is for

This suits companies whose sellers are better used in the room.

The businesses it suits

Businesses with capable closers whose hours go on finding people rather than on talking to them.
Companies opening a new city, segment or product line that need market coverage before hiring a full team.
Promoter-led firms where the founder still takes most first meetings and cannot take a single one more.
Teams that create interest through campaigns, exhibitions or listings but lose it between the enquiry and a fixed date.
Manufacturers and service firms whose sales cycle begins with a plant visit, demonstration or site survey.
Companies whose field team travels widely and needs meetings clustered sensibly by area and by day.

What usually prompts the call

You have added a seller or a territory and there is not enough qualified activity to keep them occupied.
Your no-show rate has become normal enough that nobody comments on it any more.
An exhibition or campaign produced enquiries that are still sitting unworked a fortnight later.
Your founder is the bottleneck, and every first meeting waits for a gap in one person's diary.
You are entering a new market and want conversations quickly, before committing to permanent hires.

What Gully Sales does

The work, component by component.

Response standards and contact rhythm

We set how quickly a new enquiry or a reply is contacted, how many attempts are made, in what order across call, WhatsApp and mail, spread over which days and hours, and when a contact is set aside instead of chased forever. The rhythm is written around your buyers' working habits, including the hours when a plant manager, a doctor or a shop owner can genuinely take a call.

Why it matters:: Most meetings are lost in the gap between someone showing interest and the first serious attempt to fix a time. A written standard closes that gap for everyone, not only for the diligent.
You receive:: Written response standard: first-contact time, attempt count, channel order, calling windows and the stop rule.
Business value:: Prospects hear from you while they still remember why they enquired, and nobody is quietly dropped because a colleague was busy.

Qualification criteria your team signs off

We agree in writing what makes a prospect worth an hour of your seller's time: the kind of company, the role we must reach, the problem they should already have, whether a purchase is plausible this year, and what disqualifies outright. Each criterion is paired with a question that tests it in conversation, so qualification happens on the call rather than as a judgement passed afterwards.

Why it matters:: Without a written standard, meeting quality becomes an argument after the fact, and the same disagreement repeats every month with no way to settle it.
You receive:: Qualification criteria sheet with the test question, the acceptable answers and the disqualifiers for each criterion.
Business value:: Booked meetings meet a standard your sales head has already agreed to, so fewer are refused and every refusal carries a reason.

Call guides, openers and objection handling

We write what is actually said: the opening that earns thirty more seconds, the questions that qualify without interrogating, the way a meeting is proposed, and honest responses to send me a mail, we already have a supplier and call me after Diwali. Guides are written segment by segment, in the language your buyers prefer, then revised with the people using them daily.

Why it matters:: A script written in a room and never revised is abandoned within a week. Language drawn from real calls survives contact with real buyers.
You receive:: Segment-wise call guides, openers, qualifying questions and objection responses, with matching mail and message templates.
Business value:: Every caller sounds like your company rather than like a stranger reading a paragraph, and a weak call can be corrected specifically.

Scheduling, confirmation and no-show control

We fix how a time is offered and then held: your seller's real availability, buffer between meetings, field visits clustered by area and day, an invitation the prospect receives immediately, a confirmation the day before, and a defined way to handle a reschedule so that it does not quietly become a cancellation. Each step has an owner and a time.

Why it matters:: A meeting agreed on a call and never confirmed in writing is only an intention. Most no-shows are made in that silence, not on the morning itself.
You receive:: Booking and availability rules with invitation, confirmation, reminder and reschedule templates, and the timing of each.
Business value:: More of what is booked is held, and a prospect who cannot make it is rebooked rather than written off as uninterested.

Handover brief and the acceptance rule

Every meeting reaches your seller as a short brief: the company, the person and their role, what they said, what they are trying to fix, what was promised in order to get the meeting, and a suggested opening. Your seller then accepts the meeting or returns it with a reason, inside an agreed window, so quality is settled before anybody travels anywhere.

Why it matters:: A seller who walks in blind repeats questions the prospect has already answered, and the prospect concludes that nobody in your company was listening.
You receive:: Meeting brief template with a worked sample, plus the acceptance and return rule and the window it must happen in.
Business value:: Your closer starts already informed, and disagreements about quality are settled at handover instead of at the end of the month.

Disposition codes and the activity record

Every attempt ends in one recorded outcome from a short agreed list: not reachable, wrong person, not interested and why, interested but later, meeting booked, meeting held, meeting refused. The codes are few enough to be applied honestly and specific enough to be useful. The record sits in your CRM, or in a structured sheet we hand over if you do not yet have one.

Why it matters:: Without dispositions you know only how many meetings happened. With them you know which reason is costing you all the others.
You receive:: Disposition code list, the rule for applying each code, and the CRM fields or sheet that holds the activity record.
Business value:: You can see whether the loss is reachability, the wrong contact, timing or the offer itself, and then fix that one thing.

The feedback loop between setter and seller

Once a week the people who book and the people who attend sit over the same list: which meetings were held, which were worth the hour, which were not and why, and what should change in the criteria, the guide or the brief. Notes from held meetings travel back to the setting team, so next week's calls use what was learned in last week's rooms.

Why it matters:: Setting and closing drift apart whenever nobody closes the loop, and the same weak meetings keep arriving until somebody does.
You receive:: Weekly meeting-quality review agenda, the record of decisions taken, and the revisions made to criteria and guides.
Business value:: Meeting quality improves week by week, instead of being debated once a quarter when the numbers disappoint everyone.

What you will have at the end.

Written meeting definition stating what a booked, held and accepted meeting must contain before it counts.
Qualification criteria sheet with the test question, acceptable answers and disqualifiers, signed off by your sales head.
Response standard covering first-contact time, attempt count, channel order, calling windows and the stop rule.
Segment-wise call guides and openers with objection responses, plus an anonymised sample script you can read before we call anyone.
Invitation, confirmation, reminder and reschedule templates for mail, WhatsApp and phone.
Booking setup: availability rules, buffer time and area-wise clustering for field meetings.
Meeting brief template and a worked sample brief, showing exactly what your seller receives before each appointment.
Handover rule stating when a meeting passes to your seller and what makes it acceptable or returnable.
Disposition code list with the rule for applying each code, so activity records stay comparable week to week.
CRM fields, stages and reports for booked, confirmed, held, accepted and outcome, or a structured sheet if you have no CRM.
Weekly meeting-quality review agenda with the questions a sales head should be asking the setting team.
Ninety-day roadmap naming segments, coverage, review dates and the agreed baseline numbers.

How it runs

The engagement, step by step.

1
Agree what a meeting must be worth
We sit with your sales head and the people who attend meetings, and write down what a meeting worth attending contains: the company, the role, the problem, a plausible timeline and the disqualifiers. We also read what became of last quarter's appointments, so the standard is set against your own history rather than a general rule.
You provide:
Time with your sales head and sellers, last quarter's appointment records, and any enquiries or contact lists you already hold.
We produce:
A written meeting definition and qualification criteria, with the test question for each criterion.
Done when:
Your sales head signs off the definition and agrees to accept meetings that meet it.
2
Set the coverage and the response standard
We agree who is being contacted and how fast. That means segments and territories, the volume that is realistic against your sellers' availability, first-contact time, attempt counts, channel order and calling windows. Where you already hold unworked enquiries they are handled first, because converting them costs less than creating new interest.
You provide:
Territory and segment priorities, seller availability, existing enquiry lists and any data you want used.
We produce:
A coverage plan and a written response standard, with the daily and weekly activity it implies.
Done when:
The plan matches the number of meetings your team can genuinely attend each week.
3
Write the guides, templates and the brief
We write the openers, qualifying questions, objection responses, invitation and confirmation messages, and the meeting brief your seller will receive. Your team reviews a sample of each before anything is sent, and we keep adjusting the language until it sounds like your business rather than like an outside agency.
You provide:
Product and pricing boundaries, what may and may not be promised on a call, references we may name, and one review session.
We produce:
Segment-wise call guides, message and mail templates, and a worked sample meeting brief.
Done when:
You have approved the words that will be used in your company's name.
4
Run a pilot block and listen to it
We run a first block of outreach against a limited segment, book meetings, and review what happened before scaling anything. Early calls show which opening earns time, which criterion is too strict, and which objection is really about price. The guides are then revised on that evidence rather than on opinion.
You provide:
Sellers available to attend the first meetings, and feedback on each one inside the agreed window.
We produce:
A pilot report covering attempts, contacts reached, responses, meetings booked and held, with recommended revisions.
Done when:
You and we agree what is working well enough to continue and what must change first.
5
Put scheduling and handover into routine
The booking mechanics go live: availability rules, immediate invitations, day-before confirmations, reschedule handling, the brief that travels with each meeting, and the window in which your seller accepts it or returns it. Field meetings are clustered by area so that travel does not consume the selling day.
You provide:
Calendar access or an agreed availability window for each seller, and a named owner for accepting meetings.
We produce:
A live booking and confirmation routine, handover briefs and the acceptance record.
Done when:
Meetings arrive with a brief, and each one is accepted or returned with a stated reason.
6
Record every outcome and report the numbers
Dispositions are applied to every attempt, and the numbers are reported weekly: contacts reached, response rate, meetings booked, confirmed, held and accepted, qualified opportunities and pipeline created. We show the baseline beside the current week, so improvement is visible and so is its absence.
You provide:
CRM access, or agreement to use the structured sheet we provide, and the pipeline value recorded after each meeting.
We produce:
A weekly report against the agreed baseline, with the disposition breakdown sitting behind every number.
Done when:
You can see on one page what was attempted, what was held and what entered the pipeline.
7
Review meeting quality weekly and revise
Each week the setting team and your sellers review the meetings held: which were worth the hour, which were not and why, and what should change in the criteria, the guide or the brief. Decisions are written down so the same discussion does not repeat, and revisions are made before the next block of calls begins.
You provide:
Half an hour a week from a seller who attends meetings, and honest feedback on the ones that disappointed.
We produce:
Review notes, agreed changes to criteria and guides, and the revised documents themselves.
Done when:
Criteria and guides are revised on evidence, rather than argued over at the end of the month.

Ways to work with us

Start with a diagnostic, a build, or a team that does the calling.

Meeting quality diagnostic

A short engagement that reads your recent appointments, no-shows and outcomes, and returns the meeting definition, qualification criteria and the two or three changes worth making first. Useful when you want direction before committing budget or people.

Appointment setting build

The full build: criteria, response standards, call guides, templates, booking and confirmation routine, handover brief, disposition codes and reporting, produced with your own team so the method stays with them afterwards.

Managed appointment setting

We do the calling and the booking against an agreed capacity, hand each meeting over with a brief, and report weekly. Suited to a new territory or segment where you want conversations before you commit to hiring.

Campaign and exhibition follow-through

A defined block of work after an exhibition, campaign or launch, when enquiries arrive faster than your team can call them and interest fades within days if nobody responds.

Hand-back and coaching

We train and coach your own coordinators or telecallers to run the method, sit with them on live calls, and step back on an agreed date, leaving the documents and the reporting in your hands.

Why Gully Sales

What you are actually choosing when you choose us.

We are judged on meetings held, not meetings booked.

A booking is easy to produce and easy to inflate. We report booked, confirmed, held and accepted separately, so the number you look at is the one that cost your seller a day.

Your criteria decide what counts, not ours.

The qualification standard is written with your sales head and signed off before the first call. If your seller returns a meeting as unsuitable, that reason is recorded and the criteria are revised.

We call the way Indian buyers expect to be called.

WhatsApp confirmations, regional language where it helps, calling windows that respect plant timings and clinic hours, and follow-through around festivals and audit season, rather than a script written for another market.

The setter and the closer stay in one loop.

Weekly review puts the people who book and the people who attend in front of the same list. What happened in the room changes next week's calls, which is how meeting quality actually improves.

We will say when more meetings are not the answer.

If your enquiries are unworked, your follow-up is slow or your offer is losing at the quotation stage, booking more appointments only adds cost. We will tell you that in the first conversation.

Meetings sit inside the wider revenue system.

Gully Sales works across marketing, sales, customer success and revenue operations, so appointment setting can be supported by campaigns, content and CRM work instead of standing on its own.

Where it applies

The same service, in different businesses.

Industry	The situation	How it applies	Likely benefit
Industrial manufacturing	A machinery maker needs plant visits with production and maintenance heads, but its two engineers lose whole days travelling to appointments that were fixed with the wrong person.	Criteria specify the role and the plant situation, meetings are clustered by industrial area and day, and each brief carries the equipment in use and the problem described on the call.	Travel days carry three useful visits instead of one, and the engineer walks in with the right technical questions ready.
Medical devices and diagnostics	A distributor must reach hospital administrators and consulting doctors whose availability is narrow and often shifted at short notice.	Calling windows follow clinic and rounds timings, confirmations go the previous evening, and rescheduling is handled as a defined step rather than treated as a refusal.	Fewer meetings collapse on the day, and doctors who postpone are still met later that month instead of being lost.
B2B software and IT services	A services firm books online demonstrations that a third of prospects never join, and the sales team cannot tell which segment is wasting its time.	Qualification tests for the problem and the decision role, invitations go out immediately with an agenda, and dispositions record precisely who does not turn up and why.	Demonstration slots go to prospects who join prepared, and the segment producing the no-shows is identified within weeks.
Building materials and interiors	A brand needs meetings with architects, contractors and project purchase teams, but its representatives spend the day making unannounced site visits.	Meetings are booked to project stage and role, confirmed the day before, and briefed with the project details gathered during the call.	Site time is spent in planned conversations, and specification discussions start before the tender is drafted.
Financial and business services	A consulting firm relies on its two partners for every first meeting, so growth stops whenever their diaries fill.	Prospects are qualified against turnover, situation and intent before any partner time is offered, and only qualifying conversations reach the partner calendar.	Partner hours go to prospects who fit the practice, and the firm grows without adding senior people first.
Logistics and warehousing	A transporter wants meetings with supply chain heads at manufacturers, but calls reach a general number and stop at the reception desk.	Response standards define attempts and channels, guides handle the gatekeeper honestly, and dispositions show which accounts need a different route in.	Conversations start with the person who owns the freight budget rather than with whoever answered the phone.

Industrial manufacturing

The situation:: A machinery maker needs plant visits with production and maintenance heads, but its two engineers lose whole days travelling to appointments that were fixed with the wrong person.
How it applies:: Criteria specify the role and the plant situation, meetings are clustered by industrial area and day, and each brief carries the equipment in use and the problem described on the call.
Likely benefit:: Travel days carry three useful visits instead of one, and the engineer walks in with the right technical questions ready.

Medical devices and diagnostics

The situation:: A distributor must reach hospital administrators and consulting doctors whose availability is narrow and often shifted at short notice.
How it applies:: Calling windows follow clinic and rounds timings, confirmations go the previous evening, and rescheduling is handled as a defined step rather than treated as a refusal.
Likely benefit:: Fewer meetings collapse on the day, and doctors who postpone are still met later that month instead of being lost.

B2B software and IT services

The situation:: A services firm books online demonstrations that a third of prospects never join, and the sales team cannot tell which segment is wasting its time.
How it applies:: Qualification tests for the problem and the decision role, invitations go out immediately with an agenda, and dispositions record precisely who does not turn up and why.
Likely benefit:: Demonstration slots go to prospects who join prepared, and the segment producing the no-shows is identified within weeks.

Building materials and interiors

The situation:: A brand needs meetings with architects, contractors and project purchase teams, but its representatives spend the day making unannounced site visits.
How it applies:: Meetings are booked to project stage and role, confirmed the day before, and briefed with the project details gathered during the call.
Likely benefit:: Site time is spent in planned conversations, and specification discussions start before the tender is drafted.

Financial and business services

The situation:: A consulting firm relies on its two partners for every first meeting, so growth stops whenever their diaries fill.
How it applies:: Prospects are qualified against turnover, situation and intent before any partner time is offered, and only qualifying conversations reach the partner calendar.
Likely benefit:: Partner hours go to prospects who fit the practice, and the firm grows without adding senior people first.

Logistics and warehousing

The situation:: A transporter wants meetings with supply chain heads at manufacturers, but calls reach a general number and stop at the reception desk.
How it applies:: Response standards define attempts and channels, guides handle the gatekeeper honestly, and dispositions show which accounts need a different route in.
Likely benefit:: Conversations start with the person who owns the freight budget rather than with whoever answered the phone.

Proof

Work we can point to.

Premier Marketing

The problem:: Enquiries arrived from domestic and industrial buyers, but handling them consistently and turning them into sales conversations was difficult.
What we did:: Gully Sales worked on reach, lead handling and sales acceleration across the domestic and industrial sectors.
Over:
The result:: The case study reports enhanced reach, streamlined lead handling and accelerated sales.

Read the case study

How it is measured

Baseline: Before calling starts we record where you stand today: appointments booked last quarter, how many were held, how many produced an opportunity, your no-show rate, how long an enquiry waits before first contact, and the pipeline value that followed each meeting. Where records are missing we say so and begin counting from the first clean week, rather than reconstructing numbers nobody can verify.
Reporting: Attempts, contacts reached, bookings, confirmations and held meetings are reported weekly. Qualified opportunities, pipeline and conversion are reviewed monthly, and criteria are reassessed quarterly.
Measurement period: Judge the programme over one full sales cycle plus a month. In the first weeks read only leading indicators: speed to first contact, contacts reached, response rate and held meetings against booked.

The metrics that matter here

Contacts reached, counted against attempts made, by segment and by channel.
Response rate: replies and conversations produced per hundred contacts attempted.
Speed to lead: hours between an enquiry arriving and the first genuine contact attempt.
Meetings booked, confirmed, held and accepted, each reported as a separate number.
No-show and reschedule rate, with the recorded reason behind each one.
Qualified opportunities created from meetings held, against your written criteria.
Pipeline value created from held meetings, recorded after your seller updates the record.
Conversion from held meeting to quotation, and from quotation to order.
Cost and effort per held meeting, so coverage decisions rest on something factual.

Questions buyers ask

Before you enquire, the answers you will want.

What makes a meeting sales-ready before we book it?

It meets criteria you have written down and signed off, not a feeling on the call. Typically that means the company fits your segment, the person we reached holds or influences the decision, they have described a problem your offer addresses, a purchase is plausible in a stated timeframe, and none of your disqualifiers apply. Each criterion carries a question that tests it during the conversation, so the standard is applied while calling rather than argued about later.

How long does an appointment setting engagement take?

The definition, criteria and guides usually come together quickly, because they are built from your own history and one or two working sessions. Calling begins with a pilot block, which is deliberately small so the guides can be revised on evidence. Meaningful numbers need one full sales cycle plus a month before they mean anything. We agree the sequence and the checkpoints in writing before starting, and we do not commit to dates that depend on your buyers' calendars.

What do you need from us to begin?

Time with your sales head and one or two sellers, whatever appointment history you hold, any unworked enquiries or contact lists, and clarity on what may be promised on a call. Then we need sellers who are genuinely available to attend meetings, a named person who accepts or returns each booking, and half an hour a week for the review. Without that last part, meeting quality stops improving after the first month.

How do you reduce no-shows?

Mostly by removing the silence. A time is confirmed in writing while the prospect is still on the call, an invitation goes out immediately, a reminder follows the day before, and a reschedule is handled as its own step rather than being treated as a refusal. We also record why each no-show happened, because the reason is often the same one repeating. Some absence is normal, and we report the rate honestly rather than hiding it inside the booking count.

How is the success of appointment setting measured?

Against the baseline recorded before we started. We report contacts reached, response rate, speed to first contact, meetings booked, confirmed, held and accepted, qualified opportunities, pipeline created and conversion from meeting to quotation. Held and accepted meetings matter most, because those are what cost your seller a day. Booking counts on their own are easy to inflate and tell you very little about what is coming.

What does appointment setting not cover?

We do not attend your meetings, negotiate, quote or close on your behalf. We do not sign contracts, promise delivery timelines or discount on your behalf. Long-term account management after the sale sits outside this work, as does building your website, campaigns or CRM, though we can do those separately. If a meeting needs technical expertise only your team holds, your team attends it. We book, brief and hand over.

How is this different from telecalling or hiring an SDR?

Telecalling is measured in calls made. This work is measured in meetings that were held and accepted by the person who attended. An SDR or BDR team is a broader function covering prospecting, sequencing and pipeline creation over the longer term. Appointment setting is narrower and sits at the point where interest becomes a fixed time in a diary, with the confirmation, brief and handover discipline that makes it stick.

Will you call using our company name?

Yes, we represent your business, using wording your team has approved before any call is made. We agree what may be said about your products, pricing boundaries and delivery, and what must never be promised. Mail and message templates carry your details. If you prefer your own coordinators to make the calls, we build the method and coach them instead, and the documents remain the same.

4 more questions

How many appointments can we expect in a month?

We will not put a number on it before seeing your segment, your data quality and how reachable your buyers are. A specialised industrial buyer takes many more attempts than a broad services market. After the pilot block we can show you a realistic range built on your own numbers, along with the calling volume it needs. Anyone quoting a monthly figure before making a single call is guessing.

What happens to prospects who say they are interested but not now?

They are dispositioned as interested but later, with the reason and a date recorded, and they return to a nurture rhythm instead of being discarded. In most Indian markets a sizeable share of business comes from this group, often at the start of a budget year or after a plan is approved. We hand the list over with the notes, so you keep the value even if the engagement ends.

Do we need a CRM before starting?

No. If you have one, we work inside it, adding the fields, stages and reports the method needs. If you do not, we begin with a structured sheet that records the same things, so the discipline is not delayed while software is chosen. The record is yours either way. Many clients later move that structure into a CRM once they can see what they actually need it to hold.

Can you work in regional languages?

Yes, where it helps the conversation. Many buyers open up in Kannada, Hindi, Marathi, Tamil or Telugu even when the mail that follows is in English. We agree which languages each segment needs, write the guides accordingly, and keep the written confirmations in the language your prospect prefers. Language is chosen for what makes the buyer comfortable, not for what is convenient to administer.

Talk to us

Agree what a meeting worth attending looks like.

Book a free audit and we will look at how meetings are booked, confirmed and held in your business today. It is a working conversation rather than a pitch, and we will say plainly if better follow-up on the enquiries you already have would serve you first.

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.

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