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GullySales

Every dealer, distributor and franchise partner sells to a plan you can see.

Gully Sales designs the channel model, partner proposition, onboarding, enablement, incentives and governance that make selling through dealers, distributors, resellers and franchisees a system rather than a set of personal equations.

  • Coverage in districts your own salespeople will never visit every month.
  • Partners who know what to say, what to stock and what they earn for it.
  • Partner-sourced pipeline, sell-through and productivity visible every month.
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Gully Sales Private Limited works with businesses across India, and reports partner activity, coverage and sell-through against the plan you approved.

In one paragraph

What is Channel, Partner, Franchise and Retail Growth?

Channel, partner, franchise and retail growth is the work of selling through other businesses instead of only through your own team. Gully Sales designs your channel model, writes the partner proposition, recruits and onboards dealers, distributors, resellers and franchisees, enables them to sell, sets incentives and governance, and reports partner performance so coverage grows without discounting your discipline away.

The problem

Your partners were appointed. They were never actually built.

Most Indian businesses grow their channel by accident. A dealer asks for the agency, a distributor is known to the founder, a franchise enquiry arrives after an exhibition, and each one is signed on terms agreed in that particular conversation. Two years later there are forty partners, no two of them working the same way, a handful producing almost all the volume, and nobody able to say what the rest are doing.

You will recognise it as

  • A small number of partners produce most of your volume, and you cannot explain why the others do not.
  • Every partner has slightly different margins, credit terms and territory, agreed verbally at different times.
  • Two partners quote the same customer, and one of them discounts until the enquiry becomes unprofitable.
  • New partners are signed enthusiastically, then hear nothing until somebody chases their first order.
  • Partner staff describe your product differently from how you describe it, and lose on comparison.
  • You know what you dispatched to the channel, but not what the channel actually sold on.

What it costs the business

  • Growth stalls in regions where you have partners on paper but no activity on the ground.
  • Margin leaks through unmanaged discounts, unclaimed schemes and incentives that reward volume you would have received anyway.
  • Inventory sits in the channel while your factory plans against dispatch figures that were never demand.
  • Good partners quietly shift attention to a competitor who answers faster, pays claims sooner and trains their staff.
  • Franchise enquiries arrive and go cold because there is no pack, no process and no one owning the conversation.

Why it persists. Channel work has no owner. Sales heads are measured on primary dispatch, so the moment stock leaves the warehouse the number is booked and interest ends. Marketing runs campaigns for the brand, not for the partner who has to convert the walk-in. Nobody is accountable for whether a partner became productive, and nobody has time to write down how partnership is supposed to work. So the channel keeps running on relationships, and each relationship is only as strong as the person who holds it.

If it stays unresolved. Coverage becomes a map of your founder's contacts rather than a map of your market. Partner productivity stays unmeasured, so weak partners are protected and strong ones are under-supported. When a competitor arrives with a clearer programme, better margins and faster claim settlement, your partners are free to move, because nothing except habit was holding them.

What changes

What changes across your channel, and what may follow in sell-through.

In the first weeks

  • A written channel model saying which markets are served direct, which through partners, and on what terms.
  • One partner proposition, one margin structure and one set of terms, applied to everybody.
  • A named list of the territories and partner slots you actually need, and which are empty today.

In how the work runs

  • New partners follow a documented onboarding path instead of waiting for someone to remember them.
  • Partner staff are trained on your product, your pricing logic and your objections, not on guesswork.
  • Enquiries passed to partners are tracked to an outcome instead of disappearing after the handover.
  • Claims, schemes and co-marketing spend follow a written rule with evidence and a settlement timeline.

In sales and marketing

  • Territory conflict is settled by policy rather than by whoever complains loudest.
  • Incentives reward the behaviour you want, such as new customers and range width, not only tonnage.
  • Underperforming partners are either developed on a plan or exited cleanly, instead of being carried.

In what management can see

  • You see active partners, coverage gaps, partner-sourced pipeline and sell-through in one monthly view.
  • Time from partner appointment to first order, and to steady ordering, becomes a number you manage.

Over the longer term

  • New regions and formats can be opened using a proven partner playbook rather than starting again.
  • Partner relationships sit with your business and its programme, not only with the person who signed them.

Gully Sales controls the design and the discipline: channel model, partner proposition, recruitment, onboarding, training, incentives, governance and reporting. What partners then sell depends on your product, pricing, supply and service. We report performance honestly and promise no revenue figure.

Who it is for

This is for you if other businesses carry your product to the market.

The businesses it suits

  • Manufacturers selling through dealers, distributors, stockists or system integrators across states.
  • Brands whose product reaches the buyer through retail counters they do not own.
  • B2B companies growing through resellers, implementation partners or referral partners.
  • Franchisors expanding into new cities, and businesses preparing to franchise for the first time.
  • Companies whose channel grew by accident and now needs terms, tiers and territories in writing.
  • Businesses adding partners in a new region where the founder holds no relationships yet.
  • Sales heads who can see primary dispatch clearly but have no view of secondary sales.

What usually prompts the call

  • You are entering new states and cannot open branches in each of them.
  • Two partners are fighting over the same customer and you have no policy to settle it.
  • Partner numbers are growing but sales per partner is falling.
  • A competitor has launched a partner programme and your dealers are being approached.
  • Franchise enquiries are arriving and nobody owns the qualification and onboarding process.
  • Schemes and discounts are consuming margin and nobody can show what they returned.

The services in this area

Each of these is its own engagement. Choose the one that names your problem.

Channel model and route to market

Deciding how your product should reach each market before deciding who should carry it. Covers the direct against indirect split by segment and geography, the partner types you need, territory design, and the sequence in which regions are opened, so channel decisions follow the market rather than follow whoever asked for the agency first.

Why it matters:
Appointing partners without a route-to-market design is how businesses end up over-covered in one city and absent in ten districts that matter more.
You receive:
A written route-to-market plan with partner types, territory design and a phased coverage sequence.
Business value:
You add partners where the demand actually is, and you can explain to anyone why.
Know more

Partner programme and tiering

The offer you make to a partner, written down once and applied consistently. Covers programme structure, partner tiers and the criteria for moving between them, entitlements at each tier, and the segmentation that decides which partners deserve which level of support and investment from your team.

Why it matters:
When every partner has been given different terms in a different conversation, you cannot manage the channel, only negotiate with it.
You receive:
A partner programme document with tiers, entry criteria, entitlements, obligations and review rules.
Business value:
Partners know what they get, what is expected, and what better performance earns them.
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Partner recruitment and appointment

Finding, assessing and signing the dealers, distributors, resellers and referral partners your coverage plan calls for. Covers partner profiling, market mapping to identify candidates, structured evaluation of financial capacity, reach and existing lines, and a pitch that explains why carrying your product is a sound commercial decision.

Why it matters:
Most channel disappointment starts at selection: a partner appointed because they were available rather than because they fitted the territory.
You receive:
A candidate pipeline, an evaluation scorecard and a recruitment pitch with the appointment paperwork.
Business value:
Empty territories fill with partners chosen against criteria, not against convenience.
Know more

Franchise development and expansion

Building a franchise proposition and the machinery to expand it. Covers the franchise model and unit economics, the disclosure and information pack, franchisee profiling, enquiry qualification, territory planning for new cities, and the opening process that takes a signed franchisee to a trading unit.

Why it matters:
Franchise growth fails on qualification and support far more often than on demand. Enthusiastic enquiries become disappointed franchisees when nothing behind the signature is ready.
You receive:
A franchise pack, qualification criteria, territory plan and a documented unit opening process.
Business value:
Expansion is offered to franchisees who can actually run the unit, and supported after they sign.
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Onboarding, enablement and certification

Turning a signed partner into a selling partner. Covers the first ninety days of onboarding, product and pricing training for partner staff, sales tools they can use in front of a customer, certification so you know who has actually been trained, and refreshers when the range or the pricing changes.

Why it matters:
A partner who is not trained sells the product they understand instead of the one they signed for, and that is usually a competitor's.
You receive:
An onboarding plan, training modules, partner sales tools and a certification record by person.
Business value:
Time from appointment to first order and to steady ordering gets shorter, and stays short.
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Partner management, portals and governance

The rhythm and the systems that hold the relationship together after the honeymoon. Covers account management cadence, joint business plans, partner portal and PRM implementation for price lists, leads, claims and stock visibility, and the governance that settles territory conflict, pricing breaches and channel discipline.

Why it matters:
Partner attention is won weekly. Slow answers, unsettled claims and unresolved conflict move a partner to a competitor long before margin does.
You receive:
A partner management calendar, joint business plan template, portal specification and a written conflict policy.
Business value:
Partners get answers, information and fair rulings without depending on who they know.
Know more

Incentives, funds and joint marketing

Making the money you spend on the channel do work you can see. Covers partner compensation and incentive design, scheme structure, market development fund rules and claim settlement, co-operative marketing with partners, and trade promotion planning tied to what you want the channel to do next quarter.

Why it matters:
Schemes designed only around volume reward orders you would have received anyway, and quietly train the channel to wait for the next discount.
You receive:
An incentive and scheme structure, fund rules with claim evidence, and a joint marketing calendar.
Business value:
Channel spend is directed at new customers, range width and sell-through, and is measured after.
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Retail execution and channel performance

What happens at the counter, and what the numbers say afterwards. Covers retail execution and merchandising standards, distributor sales-force effectiveness, dealer and distributor audits, opportunity generation and follow-up with partners, and channel performance management against coverage, productivity and sell-through.

Why it matters:
Primary dispatch tells you what you shipped. Only secondary data tells you what the market bought, and which partners are actually working.
You receive:
Execution standards, an audit format, a partner scorecard and a monthly channel performance review.
Business value:
Weak partners are developed or exited on evidence, and strong ones get more of your support.
Know more

What you will have at the end.

  • A route-to-market plan showing direct and partner coverage by segment, geography and partner type.
  • A territory and coverage map naming the partner slots you need and the ones that are empty.
  • A partner programme document with tiers, entry criteria, entitlements, obligations and review rules.
  • A partner proposition and recruitment pitch, with an evaluation scorecard and appointment paperwork.
  • A franchise pack with model, unit economics, qualification criteria and the opening process.
  • A ninety-day onboarding plan with owners, milestones and a first-order target for each new partner.
  • Training modules and partner sales tools, with a certification record showing who has been trained.
  • An incentive, scheme and market development fund structure with claim rules and settlement timelines.
  • A partner portal or PRM specification covering price lists, leads, claims, stock and reporting.
  • A channel governance policy for territory conflict, pricing breaches, escalation and exit.
  • A partner scorecard and monthly channel performance report on coverage, productivity and sell-through.
  • A handover pack so your own channel manager can run the programme without rebuilding it.

How it runs

The engagement, step by step.

  1. 1

    Channel diagnostic and coverage mapping

    We look at how your product reaches the market today: every partner, what they were promised, what they produce, which territories they hold and which districts nobody serves. We compare primary dispatch against whatever secondary data exists, and interview a sample of partners about what helps them sell and what stops them.

    You provide:
    Partner lists, dispatch and scheme data, current terms and agreements, and access to a few partners for interviews.
    We produce:
    A channel diagnostic with a coverage map, partner productivity distribution and a list of the gaps and leaks.
    Done when:
    You agree the picture of where coverage, productivity and margin are actually being lost.
  2. 2

    Channel model and territory design

    We decide which markets you serve directly and which through partners, the partner types each segment needs, and how territories are drawn so partners do not collide. Where a region is already crowded or already empty, we say so and set the sequence in which slots should be filled or consolidated.

    You provide:
    Your growth targets by region and product, supply and logistics constraints, and pricing boundaries.
    We produce:
    A route-to-market plan with territory design, partner types and a phased coverage sequence.
    Done when:
    The model and the territory map are approved by your leadership.
  3. 3

    Partner proposition and programme design

    We write the offer a partner is joining: margin structure, tiers and how to move between them, credit and stocking expectations, support entitlements, marketing help, and the obligations that come with each tier. Existing partners are mapped onto the new tiers so the transition is planned rather than announced.

    You provide:
    Margin room, credit policy, current partner terms, and a decision on which historical exceptions will end.
    We produce:
    The partner programme document, tier definitions, terms sheet and a migration plan for existing partners.
    Done when:
    The programme is signed off and can be shown to a partner without further explanation.
  4. 4

    Recruitment and appointment

    We build a candidate pipeline for the empty territories, assess each candidate against financial capacity, market reach, existing lines and willingness to invest in your product, and run the appointment conversation. Candidates who do not meet the criteria are declined rather than signed to show progress.

    You provide:
    Approval of the profile and criteria, participation in shortlist meetings, and a decision on each appointment.
    We produce:
    A candidate pipeline, evaluation scorecards, a recruitment pitch and completed appointment paperwork.
    Done when:
    Priority territories have appointed partners who met the written criteria.
  5. 5

    Onboarding, enablement and certification

    Each new partner runs through a documented first ninety days: account setup, opening stock or first project, product and pricing training for their staff, sales tools, and a certification check on who has actually been trained. Existing partners are enrolled in the same enablement so the channel speaks about your product consistently.

    You provide:
    Product and pricing content, trainer time from your technical or product team, and partner staff availability.
    We produce:
    An onboarding plan per partner, training modules, partner-facing sales tools and a certification record.
    Done when:
    Onboarded partners have trained staff, working tools and a first order placed.
  6. 6

    Incentives, funds and joint marketing

    We design incentives around the behaviour you want next year, not only around tonnage: new customer acquisition, range width, service attach or timely payment. Market development funds get written rules, evidence requirements and a settlement timeline, and co-operative campaigns are planned with the partners who will run them.

    You provide:
    The budget available for schemes and funds, historical scheme costs, and finance sign-off on claim rules.
    We produce:
    An incentive and scheme structure, fund rules with claim formats, and a joint marketing calendar.
    Done when:
    Schemes, fund rules and the marketing calendar are approved and communicated to the channel.
  7. 7

    Governance, systems and opportunity support

    We put in the rules and the plumbing: how territory conflict and pricing breaches are handled, how enquiries are routed to partners and tracked to an outcome, and what the partner portal or PRM must hold, such as price lists, leads, claims, stock and performance. Escalation and exit are written before they are needed.

    You provide:
    Decisions on conflict and pricing policy, CRM or portal access, and the person who will own channel governance.
    We produce:
    A written governance policy, lead routing and follow-up process, and a portal or PRM specification.
    Done when:
    Conflict, lead routing and partner information have a documented owner and a documented route.
  8. 8

    Performance management and improvement

    The programme runs on a monthly rhythm: partner scorecards, coverage and productivity review, sell-through against dispatch, audits of dealer and distributor practice, and a development plan or an exit decision for partners who are not working. What the data shows changes the next quarter's tiers, incentives and coverage plan.

    You provide:
    Monthly data, attendance at the review, and decisions on partner development and exit.
    We produce:
    Partner scorecards, a monthly channel performance report, audit findings and the next quarter's plan.
    Done when:
    The channel is reviewed on evidence each month and the plan is adjusted from it.

Ways to work with us

Start where your channel is losing the most, not where it is loudest.

Channel diagnostic and coverage audit

A short engagement that maps your current partners, territories, productivity and margin leaks, and returns a written plan. Useful when you suspect the channel is underperforming but cannot yet say where.

Programme design project

We design the channel model, partner proposition, tiers, incentives and governance, and hand you the documents to run. For businesses with a channel manager already in place.

Territory expansion programme

Recruitment and appointment for named empty territories, with profiling, candidate pipeline, evaluation and onboarding until each new partner places a first order.

Franchise expansion support

Franchise model, pack, qualification, enquiry handling and unit opening support for franchisors entering new cities or franchising a proven format for the first time.

Ongoing channel management

We run the monthly rhythm with you: enablement, joint business plans, scheme administration, audits, scorecards and performance reviews, alongside your sales team.

Build, run and hand over

We build the programme, operate it until it produces stable numbers, then document it and train your own channel manager to take it over.

Why Gully Sales

What you are actually choosing when you choose us.

We treat the channel as a system, not as a list of relationships.

Model, proposition, recruitment, onboarding, enablement, incentives, governance and measurement are designed together. Fixing one of them alone is why most channel improvement stops working after a quarter.

We plan for the Indian channel as it actually operates.

Credit cycles, stockists and sub-dealers, family-run counters, scheme expectations, regional language selling and long dealer relationships are normal conditions we design around, not exceptions to be explained away.

Partner discipline is written before it is needed.

Territory rules, pricing breaches, claim evidence, escalation and exit are documented while the relationship is still comfortable, so a dispute is settled by policy instead of by whoever shouts loudest.

We work on secondary sales, not only on dispatch.

Stock leaving your warehouse is not demand. We build the reporting that shows what partners actually sold on, so production, schemes and coverage decisions are made on real movement.

Channel work sits alongside everything else that creates revenue.

Gully Sales works across marketing, sales, channels, customer success and revenue operations, so partner enquiries, brand demand, CRM records and direct selling are planned in one place.

The programme stays with your business.

Documents, scorecards, training modules, portal specifications and partner records are yours. If we hand over to your channel manager, they inherit a working method rather than a set of contacts.

Where it applies

The same service, in different businesses.

Industrial manufacturing

The situation:
A manufacturer has thirty dealers appointed over a decade, of whom six produce most of the volume, and no written terms that apply to all of them.
How it applies:
A channel diagnostic, a tiered partner programme with one margin structure, migration of existing dealers onto tiers, and quarterly scorecards.
Likely benefit:
Dealer terms become defensible and comparable, and support is directed at the partners who use it.

Building materials and hardware

The situation:
A brand sells through distributors and retail counters but sees only dispatch figures, so it cannot tell which markets are actually moving stock.
How it applies:
Secondary sales reporting, retail execution and merchandising standards, distributor sales-force effectiveness work, and periodic distributor audits.
Likely benefit:
Production and scheme decisions are made on what the counter sold, not on what the warehouse shipped.

Food and consumer brands

The situation:
A regional brand wants shelf presence in a new state, but has no distributor there and no plan for what happens after appointment.
How it applies:
Territory design, distributor profiling and recruitment, an opening stock and merchandising plan, and trade promotions tied to the launch.
Likely benefit:
The new state is entered with a partner selected against criteria and a documented plan for the first quarter.

Education and food services franchising

The situation:
A franchisor receives enquiries after every exhibition, but the conversations stall because there is no pack, no qualification and no opening process.
How it applies:
Franchise model and unit economics, a franchise information pack, qualification criteria, enquiry handling and a documented unit opening process.
Likely benefit:
Enquiries are answered with substance, and franchisees who sign know what the first ninety days require.

IT and software services

The situation:
A software firm signs implementation and reseller partners, but partner staff cannot demonstrate the product and deals return to the internal team anyway.
How it applies:
Partner tiering, an enablement and certification programme, partner sales tools, and deal registration with lead routing through a portal.
Likely benefit:
Partners can run a first conversation without the vendor in the room, and registered deals stop colliding.

Professional and financial services

The situation:
A firm receives valuable introductions from accountants and consultants, but the arrangement is informal and referrals depend on individual memory.
How it applies:
A referral partner programme with clear scope, reward structure, referral submission and tracking, and a regular partner communication rhythm.
Likely benefit:
Introductions arrive on a rhythm and are tracked to an outcome instead of depending on who remembers.

Renewable energy and electricals

The situation:
Channel partners and installers compete for the same project enquiry, discount against each other, and the customer waits for the price to fall.
How it applies:
Territory and account rules, deal registration, a written conflict resolution policy, and escalation with an owner and a response time.
Likely benefit:
The same enquiry is worked by one partner on agreed terms, and margin stops being conceded internally.

Healthcare products and devices

The situation:
A supplier sells through distributors to hospitals and clinics, but distributor staff are trained by whoever visited last and product claims drift.
How it applies:
Product and compliance training with certification, approved partner sales tools, and audits of what distributor staff are actually saying.
Likely benefit:
Partners describe the product consistently and correctly, which matters where claims are regulated.

Proof

Work we can point to.

HOPO Hardware

The problem:
HOPO Hardware needed wider brand reach, better coordination with its dealers, and stronger sales performance for its premium hardware and fittings range.
What we did:
Gully Sales supported HOPO Hardware in enhancing brand reach, improving dealer coordination and improving sales performance for premium hardware and fittings.
The result:
The published case study records improved brand reach, dealer coordination and sales performance. It states no figures, and none are claimed here.
Read the case study

Questions buyers ask

Before you enquire, the answers you will want.

What is the difference between a channel programme and just appointing more dealers?

Appointing dealers adds names. A programme decides which territories need cover, what a partner is offered and expected to do, how they are trained, what they earn for which behaviour, and how conflict is settled. Without it, more partners usually means more overlap, more discounting and more of your team's time spent on exceptions. The programme is what makes each new appointment productive.

We already have partners on informal terms. Can this be fixed without upsetting them?

Usually yes, if the change is planned rather than announced. We map existing partners onto the new tiers first, so most find their current position protected or improved, and identify the few whose historical exceptions must end. Those conversations are prepared individually, with the commercial reasoning written down. Partners accept structure far more readily when they can see what they gain from it.

How do you decide which partners we should recruit?

From the coverage plan, not from availability. We agree the partner profile for each territory: financial capacity, credit behaviour, existing lines, reach into the customers you want, technical ability and willingness to invest. Candidates are scored against that before any appointment discussion. A territory left open is less costly than a partner appointed because they were the one who asked.

Our schemes cost a lot but nobody knows what they return. Can that be measured?

It can, once schemes have written rules and claims carry evidence. We record scheme and fund cost as a share of channel revenue, and tie each scheme to the behaviour it was meant to buy, such as new customers, wider range or timely payment. Schemes that only reward volume you would have received anyway become visible, and the budget moves to ones that change something.

How is channel conflict actually resolved?

By policy agreed before the dispute. We write territory and account rules, deal registration where it suits your business, pricing discipline with consequences, and an escalation path with a named owner and a response time. Partners accept an unfavourable ruling far more easily when the rule existed beforehand and applies to everyone. Case by case negotiation is what teaches the channel to discount.

Do you replace our sales team or our channel manager?

No. We design the programme and run the disciplines your team has no time to build: profiling, recruitment, onboarding, training, scheme rules, scorecards and reviews. Your sales team keeps the partner relationships and the commercial decisions. Where you have no channel manager yet, we can run the rhythm until you hire, then hand over the documents and the method.

We only see dispatch figures. How do you get secondary sales data?

Gradually, and by making it worth the partner's while. Usually it starts with a simple monthly stock and sales statement in exchange for something partners value, such as faster claim settlement, scheme eligibility or replenishment support. Where a portal or distributor management system is justified, we specify it. Partial data reported consistently is more useful than complete data nobody sends.

Is franchising very different from dealer or distributor work?

The principles are shared, but the obligations are heavier. A franchisee adopts your brand, format and operating standards, so the model, unit economics, information pack, qualification and opening process must be ready before you recruit. Selection matters more, because an unsuitable franchisee affects customers directly. We treat franchise expansion as its own track within the same channel discipline.

4 more questions

How long before the channel performs better?

Coverage, onboarding and activity numbers move within the first few months, because they depend on work you control. Sales per partner, sell-through and retention take two or three quarters, since partner buying cycles and stocking rhythms set the pace. We commit to the design, the recruitment process and the operating rhythm, and report what the channel does, favourable or not.

What does this need from our team each month?

Less than owners expect, but not nothing. We need decisions on terms, territories and exits, product and pricing content for training, trainer time from your technical people, attendance at the monthly review, and finance cooperation on claim rules and settlement. Channel discipline holds only when your own team applies the same rules it asks partners to follow.

Should we exit partners who are not performing?

Only after a documented development plan has been tried and the terms of exit are clear. Many weak partners were never onboarded, never trained and never given a reason to prioritise your range. We separate those from partners who cannot or will not perform. Where exit is right, it is handled on written terms, with stock, claims and customer continuity settled properly.

Do we need a partner portal or PRM software for this?

Not at the start. Most Indian SMBs can run the first phase on a shared price list, a lead routing process and a monthly scorecard. A portal earns its place once partner numbers, claim volume or lead routing make manual handling unreliable. We specify what it must hold, such as price lists, leads, claims, stock and performance, before any software is chosen.

Talk to us

Find out what your channel is really covering, and what it is costing.

The audit call is a working conversation about your partners, your territories and the schemes you run today. No obligation and no deck; you leave knowing whether your gap is coverage, partner productivity, margin discipline or governance.

  • No obligation and no sales script
  • A reply from someone who does the work
  • Your details are never sold or shared

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