Gully Sales maps how your business really sells and serves, writes the requirements in your own words, and scores the shortlisted platforms against them, so the decision rests on evidence rather than on a demo somebody enjoyed.
Gully Sales Private Limited works with businesses across India and stays on to implement the CRM design it recommends.
In one paragraph
CRM consulting and selection is the work done before you buy. Gully Sales maps how your business sells and serves, turns that into written requirements, designs the data model and pipeline on paper, then scores shortlisted platforms against your real process. You get a defensible choice, a licence and edition recommendation, and a roadmap for implementation.
The problem
Most businesses do not choose a CRM carelessly. They choose it from a demo, a friend's recommendation or a price list, because no document said what the system had to handle. Then the sales process turns out to have four stages the CRM does not know about, quotations stay in a spreadsheet, service enquiries go to WhatsApp, and reports show only what somebody remembered to type in. The tool gets blamed. The tool was never told.
Why it persists. Choosing a CRM feels like a technology decision, so it goes to whoever is most comfortable with software. The hard part is commercial: agreeing what counts as a lead, when a deal moves stage, who owns a customer after the first order, and what the owner needs to see every Monday. Those conversations are uncomfortable, and buying a platform postpones them. The platform then inherits arguments it cannot settle.
If it stays unresolved. As the business grows, the gap widens between what is happening and what anyone can see. More people, more enquiries and more channels are added to a system nobody defined, until the only honest answer to a simple question about the pipeline is that somebody will have to go and check.
What changes
In the first weeks
In how the work runs
In sales and marketing
In what management can see
Over the longer term
Gully Sales controls the requirements, the scoring, the design and the roadmap. Adoption, data quality and revenue depend on your team working inside the system daily and on decisions taken after the choice. We can help with those, but no platform decision on its own produces a commercial result.
Who it is for
What Gully Sales does
Process and requirements definition
We sit with sales, marketing, service and accounts and write down how work actually moves: where enquiries come from, who touches them, what is promised, what is quoted, and what happens after the order is won. Each step becomes a requirement, and each requirement is marked essential, useful or unnecessary.
Platform evaluation and shortlist
We shortlist platforms that suit your size, your industry pattern, your integration needs and the way your team works, then score each one against your requirements. We write the demo scripts, sit in the demonstrations with you, and record where a platform meets a requirement outright, meets it with configuration, or does not meet it at all.
Data model design
We decide what a record means in your business before anything is built: companies, contacts, deals, quotations, products and service tickets, and how they relate to each other. We define the fields worth capturing, the picklists that keep them consistent, and the fields that exist only because somebody once asked for them.
Pipeline and lifecycle design
We define the stages a lead passes through from first enquiry to closed order, and what has to be true to enter and to leave each one. Where you sell to different customer types or through different routes, we define more than one pipeline rather than forcing everything through a single set of stages.
Roles, permissions and visibility
We map who does what in the revenue process and translate it into roles: who creates and edits records, who sees the whole pipeline, who sees only their own, who can export, and who approves a discount or a change of terms. Channel partners and outsourced teams are handled separately from employees.
Workflow and automation requirements
We list the repetitive work worth automating: assignment of new enquiries, follow-up reminders, quotation approvals, status notifications, task creation after a call, and escalation when nothing has happened for too long. Each one is written as a rule with a trigger, an action, an owner and an exception.
Integration map
We record every system that must exchange data with the CRM, from website forms, WhatsApp and telephony to email, accounting or ERP, marketplaces and marketing tools. For each one we decide what moves, in which direction, how often, and who owns it on the day it stops working.
Adoption plan and implementation roadmap
We phase the build so the business gets something usable early rather than everything at once, and sequence the phases around your selling season. Alongside it we plan how the team will be trained, what data entry standard applies, and which reports leaders will review, so that using the CRM becomes the job rather than extra work on top of it.
How it runs
Discovery and current-state review
We look at what exists: the systems in use, the spreadsheets beside them, the enquiry sources, the customer records and their condition, and any CRM already bought. We also ask what has been tried before and why it stopped, because that history usually predicts what will work next.
Process mapping workshops
Working sessions with the people who handle enquiries, quotations, orders and service. We follow real examples end to end rather than describing the process in the abstract, and we record the exceptions, because the exceptions are what break a configured system later.
Requirements definition and prioritisation
The maps become numbered requirements covering records and fields, stages, automation, permissions, integrations, mobile use and reporting. Each is marked essential, useful or unnecessary with you, so that trade-offs later are made against an agreed list rather than in the moment.
Shortlist and scripted demonstrations
We shortlist platforms that fit your requirements, size and integration needs, then script the demonstrations so each vendor shows your process with your kind of data. We attend the sessions with you and record the answers against the requirement numbers as they happen.
Scoring, recommendation and licence sizing
We score each platform: met, met with configuration, met with custom development, or not met. We size the licences and editions against the people who will actually work in the system, and set out the trade-offs of each option in writing, including what you would be accepting if you chose the second option instead.
Design of the model, pipeline, permissions and workflows
With the platform decided, we design what will be built inside it: objects and fields, picklists, pipelines with stage criteria, roles and permissions, workflow rules, and the integration map. The design is written in plain language so your team can check it, not only a consultant.
Roadmap, adoption plan and handover
We phase the build around your selling season, decide what goes live first, and plan the training, the data entry standard and the management reports that will make the system part of the working week. We then hand over, or continue into implementation with you as a separate agreed engagement.
Ways to work with us
Selection sprint
Process mapping, requirements, shortlist scoring and a written recommendation, for a business that wants to decide quickly and then build with its own team or an existing partner.
Selection and design
The selection work plus the full design set: data model, pipelines, roles and permissions, workflow rules, integration map, adoption plan and a phased implementation roadmap.
Selection with implementation to follow
Selection and design, then Gully Sales running the implementation, migration and training as separately agreed phases, so the design and the build stay with one team.
Second opinion review
For a business part-way through a decision: we review the quotations, the proposed scope and the configuration plan against your process, and say where the risk sits before you sign.
Why Gully Sales
The recommendation is written from your requirements.
The scoring matrix is yours to keep and to challenge. Licences are bought by you directly from the vendor or its partner, and the reasoning behind every score is written down rather than asserted in a meeting.
We start with the commercial process, not the software.
Gully Sales works on marketing, sales, channel and customer success for Indian SMBs. We map the revenue process because we run that kind of work ourselves, which is why the requirements read like your business rather than a template.
We stay for what happens next.
Implementation, migration, training and ongoing support are available from the same team. The design is not written by one firm and thrown to another, which is where most of the scope quietly changes.
Sales and service are considered together.
Enquiries, orders, complaints and repeat business belong to the same customer. We design one customer record across the teams that touch it, instead of a sales tool that ignores service and a service tool that ignores sales.
Everything is written in plain language.
Process maps, requirements, data models and permission matrices are produced in English your team can read. If we leave, you still hold a specification anyone can build from.
Where it applies
Manufacturing and industrial supply
Clinics and healthcare providers
Interior design and construction services
Education and training institutes
Distribution and dealer networks
Professional and B2B services
Proof
Natural Gases
Questions buyers ask
We map your process before looking at any platform. Sales, service and accounts describe what really happens to an enquiry, and we write it down as stages, owners and rules. That map becomes the requirements the platforms are scored against, and later the pipelines and workflows that get configured. If your process has four quotation rounds and a site visit, the system is designed around that rather than around a standard template.
It depends on how many teams sell and serve, how many systems must connect, and how quickly your people can meet us. The work that takes time is not ours: it is getting the owner, the sales head and whoever handles service into the same room to agree one process. We agree a schedule with you in the written scope, work in phases, and tell you early if anything is slipping.
Access to the people who do the work, an honest description of how enquiries are handled today, samples of what you already keep, such as spreadsheets, quotation formats, order records and WhatsApp workflows, and any vendor quotations you have received. If a CRM already exists, we need a look inside it. Nothing needs tidying beforehand, because the mess itself is information we use.
We recommend the platform that scores highest against your requirements, and we show the scoring. Two similar businesses often land on different systems, because the deciding factors are usually integration, how many people need access, how the service team works, and how much configuration you can maintain. You buy licences directly from the vendor or its partner, and the written recommendation stays with you.
For the selection itself: how many of your essential requirements the chosen platform meets without custom development, and whether the roadmap held its scope once the build began. After go-live: data completeness, lead response speed, movement between lifecycle stages, how many designed workflows are actually running, the gap between forecast and closed revenue, and the hours spent each month building reports by hand.
Building the system is separate work. Selection ends at an approved design and roadmap. Configuration, custom development, data migration, user training and ongoing administration are their own engagements, scoped once the platform is chosen. We also do not purchase licences on your behalf or negotiate vendor contracts for you, although we do tell you what to ask each vendor for.
Often more relevant. We start by finding out why it was abandoned, because the reason is usually a process that was never defined, data nobody trusted, or reports that never arrived. Sometimes the honest answer is that your existing platform is adequate and needs redesigning rather than replacing, which is a shorter and cheaper path. We will say so when that is the case.
Yes. Implementation, customisation, data migration, training and ongoing support are available as separate engagements, and most clients continue with us because the design work is already done. You are equally free to hand the design to your own team or another partner. It is written to be handed over, with requirements, data model, pipeline definitions and permissions in plain language.
During selection we assess it rather than move it: how many records exist, how much duplication there is, which fields are usable, and what history is worth keeping. That assessment shapes the data model and gives migration a realistic scope instead of an optimistic one. Cleaning and loading happen in a separate data migration engagement, once the destination has been designed.
Considerably. Channel selling brings partner access, lead registration so two people do not chase one customer, secondary sales visibility, and pricing that differs by partner. Platforms handle these very differently, and some need heavy configuration to cope at all. We put those requirements into the scoring at the start, rather than discovering them halfway through the build.
Usually yes, provided the process is defined first and somebody owns the system internally. At that size the value comes less from automation and more from one shared record of every customer and every commitment made to them. If your team is smaller than three and sells to a handful of accounts, a well-kept shared sheet may still be the sensible answer for now.
Talk to us
Request a Revenue Operations Assessment. It is a working session, not a pitch: we look at how you sell today, what you have already tried, and whether selection work is what you actually need.