Gully Sales designs and runs loyalty programmes that reward the buying behaviour you want more of. Earning rules, tiers, rewards and member communication, with the cost of every reward worked out before you announce it.
Gully Sales Private Limited works with small and medium businesses across India, and every rule we write is one your own team has agreed it can honour.
In one paragraph
A customer loyalty programme is a written scheme that rewards customers for buying again, buying more or staying longer. Gully Sales designs the earning rules, tiers, rewards and enrolment, works out what each reward costs you, and sets up the tracking, communication and governance so the programme runs as a business decision rather than a discount habit.
The problem
Most repeat business in an Indian SMB rests on relationships rather than a system. A dealer keeps ordering because he likes your sales officer. A patient returns because the doctor remembered her. A client renews because nobody gave them a reason to look elsewhere. It works quietly, until the officer resigns, a competitor announces a scheme, or a good customer drifts away over four quiet months and nobody notices until the annual review. Loyalty already exists in your business. It is simply not designed, not measured and not defended.
Why it persists. Loyalty is everyone's concern and nobody's job. It carries no monthly target the way sales does, no queue the way service does, and no obvious owner. Schemes are also judged by how they feel rather than by what they cost: the reward is announced, customers are pleased, and the margin it consumes never appears as a line anyone reviews. So the programme slowly becomes a discount, and when someone finally asks whether it is working, there is no honest way to answer.
If it stays unresolved. Repeat revenue keeps arriving, so nothing looks broken. Meanwhile the cost of holding each customer rises, schemes grow more generous each year to produce the same response, and the customers you most want to keep are the ones receiving the most attractive offers from somebody else. The decline is slow enough that it is usually mistaken for market conditions.
What changes
In the first weeks
In how the work runs
In sales and marketing
In what management can see
Over the longer term
We control the design, the rules, the tracking and the training. Whether customers enrol and buy again also depends on your product, service and pricing, so we report what changes and what does not, and we will tell you when a reward has stopped being worth its cost.
Who it is for
What Gully Sales does
Programme design and earning rules
We decide who is eligible, what behaviour earns a reward — spend, order volume, visit frequency, range breadth, renewal or payment on time — at what rate, with what exclusions and what expiry. Every rule is written in plain language that a counter clerk and a customer can both read, along with the rule for changing the rules later, so the scheme does not drift each time somebody negotiates.
Tiers, rewards and the reason to move up
We choose between points, slabs, cashback, tier privileges and physical rewards based on what your customers actually value and what your margin can carry. Tiers are set so a customer can see the next step and reach it within a realistic period, and so the benefit at each level is worth more to the customer than it costs you to give.
Reward economics, budget and liability
We cost the programme before it is announced: cost per member, expected redemption rate, the effect on gross margin, a monthly budget cap, and how unclaimed rewards are carried in your books. We also model what happens if redemption runs far above expectation, so the scheme has a defined limit rather than an open one.
Enrolment and member onboarding
We design how a customer becomes a member: where they are asked, what is captured, what consent is recorded for WhatsApp, SMS and mail, and what reaches them in the first week so they understand what they have joined. The counter version, the field-sales version and the online version are written separately, because one form rarely works in all three places.
Member communication and adoption
We build a twelve-month calendar of member communication: balance and tier updates, reminders before a reward expires, the note that goes out when a regular customer has not bought for longer than usual, and messages tied to your season. Templates are written for WhatsApp, SMS and mail, in the language your customers read, with sending rules and frequency limits.
Redemption, service and dispute handling
We write how a reward is claimed, who approves it, how quickly it must be honoured, what happens when a physical reward runs out of stock, and how a disagreement about a balance is settled. Branch staff receive a one-page rule card and a script for the awkward conversations, and every redemption is recorded against the member.
Member health, feedback and quarterly review
We score members on recency, frequency and value, flag those slipping before they are gone, and collect feedback from members and from your frontline about what the scheme is doing to conversations. Each quarter we read the numbers with you and decide what to change: the earning rate, a tier threshold, a reward, or the communication around it.
How it runs
Read what your customers already do
We take twelve months of sales by customer from your billing system, POS, dealer ledger or appointment book, and work out your repeat rate, purchase frequency, average value and how much of your revenue comes from your top customers. We also list what you already spend on discounts, gifts and schemes, which is usually the real budget for the programme.
Decide what behaviour is worth rewarding
Together we choose the two or three behaviours the programme should produce: buying more often, buying a wider range, ordering earlier in the season, paying on time, renewing without a chase. We reject behaviours you cannot measure and rewards you cannot afford, and we write down what the programme is not intended to do.
Design the rules and cost them
We write the earning rules, tiers and rewards, then cost them: what one member costs at each tier, what redemption is likely, where the monthly cap sits, and how the liability is carried in your books. Where a rule looks expensive we prepare a second version, so the decision is made between two costed options rather than in the abstract.
Build the operating kit
We produce everything the programme needs in order to run: enrolment forms and consent wording, the member register, the redemption process, the staff rule card and script, the communication calendar and templates, and the monthly dashboard. Each item is built for the people who will use it, inside the tools you already have.
Pilot with one branch or one segment
The programme runs in a limited way first: one branch, one city, one dealer group or one customer segment. We watch the queue, listen to how staff explain it, count how many enrol and how many understood what they joined, and record every question the rule card could not answer.
Roll out and train the people who run it
We brief every branch or territory, train the named programme owner, and sit with counter and field staff while the first members are enrolled. Member communication begins on the calendar rather than all at once, so your team can absorb the questions that follow each message.
Review each quarter and adjust
Each quarter we read the dashboard with you: enrolment, active members, redemption, reward cost, and how members are behaving compared with non-members. We change the earning rate, a tier or a reward where the evidence supports it, record the decision, and tell members about any change before it takes effect.
Ways to work with us
Repeat-purchase diagnostic
A short engagement that reads your customer transactions, works out your repeat rate, and totals what you already spend on discounts and schemes. It ends with a plain view of whether a loyalty programme is the right next investment for you, or whether something else deserves the money first.
Programme design
The full design: eligibility, earning rules, tiers, rewards, costing, liability treatment, enrolment, communication calendar and redemption process, handed over as an operating kit. Suited to businesses with a capable manager to run it once the design is done.
Design, pilot and rollout
Design plus a supervised pilot in one branch or dealer group, rule corrections after the pilot, training in every location, and the first live month of member communication. Suited to multi-branch or multi-territory businesses where consistency is the hard part.
Managed run and hand-back
We run the monthly work with you for an agreed period: enrolment tracking, member communication, redemption reporting and the quarterly review. Then we hand it to your named owner on a date decided at the start rather than whenever the work ends.
Scheme review and repair
For a programme already running. We read what members have earned, what remains unclaimed, what it has cost and why participation fell, then restate the rules, or close the scheme honourably and design what replaces it.
Why Gully Sales
The reward is costed before it is announced.
We will not put a scheme in front of your customers until you have seen the cost per member, the likely redemption and the monthly cap. A loyalty promise is a commitment to spend money later, and it is treated that way from the first day.
We design for the counter, not for a presentation.
Every rule is tested against a busy counter, a field visit or a phone call. If a clerk cannot explain it in one sentence while three customers wait, we rewrite it before launch instead of after the complaints arrive.
Loyalty is joined to how you sell and serve.
Gully Sales works across marketing, sales, service and revenue operations, so the programme connects to your enquiry handling, your CRM and your service routine rather than sitting beside them as a separate scheme nobody maintains.
We start from the data you already hold.
Most Indian SMBs already have enough in a billing system, POS or dealer ledger to design a workable programme. We begin there instead of asking you to buy software before you know which rules actually work.
We will say when a programme is not the answer.
If your customers are leaving over delivery, quality or price, we will tell you, and we would rather lose the work than sell you a reward that hides the real problem for another year.
Where it applies
Building materials and hardware distribution
Clinics and healthcare practices
Salons, gyms and studios
Industrial consumables and spares
Fashion, food and lifestyle retail
B2B services and annual contracts
Proof
HOPO Hardware
Chord Road Hospital
Questions buyers ask
We need twelve months of sales by customer, your product list with margins, and details of any scheme running now. From your side the owner or a director decides what a reward may cost, one person is named as programme owner, and counter or field staff give us a few hours so we can test whether the rules survive a busy day. Most of our time goes into your data and your frontline, not into meetings.
Design usually runs over several weeks: reading your buying data, agreeing what behaviour to reward, costing it, and writing the rules. A pilot in one branch or dealer segment then runs so the rules meet real customers before you announce anything widely. We do not fix a launch date at the start, because the pilot decides whether the earning rate and the reward are right. Rushing to launch is how schemes turn expensive.
A discount is decided in the moment, by whoever is under pressure, and it lowers your price permanently in the customer's mind. A loyalty programme sets the reward in advance, ties it to behaviour you want repeated, delays it until that behaviour happens, and caps what it can cost. The customer earns something instead of negotiating something. That difference is what lets you measure the spend and defend your price.
Not at the start. Many Indian SMBs run a workable programme on their existing billing system or POS, a member register, and WhatsApp for communication. We design so the rules can be honoured with what you already have, and we say clearly what would need automating if membership grows. Buying software first is the common mistake, because it fixes the rules before anyone knows which rules work.
Ideally we need customer identity linked to transactions: who bought, what, when, and at what value. Most businesses hold this partly, in a billing system, a dealer ledger or an appointment book. Where records are incomplete we say so, set a clean starting point, and design enrolment to capture what is missing from the first day. We do not build rules on data that does not exist.
Against a baseline recorded before launch: repeat purchase rate, purchase frequency, average value, the share of revenue from your top customers, and what you currently spend on discounts. After launch we track enrolment, active members, redemption, reward cost, and the repeat behaviour of members compared with non-members. That comparison matters more than the totals, because a good quarter flatters any scheme.
It often works better there than in consumer retail, because the buying is regular, recorded, and done by a small number of people you know. The design differs: rewards are usually tied to volume, order regularity or payment discipline rather than points, and the scheme must respect your channel pricing. We also write down what happens when a dealer misses a slab, which is the part most schemes leave unsaid.
The reward cost is designed before launch: cost per member, expected redemption rate, and a monthly cap that cannot be crossed without a decision. Unredeemed rewards are tracked as a liability so they never arrive as a surprise. Our own fee depends on scope and on whether we design only or also run the programme with you. We do not quote before understanding your buying pattern and margins.
We do not build custom loyalty software, staff a call centre for members, or fund the rewards themselves. Referral schemes, win-back campaigns for customers who already left, and your review and community programmes are separate services. Pricing decisions, product changes and stock for physical rewards remain yours. Anything we cannot honestly influence, we put in writing before the work begins.
Usually it can, and it deserves a review before it is replaced. We read what members earned, what remains unclaimed, why participation fell, and what it cost you. Often the earning rate was too generous, the reward too distant, or nobody owned the monthly work. We then decide with you whether to restate the rules, close the old scheme honourably, or fold its members into a new design.
One named person, usually in sales operations, marketing or customer service, with the authority to approve a redemption and the discipline to run a monthly review. It should not sit with a salesperson whose targets compete with it, and it should not rotate every quarter. We train that owner, hand over the register, the calendar and the dashboard, and stay available while they run the first cycles.
Talk to us
Book a free audit and we will look at how your repeat customers behave today, what you already spend to keep them, and whether a loyalty programme is the right next step. It is a working conversation, and we will say so plainly if the money belongs somewhere else.