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GullySales

Large deals stop stalling when every decision maker sees the same case.

Gully Sales helps your team sell complex, high-value solutions: mapping the buying committee, running discovery that earns respect, and building a value case that survives procurement and the risk review.

  • A written pursuit plan for each large deal, with owners and dates
  • A value case in the customer's own numbers, not your feature list
  • Procurement, legal and risk questions answered before they stall a deal
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Gully Sales Private Limited works with small and medium businesses across India, on deals that are decided by several people rather than one.

In one paragraph

What is Enterprise and Solution Selling for Indian SMBs?

Enterprise and solution selling is how you win deals that involve several decision makers, a long evaluation and a procurement review. Gully Sales replaces the product pitch with a diagnosed business problem, a mapped buying committee and a written value case. You get an account and opportunity strategy, a discovery framework and a close plan your team can run on every large deal.

The problem

Your biggest deals go quiet after a good meeting, and nobody knows who to call.

A large solution sale is not a bigger version of a small one. Six or seven people touch the decision, only two of them ever meet you, and the person who liked your demonstration has no budget of their own. Your team does what has always worked: a strong presentation, a quotation, then follow-up calls. The customer goes quiet, not because they have said no, but because inside their business nobody has yet built the case for change.

You will recognise it as

  • A deal that felt certain after the demonstration has sat at the same stage for months, and the update is still that they are discussing it internally.
  • Your team can describe your product in detail, but not what the customer's current situation costs them every month.
  • You meet the user or the engineer and never the finance head, so your quotation is discussed in rooms you are not in.
  • Procurement asks for a comparison, a compliance file and three references late in the cycle, and the deal loses a quarter while you assemble them.
  • Every large pursuit is run from one person's memory, so when they are travelling or on leave the deal stops moving.

What it costs the business

  • Long pursuits consume your senior people for months and then end in no decision, which costs more than losing to a competitor.
  • Discount becomes the only lever left at the end, because value was never established in the customer's own numbers.
  • The forecast is built on optimism, so hiring, stock and cash decisions are taken against revenue that does not arrive.
  • Losses teach you nothing, because nobody recorded who decided, what mattered to them and where the deal actually stopped.

Why it persists. It persists because the same team sells both kinds of deal. The habits that win a quick order — speed, a keen price, a warm relationship with one contact — are the habits that lose a committee decision. Nobody is doing anything wrong; the method simply does not stretch to a purchase that needs a budget line, a technical clearance and a signature from someone who has never met you. And because large deals are rare, there is not enough repetition for a team to learn the difference on its own.

If it stays unresolved. Left alone, the pattern hardens. Your team quietly stops chasing the larger opportunities because they are hard to move, and the business settles at the deal size it can win on relationship alone. Growth then depends on volume rather than value, and the accounts that could have carried you for years go to a competitor who was willing to do the committee work.

What changes

What changes in the way your team runs a large deal.

In the first weeks

  • Every open large deal has a named economic buyer, a written next step and a date.
  • Your team can state the customer's problem and its cost before mentioning your product.
  • Qualification becomes honest, so effort moves off pursuits that were never going to reach a decision.

In how the work runs

  • One pursuit format is used by everyone, so a deal survives leave, travel and a change of owner.
  • Discovery, value case, procurement pack and references are prepared in order, not assembled in a panic.
  • Deal reviews discuss evidence from the customer rather than the salesperson's confidence.

In sales and marketing

  • Fewer deals end in no decision, because the case for change is built with the customer rather than for them.
  • Price is defended with a value case, so a discount is a choice rather than the last move available.
  • Forecast dates move closer to reality, because they follow the customer's own approval calendar.

In what management can see

  • You can see on one page where each large deal stands and what is holding it.
  • Losses are recorded with a reason you can act on, so the next pursuit starts better informed.

Over the longer term

  • The method stays with the business when a salesperson leaves, because it is written down and taught.
  • Your team becomes able to sell an outcome to larger buyers, which raises the size of deal you can pursue.

Gully Sales controls the strategy, the tools and the coaching your team receives. Whether a particular deal closes depends on the customer's budget, timing and internal politics, which no supplier controls. We measure the disciplines that make a win more likely, and report them honestly.

Who it is for

This is for businesses whose deals are decided by a committee.

The businesses it suits

  • Manufacturers and industrial suppliers selling equipment, systems or annual contracts to plants, projects and corporate buyers.
  • IT, software and technology services firms whose deals need a technical evaluation, a security review and a finance sign-off.
  • Professional and engineering services firms selling scoped, multi-month assignments rather than one-off jobs.
  • Businesses whose average order value has grown to the point where a purchase committee, not one manager, decides.
  • Founder-led teams where only the founder can currently carry a large opportunity all the way to signature.
  • Companies moving from selling a product to selling an outcome, where the scope is designed for each customer.

What usually prompts the call

  • A few named deals hold most of your yearly target, and none of them is moving.
  • You have started losing to larger competitors on evaluation criteria you never saw.
  • A higher-value product or service has been launched and the existing pitch is not working for it.
  • Procurement has begun asking for documents your team has never had to produce before.
  • You are hiring senior salespeople and need a method they can be held to.

What Gully Sales does

The work, component by component.

Account and opportunity strategy

We take each large pursuit and write down what you are actually selling into: the customer's business situation, the change they are considering, who benefits, who pays, who can stop it, and what a win looks like for both sides. The strategy names your entry point, your difference for this particular customer, and the traps you can already see.

Why it matters:
Large deals are usually lost in the first three weeks, when a team commits to one contact and one story without knowing whether either can carry the decision.
You receive:
A one-page pursuit strategy for each named deal, with position, competition, risks and the next three moves.
Business value:
Your senior time goes to the deals that can be won, and the team stops treating every enquiry as equally worth chasing.

Stakeholder and power mapping

We map every person who touches the decision: the economic buyer, the user, the technical evaluator, procurement, finance, and the person who quietly influences all of them. Each is recorded with what they gain, what they are protecting, their attitude to the change, and who on your side owns that relationship.

Why it matters:
A deal supported by one enthusiastic contact has a single point of failure, and that person rarely controls the budget.
You receive:
A stakeholder map with coverage gaps marked, plus a plan to reach the people you have not yet met.
Business value:
You learn early who is missing from the conversation, while there is still time to reach them.

Discovery that earns the second meeting

We build a discovery framework for your market: the questions that surface the business problem, the numbers that describe what it costs, the operational detail your solution depends on, and the decision process itself. Your team practises it on live deals until the questions sound natural rather than scripted.

Why it matters:
Buyers give access to senior people when a supplier understands their business; everyone else is given a request for a quotation.
You receive:
A discovery guide, question set and call plan, with a short summary template the team completes after each meeting.
Business value:
Meetings produce information you can act on, and the customer starts describing the problem in your language.

The value case

We turn discovery into a written case for change in the customer's own numbers: what the present situation costs them, what changes with your solution, what it will take to get there, and what they have to be willing to believe. It is built to be forwarded inside their business when you are not in the room.

Why it matters:
Committees approve spending against a case, not a presentation, and the person defending your proposal internally is usually not you.
You receive:
A value case document and a reusable template, with an anonymised worked example built from a real deal of yours.
Business value:
Your champion has something to argue with, and price becomes one line in a case rather than the whole conversation.

Procurement and commercial readiness

We prepare the commercial side of the deal before it is demanded: the pricing structure and the logic behind it, scope and exclusions, payment and delivery terms, comparison notes against the likely alternatives, and the document set procurement always asks for. Your team learns what to concede, what to trade and what to hold.

Why it matters:
Deals stall at procurement because the supplier is assembling paperwork and reconsidering price under time pressure.
You receive:
A procurement pack: commercial terms, scope note, comparison sheet and the standard documents kept ready.
Business value:
The last stage of the deal stops being the slowest one, and concessions are traded rather than simply given away.

Risk, proof and objection handling

We identify what makes a buyer hesitate on a large purchase — implementation risk, support after the sale, your size against theirs, integration, compliance — and prepare the evidence that answers each one: references, a pilot design, documentation, service commitments and a clear implementation plan.

Why it matters:
In a big purchase the buyer is protecting their own position as much as the budget, so unaddressed risk becomes silence rather than an objection you can hear.
You receive:
A risk register for each deal with proof assigned to every item, and a reference and site-visit plan.
Business value:
Concerns surface where you can answer them, instead of deciding the outcome in a meeting you never attend.

Consensus, close and the mutual plan

We agree a written plan with the customer covering every step from evaluation to signature and first delivery: the approvals needed, the documents, the dates, and who owns each step on both sides. Your team learns to ask for this plan early, keep it current, and use it to test whether the deal is real.

Why it matters:
Complex deals do not close on a single decision; they close when several people agree in the right order, on the customer's calendar.
You receive:
A mutual action plan template, a close plan for each deal, and a review rhythm for your large opportunities.
Business value:
Forecast dates come from the customer's process, and your team can tell a live deal from a polite one.

What you will have at the end.

  • An account and opportunity strategy for each named large deal, kept to one page.
  • A stakeholder and power map for each pursuit, with coverage gaps and a plan to close them.
  • A discovery guide and question set written for your market, with a post-meeting summary template.
  • A value case template plus one anonymised worked example built from a real deal of yours.
  • A solution and scoping note showing how your offer is configured for different customer situations.
  • A procurement pack: commercial terms, scope and exclusions, comparison sheet and standard documents.
  • A risk register format with the reference, pilot or document assigned to each likely concern.
  • A mutual action plan template your team uses with the customer from the evaluation stage onwards.
  • A deal review agenda and scorecard for your weekly or fortnightly pipeline meeting.
  • Screenshots and extracts of each tool in use, so your team sees a completed version and not a blank form.
  • Coaching notes from live deal reviews, written down so the same lesson is not taught twice.
  • An implementation roadmap saying which tool the team adopts in which week, and who owns it.

How it runs

The engagement, step by step.

  1. 1

    Deal and loss review

    We read your recent large wins and losses, listen to call recordings or read the notes where they exist, and talk to the people who ran those deals. We are looking for where deals stop, which stakeholders were never met, and what the customer finally decided on.

    You provide:
    Access to recent large deals, quotations, proposals and the salespeople who ran them.
    We produce:
    A findings note naming the three points at which your large deals most often stop.
    Done when:
    You agree the findings describe what actually happens in your business.
  2. 2

    Buyer and decision mapping

    We build a picture of how your customers really buy: the roles involved, the sequence of approvals, the documents required, the usual timeline and the criteria applied at each stage. Where possible we test this with a customer who bought from you recently.

    You provide:
    Introductions to one or two recent customers, and any purchase or evaluation documents you have received.
    We produce:
    A buying process map and role profiles for each of your main segments.
    Done when:
    Your team can name every role that has to say yes in a typical deal.
  3. 3

    Solution and value framework

    We define how your offer is configured for different situations and what it is worth in the customer's terms. This produces the value case structure, the evidence behind each claim, and the boundaries of what you will and will not scope.

    You provide:
    Costing logic, delivery constraints, and examples of past scope you were happy and unhappy to take on.
    We produce:
    A value case template, a scoping guide, and the proof library that supports both.
    Done when:
    A value case can be completed for a live deal inside one working day.
  4. 4

    Pursuit tools and playbook

    We write the working tools: pursuit strategy sheet, stakeholder map, discovery guide, procurement pack, risk register and mutual action plan. Each is drafted against one of your live deals, so it is tested before your team is asked to use it.

    You provide:
    Two or three live opportunities to work on, and a few hours of your sales team's time each week.
    We produce:
    The complete tool set, filled in once for a real deal as the worked example.
    Done when:
    Each tool has a completed example your team can copy.
  5. 5

    Team enablement

    We take your team through the method and practise it: discovery role-play, building a value case from a live deal, handling the procurement conversation, and running a stakeholder plan. Sessions use your own opportunities, never generic scenarios.

    You provide:
    Your sales team's attendance, and the deals they are currently working on.
    We produce:
    Working sessions, a facilitator guide and a short reference your team keeps.
    Done when:
    Each salesperson has run the method end to end on one of their own deals.
  6. 6

    Live deal coaching

    We join your deal reviews for an agreed period and coach on real pursuits: what to do next, who is missing, whether the value case still holds, and when to walk away. This is where the method becomes a habit rather than a document.

    You provide:
    A recurring slot in the calendar and honest information about deals in progress.
    We produce:
    Coaching notes, decisions taken, and a revised pursuit plan after each review.
    Done when:
    Reviews run to the agreed agenda whether or not we are in the room.
  7. 7

    Measurement and handover

    We set the baseline, agree the metrics to be tracked, and record where each number stood before the work began. Then we hand over the tools, the review rhythm and the coaching notes to your sales head, with the gaps that remain named plainly.

    You provide:
    Access to your CRM or sales records, and the person who will own the method afterwards.
    We produce:
    A measurement sheet, a handover pack and a written list of open risks.
    Done when:
    Your sales head runs the reviews and can report the metrics without us.

Ways to work with us

How this work can be shaped around your team.

Large deal diagnostic

A focused review of your recent large wins and losses, how your customers buy, and the pursuits open right now, ending in a findings note and a recommended order of work. Suitable when you want the picture before committing to a build.

Pursuit system build

We design and write the full set: pursuit strategy, stakeholder map, discovery guide, value case, procurement pack, risk register and mutual action plan, each tested on your live deals and handed over with worked examples.

Enablement and coaching programme

Working sessions with your sales team, followed by a period of coaching inside your live deal reviews, so the method is practised on real opportunities rather than learned from a document and then forgotten.

Named pursuit support

We work alongside your team on one or two significant opportunities, from stakeholder mapping through the value case to the close plan, while your people learn the method by running it with us.

Ongoing sales leadership support

A regular rhythm of deal reviews, forecast discussion and coaching for your sales head and team, for businesses that do not have a senior sales leader in place yet.

Why Gully Sales

What you are actually choosing when you choose us.

We work on your deals, not on textbook examples.

Every tool is drafted against an opportunity that is live in your pipeline. Your team sees the method produce something useful within the first fortnight, which is the reason they keep using it after we have gone.

Sales and marketing sit together here.

Gully Sales works across marketing, sales, channels, customer success and revenue operations. When a large deal needs a reference story, a case study or a technical page to support it, that work does not have to be commissioned somewhere else.

Written for Indian SMB conditions.

Long payment terms, family-owned buyers, plant visits, relationship-led decisions and thin sales support are the conditions we design for. The method assumes a small team carrying several roles, not a corporate sales organisation.

You get an opinion on what to do next, not a menu of options.

Our consultants have sold and managed sales themselves. You will get an opinion on what to do next, not a menu of options and a request that you choose between them.

We are honest about qualification.

Part of this work is telling your team which pursuits to stop. That is uncomfortable to hear, and it is usually the change that returns the most senior time to the deals you can actually win.

Where it applies

The same service, in different businesses.

Industrial equipment manufacturing

The situation:
Machines are specified by a plant engineer, approved by a technical head, and purchased by a corporate procurement team your sales engineer has never met.
How it applies:
Stakeholder mapping and a value case built on downtime, output and maintenance cost, with the procurement pack prepared before the enquiry becomes a purchase order.
Likely benefit:
The deal is argued on total cost inside the customer's own business, and procurement gets what it needs at the first request instead of the third.

IT and software services

The situation:
A department head is convinced, but the deal must still clear a security review, an integration assessment and a finance approval nobody planned for.
How it applies:
A risk register with evidence assigned to each concern, a pilot design, and a mutual action plan agreed with the customer at the evaluation stage.
Likely benefit:
Approvals run in parallel rather than arriving one surprise at a time, and the dates the customer gives you become usable in a forecast.

Healthcare and medical equipment

The situation:
A hospital purchase involves the clinician who will use the equipment, the administrator who manages the budget, and a trustee who approves capital spending.
How it applies:
Role profiles for all three, a value case in patient throughput and running cost, and a reference and site-visit plan for the people who need reassurance.
Likely benefit:
Each person sees the argument that matters to them, and the decision stops resting on the enthusiasm of one clinician.

Engineering and professional services

The situation:
Assignments are scoped for each client, so proposals take days to write and are then compared on price against a firm that scoped something quite different.
How it applies:
A scoping guide and value case structure that make the difference in approach visible, with clear exclusions and a commercial note alongside.
Likely benefit:
Comparisons happen on scope rather than on a single number, and your team writes fewer proposals that were never winnable.

Logistics and supply chain services

The situation:
A contract covers several plants and departments, each with its own view, and the review committee that decides meets only once a quarter.
How it applies:
A pursuit strategy for the account, coverage of every department involved, and a close plan built backwards from the committee's meeting calendar.
Likely benefit:
You arrive at the committee with agreement already built, instead of presenting to a room meeting your proposal for the first time.

Building materials and infrastructure supply

The situation:
The specification is written by a consultant, the order is placed by a contractor, and the money and the standards come from the project owner.
How it applies:
A map of the three parties and the sequence between them, discovery with the specifier, and evidence prepared for the owner's technical review.
Likely benefit:
Your product is written into the specification early, rather than negotiated at the end against whatever else the contractor can supply.

Proof

Work we can point to.

Agrinia, an agricultural technology business

The problem:
The sales team was without the essentials for a serious buying conversation - pitches, call scripts, objection-handling techniques and high-impact questions - and had no robust framework for qualifying an opportunity.
What we did:
Gully Sales developed value propositions for primary and secondary customers, supplied high-impact questions and objection-handling technique, established a framework for qualifying leads accurately, and trained the team on closing techniques.
The result:
The case study reports higher sales closure rates, with comprehensive training in sales techniques empowering the team to close deals more effectively, and better-quality leads from qualification.
Read the case study

Kambar Group

The problem:
Sales was not producing consistent results across planning, lead generation and closing.
What we did:
Gully Sales worked on strategic planning, lead generation, sales enablement and closure techniques to improve the sales process.
Over:
Period not stated in the published case study.
The result:
Improved sales processes and efficiency, as described in the case study.
Read the case study

Questions buyers ask

Before you enquire, the answers you will want.

How will complex buying committees and procurement requirements be managed?

We map every role that touches the decision: the user, the technical evaluator, the finance approver, procurement, and the influencer nobody lists. Each gets a plan for who meets them and what they need to see. Procurement is prepared for in advance, with commercial terms, scope, exclusions, a comparison sheet and the usual documents ready before anyone asks. That turns the last stage from a scramble into a step you have already rehearsed.

How long does the engagement take?

The diagnostic and buyer mapping usually run over a few weeks. Building and testing the pursuit tools takes longer, because each one is drafted against a live deal of yours rather than handed over as a blank template. Coaching then continues for an agreed period inside your deal reviews. We do not commit to a calendar before seeing your deal length and team size, and we will say plainly what can be done sooner and what cannot.

What inputs are required from our side?

Time from the people who sell, mainly. We need access to recent large wins and losses, your proposals and quotations, your costing logic, and two or three live opportunities to work on. Introductions to one or two customers who bought recently are valuable, because they can describe how the decision was actually taken. Beyond that, a few hours each week from the sales team and a sales head who will own the method afterwards.

How is success measured?

Against a baseline we record before starting: win rate on large deals, sales cycle length, open pursuit value, deals lost to no decision, and forecast accuracy. During the work we also track the leading signs, such as how many open deals have a stakeholder map, a value case and a mutual action plan, because those move first. We report the numbers that improve and the ones that do not.

What falls outside the scope of this work?

We do not carry your deals for you as an outsourced sales team, and we do not run marketing campaigns under this engagement. Pricing decisions, product changes, delivery capacity and legal terms remain yours. Public tenders follow their own rules and are handled as separate work. If your real requirement is lead generation rather than deal execution, we will say so and point you to the right service instead.

How is this different from running a sales training programme?

Training teaches a skill. This builds a method the business keeps. You end up with written tools — pursuit strategy, stakeholder map, discovery guide, value case, procurement pack, close plan — that are used on real deals and survive a salesperson leaving. Training is part of it, because the tools are useless unless the team can run them, but the tools and the review rhythm are what you are buying.

How does this differ from account-based selling?

Account-based selling decides which named accounts you will pursue and coordinates the effort needed to get inside them. This work is about winning the deal once you are in: the committee, the discovery, the value case, procurement and the close. Many businesses need both, in that order. If your difficulty is getting a first meeting in target accounts rather than closing what you already have, start there instead.

Our deals depend on relationships. Will a method get in the way?

No. Relationships open doors and keep you in consideration, but they rarely release a budget on their own. The method gives your relationship somewhere to go: a written case that the person who trusts you can carry to their finance head, and answers ready for the people who will question it. Your team spends less time chasing polite deals and more time with buyers who can act.

3 more questions

Do we need a CRM before this can work?

It helps, but it is not a precondition. The tools work on paper or in a shared sheet, and several teams begin that way. What matters is that everyone uses the same format and that deal reviews look at the same information each week. If you do want the method inside a CRM, we can specify the stages, fields and reports, or work alongside the team that will build it.

What if our salespeople resist a new way of working?

Expect some resistance and design for it. That is why the first tools are drafted against deals the team is already worried about, so the method arrives as help rather than as paperwork. We also keep each format short: a page, not a form. If a tool is still not being used after a fair trial, we change it or drop it rather than defend it.

Can you help on one important deal rather than the whole system?

Yes. Named pursuit support puts us alongside your team on one or two significant opportunities: mapping the stakeholders, running discovery, building the value case and agreeing a close plan with the customer. Your people learn by running it with us. It is a reasonable way to test the method, though the wider benefit comes only when the same approach is used on every large deal.

Talk to us

Talk through two or three of the large deals you have open now.

The first conversation is a working discussion about two or three deals you have open right now, not a sales pitch. If the honest answer is that your sales are transactional and this is not what you need, we will tell you.

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

Your details are used only to reply to your enquiry. We do not share them with anyone else, and what you tell us about your deals and your customers stays between us.

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