Gully Sales builds the capability system behind your channel: what each partner role must be able to do, the training that teaches it, the practice that proves it, and certification that has to be earned and renewed.
Gully Sales Private Limited builds partner training and certification programmes for Indian SMBs selling through dealers, distributors and resellers.
In one paragraph
Partner enablement, training and certification is the work of making your partners' people capable of selling and supporting your product without you in the room. Gully Sales sets a competency standard for each partner role, builds the curriculum and practice around it, puts the learning into live deals, and certifies partners on what they can demonstrate.
The problem
Most Indian SMBs enable partners by launch event. The dealer's team is called in, shown the range for half a day, handed a brochure and a price list, and sent back to a counter where they sell eleven other brands. Nobody asked what a salesperson at that counter actually has to be able to do to win a deal against those eleven. So the partner sells what is easy to explain, quotes what is easy to defend, and calls your sales manager whenever a customer asks the second question.
Why it persists. Training a partner is nobody's job. Your sales manager is measured on this month's despatch, not on whether a dealer's junior salesman improved. The partner's owner will not stop earning for two days to send staff to a classroom. And the training that does happen is a product briefing — features, range, warranty — when the gap is rarely knowledge of the product. It is the ability to run a conversation: qualify, position, answer the objection and ask for the order.
If it stays unresolved. The network stops growing at the ceiling of what your own team can personally supervise. Coverage looks wide on a map and thin in revenue, because most partners are order-takers for the demand you generate. When a competitor arrives with a better-prepared channel, your partners have neither the reason nor the ability to defend you.
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 standard, the curriculum, the delivery, the certification and the measurement. What each partner then sells depends on their market, their people and their own effort. We build capability and the evidence of it; we do not promise the revenue that may follow.
Who it is for
What Gully Sales does
Competency baseline
We define what good looks like for each partner-facing role — counter salesperson, field sales, technical support, franchise manager — and then measure the network against it. Assessment is by short skill check, call observation and partner manager input, not by a questionnaire asking people how confident they feel.
Curriculum
We build the learning path each role follows: your category and where you win, product and application, the pricing and margin conversation, objection handling, the buying process at that counter, and the systems a partner must use. Content is written in the partner's working language and cut into sessions a working salesperson can sit through.
Practice
Knowledge does not survive contact with a customer unless it has been rehearsed. Sessions are built around live scenarios from your own market: the competitor comparison, the price objection, the specification question, the customer who wants to think about it. People practise, are given feedback, and practise again.
Field application
Every module is followed by an assignment to be completed with real customers inside a fixed window — a set number of qualified conversations, a demonstration, a quotation defended without discount. Gully Sales rides along on a sample of those visits and gives feedback on what actually happened, to the person and to their manager.
Manager reinforcement
The partner's own manager or owner decides whether new behaviour survives. We train them separately on what to look for, give them a coaching conversation format for their weekly meeting, and a one-page review sheet tied to the same competencies their staff were taught.
Certification
Certification is earned by demonstration: a knowledge check, an observed customer conversation or role-play marked against a published rubric, and evidence that the field assignment was done. Levels are tied to something the partner values — a listing on your website, eligibility for a tier, leads or a scheme rate — and they expire, so the network is re-certified rather than certified once.
Measurement
Enablement is read against sales, not against attendance. We record the capability baseline, then track certified people per partner, time from appointment to first order, partner-sourced pipeline, sell-through and the lost-order reasons the training was meant to fix, so the next training decision is made on evidence.
How it runs
Diagnose the capability gap
We look at where deals are actually lost at the partner counter: lost-order reasons, the questions partners escalate, the objections that defeat them, and how a strong partner differs from an average one. We speak to your channel managers and to a sample of partners themselves.
Set the competency standard
For each partner-facing role we write what a person must know, say and be able to do, at entry level and at an experienced level. The standard is written in observable terms, so an assessor can mark it and a partner can dispute it fairly.
Build the curriculum and assets
We write the modules, workbooks, job aids and scenarios using your real products, prices, competitors and customer situations. Anything a partner has to use at the counter is designed to be used at a counter, not read at a desk.
Run the pilot
We deliver the programme to one partner group first, assess them, set the field assignment and read what happened. The pilot tells us whether the content lands, whether the assessment discriminates between strong and weak, and how much time partners will really give.
Roll out across the network
Delivery is scheduled by region, tier or partner type, with dates published far enough ahead for a partner to release staff. Each cohort completes the modules, the practice and a field assignment inside a fixed window, with ride-alongs on a sample of visits.
Certify and reinforce
Partners who meet the standard are certified at the level they earned and told what the next level requires. Their own managers are trained on the coaching conversation and given the weekly review sheet, so the standard is held after we leave the room.
Measure, review and hand over
A quarterly review reads certification and training against sales measures partner by partner, and decides the next cycle: refreshers, new joiners, a launch module, or a level nobody is reaching. We then hand the programme to your team with every asset editable.
Ways to work with us
Enablement diagnostic and design
The competency standard, the capability assessment and the curriculum design for your network, handed over as a programme you can run yourself or ask us to deliver later. Suited to businesses that have trainers but no standard.
Full programme, delivered
Design plus delivery across the network: sessions by region or tier, field assignments, ride-alongs, certification and the manager reinforcement track, run over an agreed cycle with a scorecard at the end of it.
Certification programme only
For companies whose training content already exists but carries no standard. We build the levels, rubrics, examiner packs, benefits and renewal cycle, and certify the first cohorts alongside your trainers.
Launch or new-market enablement
A focused track for one product launch, one new market or one new partner type, where a small group of partners has to become capable quickly without rebuilding the whole programme.
Ongoing enablement partner
A standing arrangement covering new joiner sessions, quarterly refreshers, renewals and the enablement scorecard, so a growing network keeps its standard without a fresh project each time.
Why Gully Sales
We build for the counter, not the classroom
Material is written to be used in front of a customer: a page a salesperson can hold, a comparison they can show, a question they can ask. If it only works inside a training room, it does not go into the programme.
Consultants who have sold, not only taught
The people who design and deliver your programme have run sales and channel operations. The scenarios come from real deals, and the answers survive a partner asking what happens when the customer still says no.
Certification with something behind it
We tie certification to tiers, listings, leads or scheme rates, and to a renewal date. A certificate that entitles a partner to nothing is a printing exercise, and partners quickly treat it as one.
Built for Indian channel realities
Multi-brand counters, family-run dealerships, staff who cannot be spared for two full days, and several languages in one network. The programme is designed around those facts rather than against them.
Enablement joined to the rest of the channel
Training sits inside the wider channel work Gully Sales does: recruitment, onboarding, tiers, incentives and performance. Capability is built where the commercial terms already make selling worth a partner's while.
You own everything at the end
Curriculum, rubrics, examiner packs, registers and scorecards are handed over editable, with your team trained to run the next cycle. We would rather be called for your next launch than be needed every quarter.
Where it applies
Building materials and hardware
Industrial equipment and machinery
Healthcare and medical devices
Franchise and multi-outlet services
IT products and software resellers
Agri inputs and rural distribution
Proof
Kambar Group
Questions buyers ask
Attendance changes nothing on its own, so the programme is built around three things beyond the session. Every module ends with an assignment to be completed with real customers inside a fixed window. We ride along on a sample of those visits and give feedback on what happened. And the partner's own manager is trained separately to run a weekly coaching conversation on the same competencies. Certification then depends on demonstrated behaviour, not on having sat through the day.
It depends on the size of the network and how much usable content already exists, so the schedule is set in the programme brief rather than quoted as a standard timeline. The shape is consistent: a diagnostic and competency standard first, then the curriculum build, then a pilot with one partner group, then rollout by region or tier, then certification and quarterly review. The pilot deliberately comes before rollout so the programme is corrected on evidence rather than on opinion.
Product, pricing, technical and competitor information, and time from your strongest channel salespeople so the material reflects how deals are really won. Sales and lost-order data by partner for the baseline. Access to a sample of partners for the diagnostic and the pilot. Channel manager time to secure attendance, because a partner releases staff when your manager asks, not when a trainer emails. And one internal owner for the certification register after handover.
That objection is a design input, not an obstacle. Modules are cut into short sessions a working salesperson can attend between customers, delivered online or at the partner's own premises where travel is the barrier. Job aids do the work the classroom cannot. Most importantly, certification is tied to something the partner values, such as a tier, a listing, leads or a scheme rate, so releasing staff becomes a commercial decision rather than a favour to you.
It means a person has demonstrated the standard, not attended a course. Certification requires a knowledge check, an observed customer conversation or role-play marked against a published rubric, and evidence that the field assignment was completed. Levels are tied to benefits you decide, and they expire on a renewal date, so the network is re-certified as staff change. Every result goes into a register you own and can publish.
Against a baseline recorded before delivery starts: current capability, orders per partner, days from appointment to first order, partner-sourced pipeline, sell-through where secondary data exists, and the lost-order reasons the curriculum was built to fix. After delivery those same measures are read partner by partner, next to certification levels. Attendance is reported, but it is never presented to you as a result.
We do not employ, supervise or pay your partners' staff, and we cannot compel a partner to attend. We do not rewrite your commercial terms inside this engagement, though we will say plainly when terms rather than skills are the problem. Manufacturing content, statutory or safety certification, and translation into languages beyond those agreed sit outside scope unless written into it. And we never promise the revenue a capable network may produce.
Your own team can be instructed. A partner's team has to be persuaded, because they sell several brands and their employer decides how their time is spent. So the design differs: shorter sessions, stronger job aids, benefits attached to certification, and the partner's own manager trained to reinforce it. The content also assumes a multi-brand counter where your product is compared aloud with alternatives every single day.
A dealer meet builds relationship and announces news, which is worth doing. It rarely changes selling behaviour, because there is no assessment, no practice, no field assignment and no follow-up. Enablement uses that audience better: the meet becomes the launch of a track that continues with practice, an assignment, coaching by the partner's own manager and certification, instead of the whole intervention happening in one afternoon.
Turnover is assumed in the design rather than treated as a setback. There is a joiner path that brings a new person to the entry standard without waiting for the next network-wide event, materials the partner's own manager can deliver, and a register that shows immediately which locations have dropped below standard. Renewal dates keep existing staff current, so capability belongs to the partner firm rather than to one individual.
Yes, where it matters, and at counter level it usually does. We agree the languages at scoping and build the participant materials, job aids and assessment questions in them, with facilitators who can deliver in the same language. The competency standard and the register stay in one common language so results across the network can still be compared. Translating every asset into every language is priced only if you need it.
Either, and often both. Gully Sales usually delivers the pilot and the first cohorts, because that is where the material gets corrected. Your channel managers or trainers then run later cohorts using the facilitator guides, with us observing and certifying the first few sessions they run themselves. Everything is handed over editable, so the next launch module can be written by your team rather than bought again.
Talk to us
The free audit is a working session, not a pitch. We look at where deals are lost at the partner counter, what training you have already run, and whether the answer is a full programme, a certification track or one focused launch module.