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GullySales

The person who can actually say yes agrees to meet you.

Gully Sales works a short list of companies you want inside, finds who really decides there, chooses the warmest route to that person, opens the conversation for you, and hands your team an introduction already checked and briefed.

  • A named map of who decides, who influences and who quietly blocks.
  • The warm route in through your customers, dealers and networks.
  • Introductions handed over dated, qualified and briefed in writing.
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Gully Sales Private Limited opens senior conversations for Indian SMBs selling to large buyers, OEMs, chains, institutions and prospective partners.

In one paragraph

What is Qualified Business Introductions?

Qualified business introductions are senior conversations opened on purpose. Gully Sales names the companies worth reaching, identifies the person who signs, finds a warm route through your customers, dealers or networks, approaches that person on your behalf, checks the fit before anything is booked, and hands your seller a dated meeting with a written brief.

The problem

Your proposal keeps stopping one level below the decision.

You are not short of effort. Your team calls, mails and follows up, and the large accounts still feel closed. Somebody junior takes the quotation, promises to place it before the management, and the trail goes cold. Meanwhile the orders you do win come from companies small enough to answer their own phone. This is not a discipline problem in your sales team. It is an access problem, and access is a separate piece of work from selling.

You will recognise it as

  • Your enquiries come from juniors who ask for a rate and then go quiet.
  • You have visited a large buyer twice and still do not know who approves the purchase.
  • Introductions happen when somebody remembers to make one, not because anyone planned it.
  • Calls to a corporate landline end politely at the reception desk.
  • A relationship built over a year left with the manager who changed jobs.
  • Your dealers know the big customers in their city, and you have never been introduced.

What it costs the business

  • Deals sit at 'under evaluation' for months because nobody in the room is allowed to approve them.
  • Your week fills with small accounts that answer the phone while the accounts worth years of revenue stay untouched.
  • You cut price to stay interesting to a person who was never going to decide anything.
  • Growth depends on one relationship-heavy founder or director who cannot be in four cities at once.

Why it persists. Because opening a senior conversation is nobody's job. It sits between marketing, which sends the same message to everyone, and sales, which is measured on this month's closures and cannot spend six weeks earning one meeting. The routes that do work go unrecorded: a customer who would gladly refer you, a dealer selling into the same plant, an association secretary who knows every purchase head around. Nobody wrote that map down, so each attempt starts from zero and rests on who remembers a name.

If it stays unresolved. Your company stays known to the people who already know you. Large buyers keep appointing suppliers who reached them first, prospective partners sign with a competitor who asked earlier, and growth stays limited to whatever your founder can personally reach in a week. The longer the gap runs, the costlier entry becomes, because the incumbent has earned trust you must then buy back.

What changes

Your seller walks into a dated meeting with the person who signs.

In the first weeks

  • You have a written list of the companies and people worth your time this quarter.
  • Each target account carries a named decider, an influencer and a route in.
  • Your sellers walk into first meetings with a brief instead of a business card.

In how the work runs

  • Outreach follows one agreed sequence, so nobody is approached twice by two people.
  • Every approach, reply and refusal is recorded against the account, not held in a head.
  • The dealers and customers who can introduce you are asked properly, and thanked.

In sales and marketing

  • Conversations start at the level where budget and vendor decisions are actually taken.
  • Pipeline includes accounts your team could not previously get into.
  • You spend less on discounting a proposal to a person with no authority to accept it.

In what management can see

  • You can see coverage: which named accounts have been reached and which are still cold.
  • Introduction-sourced pipeline is reported separately from campaign and walk-in enquiries.

Over the longer term

  • A relationship map that stays with the company when an individual leaves.
  • A repeatable way to enter the next city, category or account class.

We control the target list, the routes, the approaches, the qualification standard and the written brief. Whether a decision-maker meets you, and whether that meeting becomes an order, depends on your offer, your pricing and their timing. Every approach is reported honestly, refusals included.

Who it is for

This service fits you if a few named accounts matter more than many enquiries.

The businesses it suits

  • Manufacturers who want to supply OEMs, large plants or institutional buyers directly.
  • B2B companies whose order value justifies weeks of work to earn one meeting.
  • Brands looking for national or regional distributors, chains and modern trade buyers.
  • Franchisors approaching serious investors and area partners rather than casual enquirers.
  • Service firms selling to boards, promoters, CXOs or hospital and college managements.
  • Companies whose growth currently depends on one founder's personal contacts.

What usually prompts the call

  • You are entering a new state, category or account class where nobody knows you.
  • A competitor has been appointed by an account you never got a meeting with.
  • A senior person has left and taken the relationships with them.
  • You have a strong reference customer and no plan for using it to reach others.
  • Your dealers serve large end customers you have never met.
  • A large tender or empanelment is expected and you have no relationship inside.

What Gully Sales does

The work, component by component.

The named target list

We decide together which companies are genuinely worth reaching this quarter: the plants, chains, institutions, corporates or prospective partners where your offer is credible, the commercial value is real and you can service the account if it says yes. Each entry carries a reason for being on the list and a rank, so the list is short enough to work properly.

Why it matters:
Most outreach fails because it is aimed at everyone. A list of thirty accounts you have argued about is worth more than a database of three thousand you have not.
You receive:
A ranked target account list with the reason each account is on it.
Business value:
Your team's senior time goes to accounts that can actually pay for it, and you can see what you are deliberately not chasing.

The decision map

For each target account we establish who decides, who specifies, who buys, who uses and who can quietly stop it. Names, roles, reporting lines and the order in which they usually get involved, gathered from public sources, your own records, your dealers and conversations with people who sell there already.

Why it matters:
You cannot route an approach to a person you have not identified, and in most large Indian buyers the person who takes your call is not the person who signs.
You receive:
A one-page decision map per account: names, roles, likely sequence and known relationships.
Business value:
Approaches go to the right person with the right message, and your team stops mistaking politeness for progress.

The route-in search

Before any cold approach we look for a warm one. Existing customers who supply the same buyer, dealers and distributors already inside the account, common suppliers, industry associations, trade bodies, alumni and past colleagues. Each account gets a first-choice route, a fallback and a direct approach if no warm path exists.

Why it matters:
An introduction from someone the buyer already trusts is answered. The same message sent cold usually is not.
You receive:
A route-in sheet per account naming the person who can introduce you and what to ask them for.
Business value:
You use relationships you already own instead of paying to build new ones from nothing.

Introductions through your channel

Where you sell through dealers, distributors or franchisees, we turn that network into an introduction route. We agree what a partner is being asked for, how the request is made without threatening their account, what they receive in return, and how the resulting meeting is run jointly rather than around them.

Why it matters:
Partners hold the relationships you want and will protect them unless the ask is fair, specific and safe for them.
You receive:
A partner introduction request pack: the ask, the terms, the joint meeting format and the credit rule.
Business value:
Your channel becomes a way into larger end customers, and partners see gain rather than a threat of being bypassed.

The approach itself

We write what is actually said: the introduction request to a referrer, the first message to the decision-maker, the follow-up sequence across call, email, WhatsApp, LinkedIn and physical visit, and the reply to the three refusals you will hear most. Every message is about the buyer's situation, not your company profile.

Why it matters:
Senior people give you one paragraph and one call to decide whether you are worth thirty minutes.
You receive:
An approach kit: referral request, first message, sequence, objection replies and a one-page company note.
Business value:
Every approach sounds deliberate and consistent, whoever in your team happens to send it.

Qualification before the meeting

A meeting is only handed over once it clears an agreed standard: the right person or a person who can bring them, a real requirement or a plausible one, an understanding of what you supply, a rough sense of scale and timing, and a stated reason for meeting. Anything that fails the standard is recorded and kept for a later approach.

Why it matters:
An unqualified meeting costs your seller a day of travel and teaches the account nothing good about you.
You receive:
A written qualification standard and a log showing what was accepted, deferred or declined.
Business value:
Your sellers stop losing days to courtesy meetings, and you can trust the count of introductions you are shown.

Handover, brief and follow-through

Each accepted introduction is handed over with a brief: who you are meeting, what they said, what they care about, who else is involved, what to take, what not to promise and what a good outcome looks like. After the meeting we record what happened and agree the next step or the re-approach date.

Why it matters:
Access is wasted if the first meeting is improvised, and most first meetings are.
You receive:
A meeting brief per introduction and an outcome note recorded against the account.
Business value:
The first conversation moves the account forward instead of restarting it, and nothing is lost when it goes quiet.

The re-approach calendar

Most senior refusals mean not now. We record why, when the buying cycle, contract or tender is likely to reopen, and what should reach that person in between, then schedule the return. Accounts move between active, waiting and closed with a reason attached to each move.

Why it matters:
Companies lose accounts they had already reached simply because nobody went back at the right moment.
You receive:
A dated re-approach calendar with the reason and the trigger for each return.
Business value:
Work already done keeps its value, and your name arrives again exactly when the account is free to move.

What you will have at the end.

  • A ranked target account list with the commercial reason each account is on it.
  • A decision map per account: deciders, influencers, users and likely blockers.
  • A route-in sheet naming who can introduce you and what to ask them for.
  • A partner introduction pack for dealers, distributors or franchisees.
  • An approach kit: referral request, first message, follow-up sequence and objection replies.
  • A written qualification standard agreed with your sales head before outreach begins.
  • A meeting brief for every introduction handed to your team.
  • An outreach log showing every approach, reply, refusal and reason.
  • A dated re-approach calendar for accounts that said not now.
  • A monthly report on coverage, introductions, meetings held and pipeline sourced.
  • A handover pack so your own team can run the method after the engagement.

How it runs

The engagement, step by step.

  1. 1

    Agree who is worth reaching

    We sit with you and your sales head to define the account class you want inside: size, sector, location, spend, and what makes an account winnable rather than merely large. We test the list against your delivery capacity, because an account you cannot service is a reputation risk, not an opportunity. The list is ranked and deliberately short.

    You provide:
    Your view of the accounts that matter, past attempts and their outcomes, capacity limits and any account you do not want approached.
    We produce:
    A ranked target account list with selection reasons and an agreed count for the first cycle.
    Done when:
    You have signed off the list and the accounts that are out of scope.
  2. 2

    Map the accounts and the people

    For each account we build the decision map from public filings, company sites, industry directories, your own records and conversations with people who already sell there. We record names, roles, plants or branches, and where the purchase decision physically sits, which in many Indian groups is not the address on the letterhead.

    You provide:
    Old visiting cards, CRM records, past quotations, dealer knowledge and access to your senior people for a short interview.
    We produce:
    A decision map per account with named roles and the likely order of involvement.
    Done when:
    Every active account has at least one named decision-maker and one named influencer.
  3. 3

    Find the route in

    We search your existing relationships for a warm path: customers who supply the same buyer, dealers inside the account, shared suppliers, association contacts, past employees and industry acquaintances. Where no warm route exists we design a direct approach instead and say so plainly, rather than pretending a connection exists.

    You provide:
    Customer and dealer lists, association memberships, and permission to ask specific relationships for an introduction.
    We produce:
    A route-in sheet per account with a first choice, a fallback and the exact ask.
    Done when:
    Each account has a chosen route and a named person responsible for making the ask.
  4. 4

    Write the approach

    We draft the referral request, the first message to the decision-maker, the follow-up sequence and the replies to common refusals, then test them against your own senior people. Language, sector vocabulary and proof points are matched to the buyer, and we agree which of your people appear on which approach.

    You provide:
    Technical facts, credentials, reference customers you may name, and approval of the wording.
    We produce:
    An approved approach kit and the outreach sequence with channels and intervals.
    Done when:
    Your sales head has approved every message that will go out in your name.
  5. 5

    Open the conversations

    Outreach runs to the agreed sequence. Referrers are asked, decision-makers are approached, calls are made at hours senior people actually answer, and each attempt is logged. Approaches that stall are switched to the fallback route. Nothing is sent to an account without the record showing what was already tried.

    You provide:
    A responsive point of contact, availability for meetings, and any change in what you can supply.
    We produce:
    A live outreach log with every approach, response and refusal recorded against the account.
    Done when:
    The first cycle of approaches is complete and every account has a recorded status.
  6. 6

    Qualify and hand over

    Interested contacts are checked against the qualification standard before a meeting is fixed. Where the person is right and the interest is real, we agree a date, confirm it before it arrives, and hand your seller a brief. Where it fails the standard, the account goes to the re-approach calendar with the reason written down.

    You provide:
    Diary slots for your sellers and prompt confirmation of proposed times.
    We produce:
    Confirmed introductions with a written brief, and a deferral note for those that did not qualify.
    Done when:
    Every qualified introduction has a date, an attendee and a brief in your seller's hands.
  7. 7

    Review, learn and go back

    We review outcomes with you each month: which routes worked, which messages earned replies, which accounts moved, which refused and why. The list, the messages and the sequence are corrected on that evidence, and the re-approach calendar is updated so nothing already opened is quietly dropped.

    You provide:
    Honest feedback from meetings held, including the ones that went badly.
    We produce:
    A monthly review with coverage, introductions, meetings, pipeline and the corrections agreed.
    Done when:
    The next cycle starts from evidence rather than from a fresh guess.
  8. 8

    Hand the method over

    At the close of an engagement we hand your team the account list, decision maps, route sheets, approach kit, qualification standard, outreach log and re-approach calendar, and train whoever will run it. If you want us to continue, we continue on the same records rather than a private file of our own.

    You provide:
    The person who will own senior outreach after the engagement.
    We produce:
    A handover pack, a working session with your team and a written way of running the next cycle.
    Done when:
    Your team can open the next set of accounts without us.

Ways to work with us

Open one account class, or run introductions across a region.

Access sprint on one list

A single short list of named accounts, worked end to end: list, decision maps, routes, approaches, qualification and handover. Useful when one plant, chain or account class matters more than everything else, or as a trial before a wider programme.

Continuing introductions programme

A rolling cycle across a region or account class, with monthly reporting on coverage, introductions, meetings held and pipeline sourced. Suited to companies entering a new state or category where the target list is refreshed each quarter.

Channel-led introductions

Introductions arranged through your dealers, distributors or franchisees to their larger end customers, including the partner ask, the credit rule and the joint meeting format so the partner is strengthened rather than bypassed.

Method build for your team

We build the list, maps, routes, approach kit and qualification standard, run the first cycle alongside your own manager, then hand the method over and stay available for periodic reviews.

Why Gully Sales

What you are actually choosing when you choose us.

We treat access as a separate discipline

Opening a senior conversation is not the same skill as closing an order. We staff it, script it and measure it on its own terms, so your sellers get meetings instead of spending their month trying to earn them.

Warm routes before cold ones

We search your existing customers, dealers and networks for a path in before sending anything cold, because a buyer answers a person they already trust. Where no route exists we say so and approach directly.

We understand how Indian buyers actually decide

Purchase committees, group offices, plant heads with real authority and head offices with none, family promoters, empanelment cycles and association networks. The map reflects how the account is run, not an imported org chart.

Your channel is protected, not bypassed

When a dealer or distributor holds the relationship, the introduction is made through them with credit and terms agreed in advance. Partners stay willing to open doors because doing so pays them.

Nothing is claimed that cannot be shown

Every approach, reply and refusal is logged against the account. You are shown the accounts that said no as clearly as the meetings that were fixed, and the count of introductions means one thing only.

The relationships stay with your company

Maps, routes, logs and calendars are yours from the first week and are handed over in full. If a person leaves, or we finish, the access your company has built does not walk out with them.

Where it applies

The same service, in different businesses.

Industrial manufacturing

The situation:
A components maker supplies traders well but has never been approved as a direct vendor by the large plants in its own state.
How it applies:
We map purchase, quality and plant engineering roles at each plant, use two existing customers as referrers, and open conversations aimed at vendor registration rather than an immediate order.
Likely benefit:
Conversations begin with the people who control approval, and registration becomes a defined process instead of a hopeful visit.

Building materials and hardware

The situation:
A brand sells through dealers in eight cities and has no relationship with the builders and contractors placing the largest orders.
How it applies:
Dealers are asked for introductions to their top project customers, with credit and joint meetings agreed in advance, and specification conversations are opened with architects and project engineers.
Likely benefit:
The brand becomes known where specification happens while the dealer keeps the account and the margin.

Packaging and printing

The situation:
A converter wants to supply national FMCG and pharma brands but reaches only procurement executives who ask for rates.
How it applies:
We identify sourcing heads, packaging development and quality roles, route through a shared machinery supplier and a common customer, and lead with capability and compliance rather than price.
Likely benefit:
The first meeting is technical rather than a rate comparison, which is the only ground on which a new converter is added.

IT and professional services

The situation:
A services firm has strong delivery references but its proposals stop with a manager who cannot approve new vendors.
How it applies:
We map the level at which vendor decisions are taken, secure introductions from two existing clients, and open conversations about the business problem rather than the service catalogue.
Likely benefit:
Proposals are read by people with budget authority, and the sales cycle stops stalling at the same invisible level.

Healthcare supply

The situation:
A medical equipment supplier is stuck with purchase clerks at hospitals while decisions sit with heads of department and trustees.
How it applies:
We build the map of clinical, administrative and trustee roles, use a satisfied consultant as a referrer, and arrange demonstrations attended by the people who set specifications.
Likely benefit:
The specification conversation happens before the tender is written, not after it names a competitor.

Logistics and warehousing

The situation:
An operator wins small consignments but cannot get in front of supply chain heads at the manufacturers that move volume.
How it applies:
We rank plants by relevance, map supply chain and plant logistics roles, route through existing shippers, and open conversations around lane-level problems the buyer already has.
Likely benefit:
Meetings start from the buyer's route and cost problem, which is where a new operator can be considered seriously.

Franchising and multi-outlet brands

The situation:
A brand receives enquiries from casual enquirers while serious investors and property-holding groups in the target city are never approached.
How it applies:
We identify existing multi-brand operators, retail groups and property owners in the city, route through brokers and association contacts, and qualify seriously before a meeting is fixed.
Likely benefit:
The founder meets investors who can actually fund and run an outlet, instead of repeating the same story to enquirers.

Agri and food processing

The situation:
A processor sells locally and wants listings with regional retail chains, institutional kitchens and export buyers.
How it applies:
We map category buyers and quality heads by chain, route through a common distributor and an association contact, and open with compliance, capacity and consistency evidence.
Likely benefit:
The company is assessed as a supplier on record, and listing conversations proceed instead of being deferred each season.

Proof

Work we can point to.

Kambar Group

The problem:
Sales depended on unstructured effort, with lead generation and closure varying from person to person.
What we did:
Gully Sales worked on strategic planning, lead generation, sales enablement and closure techniques to bring efficiency to the sales process.
The result:
The published account reports streamlined processes and greater sales efficiency, and that lead generation and qualification techniques produced higher-quality leads and increased conversion rates. No counts of introductions or meetings are published.
Read the case study

Premier Marketing

The problem:
Reach was limited and enquiries were handled inconsistently across domestic and industrial segments.
What we did:
Gully Sales supported wider reach, streamlined lead handling and faster movement of sales across both segments.
Over:
See the published account for the engagement period.
The result:
The published case study reports enhanced reach and streamlined lead handling. No introduction or meeting counts are published.
Read the case study

Questions buyers ask

Before you enquire, the answers you will want.

How is this different from appointment setting or cold calling?

Appointment setting fills diaries at volume from people who have already shown interest. This work starts where there is no interest and no access. The list is short, the person is named, and the first choice is always a warm route through someone the buyer already trusts. Fewer meetings are produced, each one is with a person who can decide, and each is handed over with a written brief rather than a phone number.

What information and internal involvement do you need from us?

We need your view of which accounts matter, your customer and dealer lists, past quotations and attempts with these accounts, and permission to ask specific relationships for an introduction. Internally, expect a half-day to agree the list, short interviews with your senior people, approval of the messages that go out in your name, and prompt diary responses so a fixed meeting is not lost while your seller decides.

How long does an engagement take before we see meetings?

The list, decision maps, routes and approach kit are built first, because approaching senior people badly is worse than not approaching them. Outreach then runs in cycles. Warm routes usually respond sooner than direct approaches, and large institutions move slower than owner-run companies. We agree the cycle length and review dates in the brief rather than promising a meeting count by a fixed date.

What makes an introduction qualified rather than just a contact?

A written standard agreed with your sales head before outreach begins. Typically it requires the right person or someone who can bring them, a real or plausible requirement, an understanding of what you supply, a rough sense of scale and timing, and a stated reason for meeting. Anything failing that standard is not handed over as a meeting. It is logged and placed on the re-approach calendar with the reason recorded.

Do you contact people using our name or yours?

In your name, with your approval. We usually introduce ourselves as working with your company on business development, because a senior buyer dislikes discovering later that the person who wrote was not who they seemed. Every message, signature and calling line is approved by your sales head before use, and we never make a claim about your capability that you have not confirmed in writing.

Can our dealers introduce us to their larger customers without feeling bypassed?

Yes, if the ask is fair and specific. We agree what the partner is being asked for, what they receive, who owns the account afterwards and how the meeting is run jointly. A dealer who sees the manufacturer strengthen their account will open doors again. A dealer who suspects the account is being taken will close every door quietly, and no incentive fixes that afterwards.

How do you find out who actually decides inside a large company?

From public filings, company and plant sites, industry directories, association records, your own past correspondence, and conversations with people who already sell into that account. Then we confirm it during outreach, because published information is often out of date. In many Indian groups the real authority sits at a plant or a family office rather than the head office address, and the map records where it actually sits.

Is this database scraping, and how is personal data handled?

No. We work from a short, argued list rather than a bought database. Contact information comes from public business sources, your own records and introductions. We contact people in a business capacity, honour any request to stop, and keep your account records, customer lists and outreach logs confidential. Everything gathered is handed to you, and we do not reuse your account information for another client.

4 more questions

What happens when a decision-maker says no?

We record why and when the situation could change: a contract term ending, a tender cycle, a capacity expansion, a person moving. The account moves to the re-approach calendar with a date and a trigger, and something useful reaches that person in between. Most senior refusals mean not now. Companies lose these accounts by never going back, not by being refused the first time.

Do you also negotiate and close the business for us?

No. This service ends at a qualified, briefed introduction and the recorded outcome of that meeting. Your team sells, quotes and negotiates, because pricing, technical commitments and terms must sit with the people accountable for them. If you want the pursuit itself run and reviewed, account based selling is the closer service, and channel opportunity generation covers follow-up through partners.

How is success measured, and what is the baseline?

Against a record made before outreach starts: how many target accounts have any contact, how many reach decision level, meetings held with those accounts in the last two quarters and pipeline from them. We then report coverage, decision-level reach, qualified introductions, meetings held, time to first meeting and introduction-sourced pipeline. Refusals are reported with the same weight as meetings fixed.

What is excluded from the scope of this work?

We do not run advertising or general campaigns, write proposals, negotiate rates, handle tender documentation, manage your CRM implementation, or promise a number of meetings. We also do not approach accounts you have asked us to leave alone, and we do not act as your legal or commercial representative. Anything outside the agreed list and method is quoted separately before it is started.

Talk to us

Plan your channel growth programme around the accounts you cannot reach.

The free audit is a working session, not a pitch. We look at the accounts you want inside, what has been tried, which relationships you already own, and whether the sensible next step is an access programme, a channel-led route, or something else entirely.

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

Your target accounts, customer and dealer lists, outreach logs and meeting notes stay confidential, and outreach in a live market is handled discreetly.

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