Let other companies sell your product, without losing the price or the customer.
Gully Sales builds your reseller programme end to end: the resale model, a margin both sides can live with, the agreement, the resellers worth signing, and the enablement that gets them to a first sale of their own.
- A resale price that holds when your direct team quotes the same buyer.
- Deal registration that stops two resellers arriving at one customer.
- Resellers who can pitch, quote and close without you in the room.
Gully Sales Private Limited builds reseller programmes for Indian SMBs whose product is sold on by IT firms, integrators, consultants and solution companies.
In one paragraph
What is Reseller Programme Development for Indian SMBs?
Reseller programme development builds the route by which another company buys your product and sells it on under its own invoice. Gully Sales sets the resale model and margin, writes the agreement and deal registration rules, defines the reseller you want, and enables them until they close deals themselves. Indian SMBs reach customers they hold no relationship with, without the price collapsing.
The problem
Your resellers sell when it suits them, and undercut you when it does not.
Most Indian SMBs do not start a reseller programme. They agree to one. A software firm asks to bundle your product for a client. An IT company already inside the factories you want offers to carry it. An agency says it can place it with three of its accounts. Each is agreed on the terms of that one deal, and none of it is written down as a programme. A year later you have resellers but no reseller business: the price is different for each of them, nobody knows who owns the customer, and your own team keeps meeting your resellers at the same buyer's table.
You will recognise it as
- A reseller asks for a lower buy price to win a deal, and asks again on the next one.
- Your direct team and a reseller quote the same customer, and the customer now knows both numbers.
- A reseller signed months ago has sold nothing, and nobody agreed what would happen if they did not.
- Nobody in your office can say who supports the end customer once the invoice is raised.
- Resellers need a demo, a quote or a technical answer from you on every deal, because they cannot produce one.
- You learn a customer is yours only when something breaks and the reseller forwards the complaint.
What it costs the business
- Price becomes whatever the last negotiation settled, because every reseller learns that asking works and nobody has written down the answer.
- You lose sight of the end customer. Renewals, complaints and repeat orders sit with the reseller, and none of it can be forecast.
- Deals are lost twice: once to a competitor, and once to your own reseller quoting against your direct team at a lower number.
- Resellers who could sell stop trying, because every deal needs three calls to your office before they can answer a basic question.
Why it persists. A reseller relationship usually starts as a favour between two companies that like each other, and asking for terms feels like distrust. The first few deals go through on goodwill, so nothing is written. By the time price, customer ownership and the support split actually matter, there are eight resellers on eight different understandings, and correcting all of them at once feels like a fight nobody wants to pick. So the exceptions carry on being made one at a time.
If it stays unresolved. The channel stops adding reach and starts subtracting margin. Your direct team treats resellers as competition, resellers treat you as a price list, and the customers they hold stay invisible to you. Growth then depends on hiring more of your own salespeople, which is the cost the reseller route existed to avoid.
What changes
Resellers who sell your product properly, at a price you set.
In the first weeks
- A written resale model: what a reseller buys at, sells at and keeps, on volumes you have actually shipped.
- A reseller agreement covering price, customer ownership, support, renewals, term and exit.
- The reseller profile you want, and the profiles you have decided to stop signing.
In how the work runs
- Deal registration: a reseller declares a customer, you confirm it, and both sides know who is working it.
- One onboarding path from signature to first quote, with an owner and a date against each step.
- A quoting and demo kit a reseller uses without calling your office for every answer.
In sales and marketing
- One price structure applied to every reseller, so a discount becomes a decision instead of a habit.
- An agreed rule for when your direct team and a reseller meet the same buyer, written before it happens.
- Margin protected in writing, so reach is added without the sale being bought back with discount.
In what management can see
- A reseller scorecard showing who is registering deals, who is closing and who has gone quiet.
- End customers visible to you by name, so renewals and repeat orders can be forecast.
Over the longer term
- A programme that takes on more resellers without adding a manager for each one.
- A reseller base a new channel owner could inherit, because the terms sit in documents.
Gully Sales controls the resale model, the agreement, the recruitment process, the onboarding material, the rules and the review rhythm. Whether resellers sell depends on your product, your price and the companies you sign. We build a programme worth their effort; we do not promise their revenue.
Who it is for
Who a reseller programme suits, and when to build one.
The businesses it suits
- Software, SaaS and technology companies whose product is sold on by IT firms, integrators and consultants.
- Equipment and component makers whose buyers are reached through solution providers rather than through shops.
- B2B service firms whose offer is bundled and invoiced by agencies, consultants or larger contractors.
- Companies with resellers already selling, each on a different buy price agreed at a different time.
- Businesses entering states, cities or sectors where they have no relationships and no sales team.
- Brands whose direct team and resellers keep reaching the same customer with different numbers.
- Exporters and national firms who need one resale offer that reads the same to every partner.
What usually prompts the call
- A reseller has asked for terms you cannot give to one without giving to all.
- Your direct team lost a deal to your own reseller, and the owner had to settle it.
- You are about to sign a fifth reseller and the first four are on four different prices.
- A large IT firm or integrator has offered to carry your product and you have nothing to hand them.
- Resellers appointed last year have produced no orders, and nobody agreed what happens next.
- A price revision is coming and you cannot tell resellers what changes, because nothing was ever fixed.
What Gully Sales does
The work, component by component.
Reseller proposition and resale model
We set out what a reseller buys at, sells at and keeps, and what they get beyond margin: the demand you create in their market, the leads you pass, the technical help behind them and the protection on a deal they bring. The model is tested against orders you have actually shipped, so the margin holds at real volumes and not only on a slide.
- Why it matters:
- A reseller is choosing which of several products to put in front of a client they already own. If your offer is not stated, it is judged on discount alone, and there is always a deeper discount somewhere.
- You receive:
- One-page reseller proposition, plus the resale price structure and margin model behind it.
- Business value:
- Recruitment starts from a written offer instead of a negotiation, and every reseller hears the same numbers.
Target reseller profile
We define the companies worth signing: who they already sell to, what they sell alongside you, the technical capability they need, the size of their sales team, and the accounts they hold that you cannot reach. We also name the profiles to refuse, such as the firm that wants the price but not the work, and the one that would resell into a customer you already serve directly.
- Why it matters:
- Most reseller lists are long and inactive because they were built by accepting whoever asked. Reach comes from the right twenty companies, not from a hundred names on a list.
- You receive:
- Reseller profile scorecard with must-have, useful and disqualifying criteria.
- Business value:
- You sign fewer resellers and more of them sell, because fit was decided before the meeting.
Reseller recruitment
We map the companies matching that profile in your target markets, approach them with the written proposition, and run a structured conversation: what they sell today, which accounts they hold, who inside their team would sell yours, and what they expect to earn. Candidates are scored and referenced, then appointed on the standard agreement rather than on a private understanding.
- Why it matters:
- A reseller signed casually is a reseller who never starts. Selection decides a programme long before enablement does.
- You receive:
- Mapped candidate list, approach material, screening notes and a signed reseller agreement.
- Business value:
- Your reseller base grows with companies that already sell to the buyer you want, on terms you wrote.
Reseller onboarding
We build the path from signature to first quote: account and price list set up, agreement and registration rules explained, product and pricing training delivered, a first joint customer call planned, and a named person on your side who answers that reseller through the first ninety days. Every step carries an owner and a date, so a stall is visible in the week it happens.
- Why it matters:
- The weeks after signing decide whether a reseller ever sells. Left alone, a new reseller goes back to the products they already know how to quote.
- You receive:
- Onboarding checklist, welcome pack, product and price training, and a first-deal plan per reseller.
- Business value:
- A new reseller reaches a first quote in weeks rather than drifting, and you can see exactly where one has stopped.
Reseller enablement
We give the reseller what they need to sell without you: the pitch in their own words, answers to the objections their clients raise, a quotation template carrying the approved price, a demo or sample routine they can run themselves, a technical FAQ, and a short certification so you know who in their team is genuinely able to sell it.
- Why it matters:
- Every question a reseller cannot answer becomes a call to your office and a delay in front of their customer. Delays lose deals to whatever the reseller can already quote.
- You receive:
- Reseller sales kit, quotation and proposal templates, objection notes and a certification test.
- Business value:
- Resellers quote on their own, your team stops being pulled into every deal, and the pitch stays consistent.
Margin, incentives and deal protection
We design what the reseller earns and what they can earn more of: the base margin, extra margin for volume or certification, support on a registered deal, and any co-funded activity. Deal registration sits in the same document: what a reseller must submit, how long protection lasts, and what your direct team may and may not do on that account while it holds.
- Why it matters:
- Resellers stop investing the day a deal they developed is taken by someone else at a lower price. Protection is worth more to a good reseller than another point of margin.
- You receive:
- Margin and incentive structure, deal registration policy and a working registration tracker.
- Business value:
- Resellers bring you opportunities early instead of hiding them, and you see the pipeline before it closes.
Rules of engagement and conflict handling
We write the rules that keep the programme honest: who owns the end customer, what your direct team does when a registered account appears in its territory, how a price complaint is settled, what happens when two resellers reach the same buyer, and the grounds and notice for ending an appointment. Each rule names the person who decides and the days they have to decide in.
- Why it matters:
- Conflict handled case by case is decided by whoever pushes hardest, and every settlement becomes the precedent for the next one.
- You receive:
- Rules of engagement, escalation path and named decision owners for each type of dispute.
- Business value:
- Disputes are settled against a stated rule in days, instead of reaching the owner's desk weeks later.
Reseller performance management
We install the review: a scorecard per reseller covering registered deals, closed orders, sell-through, certification status and dormancy; a monthly one-page review with each active reseller; a quarterly view of the whole base for the business; and a stated process for reviving or releasing a reseller who has not produced.
- Why it matters:
- A reseller base without review becomes a list. The dormant names stay on it, and the productive ones get no more attention than the rest.
- You receive:
- Reseller scorecard, monthly review format and a quarterly channel performance pack.
- Business value:
- You know each month which resellers are producing, which have stalled and which appointment should end.
What you will have at the end.
- A one-page reseller proposition a prospective reseller can read and act on.
- A resale price structure and margin model built on your real order values.
- A standard reseller agreement covering price, customer ownership, support, renewals, term and exit.
- A reseller profile scorecard, including the profiles you have decided to refuse.
- A mapped candidate list of reseller companies in your target markets, with contacts and notes.
- An onboarding checklist from signature to first quote, with owners and dates.
- A reseller sales kit: pitch, objection answers, quotation template and demo routine.
- A certification test, so you know who on a reseller's team is able to sell it.
- A deal registration policy and a working registration tracker.
- Rules of engagement between your direct team and your resellers, with an escalation path.
- A reseller scorecard and a monthly review format your channel owner runs.
- An anonymised sample pack: proposition, agreement summary, registration form and scorecard extract.
How it runs
The engagement, step by step.
- 1
Read the channel you already have
We go through your existing reseller arrangements: who was signed, at what price, who agreed it, what each has sold and who holds the end customer. We speak to your sales team and to three or four resellers, including one that has stopped selling. The point is to establish what your programme currently is, unwritten, before anything new is proposed.
- You provide:
- Order and invoice history by reseller, existing agreements or email terms, and access to your sales team.
- We produce:
- A channel baseline: every reseller, their terms, their orders and their status, on one sheet.
- Done when:
- You can see, on one page, what each reseller is on and what each has actually produced.
- 2
Fix the resale economics
We model the resale from both sides. Yours: the buy price a reseller needs, the margin left after support, and the cost of servicing that reseller. Theirs: what they earn on a typical deal against what they earn on the products they already sell. If the numbers do not work for both, we say so and adjust the model, the price or the target profile before anything is published.
- You provide:
- Cost structure, current price list, discount history, and the margin the business needs to hold.
- We produce:
- A resale price structure, a margin model, and the volumes at which each tier makes sense.
- Done when:
- You can state one buy price per tier and defend it in any reseller conversation.
- 3
Write the programme
We draft the documents a reseller programme actually runs on: the proposition, the agreement, the deal registration policy and the rules of engagement between resellers and your direct team. Your team and, where sensible, your legal adviser review them. Wording is settled here, so no term has to be invented in front of a partner later.
- You provide:
- Review time from the owner, sales head and legal adviser, and decisions on points we escalate.
- We produce:
- The reseller proposition, agreement, registration policy and rules of engagement.
- Done when:
- Every term a reseller will ask about has a written answer your team agrees with.
- 4
Choose and appoint resellers
We build the profile scorecard, map candidate companies in your target markets, approach them with the proposition and run structured screening conversations. Candidates are scored, referenced and shortlisted. You decide who is appointed, the appointment is made on the standard agreement, and the reasons for refusing a candidate are recorded as well.
- You provide:
- Target markets and sectors, any candidate names you hold, and time for meetings with shortlisted firms.
- We produce:
- Profile scorecard, candidate map, screening notes and signed appointments.
- Done when:
- An agreed set of resellers is appointed on identical written terms.
- 5
Onboard and enable
Each new reseller is taken through onboarding: accounts and price lists set up, agreement and registration explained, product and pricing training delivered, sales kit handed over, certification completed. We run the first sessions with your team present, then hand the material and the schedule to whoever will run it after us.
- You provide:
- Product and technical experts for the training sessions, and a named channel owner on your side.
- We produce:
- Onboarding pack, sales kit, training sessions, certification test and a first-deal plan per reseller.
- Done when:
- Each appointed reseller has been trained, certified and has a first deal identified.
- 6
Run the first cycle with you
We work alongside your channel owner through the first months of live operation: registrations coming in, quotes going out, the first clash between a reseller and your direct team, the first request for an exception. Each is settled against the written rule, and where a rule proves wrong we correct the document rather than make a private exception. This is where a programme becomes real.
- You provide:
- Your channel owner's time, and the authority to decide exceptions when they are escalated.
- We produce:
- A live registration tracker, settled precedents, and corrections to the programme documents.
- Done when:
- The programme has survived its first real deals, conflicts and exception requests.
- 7
Install the review and hand over
We set the reseller scorecard, agree the monthly review format with each active reseller and the quarterly view for the business, and train your channel owner to run both. We also agree what happens to a reseller who does not produce, so dormancy is handled by process rather than avoided. Then the whole programme is handed over in one pack.
- You provide:
- The person who will own the channel after the engagement, and their diary for the review rhythm.
- We produce:
- Reseller scorecard, review formats, a dormancy process and a complete programme handover pack.
- Done when:
- Your own channel owner runs the monthly and quarterly reviews without us.
Ways to work with us
Design the reseller programme, or recruit and enable the first cohort.
Reseller programme build
The full engagement: baseline, resale economics, programme documents, recruitment, onboarding, enablement and the review rhythm, handed over to your own channel owner.
Programme design only
The economics and the documents: proposition, resale price structure, agreement, registration policy and rules of engagement. Your team recruits and runs it from there.
Reseller recruitment sprint
You already have a programme. We map, approach, screen and help you appoint resellers in one market or sector, against the terms you already hold.
Reseller enablement pack
Your resellers are signed but cannot sell without you. We build the sales kit, quotation templates, objection answers and certification, then train the first group.
Channel review and reset
An existing reseller base that has drifted. We baseline it, move the terms onto one structure, and agree what happens to each dormant appointment.
Retained channel support
A monthly rhythm: reviews run, scorecards maintained, new resellers onboarded, and the programme corrected as your price and markets change.
Why Gully Sales
What you are actually choosing when you choose us.
We build the whole motion, not only the document
A reseller programme fails between the signature and the first quote. Gully Sales stays through recruitment, onboarding, enablement and the first live deals, so what is written is also what happens.
The economics are tested from both sides
We model what your business keeps and what the reseller earns against the products they already sell. A structure that only works on your side is one resellers quietly ignore.
Built for how Indian SMBs actually sell
Relationships, informal terms, price sensitivity and a small team. We write rules a business of your size can enforce, not a channel manual copied from a multinational.
Sales and marketing planned together
Gully Sales works across marketing, sales, channel, customer success and revenue operations. The demand you create and the resellers who convert it are planned in one place, not in two silos.
Your team owns it afterwards
Everything is written, templated and taught. At handover your channel owner runs reviews, appointments and exceptions with the documents in front of them, and no dependence on us.
Where it applies
The same service, in different businesses.
Software and SaaS
- The situation:
- A software firm sells directly to the customers it can reach, while IT service companies in other cities already sit inside the accounts it wants.
- How it applies:
- Reseller proposition and margin model, an agreement with deal registration, certification for the reseller's own presales team, and a monthly registration review.
- Likely benefit:
- The firm reaches accounts it has no relationship with, and knows which reseller is working which customer.
Industrial equipment
- The situation:
- A manufacturer's product is specified by consultants and installed by solution providers, who buy it, add their own scope and invoice the plant themselves.
- How it applies:
- A resale price structure by volume, technical certification before appointment, quotation templates, and a rule for when the direct team meets a registered account.
- Likely benefit:
- Reach into plants the sales team cannot visit, with the price and the specification held steady.
IT hardware and networking
- The situation:
- Several resellers quote the same enterprise buyer at different prices from the same source, and the buyer negotiates against the confusion.
- How it applies:
- Deal registration with stated protection, one buy price per tier, and an escalation rule naming who settles a clash and within how many working days.
- Likely benefit:
- One reseller works each opportunity, and the price the customer sees stops moving with the seller.
Business services
- The situation:
- A compliance services firm is bundled into larger consultants' engagements, but each consultant negotiated a different fee split and none of them sells it actively.
- How it applies:
- One resale structure for every consulting partner, a partner-facing pitch and proposal template, and a quarterly review of what each has actually placed.
- Likely benefit:
- The firm can see what the partner route produces, and decide where more investment is worth making.
Building materials and fittings
- The situation:
- Contractors and interior firms buy the brand and resell it inside their own projects, but the brand only learns of a site after the order has been placed.
- How it applies:
- A registration route for project opportunities, a project price structure, and a short kit the contractor's team can present to the client.
- Likely benefit:
- Projects become visible while the material is still being decided, not after it has been chosen.
Healthcare and diagnostics
- The situation:
- A diagnostics product is resold by medical equipment suppliers who also carry competing lines and lead with whichever is easiest for them to quote.
- How it applies:
- Certification, a quotation and demo kit, extra margin tied to certified sales, and a monthly review of registered opportunities.
- Likely benefit:
- The supplier's team can quote the product confidently, and has a stated reason to lead with it.
Questions buyers ask
Before you enquire, the answers you will want.
What makes a reseller programme worth it for both sides?
The reseller earns a margin they could not earn from their own services alone, on a product their client already needs, with a deal they know will be protected. You reach customers you hold no relationship with, without hiring a salesperson in that market. We model both sides before anything is published. If your price cannot fund a reseller's margin and yours, we say so at that point rather than after the programme launches.
How is a reseller different from a dealer or a distributor?
A reseller buys and sells on under its own invoice, usually to customers it already serves, and often bundles your product with its own work. It rarely holds stock and rarely takes a territory. A dealer or distributor carries stock, covers a defined area and sells into a market you both know. The economics, the protection and the enablement each one needs are different, so they need different programmes.
How long does building a reseller programme take?
It depends on how many markets you want covered and how much of the work your team runs. Reading the existing channel and settling the resale economics comes first, then the documents, then recruitment, onboarding and the first live cycle. Gully Sales does not publish fixed timelines, because a two-market build and a national reset are different pieces of work. You get a written sequence with named stages before we start.
What inputs do we need to provide?
Order and invoice history by reseller, your cost structure and price list, any existing agreements or email terms, and access to your sales team and a few current resellers. After that we need decision time from the owner or sales head, product experts for the training sessions, and one named person who will own the channel after handover. That last one matters most of all.
How do you stop resellers undercutting our own sales team?
With three things written down together: one buy price per tier, so nobody holds a private number; deal registration, so a customer is claimed and confirmed before work starts; and rules of engagement saying what your direct team does when a registered account appears in its territory. Each rule names who settles a clash and how many days it may take. Conflict is then decided by policy, not by whoever escalates hardest.
How is success measured?
Against the baseline recorded before anything changes. The regular measures are active resellers against appointed, coverage of your target markets, registered pipeline counted before deals close, time from signature to first quote and first order, sell-through to end customers, realised margin against the published structure, registration clashes and the days taken to settle them, and retention after twelve months.
What is excluded from the scope?
Gully Sales does not sell your product for you, act as your reseller, sign agreements on your behalf, or provide legal drafting: your own adviser reviews the contract we prepare. Manufacturing, logistics, credit decisions and end-customer support stay with you. We also do not build software. Where a portal or CRM is needed, we specify what it must do and work with your provider.
We already have resellers on different prices. Can that be fixed?
Usually, though not in one letter. We baseline what each reseller is on and what each has produced, then move the base onto one structure in a planned sequence: new appointments on the new terms immediately, existing resellers at their next review or price revision, each change explained in a conversation rather than a circular. Some appointments will end. Deciding which ones is part of the work.
4 more questions
How many resellers should we appoint?
Fewer than most owners expect. Reach comes from a small number of companies that already sell to your buyer and have people able to quote your product. A long list of casually signed names produces support requests and price pressure without orders. We set the number from your target markets and from the deals one capable reseller can realistically work in a quarter.
Who owns the end customer in a reseller model?
That has to be settled in writing before the first deal, and it is where most disagreements begin. The reseller usually owns the commercial relationship and the invoice, while you need the customer's identity for support, renewals and forecasting. The agreement states what data is shared, who handles support, what happens at renewal, and what happens to those customers if the appointment ends.
Do we need a partner portal or PRM software for this?
Not to begin with. Most Indian SMBs can run registrations, price lists and scorecards on a shared sheet and their existing CRM, and a portal bought too early becomes another empty system. Once registrations are steady and the base grows past what one person can track, the case for a portal is easy to make. We specify it then, from a process that already works.
Can you also find and manage the resellers for us?
Yes. Recruitment is part of the full engagement: we map candidate companies in your markets, approach them with your proposition, screen and reference them, and support the appointment conversations. You decide who is signed. Afterwards a retained arrangement can keep the reviews running, onboard new resellers, and correct the programme as your price and markets change.
Talk to us
Build a reseller channel that sells at the price you set.
A first conversation is a conversation, not a pitch. Tell us how many resellers you have, what each is on, and where you want reach. If a reseller route is not right for your product, we will say so.
- No obligation and no sales script
- A reply from someone who does the work
- Your details are never sold or shared