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GullySales

Your closers should be closing, not spending mornings hunting for someone to call.

Gully Sales runs a managed sales development desk for you: representatives who research, contact and qualify buyers to an agreed standard, and hand your sales team meetings that are worth attending.

  • A dedicated representative working your pipeline, not a colleague squeezing calls in
  • Meetings that meet a written qualification standard before they reach your team
  • A weekly number you can inspect: contacts reached, replies, meetings booked and held
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Gully Sales Private Limited works with small and medium businesses across India, and every conversation is held in your company's name, to your standards.

In one paragraph

What is SDR and BDR Services for Indian SMB Sales Teams?

SDR and BDR services give you sales development capacity without hiring and managing it yourself. Gully Sales defines your ideal customer profile, sources and verifies contact data, runs outreach in your name across the right channels, qualifies every reply against an agreed standard, books meetings into your team's calendar and reports the numbers each week.

The problem

Prospecting is everyone's job, which usually means it is nobody's.

Most growing Indian businesses do not have a prospecting problem because their people are careless. They have one because prospecting is the only task with no deadline attached to it. A quotation must go out today. A customer complaint must be answered today. Contacting a company you have never spoken to can always wait until tomorrow, and it usually does. So the top of the pipeline fills in a quiet week and empties in a busy one, and nobody decided that should happen.

You will recognise it as

  • Your two strongest salespeople spend mornings building lists and dialling, and only afternoons in real selling conversations.
  • The pipeline follows the mood of the month: healthy after a slow week, thin after a busy one.
  • You hired a junior for calling, nobody had time to train or supervise them, and they left within six months.
  • New business arrives almost entirely through referrals, so when the referral network is quiet the month is quiet too.
  • Nobody can tell you how many new companies were contacted last week without opening three different spreadsheets.
  • Meetings that reach your sales team are often with people who cannot decide or cannot pay, so the team stops taking them seriously.

What it costs the business

  • The most expensive selling hours in the business are spent on research and dialling instead of on the conversations only senior people can have.
  • Growth stays capped by the founder's own calendar, because the founder's network is still the only dependable source of new enquiries.
  • Hiring feels risky: the one representative who resigns takes the list, the call notes and six months of learning out of the door with them.
  • The forecast cannot be planned, because the top of the pipeline is not a process. It is whoever happened to have spare time that week.
  • New segments and territories stay untested, so the business keeps competing for the same customers it already knows.

Why it persists. It persists because a sales development desk is genuinely hard to run inside a small company. One person has to be recruited, trained, given a script, coached every week and covered when they resign, usually by a sales head who is already carrying a target. Tools and data cost money before they produce anything. And the work looks unproductive for the first several weeks, which is exactly the point at which most owners stop it and quietly go back to depending on referrals.

If it stays unresolved. Left alone, the business grows only at the speed of its existing relationships. New segments stay untested because nobody has time to test them. When a large customer leaves or a referral source dries up there is no second engine to start, only a scramble. And the longer prospecting stays informal, the harder it becomes to hire for, because there is nothing written down to hand a new person.

What changes

What changes when prospecting has an owner, a standard and a number.

In the first weeks

  • A written ideal customer profile, so effort stops going to companies that were never going to buy.
  • A verified working list your representative can start contacting in the first weeks, not eventually.
  • A single agreed definition of a qualified meeting, understood the same way by us and by your closers.

In how the work runs

  • Outreach happens every working day at an agreed volume, whether or not the month is busy.
  • Every reply is qualified against the written standard before a meeting is placed in your calendar.
  • Contacts, conversations and outcomes are recorded in your CRM, so the work stays with you when a person changes.
  • Your sales team receives a briefing before each meeting instead of a name and a phone number.

In sales and marketing

  • Senior selling time moves from list building to meetings with people who can actually buy.
  • A new city, segment or product can be tested with a few weeks of outreach rather than a new hire.
  • Pipeline is created at a steady rate, so a slow month is visible weeks before it becomes a slow quarter.

In what management can see

  • A weekly number: companies contacted, conversations held, meetings booked, meetings actually kept.
  • Evidence of which segment, message and channel is producing replies, and which is producing silence.

Over the longer term

  • A prospecting method that belongs to your business, written down and ready to hand to an in-house team.
  • The option to build your own desk later, with the script, standard and numbers already tested.

Gully Sales controls the research, the outreach, the qualification standard, the booking discipline and the weekly reporting. Whether a qualified prospect buys depends on your offer, your pricing, your competition and how your team runs the meeting. No prospecting desk can decide that for them.

Who it is for

You need this when prospecting has stopped being anybody's job.

The businesses it suits

  • Businesses with capable closers whose selling time is being consumed by list building and cold calling.
  • Companies entering a new city, segment or export market where nobody in the team has existing contacts.
  • Founders who are still the main source of new business and want a second engine that does not depend on them.
  • B2B firms with a defined offer and an order value large enough to justify a person spending time on each prospect.
  • Teams that have tried hiring a junior caller twice and lost both before they became productive.
  • Companies with a CRM in place, or willing to put one in place, so the work can be recorded and handed back.
  • Sales heads who want the top of the funnel measured weekly rather than described in a monthly meeting.

What usually prompts the call

  • A quarter has ended short, and the honest reason was too few conversations rather than too few closes.
  • Referrals are the only reliable channel, and this month the referrals were quiet.
  • A new product or territory has been launched with no plan for who will contact the market.
  • A representative has resigned and the pipeline they were building has already gone cold.
  • Marketing has started producing enquiries and nobody is calling them on the same day.
  • You are planning to hire an in-house team and want the method proven before you commit to salaries.

What Gully Sales does

The work, component by component.

Ideal customer profile and target segments

We work out which companies are worth a representative's time, using your won and lost history, order values, repeat behaviour and how quickly each type of buyer decides. The profile names industry, size, geography, the role to reach first and the disqualifiers that stop a company from entering the list at all. It is deliberately narrow at the start and widened only when the data supports it.

Why it matters:
Outreach to a broad list produces polite refusals and teaches your team that prospecting does not work.
You receive:
Written ICP with segment definitions, target roles, disqualifiers and the reasoning behind each choice.
Business value:
Every hour of outreach is spent on companies that resemble the customers you already serve well.

The working list your desk actually dials

We build and maintain the list the representative works this week: companies matched to the profile, the right people inside them, verified phone numbers and email addresses, and the source recorded against each record. Bounced, wrong and unreachable records are removed continuously rather than left to clog the sequence. Database building and enrichment at scale is a separate service.

Why it matters:
A representative working from a stale list spends the day on numbers that ring nowhere and blames the method.
You receive:
Verified working list refreshed on an agreed cycle, with sources, ownership and removal rules recorded.
Business value:
Contact attempts turn into conversations at a rate you can actually measure and improve.

Message, sequence and channel mix

We write what your representative says and sends: the opening call guide, the follow-up emails, the WhatsApp and LinkedIn messages where they fit, and the order and spacing of those touches. Sequences are written per segment, because a plant head and a procurement manager do not respond to the same opening. Regional language calling is used where the market expects it.

Why it matters:
Indian buyers answer the phone more readily than they answer email, and a sequence written for another market simply fails here.
You receive:
Segment-wise sequences with call guides, mail and message templates, objection responses and touch spacing.
Business value:
Replies come from the message and the timing, not from how persuasive one individual happens to be that day.

The qualification standard

Before any calling starts we agree in writing what makes a conversation worth your sales team's time: need, authority or access to it, budget reality, timing and fit against the disqualifiers. Every prospect is scored against that standard, and the ones that fail are recorded with the reason rather than pushed through to fill a weekly count.

Why it matters:
A meeting that fails on the first question costs your closer an hour and costs the desk its credibility.
You receive:
Written qualification standard, scoring sheet, disqualification reasons and a monthly review of borderline cases.
Business value:
Your team can trust that a booked meeting has already been checked against the same criteria they would use.

Booking, briefing and handover

Qualified prospects are booked directly into your team's calendar with a confirmation to the prospect and a short brief to your closer: what the company does, why they agreed to meet, what was said, what to expect and what remains unknown. Reminders go out before the meeting, no-shows are rescheduled, and the outcome is logged back against the record.

Why it matters:
Most lost meetings are lost between the booking and the day itself, through silence rather than disinterest.
You receive:
Calendar booking, confirmation and reminder flow, a one-page brief per meeting and a logged outcome for each.
Business value:
Your closer walks into the meeting already knowing the story, and fewer confirmed meetings quietly disappear.

The representative: selection, ramp and coaching

We select the person, train them on your offer, ramp them through listening and supervised calling, and coach them weekly with recorded call reviews. Cover is arranged for leave and for exits, and the notes, list and sequences sit in your systems so the desk survives a change of individual. A supervisor reviews quality independently of the activity count.

Why it matters:
In-house sales development usually fails at the management layer, not at the calling layer.
You receive:
Named representative with a ramp plan, weekly coaching notes, call quality reviews and a written cover arrangement.
Business value:
You get a managed function rather than one more person to supervise on top of an existing target.

Weekly optimisation and reporting

Each week we read what happened: which segment answered, which opening produced conversations, which message was ignored, where prospects dropped away, and how quickly inbound enquiries were called. One or two changes are made, and the rest is left alone long enough to produce evidence. You receive a report you can read in five minutes.

Why it matters:
Changing everything at once means never knowing which change worked, and changing nothing means learning nothing.
You receive:
Weekly report against baseline, a written note of what changed and why, and a monthly review with your sales head.
Business value:
The desk improves month by month on evidence, and you can see exactly what is driving the improvement.

What you will have at the end.

  • Written ideal customer profile with segments, target roles, disqualifiers and the reasoning behind each choice.
  • Verified working contact list, refreshed on an agreed cycle, with sources and removal rules recorded.
  • Segment-wise outreach sequences covering call, email, WhatsApp and LinkedIn touches, with timing and spacing.
  • Call guides, opening scripts, objection responses and voicemail and gatekeeper handling, in the languages agreed.
  • Written qualification standard, scoring sheet and the list of reasons a prospect may be disqualified.
  • A sample anonymised call recording and meeting brief, so you can see the standard before the desk goes live.
  • Calendar booking, confirmation and reminder flow, with a rescheduling rule for no-shows.
  • One-page meeting brief for every meeting handed to your sales team, and the outcome logged back to the record.
  • CRM fields, stages and views for the top of the funnel, so activity is reportable without a side spreadsheet.
  • Weekly activity and outcome report against an agreed baseline, plus a monthly review with your sales head.
  • Coaching notes and call quality reviews for the representative, shared with you rather than kept internal.
  • Handover pack with the sequences, standard, list rules and reporting, ready for an in-house team to take over.

How it runs

The engagement, step by step.

  1. 1

    Baseline the top of your funnel

    We look at how new business actually arrives today: enquiry sources, how many new companies are contacted in a normal week, how quickly enquiries are called back, what conversion looks like from first conversation to order, and where records are missing. Where nothing is recorded we say so plainly and start counting from the first clean week.

    You provide:
    CRM or enquiry records, recent quotations, call logs where they exist, and time with the people who sell today.
    We produce:
    A baseline note describing current outreach volume, response, meeting and conversion rates, and the gaps in the data.
    Done when:
    You agree the baseline is a fair picture of how the top of your pipeline works today.
  2. 2

    Define the profile and the qualification standard

    We agree who is worth contacting and what makes a conversation worth your team's time. Both are written down and signed off, including the disqualifiers, because a standard agreed verbally is remembered differently by the person booking and the person attending.

    You provide:
    Won and lost history, pricing boundaries, capacity limits and the segments you want tested this quarter.
    We produce:
    Written ICP, segment definitions, the qualification standard and the scoring sheet.
    Done when:
    Your sales head confirms they would attend a meeting that meets the written standard.
  3. 3

    Build the list and the outreach system

    We source and verify the first working list, set up the calling and mailing tools, configure the CRM fields and stages the desk will use, and put the compliance and consent rules in place for calls and messages. Nothing goes out until the record keeping is ready to hold what comes back.

    You provide:
    CRM access, a company email domain for outreach, phone arrangements and approval of the tools proposed.
    We produce:
    Verified working list, configured outreach tools, CRM fields and stages, and the record keeping rules.
    Done when:
    A representative can open the system and see who to contact, what to say and where to record it.
  4. 4

    Write the sequences and rehearse them

    We write the call guides, mails and messages per segment, then rehearse them with your team so the language matches how your business actually talks about itself. Your product and technical people correct what is wrong before a prospect ever hears it.

    You provide:
    Two working sessions with sales and technical staff, product boundaries and any claims that must not be made.
    We produce:
    Approved segment-wise sequences with call guides, templates, objection responses and touch spacing.
    Done when:
    You have read and approved every word a prospect will hear or receive in your name.
  5. 5

    Ramp the representative and start calling

    The representative is trained on your offer, listens to your sellers, makes supervised calls, and then begins at a controlled volume. Early calls are reviewed closely and the sequence is corrected while the volume is still small enough to correct cheaply.

    You provide:
    Product training time, answers to technical questions within the day, and a named person for escalation.
    We produce:
    A ramped representative, reviewed early call recordings and the first corrections to the sequences.
    Done when:
    Conversations are being held daily and the first qualified meetings have reached your team.
  6. 6

    Run the weekly optimisation rhythm

    Each week we review activity, replies, qualification outcomes and meeting attendance, listen to a sample of calls, and change one or two things. Feedback from your closers on the quality of meetings goes into the same review, because they are the only people who can say whether the standard is holding.

    You provide:
    Feedback from closers on every meeting held, attendance at a short weekly review and honest disagreement.
    We produce:
    Weekly report against baseline, call quality reviews, coaching notes and a written record of what changed.
    Done when:
    The weekly numbers are stable enough to plan against rather than moving unpredictably.
  7. 7

    Measure against baseline and decide what happens next

    After an agreed period we compare everything against the baseline, segment by segment and channel by channel, and decide together whether to widen the profile, add capacity, change the channel mix or hand the desk to an in-house team.

    You provide:
    Order outcomes from the meetings held, so pipeline and conversion can be read honestly rather than estimated.
    We produce:
    Performance review against baseline, recommendations, and a handover pack if you are building in-house.
    Done when:
    You can state, with numbers, what the desk produced and what you want it to do next.

Ways to work with us

You can test the approach first or run the whole desk with us.

Sales development assessment

A short engagement that baselines your current outreach, writes the ideal customer profile and the qualification standard, and tells you whether an outsourced desk or an in-house hire fits your situation better.

Pilot desk

One representative, one or two segments and a fixed period, run to the full method with weekly reporting. Enough to prove whether your market responds before you commit to a larger programme.

Managed SDR or BDR desk

An ongoing desk of one or more representatives with a supervisor, covering research, outreach, qualification, booking, handover and weekly optimisation, reported against a baseline you agreed at the start.

Inbound and outbound combined

The desk works your inbound enquiries within the day and fills the remaining capacity with outbound prospecting, so marketing spend and outbound effort feed one pipeline instead of two.

Build and hand over an in-house desk

We run the desk, prove the method, then help you recruit, train and hand over to your own representatives, leaving the sequences, standard, tooling and reporting behind.

Why Gully Sales

What you are actually choosing when you choose us.

The desk does not depend on one person staying.

Selection, training, coaching, quality review and cover are part of what you buy. The list, the sequences and the call notes sit in your systems, so a change of individual costs you a handover rather than six months of lost learning.

We qualify against your standard, not against a call target.

The standard is written and signed off before calling begins, and disqualified prospects are recorded with the reason. A desk paid to fill a diary will fill it. We would rather book fewer meetings and keep your closers trusting them.

The outreach is written for Indian buying behaviour.

Phone before email, WhatsApp where the buyer prefers it, gatekeepers who decide who reaches the promoter, and regional language where the market expects it. Sequences copied from another market get ignored here, politely and completely.

Everything is written down and stays with you.

The profile, sequences, standard, CRM structure and reporting are yours from the first week. Whether you keep the desk with us or build your own later, you are not starting from a blank page.

Sales and marketing sit in one system.

Gully Sales works across marketing, sales, customer success and revenue operations. The desk can be fed by your campaigns and content and can report into the same pipeline, instead of running as a separate activity nobody connects.

You can inspect the work, not just the summary.

Call recordings, meeting briefs, disqualification reasons and weekly numbers are shared with you. If the desk is not working you will see it in the data before anyone has to admit it in a meeting.

Where it applies

The same service, in different businesses.

Industrial manufacturing

The situation:
A components maker depends on a handful of long-standing OEM buyers, and the technical sales engineers who could open new plants have no time left after servicing existing accounts.
How it applies:
The desk researches plants by process and capacity, reaches design and purchase contacts, qualifies for current supplier, volume and approval cycle, and books technical meetings for the engineers.
Likely benefit:
Engineers spend their time in plant meetings, and new accounts stop depending on whoever the founder already knows.

Business and professional services

The situation:
A consulting firm wins work almost entirely through referrals, so a quiet quarter in the network becomes a quiet quarter in revenue with no warning.
How it applies:
The desk builds a second channel: named target companies, a role-wise opening around a specific problem, and qualification on budget authority and timing before a partner is asked for an hour.
Likely benefit:
Partner time goes only to conversations that have already been checked, and referrals stop being the only engine.

Healthcare and medical equipment

The situation:
A medical equipment supplier needs to reach hospitals and diagnostic chains where a doctor recommends, an administrator budgets and a committee approves, and the sales team can only cover a few cities.
How it applies:
Representatives map and reach the administrator and biomedical contacts, qualify against installed equipment, replacement cycle and budget period, and book demonstrations for the field team.
Likely benefit:
Field visits are planned around confirmed, qualified appointments rather than around hopeful travel.

Building materials and interiors

The situation:
A brand needs to be present with architects, contractors and project developers before specifications are frozen, but nobody is systematically tracking which projects are at that stage.
How it applies:
The desk works project and firm lists city by city, opens conversations with specifiers, qualifies on project stage and decision role, and hands sales a briefed meeting at the right moment.
Likely benefit:
Conversations happen while the specification is still open instead of after a competitor has been written in.

Logistics and supply chain services

The situation:
A logistics company competes on service in a market where buyers switch only at contract renewal, and the team has no way of knowing when those renewals fall due.
How it applies:
Outreach is built to find and record renewal timing, current provider and pain, and prospects are nurtured on a dated sequence so the conversation restarts a quarter before renewal.
Likely benefit:
The company is in the conversation at the moment a change is possible, rather than months after the decision.

Technology and software

The situation:
A software firm generates website enquiries that sit unanswered for two days because the founders are in delivery, and paid campaigns are producing leads nobody has time to call.
How it applies:
The desk answers inbound enquiries the same day, qualifies them against the written standard, books demonstrations, and uses the remaining capacity for outbound into the same profile.
Likely benefit:
Marketing spend converts at a higher rate because someone reliably calls, and outbound fills the gaps between campaigns.

Proof

Work we can point to.

Agrinia, which works with farmers on natural and organic produce

The problem:
Agrinia sought a comprehensive sales strategy to streamline operations, strengthen market presence and drive growth, having struggled with generating and qualifying leads and with closing sales.
What we did:
Gully Sales set business, sales, marketing, operational, financial and HR goals, researched the customer base to produce ideal customer profiles and buyer personas, mapped the buyer's journey and trained the team in sales techniques.
The result:
The case study reports higher-quality leads and increased conversion rates from lead generation and qualification, together with increased sales efficiency and higher sales closure rates.
Read the case study

Kambar Group

The problem:
The sales process lacked structure, so planning, lead generation and closing depended on who was available rather than on a method.
What we did:
Gully Sales worked on strategic planning, lead generation, sales enablement and closure techniques to make the sales process more efficient.
Over:
The result:
The case study reports improved sales processes and greater efficiency.
Read the case study

Premier Marketing

The problem:
Enquiries were arriving without a reliable way to handle them, which slowed sales across domestic and industrial segments.
What we did:
Gully Sales worked on reach, lead handling and sales acceleration across the company's domestic and industrial business.
Over:
The result:
The case study describes enhanced reach, streamlined lead handling and accelerated sales.
Read the case study

Questions buyers ask

Before you enquire, the answers you will want.

What qualifies a meeting before it reaches our sales team?

Whatever you and we write down before calling starts. Usually it covers a real need we can name, the person having authority or clear access to it, a budget position that is realistic for your pricing, a timeframe, and none of the agreed disqualifiers. Every prospect is scored against that sheet, and the ones that fail are logged with the reason instead of being pushed through to fill a weekly count.

How long does the engagement take before we see meetings?

Setup comes first: baseline, profile, qualification standard, list, tools and sequences. Then the representative ramps through training and supervised calling before moving to full volume. First conversations usually begin well before the numbers stabilise, and the weekly figures become reliable only after several weeks of consistent activity. We agree the sequence and the checkpoints in writing, and we do not commit to dates that depend on how quickly your market answers.

What do you need from us to run the desk?

Won and lost history, recent quotations, CRM or enquiry records, and time with the people who sell today. Then product training for the representative, a named person who answers technical questions within the day, a company email domain and phone arrangement for outreach, calendar access for booking, and feedback from your closers on every meeting held. That last one matters most: without it the standard cannot be corrected.

How is success measured on a sales development desk?

Against the baseline recorded before we start. Early on we read contacts reached, response rate and conversations held. From the first month we read qualified opportunities, meetings booked and meetings kept. Over a quarter or two we read pipeline created, speed to lead, conversion from meeting to proposal to order, and cost per qualified meeting. Disqualification reasons are reported too, because they show whether the profile itself needs correcting.

What is excluded from an SDR or BDR engagement?

The desk prospects, qualifies and books. It does not run your demonstrations, negotiate, prepare proposals or close orders, and it does not manage your existing customers. Advertising, campaign management, content production and website work are separate services. Large scale database building and enrichment is also separate. We will tell you plainly if your offer or pricing, rather than your prospecting, is what is limiting results.

What is the difference between an SDR and a BDR, and which do we need?

In common usage a sales development representative works the enquiries your marketing produces, and a business development representative goes outbound to companies who have never heard of you. Many Indian SMBs need both, from the same desk. If you already generate enquiries that go uncalled, start inbound. If nothing is coming in, start outbound. We agree the split from your baseline, not from the job title.

Do the representatives speak in our company's name?

Yes. They introduce themselves as part of your sales team, use your company email domain, follow the script you approved and record everything in your CRM. To the prospect it is your business calling, because it is your business they are being asked to meet. You approve every word of the opening, the mails and the messages before a single call is made.

How is this different from your appointment setting service?

Appointment setting is the booking task, usually run against a list and a script you already have. A sales development desk owns the whole top of the funnel: who to target, where the data comes from, what is said across channels, what counts as qualified, how the meeting is handed over and how all of it is improved each week. If you only need meetings booked from an existing list, appointment setting is the lighter option.

4 more questions

What happens if the representative leaves?

Cover and replacement are our responsibility, not yours. The working list, sequences, call notes and outcomes live in your systems throughout, and a supervisor already knows the account, so a replacement is briefed against written material rather than against one person's memory. This is the main reason SMBs outsource the function: an in-house exit usually costs six months of learning.

Could badly done outreach damage our brand?

It can, which is why you approve the scripts, we record calls, a supervisor reviews quality separately from the activity count, and consent and do-not-call rules are applied to numbers and mail. Prospects who ask not to be contacted are suppressed permanently. We would rather make fewer calls at a standard you would be comfortable overhearing than a larger number you would not.

Which channels and languages do you use?

Phone first in most Indian B2B markets, supported by email, WhatsApp where the buyer prefers it, and LinkedIn for roles that respond there. The mix is chosen per segment from what actually produces conversations, then adjusted weekly on evidence. Regional language calling is arranged where the market expects it, and the call guide is written in that language rather than translated word for word.

Can we bring the desk in-house later?

Yes, and several clients plan for it from the start. Because the profile, sequences, qualification standard, CRM structure and reporting are yours from the first week, handover is a training exercise rather than a rebuild. We can help you write the role, interview candidates, train them and run the first weeks of supervision, then step back to a review role or step away entirely.

Talk to us

Tell us what your pipeline looks like at the top.

Discuss an Outsourced Sales Programme with us and we will look at how new business reaches you today. It is a working conversation, not a pitch, and we will say plainly if an in-house hire would serve you better than an outsourced desk.

  • 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 sell or share them, anything you tell us about your customers and pipeline stays confidential, and we can sign a confidentiality agreement first.

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