The project
Somebody has to pick up the phone
A services business loses more revenue to slow responses and an empty pipeline than to losing bids. This process places both problems with a partner.
The two halves of the problem
The first half is inbound. Akontec's Category 03 runs a master site and four vertical sites, each carrying forms, numbers and chat. Enquiries arrive at all hours and in every shape — a genuine ERP requirement, a small business asking what digital marketing costs, a recruiter's pitch, a student's question. Every one needs answering quickly, because in professional services the firm that responds first is very often the firm that gets shortlisted. Consultants cannot do that: they are billable, they are in workshops, and a form that arrives at eleven sits until the evening.
The second half is outbound. Inbound alone does not fill a services pipeline — it is lumpy, it skews toward the smallest engagements, and it arrives for whichever vertical happens to be ranking that quarter. Deliberate pipeline means target lists per service, a segment worked properly, and somebody making the first fifty calls that produce the one conversation worth a consultant's hour.
Why it is being placed with a partner
Because both halves are floor work, not expert work. They need speed, coverage across time zones, disciplined follow-up and supervision — a BPO service provider's core competence. Building the same capability in-house would mean Akontec recruiting, training, rostering and covering attrition on a contact floor, which is precisely the thing it would rather buy than build.
So the line is drawn where it always is. Akontec owns the services, the pricing, the scoping and the commercial risk. The partner owns the floor, the people and the supervision. The desk never quotes and never advises; it finds the conversation and puts it in front of somebody who can.
The five service lines
Five services, five buyers, one desk
The pitch, the qualifying question and the person who answers the phone are different for every line. That is why an agent certifies on two lines, not five.
| Service line | Who buys it | What a good enquiry looks like |
|---|---|---|
| Digital Marketing & Lead Generation | Founder or marketing head, SMB to mid-market | An active budget, a product with a defined market, and dissatisfaction with current agency or in-house output |
| Professional Employees (PES) | HR head or operations head | A live headcount requirement with an approved budget, a role definition and a joining window |
| AI Automation Services | Operations head or COO | A repetitive, high-volume process the business can name, with a cost or error problem attached |
| SaaS / PaaS / ERP Development | CTO, IT head or managing director | A defined build or replacement need, a decision maker identified, a timeline inside twelve months |
| Technology Consulting & Implementation | Managing director or board | A stated problem — systems, scale, cost or compliance — and the authority to commission advice |
A large share of inbound arrives on the wrong page: a company asking about hiring that actually needs automation, a marketing enquiry that is really an ERP problem. The desk is trained to hear that and route it to the line that fits rather than the line it landed on. Correct re-routing is scored as a win on the quality form, not as a deviation.
Ownership
What stays with Akontec
The partner is never asked to carry pricing risk, scope risk or a client contract. Anything on this list routed to Akontec is scored as a correct answer, not a failure.
Scoping and pricing
The proposal itself, every rate and estimate, commercial terms and negotiation. The desk describes what a service covers; it never puts a number on it.
Professional advice
Every recommendation, technical opinion and solution design. A discovery call exists precisely so that a consultant, not an agent, answers the question the prospect really came with.
The client relationship
Acceptance or rejection of every opportunity raised, the contract that follows, the delivery behind it, and the marketing spend and sites that generate inbound in the first place.
The engagement
Shape of the deal
| Contracting entity | Akontec Synergy Private Limited, CIN U70200WB2026PTC288824 |
| Streams covered | Inbound enquiry, outbound lead generation, nurture and pipeline support |
| Service lines | Allocated individually — a partner takes one or more, not the category by default |
| Minimum and maximum | 10 seats minimum, 50 seats maximum on a single allocation |
| Allocation policy | Blocks of five seats. A first-time partner takes two lines and up to fifteen seats; the balance follows one full scorecard month at or above the eighty-point band |
| Role bands | Two, held at a 70 / 30 mix and adjusted only by written amendment |
| Term and lock-in | Twelve months, three-month lock-in from go-live, then sixty days' notice either way |
| Exclusivity | Non-exclusive both ways; non-solicitation of Akontec clients for the term plus twenty-four months |
| Go-live | Thirty-five days from signature |
| Offer validity | Forty-five days from the date of issue |
Next: what the desk actually does.
Three streams, their workstreams, and the bar an opportunity has to clear.