International · Hybrid · Dedicated seats · AKO-LGN-PIP-2026-03

A sales process, not a call centre process. The difference decides whether it works.

Akontec is placing a business-to-business lead generation and appointment setting process with selected BPO service providers in India. Outbound calling, sequenced email and professional social outreach, run by trained representatives against a defined ideal customer profile. Billing is per seat per month, with an incentive band on accepted appointments.

Apply to deliver this process See how appointments are accepted

Base rate: $1,100per productive seat, per calendar month, flat
Seat band: 10–40ten is a pilot; twenty-five is a business
Incentive: Up to 12%the widest band Akontec places, gated on quality
To live outreach: 18 dayssignature to wave one on live territories

01 — How a prospect is worked

One fixed sequence, three channels, twenty-one days

The sequence is published by Akontec, approved by the client, and configured in the sales engagement tool. Representatives do not invent their own. The three channels are not alternatives — they run together against the same prospect, and a representative who works only the phone will not reach the standards behind the rate.

The 21-day cadence

CallEmailSocial

Day 1Research and openConfirm fit against the profile, send the opening email

Day 2First call attemptAt the best-known contact time for the role

Day 4Social connectionFrom the representative's real named profile

Day 6Second call attemptA different time of day, not the same slot again

Day 9Value emailReferences a specific trigger in the account

Day 12Third call attempt—

Day 15Social messageFollowing the accepted connection

Day 18Fourth and final call—

Day 21Close the sequenceBooked, nurture, or disqualified with a reason

55% of effort

Outbound calling

The primary channel. Reaches the decision maker, qualifies, and books the meeting in the conversation. The client owns the caller identity; you operate the dialler.

30% of effort

Sequenced email

Opens the door before the call, follows a conversation, and confirms every booking in writing. Sent through the client's own domain and sending infrastructure.

15% of effort

Professional social

Connection and message from a real named profile. Warms the account and reaches people who do not answer phones. Real profile, real name, no automation.

02 — The unit of output

A meeting the client's salesperson is glad they took

The unit of output is not a call, a dial or an email. Everything in this proposal flows from that. At twenty-five seats and the mid-point of the standards, a pod sets roughly 825 appointments a month — and only two of those three numbers reach the client's calendar.

825appointments set
per month, 25 seats

660accepted by the client
at the 80% acceptance floor

430meetings actually held
at the 65% show floor

None of that is contracted. What is contracted is the seat. Conversion depends on the target market, the strength of the client's proposition, the quality of the data and the client's own follow-through — none of which the floor controls. The incentive band is how appointment performance reaches you; the base rate is not exposed to it.

Anyone can book a meeting. A floor running eighteen appointments a week at ninety per cent acceptance earns more than one running thirty at sixty.

03 — Why this one is different

The most upside, and the least tolerance for a production mindset

	A typical outbound campaign	This process
Unit of output	Calls made, contacts reached	Appointments the client accepts and the prospect attends
Agent profile	Scripted, high volume, trained in days	Consultative, researched, trained over weeks and coached continuously
What good looks like	More dials	Fewer, better conversations with the right person
Client relationship	Vendor delivering activity	Extension of the client's sales team
How it fails slowly	Volume drops	Appointment quality drops while volume holds
What breaks the account	Missed activity targets	A quarter of appointments the client's sales team stops trusting

The risk is as real as the upside. A representative who sets weak appointments to hit a number damages the client's pipeline, burns their target market, and ends the account faster than one who sets none. The acceptance mechanism exists to make that impossible to hide, and it is the part of this proposal to read most carefully.

Akontec brings

The client relationships and the commercial risk behind them. You invoice Akontec against the seat register, not the client.
The ideal customer profile and the five qualification criteria every appointment must evidence.
Approved messaging, call frameworks and the sequence definition.
Prospect data sourcing and approval, and the shared suppression list.
Adjudication of acceptance disputes — so an appointment is not rejected on a whim.

You bring

A floor, and representatives hired for judgement rather than throughput.
Three research seats that do not dial — and that you will be tempted to cut first.
Supervision that coaches conversations rather than counting dials: one team leader per twelve, listening live.
A dialler, a sales engagement platform and calendar integration.
Territory discipline — representatives keep their slice of the market rather than rotating across it.

04 — The upside

The widest incentive band Akontec places

Calculated quarterly on accepted appointments against the target set at the capacity review, and paid as a percentage of base billing for the same quarter. Every band carries the same condition: acceptance at 80% or above and show rate at 65% or above, in every month of the quarter.

Below 90% of targetNil

90 – 99%4%

100 – 114%7%

115 – 129%10%

130% and above12%

Read the condition, not the headline. Twelve per cent is reachable, but only by a floor that books fewer and better meetings. A team that pushes volume will breach the 80% acceptance floor before it reaches 130% of target, and will earn nothing. That is deliberate: it is the only structure under which a client will let an offshore team book directly into its salespeople's calendars.

05 — The return

Base contribution is the thinnest of the four

An illustration at twenty-five seats on Chennai and tier-two metro salary bands as at Q3 2026, at an indicative INR 95 to the dollar. The incentive here is not decoration on top of a comfortable margin — it is a material part of the return.

Contribution on base: 31.9%at 25 seats, before any incentive earned
Per seat, per month: ₹33,328after all direct and allocated cost
With a 7% incentive: 38.9%at 25 seats, at 100–114% of target
Day-zero: ₹20.0Lapproximately USD 21,050, mostly reusable

Ten seats is a pilot, not a business. At that size the supervision overlay is still needed and cannot halve, base margin is 21.8%, and one resignation moves it by several points. Treat ten seats as a proving period of a quarter or two with a committed path to twenty-five, or do not start. The full profit and loss is here.

06 — The proposal in full

Everything a delivery partner needs before contracting

Next step

Hire for curiosity, not for call-centre tenure.

The assessment pack tests business curiosity, comfort with rejection, written English, listening and research discipline — in that order of weight. If that is not how you hire today, this process will tell you within a fortnight.

Apply to deliver this process See the team structure