Commercial · AK-MIBU-1AE9
₹7,50,000 in. ₹75,000 per seat, per month, out.
What the investment buys, what it does not, how the payout works, and what the downside looks like.
₹7,50,000, one time, itemised.
The allocation below is the indicative basis on which the figure was built. Line values are confirmed in the Rate Annexure at award.
| Component | What it covers | Amount |
|---|---|---|
| Project onboarding & territory licence | Right to run the process for the term, territory assignment, contracting, KYC, non-circumvention registration, portal access | ₹1,50,000 |
| Technology setup | CRM tenancy and 18 logins, territory and pipeline configuration, ERP form routing, document management, dashboards, recording integration | ₹2,10,000 |
| Training & certification | Eight-day induction covering construction vocabulary, drawings basics, project stages, approvals, the tender lifecycle, CRM and territory discipline; scripts, objection handbook and the certification gate for 18 people | ₹1,35,000 |
| Market data & lead seed | Tender portal subscriptions for the first cycle, project and developer databases, territory mapping data and month-one campaign | ₹1,50,000 |
| Documentation & compliance | SOP manual, tender screening playbook, QA scorecard, MIS formats, job descriptions and hiring toolkit, DPDP-aligned data pack | ₹55,000 |
| Performance deposit | Refundable at a clean exit after lock-in, or adjusted against the final invoice | ₹50,000 |
| Total, payable at award | ₹7,50,000 | |
GST applies as per law. Payment schedule: 50% on signing, 30% at technology handover on day 11, 20% before the certification gate on day 19. The deposit is held separately and is not applied to running costs.
The investment is not your operating budget.
Covered by the investment and Akontec
- The client relationship, contract and commercial terms
- Process design, desk structure, territory model and cadence
- CRM, territory configuration, dashboards and ERP routing
- Tender portal subscriptions and project databases
- Eight-day trainer-led induction and construction domain training
- Full documentation — SOP, screening playbook, QA, MIS, JDs, hiring toolkit
- Weekly QA audit, governance call, escalation cover, four named owners
Yours to fund, every month
- Agent, desk senior, team lead and QA salaries plus statutory contributions
- Premises rent, electricity, power backup, housekeeping
- Internet, dialler licences and SIP channel rentals
- Workstations, dual monitors on Desk B, headsets, furniture, UPS
- Late-shift transport and any Sunday allowance you offer
- Recruitment and attrition replacement cost
Indicative all-in cost for a 15-seat two-shift domestic B2B desk runs ₹34,000–₹44,000 per seat per month — higher than a standard day desk because of the hiring profile, the late shift and transport. Use your own numbers below.
₹75,000 per certified productive seat, plus milestone bounties.
The fixed leg is the published rate. Milestone bounties on qualified site visits attended, tenders submitted and projects awarded are set out in Schedule A at award — they are upside on top of the fixed rate, never a substitute for it.
| Term | Definition in the Rate Annexure |
|---|---|
| Certified seat | Occupied by an agent who has passed the certification gate and holds current certification. |
| Productive seat | A certified seat logged in and working the process for at least 85% of its rostered hours in the month. |
| Monthly average productive seats | Averaged across the month's working days to one decimal place. |
| Qualified site visit | A visit attended by the Corps technical team at a site that met the published qualification grid. Booked-but-not-attended does not count. |
| Tender submitted | A bid actually submitted by Corps Constructions from a recommendation pack raised by the desk. |
| Desk adherence | Quality score | Fixed leg payable | What follows |
|---|---|---|---|
| ≥ 95% | ≥ 85% | 100% | Full rate; territory or seat expansion considered at review. |
| 85–94.9% | ≥ 80% | 90% | Written observation and coaching plan. |
| 70–84.9% | ≥ 75% | 75% | Corrective action plan, 30 days to recover. |
| < 70% | any | Reviewed | Payment held pending joint review; repeat breach is a termination event. |
The gate is not applied during the ramp — day 1 to day 60, longer than our other projects because the sales cycle is longer — so a normal ramp does not cost you money. A missed tender submission deadline is handled under its own remedy and is never absorbed by the gate.
Your costs, your arithmetic.
A calculator, not a projection. Fixed leg only; excludes GST, TDS and any bounty.
Include salary, statutory, rent, power, connectivity, dialler, supervision, late-shift transport and consumables.
Read this before you take the number seriously
The modeller assumes seats filled, certified and adherent for a full month. Month one carries hiring against the hardest profile on the board, eight days of training, and early attrition on the late shift. A desk running 11 productive seats instead of 15, paid at 90% under the gate, earns ₹7,42,500 against ₹5,70,000 of cost — still workable, but a very different business from the number above.
Model the downside first. If it does not work at 11 seats and 90% payable, do not sign for 15.
Billing cycle and cash flow.
| Step | When | Detail |
|---|---|---|
| Month closes | Last working day | Attendance, adherence and quality frozen from CRM and dialler reports. |
| Joint reconciliation | Working days 1–3 | Productive-seat count agreed with the delivery manager. Disputes are raised here, not after invoicing. |
| You invoice | Working day 4 | Fixed leg, with GST as applicable. |
| Akontec pays | Within 15 working days of a clean invoice | To the contracting entity's account only. TDS deducted as per law. |
| Milestone bounties | In arrears | Site-visit bounties monthly; tender and award bounties when the event is confirmed by the client. Award bounties can lag a quarter. Treat all of it as upside, never as current cash. |
Plan for roughly a 55-day gap between paying your first month's salaries and receiving your first payout. This is the most common reason a new centre gets into trouble on its first placement, and it is entirely avoidable with planning.